Belonging Is Not a Name Change

As a result of both internal and external pressure, organizations are looking to minimize risk and bypass resistance toward diversity, equity, and inclusion (DEI) while remaining committed to building a healthy culture and leveraging an evolving talent landscape. This shift has shown up in a variety of ways; however, the most common appears to be a softening or changing of language—hoping different words will be more palatable. But doing the same things under a different label won’t change outcomes. In fact, it may only deepen frustration.

As such, belonging has gained traction, and the movement in this direction has been driven by 1) the need to continue to evolve the culture and the understanding that the ways of working and talent landscape are continuously evolving and, more commonly, 2) a desire to move away from diversity, equity, and inclusion strategies and nomenclature. However, belonging is not and cannot simply be a name change. It’s a fundamental shift in how organizations leverage culture, talent processes, and leadership to enable performance. And unless companies listen, learn, and evolve the thinking, objectives, and focus (not just the name), they risk missing the mark entirely.

From 2000 to 2025: A Learning Opportunity

But how did we really get here, and why is curiosity more important now than ever? To deepen our understanding, we need to thoughtfully examine the journey from 2000 to now. 2020 brought a much-needed heightened awareness of marginalized communities. And so much good came from that: new products and services; an evolving face of leadership; space for conversations about equity, culture, and fairness within organizations; and a demand of leadership to have a clear sense of purpose and values. However, there were downsides as well. Organizations dived into DEI waters too fast and unthoughtfully, and hard conversations had no framework and often led to a decrease in trust of safety rather than an increase. And the messages around privilege and Whiteness as inherently racist seemed to be prevalent. Despite there being widespread openness to learning and engaging, as time passed, many organizations overlooked a growing, organization-wide sense of disconnection from the broader population—often calling this out as a symbol of inequity versus an opportunity to lean in. Toxic cultures, ambiguity, loneliness, and exclusion didn’t just affect the marginalized; these issues spread across the entire workforce. And for too many employees, the simple feeling of belonging remained out of reach.

How can we move forward in a way that actually supports the people who power our businesses?

Understanding Resistance: It’s Just a Human Response

One thing we know from behavioral science: Humans need connection and a sense of belonging and generally push back on discomfort unless there is a sense of purpose or a way to engage in meaningful change. When discomfort feels aimless or rooted in perceptions of inequity or a lack of fairness, it morphs into resistance.

This isn’t about privilege or a sense of entitlement. People tend to have a very hard time saying, “I’ll just stay uncomfortable because someone else has it worse.” Nor do they have the ability or desire to measure their discomfort against someone else’s or a shift in their opportunities against someone else’s inequity. Pushback is normal—often without understanding the broader context—when people do not feel seen, valued, or connected to the change happening around them.

Layer onto that the very real experiences of employees who feel disconnected from the business and who struggle to see development pathways, access to leadership, or influential roles—frustration takes root. These perceptions, accurate or not, become barriers to progress. And if we’re not curious, we lose the organization and the opportunity to make real impact.

When Identity Becomes a Limitation

When identity is used at the major strategic lever for change, resources, or initiatives, we may build some awareness but also end up with unintended consequences. Constantly highlighting difference without emphasizing connection, a sense of purpose, and the business objectives can reinforce division, particularly when those differences aren’t tied to the practical realities of doing one’s job.

Employees from all backgrounds are left wondering: How do the dimensions of who I am relate to my ability to succeed here? Instead of empowerment, this can create confusion or mental roadblocks. Differences do matter, but our understanding of our diversity needs to connect to capability, access, and delivering value to the business.

Curiosity: The Key to Belonging

The path forward isn’t about choosing sides. It’s about embracing complexity—and leading with curiosity. Organizations must move beyond reactive strategies and ask thoughtful, systemic questions.

• Who is being left behind in our current structure?
• What processes are unintentionally limiting performance or access?
• Where does our culture create friction rather than connection?

At RHR, we believe belonging is the result of actively dismantling the barriers that hold talent back. This isn’t about appeasing resistance or over indexing on one group. It’s about examining the full employee experience, understanding what drives engagement, and building systems that work for everyone.

What Belonging Really Requires

Belonging requires more than language. It requires:

• Auditing and redesigning systems that hinder development, influence, and leadership.
• Assessing organizational culture to identify where exclusion—intentional or not—persists.
• Creating clear pathways for employees to contribute meaningfully and grow.
• Listening deeply to all employees about where leadership and culture is failing—because all perspectives provide meaningful insight.

If belonging isn’t embedded into the mechanics of how an organization functions, then it becomes another aspirational word that fails to deliver.

Don’t Just Rebrand—Rethink

We caution companies: If you’re only changing the language without changing the experience, the impact will be minimal. A culture of belonging doesn’t emerge from a new slide deck or a renamed committee. It comes from doing the hard work of understanding where your organization is falling short—and committing to real, ongoing transformation.

Where RHR Comes In

At RHR, we partner with organizations to build cultures where belonging is more than a buzzword. Through rigorous assessment, data-driven insights, and strategic consulting, we help leaders identify watch-outs, remove barriers, and drive performance through inclusion that works at scale. Whether you’re redefining your strategy or exploring how to embed belonging across the employee life cycle, we can help.

–Cristina Jimenez

Let’s Talk

Looking to move beyond renaming initiatives and start transforming your culture? RHR can help you understand where you are, what’s getting in the way, and how to move forward with clarity and impact.

Contact:

Cristina Jimenez