Belonging Is Economic Development

For years, Ohio business leaders have been sounding the alarm about “brain drain,” referring to a disproportionate loss of college-educated talents to other states and regions. The reality is that as Greater Cleveland employers compete for fresh talent, retention relies more than ever on a key question: When a young professional is faced with the decision to stay in Cleveland or start their career elsewhere, do our workplaces and communities signal to them that they belong here?

As a young professional interning for Plexus this summer, I know firsthand that applicants are looking for more than a Pride post in June (Actually, if you’re looking to attract recent graduates, you’re better off making inclusivity visible in March!). This question requires year-round consideration of how your recruiters show up to career fairs, what language is attached to your brand when jobseekers do their research, and how young professionals feel when they walk into your office for an interview or their first day. If you’re looking to improve employee belonging and retention but don’t know where to start, I’ve got a few tips that can make your organization stand out to young professionals at every stage of their early career.

Inclusion Should Be Visible Before the Interview
Applicants’ first impressions of your organization are based on your website and digital presence. When they research you, can they easily access information about inclusion initiatives? What kinds of families and backgrounds are represented in advertising or employee spotlights? These details may seem small, but they’re so important to young professionals who are trying to envision themselves succeeding and belonging in your organization. If talented graduates can’t see themselves reflected in your workplace from the beginning, you miss out on a great candidate, and they miss out on what could’ve been a great fit. Conversely, when an applicant knows they can be their authentic self to your office, they’re more likely to apply and much more likely to accurately represent themself and their talents in the interview.

Review Benefits for Inclusive Policies
Today’s grads are entering an uncertain economy, and their values reflect this reality. Employers are seeing that benefits often speak louder than starting salaries for young professionals looking for signs that their workplace values their wellbeing. In fact, several Ohio college career centers list benefits as one of the first things recent graduates should ask about during the interview process.
When you get this question from applicants, make sure you’re able to confidently assure them that parental and family leave policies include their families, whatever they might look like. Likewise, make sure your healthcare options meet the needs of as many communities as possible, which could look like inclusion of mental health coverage, gender-affirming care, and/or fertility benefits. While these initiatives are especially vital for young queer professionals, it’s easy to see that they have the potential to positively impact all employees.

Build Belonging Systemically, Not Symbolically
You’ve got the new talent in the door- Congratulations! Now the question becomes, how do you keep them there? One of the biggest retention challenges is that this generation of young professionals are facing unprecedented rates of loneliness, especially at work. With a widening social gap between young professionals and their preceding generations, early-career employees report difficulty forming meaningful workplace relationships. Neglecting intentional connection strategies can leave them professionally isolated, even in an otherwise welcoming organization.

Mentorship programs are proven to be one of the strongest solutions to this complex problem. The healthcare industry is one of Cleveland’s strongest, and the National Institutes of Health has published many studies demonstrating that employee retention and experience vastly improve with the implementation of mentorship programs- for both the mentees AND the mentors! Other ways to encourage workplace connections include on-boarding cohorts and networking opportunities. It’s about finding what fits your environment and employees best.

Make Space for Inclusive Internal Communities
One of my favorite things about Plexus is that we create events where young, queer professionals get to feel like one of many instead of the one and only in a room. Your organization doesn’t need the extensive queer network we have (that’s what we’re here for, after all!) but it does need to continue to support new employees once they’re in the door. One of the best ways to do this is by encouraging and sustaining Employee Resource Groups (ERGs).
ERGs create spaces where employees can build relationships, develop leadership skills, and navigate professional challenges with coworkers who share similar experiences. This is powerful and attractive to young professionals and might make the difference between an employee dedicating years of their career to your company or searching for a new professional home.

Invest in Equitable Career Development
After they’ve participated in those early-career mentorship or networking opportunities, and learned valuable leadership skills through internal communities, young professionals who are a few years into their careers are naturally going to wonder what comes next. The sad reality is that for many of them, the answer is unclear. According to recent LinkedIn polling, 71% of LGBT professionals believe they’ve been passed over for a promotion due to their queer identity. Similar statistics can be found for employees of all marginalized backgrounds. What’s important to note is that these surveys measure perception, which means the solution is nothing as drastic as hasty or title-only promotions. Instead, you only have to signal to employees that you’re invested in who they’ll be ten years from now.

One small change that makes a big difference is making your promotion criteria and decisions transparent. Demystify the process of moving up in your organization and make sure employees know what skills you look for in leadership roles. Likewise, in-house leadership or professional development opportunities or offering stretch assignments that allow young professionals to practice new skills can be vital to workforce retention. Remember, no one wants to be stuck at the bottom of the career ladder forever, and when we suspect we will be, we naturally follow the next opportunity, wherever it may lead us.

Every employer in Northeast Ohio needs to be a part of the solution as our community combats brain drain. Professionals rarely leave simply because they dislike where they live, but instead because they believe there are better opportunities for career development, supportive community, and meaningful work somewhere else. When talented people can see our professional environment supporting their families, lives, and careers as they evolve, they stay, and we all win.
Belonging is not a separate issue from workforce development. It is workforce development. If Ohio wants to compete for my graduating classmates when we graduate next spring, you’re going to need to show us that you have a seat at the table waiting for us. This isn’t about politics; it’s about economic survival.