Inclusion and Belonging - Blanchard Definition

“Inclusivity is often approached from a limited perspective,” says April Hennessey, DEI practice lead at Blanchard. “Organizations tend to focus on internal efforts and ask, ‘What can we do here to make employees feel they belong?’”

However, Jeff Cole, a Blanchard solutions architect specializing in talent development, suggests that high-impact organizations approach inclusion and belonging more holistically—across three dimensions. These dimensions encompass:

1. Internal Inclusion: How employees perceive inclusion and belonging within the organization.

2. External Inclusion: How the organization is perceived from the outside.

3. Market Inclusion: How the company’s products and services meet the needs of customers and clients.

In simpler terms, it’s about talent retention (internal), talent attraction (external), and building a brand that attracts loyal customers (marketplace). This broader view can help organizations foster inclusion across all levels.

Inclusion Beyond the Internal Focus

Hennessey argues that real inclusion starts before employees even walk through the door. "It’s not just about internal programs; it’s about how we attract employees and how we are seen from the outside," she explains. "What do our job postings look like? Whom do we attract? Who do we leave out? Inclusion begins with how an organization presents itself—if candidates don’t see themselves reflected in the organization’s leadership or values, real inclusion may not even have a chance."

Cole and Hennessey suggest that a more integrated approach is needed, one that extends beyond tactical initiatives like Employee Resource Groups (ERGs). While ERGs can provide spaces for certain identities, they’re not the end-all-be-all of an inclusive culture. Instead, inclusion should permeate every aspect of the employee experience, from recruitment to todevelopment  and even to the products and services offered.

Focusing on the Full Employee Lifecycle

The employee lifecycle offers key moments to foster inclusion and belonging. Cole emphasizes that it’s essential to look at the employee experience holistically, from the moment someone is recruited to when they leave the organization. Organizations should ask themselves, How can we create inclusive moments throughout this entire process?

Rather than focusing solely on onboarding tactics, Cole suggests introducing new employees to people who can offer "real talk" about the company culture and values. “At Blanchard, we introduce new hires by sending a company-wide email with a brief profile about them. It helps foster connections early on,” he says.

Inclusion Through Professional Development

Another critical area for deepening inclusion is professional development. Organizations must be intentional about whom they select for special projects and development opportunities. Cole points out that access to growth opportunities can shape perceptions of competence and inclusion.

"In some cases, employees who seem most competent are simply those who have had more access to developmental opportunities," says Hennessey. “We need to open up those opportunities to people who have the drive and commitment, even if they don’t yet have the full experience.”

Giving employees access to opportunities that stretch their skills—and providing support along the way—helps them feel empowered and engaged. Cole emphasizes that the days of making employees “prove themselves” before offering new roles are over. Employees today need opportunities to grow, even if they’re not fully competent yet.

A More Integrated Approach to Inclusion

To create lasting inclusion and belonging, organizations must integrate these values into the entire employee lifecycle, moving beyond isolated initiatives. ERGs, while helpful, are just one piece of the puzzle.

Cole and Hennessey recommend leaders reassess their talent management strategies and identify points in the employee lifecycle where inclusivity can be infused. This means creating a seamless, holistic approach that integrates inclusion into recruitment, onboarding, performance management, and professional development.

A Call to Action for Leaders

The authors suggest a deeper level of commitment to inclusion: providing opportunities for those who may not yet have full competencies, promoting employees before they’re ready, and ensuring that every individual receives the mentorship, support, and direction they need to succeed.

"ERGs are not the finish line. They are part of the journey toward a truly inclusive organization," says Hennessey.

YS - Blanchard India