A lot of work is being done in this area which I am referring to as a Sense of Belonging . But it is not easy. Misperceived and often phantom conflicts between the interests of different stakeholders and the constant need for short-term fixes brought about by ever shortening performance measurement cycles, means that most organisations can only pay lip service to programs designed to create a sense of belonging beyond a monetary incentive. In any event, such programs, which should weave transparent silken webs of connectivity between the organisation and its employee stakeholders, are often designed and monitored by people with more mind than heart, to whom the installation of a technology enabler, the use of a template and the completion of a process are the measures of success. The battle for the hearts and minds of organisations is often between people and processes.
People create, but can be woefully inefficient.
Processes restrict, but also enable. Profits over the long term need balance between the two. Sense of Belonging enables an organisation to tilt the balance for short but critical periods of time to maintain profitability and meet other relevant performance metrics. Because of my passionate interest in this area I have recently been meeting with a number of individuals who have some unique perspectives on this subject. This is the revert to style side, the manage not lead side.