How does Belonging become measurable practice instead of just a phrase?

When we talk about promoting diversity in companies, the terms Diversity, Equity & Inclusion (DEI for short) are used as a guide. In countries like the USA, another aspect is emphasized: Belonging. In some places, promoting diversity is called DEIB. Belonging means belonging in German and describes the state when people are not only actually part of the workforce, but also feel that way. Employees should feel that they are genuinely welcomed, accepted and valued.

In Germany, Belonging – at least as a term – has rarely found its way into companies. However, it is taken into account, even if unconsciously, by some organizations. A panel at this year’s Corporate Diversity Summit, moderated by human resources editor Lena Onderka, would like to delve deeper into the topic. At the event for DEI managers on March 18th and 19th in Frankfurt am Main, topics such as microaggressions, inclusion, generational exchange, integration of refugees, AI and equal pay will also be discussed. The Corporate Diversity Summit is organized by the FAZ Institute.

Belonging: One question, three answers

The panel participants provide human resources readers with a foretaste of their perspective and their learnings. One question, three answers: “How does Belonging become measurable practice and not remain just a phrase?”

Andrea Becher, Global Head of Talent Acquisition, Leadership Culture, Henkel

“Belonging becomes measurable if we understand it holistically and consistently link it to leadership, culture and talent strategies. Today, employees expect development, meaning and a strong cultural environment more than ever. That’s why leadership and corporate culture are central levers. Attractive career paths and fair benefits – at Henkel, for example, gender-independent, fully paid parental leave – form an important basis for strengthening Belonging. What is crucial, however, is that people feel heard, valued and included.

Whether Belonging is really practiced can be measured: by the engagement score, by the fluctuation rate, by the authentic ambassadorship for the employer – and last but not least by the honest feedback from conversations. Even with a seemingly ‘soft’ topic, the following applies: we can only effectively improve what we make measurable and actively shape.”

Sven Nagelsdiek, Afb social & green IT (IT refurbishment provider)

“For us, Belonging becomes tangible when a trusting relationship develops between managers and employees. Leadership plays a central role in this: managers create the framework in which trust can grow, provide orientation and ensure that all voices in the team are heard. Through the trust that has been created, we know how our employees really feel. Coffee breaks or discussions offered by company social work, for example, help us with this.

We also look at key figures such as fluctuation or further development in the company to see whether membership also has a long-term effect. But what is most important is that we respond to feedback and actually change things. Belonging can be seen in everyday life in leadership, collaboration and real opportunities for participation.”

Stephanie Höfer, co-founder and CEO of the parental leave management tool Hey Parents (proper spelling HeyParents)

“For us, Belonging means: I don’t have to hide in order to belong. Especially for parents – and especially mothers – this is anything but self-evident. Belonging does not come about through a one-off statement from the board, but through a hundred small moments in everyday life: Is the meeting scheduled for 5 p.m. even though everyone knows that parents are stressed then? Is part-time work treated as a career brake or respected as a conscious decision? After returning to work, do parents have real access to development, visibility and influence – or only on paper?

Belonging becomes measurable when companies stop only measuring general satisfaction and start actively and differentiatedly surveying belonging – broken down by life situation. Pulse surveys with specific items such as ‘I can openly address my needs’ or ‘I am included in decisions’ provide valuable data here. They should be supplemented by hard key figures: retention around parental leave, internal mobility, part-time promotion rates, sickness rate. Because average values ​​lie – if you don’t segment, you won’t see that parents and colleagues without children often experience a completely different reality. The control loop is crucial: measure, evaluate, derive measures – and track effectiveness. Measurement without consequence destroys trust.”

Lena Onderka is editorially responsible for the Employee Experience & Retention area – which also includes, for example, the topics of BGM and employee surveys. She also looks after the topic of diversity. She is also the editorial contact for the German Human Resources Summit and the HR Forum Banking.