Dr. Gleb Tsipursky – The Office Whisperer
Nirit Cohen – WorkFutures
Angela Howard – Culture Expert
Drew Jones – Design & Innovation
Jonathan Price – CRE & Flex Expert
- A sense of belonging in the workplace directly drives productivity, engagement, and retention.
- Leaders play a critical role in supporting belonging through empathy, flexibility, and active listening.
- Measuring belonging through surveys, feedback, and retention data helps organizations gauge its impact.
Belonging in the workplace is a strategic driver of business success, and companies that prioritize inclusion outperform. Increased productivity, better engagement, and improved retention are direct outcomes of environments where employees feel genuinely connected and valued.
In today’s talent-driven economy, cultivating a sense of belonging is essential to attracting and retaining top performers. Employees who feel seen, respected, and integral to the organization are more likely to innovate, collaborate, and remain committed to shared goals.
According to the American Psychological Association’s 2023 Work in America Survey, 94% of workers say a sense of belonging matters. Yet nearly 30% report not experiencing this connection — contributing to poorer wellbeing and suboptimal business outcomes.
The U.S. Surgeon General’s Framework for Workplace Mental Health and Well-Being further reinforces this, identifying connection and community as critical to building a culture that supports employee success.
So, what does workplace belonging look like, and how do we measure its impact? As the future of work continues to advance, these questions are central—not just for the employee experience but also for long-term business sustainability.
Why Belonging at Work Matters
When employees feel a sense of belonging, they are more likely to be innovative, collaborative, and committed — factors that directly contribute to stronger business performance. Conversely, a lack of belonging can lead to feelings of isolation — negatively affecting mental and physical health, increasing absenteeism, and driving up turnover.
Cultivating a culture of belonging is a moral imperative as well as a strategic one. It is essential for attracting and retaining top talent and has a measurable impact on job satisfaction, wellbeing, and organizational loyalty.
Psychological research highlights the importance of both strong ties (close relationships) and weak ties (acquaintances) in contributing to life satisfaction. In the workplace, these connections form the foundation of belonging.
When employees feel accepted, valued, and connected, they are more engaged and aligned with the organization’s goals.
The impact is significant: a strong sense of workplace belonging leads to a 56% increase in job performance, a 50% reduction in turnover risk, and a 75% decrease in employee sick days. Despite this, 40% of people report feeling isolated at work, and over half of those who left their jobs in the past six months cited a lack of belonging as a key factor in their decision.
Insights from a recent Allwork.Space podcast with future-of-work expert Josh Allan Dykstra underscore the connection between belonging, wellbeing, and sustainable performance. Dykstra argues that traditional business models often overlook long-term employee wellbeing — limiting innovation and productivity.
Organizations can achieve immediate and lasting results by transitioning toward more human-centric leadership and workplace culture.
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Physical workspace design also plays a critical role. Ryan Anderson, Vice President of Global Research at MillerKnoll, notes that organizations that fail to support belonging risk losing top talent in a competitive market. According to Anderson, prioritizing inclusive, connection-focused environments enhances employee wellbeing and ensures long-term business success.
Genuine Belonging Cannot Be Artificially Manufactured
Creating a workplace culture centered on belonging is one of the most effective strategies to future-proof your workforce. Dr Beth Kaplan recently shared insights with Allwork.Space from her new book exploring the essential role belonging plays in the workplace — Braving the Workplace: Belonging at the Breaking Point.
Dr. Kaplan’s research highlights the profound impact belonging has on workplace wellbeing and performance. Employees who feel they belong are more engaged, motivated, and productive. They contribute authentically, collaborate more effectively, and are more open to innovation.
In contrast, a lack of belonging can lead to emotional exhaustion, workplace PTSD, and decreased productivity.
According to Dr. Kaplan, nearly 70% of employees report that their manager has a more significant impact on their mental health than their therapist or doctor. This statistic highlights the significance of leadership in cultivating belonging.
“Managers who coach, listen, and build trust significantly increase employees’ sense of belonging and performance,” Dr. Kaplan shared.
Dr. Kaplan also identifies four types of belonging: true, thwarted, sacrificial, and dissimulated. This framework provides a deeper understanding of how individuals experience connection at work.
Of note is the theory that leaders who possess their own strong sense of belonging lead with greater empathy and invest more in their teams. Dr. Kaplan argues that belonging is a personal experience defined by the individual and cannot be artificially created. It emerges when individuals feel part of something meaningful without compromising their identities.
“True belonging comes from being part of something bigger without sacrificing who you are,” said Dr. Kaplan. “It can’t be faked or forced — it must be authentically fostered.”
Strategies for Leaders to Strengthen Belonging
Dr. Kaplan defines belonging as “the innate desire to be part of something larger than us without sacrificing who we are.” Leaders play the most significant role in whether employees feel a sense of belonging at work. Leaders should not force people to fit into pre-existing molds but meet them where they are.
She believes leaders must move beyond “performative” gestures and lead with empathy and intention. This practice involves emphasizing active listening, developing psychological safety — especially in difficult conversations — and leading with adaptability instead of rigidity.
Belonging cannot be mandated; it requires consistent, intentional effort. When leaders coach effectively, support transparency, and adapt their approach to meet individual needs, they enhance performance, strengthen trust, improve retention, and contribute to a culture where employees can work efficiently and authentically.
Belonging should be a continuous practice grounded in trust, empathy, and genuine connections rather than a one-off initiative. This process can take time and requires genuine buy-in from leadership at all levels.
A notable error leaders make in creating inclusive environments is treating belonging as a compliance issue. She argues that many organizations add belonging to DEI training as a one-off initiative; however, genuine belonging focuses on creating environments where individuals feel genuinely valued — not just checking tick boxes or meeting metrics.
Belonging is undermined when leaders only celebrate aspects of employees that fit their idea of professionalism.
Dr. Kaplan also shared advice for early-career leaders, suggesting they focus on leading with humility and listening actively (even prior to being fully established in their roles). The key is to create spaces where employees feel safe to ask questions, share ideas, and be authentic.
Small, consistent actions — such as how leaders respond to mistakes and provide feedback — can help create lasting cultures of belonging. The future of work demands bold, compassionate leadership that puts people first.
“Your job isn’t to be the hero; it’s to build a culture where no one has to hide who they are to be valued. That’s how belonging begins,” Dr. Kaplan said.
Measuring Belonging in the Workplace
Regular assessments of how employees perceive their connection to the organization, its culture, and their colleagues can provide valuable insights into belonging.
Companies where the impact of belonging is robustly measured are more likely to thrive in a competitive market. Here are several effective methods to measure belonging in the workplace:
1.Employee Surveys
Surveys are among the most widely used tools for assessing workplace belonging. Questions can focus on inclusion, psychological safety, workplace relationships, and organizational culture.
2.Engagement Metrics
A strong sense of belonging correlates with high engagement. Monitoring participation in company events, response rates to surveys, and feedback participation provides data on employees’ emotional investment in their workplace.
3.Retention and Turnover Rates
High turnover rates often indicate a lack of belonging. By analyzing employee data, companies can assess if longer tenure correlates with a stronger sense of connection. Exit interviews also offer insight into whether employees leave due to feeling excluded or undervalued.
4.Performance Reviews
Performance reviews play a significant role in cultivating belonging. When conducted constructively and inclusively, they provide employees with feedback, recognition, and growth opportunities. This process helps employees feel valued, supported, and connected to the organization’s goals.
5.Feedback Mechanisms
Encouraging open communication through regular check-ins, interviews, focus groups, and anonymous reporting tools allows employees to share their experiences. These mechanisms help assess whether employees feel their contributions are acknowledged and valued within the organizational culture.
Belonging in the Future of Work
Building an inclusive and supportive culture is no longer optional, but a business imperative. As work environments reconfigure, organizations must rethink their approach to workplace belonging. Dr. Kaplan emphasized that cultivating a sense of belonging goes beyond surface-level perks or symbolic gestures — it requires creating an environment where individuals feel safe, respected, and empowered to contribute fully.
One of the most effective tools for achieving this is genuine flexibility (in contrast to policy-driven or performative flexibility). When employees have agency over when, where, and how they work, they are more engaged, creative, and connected to their organization.
Dr. Kaplan advocates for moving from a control-based mindset to a collaborative one. Instead of asking, “How do we get people back to the office?” organizations should ask, “What do our people need to thrive?”
Flexible frameworks should be co-designed with employees, responsive to their evolving needs across different roles, life stages, and identities. Kaplan believes that flexibility should be viewed as a long-term cultural investment, not a temporary adjustment.
“Flexibility is a decision to trust,” Kaplan explains. “And trust? That’s the foundation of every culture where people feel they truly belong.”
According to Dr. Kaplan, organizations that will lead in the future of work are those that treat belonging as an ongoing, people-first practice — one that is responsive, empathetic, and embedded in the daily actions of leadership.
She underscores that belonging is not static; it is continually shaped by how people are treated, particularly during periods of change. Leaders are the most influential factor in whether employees feel they belong, with this influence growing during uncertain or transitional times. Kaplan stresses that human-centric leadership — prioritizing people over systems and relationships over rigid rules — is essential. Organizations must invest in leadership development that nurtures empathy, adaptability, and meaningful dialogue.
Success metrics should extend beyond performance to include indicators of wellbeing, trust, and inclusion.
Belonging has become vital for forward-thinking organizations. The rise of hybrid and remote models requires businesses to create virtual spaces where employees feel connected and engaged.
A diverse, multigenerational workforce makes inclusivity non-negotiable; organizations must embrace the unique perspectives of each employee. With technology and automation reshaping roles, ensuring employees feel valued and secure is critical. Furthermore, Millennials and Gen Z are driving the demand for meaningful, inclusive work cultures.
Ultimately, businesses that invest in belonging will create resilient teams, driving sustainable growth and long-term success.
