Feeling left out or ignored at work can have tremendously negative effects on workers’ well-being.

In a recent survey, researchers at the University of Ottawa found that workplace ostracism does greater harm to employees’ happiness than outright harassment. But what does feeling “included” at work mean? And how can managers foster an environment where all employees – regardless of age, race, gender or personality type – feel valued?

Creating a workplace where employees feel included is directly connected to worker retention and growth, says Jeanine Prime, leader of the Catalyst Research Centre for Advancing Leader Effectiveness. Yet many corporate diversity programmes focus more on creating a diverse workforce, and too little on the harder job of fostering inclusion.

Prime’s organisation recently completed a survey of 1,500 workers in six countries that showed people feel included when they “simultaneously feel that they both belong but also that they are unique,” Prime says.

When managers can achieve that balance the business benefits are profound.

Employees who feel included are “much more productive, their performance is higher, they are more loyal, they are more trustworthy and they work harder”, says Christine Riordan, provost and professor of management at the University of Kentucky.

Here’s how to foster more inclusion on your team:

Set an example. Inclusive attitudes start at the top. “Most people are blind to the everyday moments that leave others feeling excluded,” says Prime. Managers should take care to constantly examine their biases and behaviours. Be on the lookout for what Riordan calls “micro-inequities,” which occur when people are treated differently – whether it’s overlooked, avoided or ignored – by yourself or others.

Don’t diminish differences. Helping people feel that they belong isn’t the same as making them feel interchangeable. Employees want their managers to recognise and value their uniqueness, says Prime, and that means acknowledging “the distinct talents and perspectives they bring to the table”. Don’t assume that people want their differences erased in order to be part of the group.

Share the spotlight. According to Catalyst’s survey, leaders who support their employees’ development are more likely to foster a sense of inclusion. For instance, suggesting that employees rotate as meeting leaders might help an untested employee showcase his or her value to others.

Seek input. One simple way to make employees feel more included, particularly if they are more introverted, is to ask for their input and opinions in front of others. Listening to employees not only signals to them that you value their contributions but also demonstrates to other employees that everyone has value. Plus, you get the added benefit of a diverse set of opinions.

Keep at it. Fostering inclusion is an ongoing process. “Being inclusive is not a ‘check the box’ activity,” says Prime. “It’s a way of being, and you never stop working at it.” –

Copyright Harvard Business Review

Carolyn O’Hara is a writer and editor based in New York City.