Talent Management: Secrets to Belonging

Organizations are increasingly recognizing the critical role of employee well-being and engagement in driving high performance. Among the various factors influencing individual motivation and productivity, the experience of belonging is particularly powerful. When employees feel they belong, whether in a team, a department, or the organization as a whole, they are more likely to be engaged and loyal and perform at their best.

Most belonging interventions focus on typical drivers such as representation, psychological safety, trust, and inclusion. While these drivers are critical to employees’ sense of belonging, there is one driver we continue to see emerge in terms of criticality: performance management.

Interestingly, many different factors associated with performance management predict belonging. These include:

1. Fairness and favoritism in evaluating and identifying high-potential talent

Many organizations lack standardized practices to ensure their evaluation of talent is free from favoritism and bias that can significantly undermine people’s sense of belonging. In the absence of clear criteria and consistent processes, talent decisions are often based on subjective judgments made by leaders, creating a fertile ground for bias to influence their judgments. Although leaders may not realize it, employees are very attuned to these decisions and how they are made, and if the process is perceived as unfair, it can severely damage employee trust in leadership and the organization and harm their sense of belonging. Perceptions of favoritism and inequity breed resentment among employees, which leads to demotivation and disengagement. This not only reduces individual well-being and morale but also negatively impacts team dynamics, organizational culture, and performance. Standardizing talent evaluation processes is critical to fostering equity, maintaining trust, and supporting a culture where everyone feels valued and included.

2. Quality and frequency of performance and development feedback

One of the most pervasive talent issues across all industries is the quality and frequency of feedback employees receive. Whether due to conflict avoidance, discomfort with difficult conversations, or a lack of understanding about the importance of feedback, many leaders tend to either avoid giving feedback altogether or fail to deliver it in a meaningful way. This creates a significant gap in communication, leaving employees uncertain about their performance, unclear on areas for improvement, and unaware of their potential for growth within the organization. Without regular constructive feedback, employees often struggle to gauge where they stand, what is expected of them, and how they can contribute more effectively.

The absence of feedback can lead to stagnation in performance if employees continue with ineffective behaviors or miss opportunities to refine their skills. This furthers the feelings of uncertainty and insecurity as employees are left guessing about their standing and future in the organization. This uncertainty can have a ripple effect, resulting in lower morale, increased competition among team members, and strained relationships. Employees may begin to feel disconnected and undervalued, becoming less engaged in their work and less committed to the organization’s goals.

3. Clarity of growth and development path

Research from our client data has shown organizations that provide robust and clear development paths for employees tend to foster significantly higher levels of belonging compared to those with disorganized or unclear development paths. A well-defined career and development framework sends a strong signal that the organization values its employees and is committed to their growth, which deepens their sense of purpose and reinforces their commitment to the company. This clarity builds trust in leadership and the organization because employees feel their contributions are recognized and their potential is nurtured. In turn, employees are more likely to take ownership of their roles, demonstrate greater accountability, and go above and beyond in their efforts. A clear development path also provides stability during times of high stress or organizational change, offering employees a sense of direction and security in an otherwise uncertain environment. Moreover, it encourages healthier collaboration by reducing competitiveness among peers, as employees can see that opportunities are equitably distributed and aligned with individual effort and merit. Ultimately, development path clarity not only enhances belonging but also strengthens engagement, performance, and organizational resilience.

The Power of Belonging

Belonging is not just about being physically present in a group or organization; it involves feeling emotionally connected, recognized, and valued for one’s unique contributions. Employees who feel they are part of a supportive, committed, and transparent organization are more likely to invest in their work, show higher levels of engagement, and demonstrate a greater commitment to their organization and its goals. Perceptions of belonging are fundamental to individual performance and organizational success. To nurture this sense of belonging, organizations must design performance-management systems focused on fostering talent in a thoughtful, clear, and productive way.

—Adam Magerman

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Ready to employ the secrets of belonging every talent management program should embrace? RHR can help you understand where you are, what’s getting in the way, and how to move forward with clarity and impact.

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Cristina Jimenez