Although almost half (41%) of employees worldwide say that their workplace is where they feel the greatest sense of belonging, second to home, three-quarters (75%) report having felt excluded at work, according to a new survey.
Despite a backdrop of overall positive feelings of belonging within workplaces, over half of global worker respondents (56%) feel that they can’t share, or are reluctant to share, dimensions of their identity while at work for fear of it holding them back, revealed the latest EY Belonging Barometer. This number is even higher for LGBTQ+ workers, with 77% feeling uncomfortable sharing dimensions of their identity at work.
According to EY’s latest report, a belonging disconnect is emerging in the post-COVID-19 workplace, as a result of evolving flexibility styles and ongoing heightened economic uncertainty, adaptation to workforce shifts and continuing headwinds.
DEALING WITH WORKPLACE EXCLUSION
To effectively combat workplace feelings of exclusion, checking in on how someone is doing, both at work and in their personal life, remains a top contributor to building a sense of belonging for 32% of respondent workers. This holds true for 39% of US respondents, consistent with the previous EY Belonging Barometer reports (38% in 2018 and 37% in 2020).
“While it’s encouraging that workers continue to feel an increased sense of belonging at work, it’s clear that a disconnect has emerged with many workers globally, of all diversity dimensions, feeling excluded, actively self-editing or hiding certain dimensions of who they are at work,” shared Karyn Twaronite, EY Global Vice Chair – Diversity, Equity & Inclusiveness. “For leaders looking to bridge this gap to maximise engagement, wellbeing and productivity, and better enable their employees to feel free to be themselves, one-on-one check-ins still matter most.”
FLEXIBLE WORKING CONTRIBUTES TO SENSE OF BELONGING
Although today’s work environment has posed many challenges, it is clear that greater flexibility has contributed to workers’ sense of belonging. In fact, of workers who have noted an impact on their sense of belonging from hybrid work, ongoing disruption, or economic volatility, the top two responses show that they feel an increased sense of belonging because their organisation has become more flexible, and because they have been encouraged to be open about their opinions, needs, preferences, and personality.
Furthermore, 45% of respondents shared that flexible working, including autonomy in choosing hours and location, was their top motivator for instilling DE&I within their own teams. This underscores the importance for those in leadership positions to continue to integrate and offer flexible practices in today’s workplace.
EQUITABLE PAY MATTERS
According to the report, equitable pay may be the fastest route to addressing inequity; but confidence in upward mobility may be wavering. An overwhelming majority of respondents acknowledge some level of inequity within their workplace; merely 6% say they have felt none. Equitable pay is cited by 40% as the top contributor to a sense of equity at work, followed by equitable performance evaluation (34%) and equitable work assignments (30%).
Workers also do not feel fully confident that their companies afford opportunities for career progression. Sixty-six percent of workers feel that there are barriers to advancement within their company, with a lack of the right resources (24%) reported as the most common obstacle, followed by lack of fair wage/salary (23%) and unequal access to opportunities (21%).
PRIORITISING DE&I TO SECURE FUTURE TALENT
DE&I initiatives continue to play a pivotal role in recruiting and attracting top talent. 63% of worker respondents would choose a company that prioritizes DE&I over one that does not, 74% say their company’s prioritization of DE&I factors into their choice of where to work.
This theme is most pronounced among Gen Z and millennials, of whom 73% and 68% respectively, said they would choose a company that prioritises DE&I over one that does not, versus 53% of Gen X and 46% of baby boomers.
“Amidst today’s political and economic backdrop, DE&I remains a key workplace expectation across all generations and a competitive advantage, and at the same time, DE&I remains imperative for companies like ours to consistently build into their long-term growth strategy,” concluded Twaronite.
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