The impact of hope, belonging and manager support in transforming employee wellbeing and mental health. Insights from Brad Smith
Research has shown that resilience offers organisations many competitive advantages. Highly resilient staff are much less likely to mention burnout, compensation, work-life balance, or lack of purpose as motives for quit intentions compared to their less resilient colleagues. Other psychological resources that can help buffer against such strains, and facilitate employee thriving, resilience and performance, are hope and belonging. These crucial yet underexplored resources in the workplace hold untapped potential for positively influencing employee mental health and retention.
Managers and team leaders hold the key to creating a workplace where employees can thrive and feel a genuine sense of belonging
meQuilibrium’s (meQ) new research found that hope can greatly influence an individual’s work life and overall wellbeing. Hope can provide employees with the motivation and resilience to move beyond challenges and setbacks. When employees have a sense of hope, they are more likely to approach their work with a positive mindset, which can enhance productivity, creativity and overall job satisfaction.
Hope can also cultivate a profound sense of purpose and significance in one’s work, fostering a stronger alignment with organisational goals and values. Employees who derive hope from personal growth, creativity and the impact of their contributions are more inclined to feel engaged and committed at work. As a result, this can cultivate a positive work culture and improve employee retention.
In addition, hope can play a crucial role in times of uncertainty or organisational change. In challenging times or when faced with adversity, a hopeful mindset empowers employees to adapt and embrace new opportunities for growth and development. Cultivating hope also enables organisations to build a resilient workforce that is better equipped to navigate difficulties.
Hope can also positively influence employee mental health and retention. By breaking down an individual’s meQ Score into 18 resilience factors, we can identify which factors are best positioned to boost hope in the workforce. This was done by comparing responses to each of the ‘hope’ questions across each of the resilience factors.
Resilience factors contributing to hope
In meQ’s research, three resilience factors emerged as significant contributors to an internal locus of hope:
- Positivity.
- Self-confidence.
- Problem-solving.
Employees with the highest scores in these factors demonstrated significant enhancements in various dimensions of hope. They exhibited a 50 to 70% boost in their ability to think creatively about ways to achieve important goals. Remarkably, they also showed a 65 to 85% increase in their energetic pursuit of personal goals.
Moreover, those high in positivity, self-confidence and problem-solving were 16 to 22% more likely to attribute their success to their own efforts, recognising their pivotal role in achieving objectives.
Finally, they demonstrated a 15 to 18% boost in feeling that their past experiences have prepared them well for the future, fostering confidence and readiness to tackle new challenges.
The importance of belonging in the workplace
Belonging is an equally important psychological resource in the workplace. Belonging refers to feeling accepted, valued and included as an integral part of the organisation’s culture and community. It involves feeling a sense of connection, support and shared purpose with colleagues and broader organisational values and goals. A strong sense of belonging at work is important for several reasons.
Belonging contributes to overall wellbeing and job satisfaction, as individuals feel appreciated and comfortable being their authentic selves in the workplace. A sense of belonging also fosters engagement and motivation, as employees feel invested in the success of the organisation and are more likely to go the extra mile
Additionally, it promotes psychological safety, encouraging open communication, collaboration and the sharing of diverse perspectives, which can lead to increased innovation and problem-solving.
A workplace that cultivates a sense of belonging is more likely to attract and retain top talent, as individuals seek environments where they feel accepted and valued. Ultimately, cultivating a culture of belonging within an organisation can contribute to improved workforce outcomes, including increased productivity, employee retention and overall organisational success.
Managers play a pivotal role
Managers and team leaders play a pivotal role in shaping an employee’s sense of belonging within the workplace. As direct points of contact and influence, they have the power to create an environment that either fosters or hinders feelings of acceptance, inclusion and value. Their actions, words and leadership style can significantly impact an employee’s comfort level, connection to the team and organisational goals, ability to contribute ideas freely, and overall commitment to the company’s diversity and inclusion efforts.
When managers prioritise building trusting relationships, encouraging open communication, actively seeking diverse perspectives, and leading by example through inclusive behaviours, they send a powerful message that every team member is respected and belongs.
Conversely, if managers fail to cultivate an inclusive culture, employees may feel alienated, undervalued and reluctant to fully engage. Ultimately, managers and team leaders hold the key to creating a workplace where employees can thrive and feel a genuine sense of belonging.
Data from the study strongly bears out this perspective and reveals a striking contrast in employees’ sense of belonging based on whether they perceive strong or weak manager support for their mental wellbeing. Across all survey questions, employees who report strong manager support consistently express higher levels of agreement, often by substantial margins.
Boost wellbeing, retention and productivity
The research underscores the vital role that managers’ support for employee mental wellbeing plays in cultivating a genuine sense of belonging within an organisation. When employees feel their mental health is supported, they are far more likely to feel truly included, valued and connected across all aspects of the workplace experience
Ultimately, hope and belonging are invaluable assets in the workplace and, with the help of managers, these essential psychological assets can enhance employees’ mental wellbeing while helping employers boost retention and productivity.
Brad Smith PhD is Chief Science Officer at meQuilibrium
