Faisal Kazi is the president and chief executive officer for Siemens Canada.
Employees today want more than just a paycheque. They want purpose-driven work in an organization that genuinely cares about them and society at large. This is particularly true of younger generations, who prioritize meaningful work and a sense of belonging in their professional lives.
When workers feel they are contributing to something greater than themselves and are in an inclusive and accepting environment, they tend to be more motivated, creative and loyal. This translates into better business performance: A Harvard Business Review on The Value of Belonging at Work found that high belonging was linked to a 56-per-cent increase in job performance, a 50-per-cent drop in turnover risk and a 75-per-cent reduction in sick days.
By comparison, the same study found that 40 per cent of people feel isolated at work, which leads to lower organizational commitment and engagement and ultimately poorer results. Companies and employees thrive when in an environment where everyone feels accepted and valued.
Deloitte’s Human Capital Trends report ranked ‘Belonging’ as the top human capital issue organizations need to overcome and that “73 per cent responded stated that fostering a sense of belonging was important to their organization’s success with 93 per cent agreeing that a sense of belonging drives organizational performance.”
These studies confirm what enlightened organizations know to be true: Cultures that embrace belongingness and corporate social responsibility (CSR) are not nice-to-have initiatives. They are must-haves for businesses seeking sustainable growth and innovation.
As organizations that employ people and whose business operations affect communities in so many ways, we need to care. We must care like family.
There was a time when such an emotion-laden statement would have been considered out of place in a corporate context. But employees today expect to bring their true selves to work and they want leaders who will embrace and care about them for who they are and not just for what they do.
We know this at Siemens because twice a year we send out a survey that asks our employees this important question: “Can I be myself at work?” I’m pleased to share that we consistently get an overwhelmingly positive response.
I consider it critical to track metrics in key areas to help us continually refine our approach. For example, we know that since its launch in 2020, our growth and opportunity program – which provides intensive training on leadership and problem-solving – has seen women account for almost 40 per cent of participants. This is part of our strategy to develop female talent at all levels of the organization.
Reporting on our performance strengthens our culture of caring; when our employees see the impact of the good we collectively do as a company, it reinforces the idea that they’re part of something bigger and that they truly are making a difference.
In these workshops where employees and their families spent a few hours refurbishing decommissioned corporate laptops, the laptops are donated to the charity Corporations for community connections (CFCC) who then distribute to under served communities and schools. That drove a collective effort that has diverted more than 5,100 laptops from landfill and granted more than 45,000 people access to technology.
While such metrics can be powerful tools, companies need to ensure they’re not addressing belonging and CSR as mere counting and reporting exercises. That would be missing the point. They could also miss out on opportunities to do better and be better for their employees and communities.
There’s an ongoing need for improvement as we learn more and as our communities and planet continue to change. In recent years, we’ve become more aware of the challenges faced by members of our Siemens family and have adjusted our programs and policies to support them better and to ensure they feel welcome and safe in their workplace. The COVID-19 pandemic has also put a spotlight on mental health and we’ve responded with more support and, yes, caring.[SP2]
Recognizing the growing needs of our communities, we’ve removed the cap for volunteer hours. Last year alone, Siemens employees volunteered nearly 2,000 hours, creating a ripple effect of positive change in the communities we serve.
We continue to strive to do and be better. We’re working on ways to remove bias – inadvertent or otherwise – from our employee recruitment process. We’re learning more about neurodiversity and how we can be more inclusive and supportive.
CSR and belonging are not just about doing good; they are about doing well. When companies commit to caring for their employees, their communities and their environment, they create sustainable value and positive impact for the business and for everyone and everything it touches.
This column is part of Globe Careers’ Leadership Lab series, where executives and experts share their views and advice about the world of work.