by Terrell L. Strayhorn
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In today’s competitive academic job market, creating an inclusive, diverse, and welcoming workplace environment is crucial for attracting and retaining top talent. This is particularly true for higher education and postsecondary institutions, where highly sought executive leaders, faculty, and staff may have a number of options when choosing a college or university at which to work. In recent years, we’ve witnessed a trend towards more benefits and incentives for recruiting new hires such as sign-on bonuses, car and housing allowances, paid time off (PTO), reduced workweeks, remote work options, and gym memberships, just to name a few. Dollars and cents matter and all higher education workers must be paid fairly, equitably, and competitively — but new data is clearly showing that workplace belonging matters too. It can give higher education institutions ‘competitive advantage’ in a crowded market.
Workplace Belonging
Workplace belonging is defined as feeling valued, connected, and included within a work environment where one can be their true and authentic self, just as they are. Contrary to popular belief, it is an accumulation of day-to-day work experiences — not a single moment in time — that enables a person to feel safe, secure, supported, competent, and valued by others as a trusted member of the team. It is working on a vibration-level where one can rest assured that their contributions to the organization are meaningful, regardless of their rank, station, title, or tenure.
Confidence in knowing that one matters and their work is viewed as important fuels a sense of job security, stability, and true membership, as well as emotional and psychological safety. Workplace belonging can also result from receiving support, praise, and helpful feedback from trusted colleagues and supervisors in a workspace that’s agile, growth-minded, and respectful. It’s important to note that belonging is a feeling and feelings can’t be forced. It must be facilitated, nurtured, cultivated, ignited, and built over time. That’s why I say belonging grows at the speed of trust, especially in diverse workplaces.
To truly cultivate a positive sense of belonging at work in academic settings, higher education employers must prioritize issues of climate, collegiality, community, and culture — the 4 C’s. They must take proactive steps to create conditions that support the presence, performance, productivity, and personal aspirations of their faculty and staff. In the balance of this blog, I explore actionable strategies that higher education institutions can implement to create conditions conducive for fostering workplace belonging.
Here are five evidence-based ways that higher education employers can boost workplace belonging for faculty and staff.
1. Promote Diversity and Inclusion Initiatives
Diversity, equity, and inclusion (DEI) should be at the forefront of any higher education institution’s strategic plan. These must be more than buzzwords — they should represent core values that drive business operations, equity-minded policies, and all campus practices. Achieving DEI goals takes more than balloons, celebrations, and brand-new initiatives, although all of these are important. The evidence is clear that businesses on the cutting-edge move beyond DEI programming to develop strong culture, SMART goals, clear metrics (e.g., KPIs), ambitious plans with broad input, and solid accountability systems, aligned with responsible leadership, resources, and periodic evaluation.
Higher education employers can take several steps to boost workplace belonging by promoting DEI. Creating employee resource groups (ERGs), hosting staff development workshops on antiracism and/or unconscious bias, or instituting mentorship programs for newly hired personnel have proven effective. By celebrating diversity, creating social networks, and encouraging purposeful connections, faculty and staff will feel valued for who they are, as they are, and respected for their unique perspectives and experiences. They’re also more likely to work together collaboratively on teams.
2. Provide Professional Development Opportunities
Investing in professional development opportunities not only enhances the skills and knowledge of faculty and staff but also demonstrates a commitment to their professional growth, future aspirations, and long-term career success. Recent reports indicate this is vitally important to workers post-pandemic, especially women, people of color, and Generation Z who may not “care how much you know until they know how much you care,” as the old adage goes.
Higher education employers can organize workshops, conferences, and training sessions to support continuous learning and personal development. Research supports the effectiveness of such trainings delivered in-person, online, or hybrid. The weight of evidence also suggests that these initiatives boost employee morale, increase job satisfaction, and create a strong sense of belonging by showing that the institution values development, growth-mindedness, and the professional futures of its current workforce. It’s a way of putting people first.
3. Foster Communication and Collaboration
Open and transparent communication channels play a vital role in fostering a sense of belonging in the workplace. Higher education employers should establish multiple mechanisms for faculty and staff to voice their concerns, provide feedback, share ideas, show up, or speak out, without fear of judgment or retaliation.
Regular team meetings, town hall sessions, and anonymous suggestion (in)boxes or feedback loops can help facilitate such two-way communication. Fostering collaboration through cross-departmental projects or committees also allows individuals to connect, exchange knowledge, and build relationships, thereby fostering a sense of belonging within the institution.
4. Support Work-Life Balance
Higher education employers need to acknowledge the importance of work-life balance and implement supportive policies and practices. Flexibility in scheduling, telecommuting options, and on-campus amenities, such as childcare facilities or wellness programs, can significantly contribute to the well-being of faculty and staff.
For over a decade now, I’ve led a collaborative project studying hundreds of higher education workplaces in hopes of identifying ‘promising practices’ for increasing diversity, achieving equity, and boosting belonging. Our reports reveal the efficacy of several more actions that demonstrate a commitment to work-life balance: caregiving leave, stress reduction programs (e.g., virtual yoga), flex hours, and dog-friendly offices, to name a few.
By supporting work-life balance, higher ed institutions send a message that they value the overall health and happiness of their employees, ultimately fostering a sense of belonging.
5. Recognize and Celebrate Achievements
Recognizing and celebrating the achievements and contributions of faculty and staff is instrumental in establishing a strong culture of belonging. Higher education employers should organize award ceremonies, circulate email announcements, create friendly competitions, host staff picnics, and make public acknowledgments through websites, bulletins, and endowments to highlight outstanding work. Don’t just focus on big grants from faculty researchers or global partnerships set by vice presidents, although both of these are important and should be included. Many of the 2023 Great Colleges to Work For® celebrate the career milestones of secretaries and security officers, the amazing customer service from cafeteria workers and custodians, as well as the often-overlooked school spirit of IT technicians, librarians, and night school staff. Everyone gets attention.
Additionally, creating opportunities for peer recognition, such as role-based holidays (e.g., secretary’s day) or nomination-based awards, fosters a sense of community within the institution. These gestures demonstrate that the institution values and appreciates the hard work and dedication of all its faculty and staff.
Conclusion
Fostering workplace belonging in higher education institutions is not only crucial for attracting and retaining talented individuals but also for creating a supportive and inclusive educational community. By implementing the strategies discussed above, higher education employers can create a positive work culture in which faculty and staff feel valued, respected, and inspired to contribute their best. By prioritizing diversity, providing professional development opportunities, fostering communication and collaboration, supporting work-life balance, and recognizing achievements, higher education leaders can nurture an environment where all employees feel a strong sense of belonging, ultimately leading to greater productivity, team cohesion, work-related happiness, and, yes, institutional effectiveness and success. It’s a ‘win-win’ situation for all!
