Capturing the heart of talent recruitment means creating a truly diverse talent search portfolio—one that attracts strong candidates and understands how a sense of belonging within an organization is a critical component to successful candidate recruitment. Employees often state that a sense of belonging is evidenced more in the organization’s culture than in programs and infrastructure. Organizations need to make a determined effort to create a truly inclusive culture where all employees feel they matter, and where they are valued both for what they bring professionally as well as for who they are as individuals with unique lived experiences. Innovative applied academic programs, such as Fielding Graduate University’s master’s in organization development and leadership, are designed to educate current and future leaders in organization and talent development, ensuring they are equipped to lead in this area and create positive change.
Belonging and mattering can have different meanings to the employer and the employee. Too often organizations focus on recruitment as a means to an end—the successful hiring of a particular candidate to a new position. Employers often state that belonging and mattering in their organization should be self-evident because a) underrepresented employees were hired, which demonstrates the organization’s values, b) an employee resource group exists, and c) the organization’s diversity statement asserts their commitment. Although all of these are important and necessary for creating an infrastructure of support, they are insufficient if not properly resourced and integrated system-wide throughout the organization.
Onboarding is the portal to the organizational culture, norms, and values. A sense of mattering and belonging should be the first thing a new employee experiences as part of a truly inclusive organization. Onboarding practices need to address the individual human dimensions of diverse employees and exemplify an ethic of care that leads to a sense of belonging and mattering. As an example, leaders can ensure that the onboarding process provides underrepresented new employees access to an active employee resource group, as well as information and introductions to key individuals about childcare, K–12 schools, dual-career opportunities in the organization or local area, safe and adequate housing, and medical practitioners who understand and value diverse demographics and health needs.
Organization leaders can create partnerships with external diversity-oriented, community-based organizations that not only provide support but serve as an anchor for greater networking opportunities and portals to ideas, partnerships, and community building. Creating an environment of belonging and mattering for all employees encourages better productivity, morale, and professional growth for individuals and the organization.
Positions in diversity, equity, and inclusion (DEI) have risen 123 percent since May 2021. A senior leadership representative from Indeed stated that these positions now range from entry-level programmatic roles up to C-suite executives, with companies making historic moves to meet the moment. This moment is actually a movement, which will continue to gain momentum as workplaces shift to meet new demands and new audiences and build an even more tightly integrated ecosystem of global connectivity. Making sure that everyone is valued and heard as part of that ecosystem is critical for its survival.
As we move boldly into a volatile, uncertain, complex, and ambiguous world, the diversity imperative will continue. However, we must ensure that diversity is not perceived in isolation; it must be rooted and anchored in an ethic of care by creating a strong organizational commitment to belonging and mattering. After all, we secure talented candidates by ensuring they feel welcome, valued, and a sense of belonging in our organizations.
