[….] perceptions of how inclusive and communal a company is will loom ever larger in people’s decisions about where to look for work—and whether to stay at their current jobs.
Harvard Business Review
…belonging is not only good for workers but for business too. Belonging can lead to a 56% increase in job performance, a 50% reduction in turnover risk, a 167% increase in employer net promoter score, … , and a 75% decrease in sick days.
Social capital isn’t a nice-to-have; […] setting the stage for meaningful connection at all levels should be at the core of every organization’s RTO plans.
Employees who feel belonging at work consistently achieve much higher job performance.
Decades of research on social capital revealed its clear benefits […]among them, lower turnover, improved […] performance, increased knowledge transfer, greater innovation, […]
Companies that prioritize their workers’ social well-being and give people opportunities to make friends at work could help solve the epidemic of loneliness, which afflicts far too much of humanity.
Interpersonal work relationships have a […] significant positive effect on the job satisfaction of the average employee. Relationships rank first out of 12 domains of workplace quality in terms of power to explain […] job satisfaction.
[…] the challenges employees are experiencing in building meaningful connections and collaborating with coworkers have also left a void in everyday creativity at work.
Employees who have friends at work are much more likely to be satisfied at their job.
Gallup research found that when 60% of employees have a work best friend, safety incidents decreased by 36%, customer engagement increased by 7%, and profits increased by 12%.
…when workers feel comfortable being themselves and expressing their true thoughts, the door to improved collaboration, greater fulfillment, and well-being at work is opened.
Employees who feel trust at work report significantly greater mental health.
[…] friends at work have become lifelines who provide crucial social connection, collaboration, and support for each other during times of change.”
A desire for positive connectedness lies deep within our DNA as humans and can empower our health and wellness, as well as work-related success.
Organisations play an important role in enabling social connectedness to build more resilient workforces that are better able to withstand change and disruption.
Connective channels where workers build networks of coworkers, colleagues, and leaders that they can reach out to professionally and personally are key for an elevated workforce experience.
Social capital, a technical term for connectivity in the workplace, is important for helping employees execute, learn, innovate, and advance in organizations.
[…] we saw that social capital can be fragile. If neglected, it can atrophy quite quickly, with those numbers going down significantly […] for groups that are […] already at a disadvantage.
Excluded employees have a 50% higher rate of turnover than employees who feel they belong, costing organizations about $10 million annually per 10,000 employees.