What does belonging at work and workplace communities mean to you?
We may have felt that connection with friends or family where we have experienced a sense of safety when we’re in a familiar place, surrounded by those we trust.
In every organisation, behind the systems, targets, and strategies are people. Workplace communities are about the people around us that we can connect with. And those connections matter: if we’re surrounded by people who support us and lift us up, we thrive. If we’re isolated and disconnected, we’re much more likely to struggle.
When employees feel safe, valued, and like they belong, they are able to be their authentic self. It goes beyond just being present or included. When people are afraid to voice their opinions or be themselves, they can become less engaged and less productive.
At our core, humans are wired for connection. This need doesn’t disappear when we are at work—if anything, given how much time we spend with colleagues, feeling a sense of belonging at work is a fundamental human need for our mental health and wellbeing.
The importance of belonging at work
When we experience belonging at work, we can feel comfortable speaking up without fear, share ideas without judgment, and ask for help, including those in senior leadership roles. This sense of psychological safety is foundational—it fuels collaboration, creativity, and personal growth where everyone feels valued and included in the process.
When people feel a sense of belonging at work, they:
- Trust their team and leadership.
- Feel safe to share ideas, concerns, or challenges.
- Are more engaged and motivated.
- Are less likely to burn out or leave.
Sian Mulcahy, Head of Training and Delivery explains:
“Feeling like you belong in the workplace is about feeling like your whole self belongs, not just the part of you that performs your role. It’s about feeling valued for who you are, as well as the skills you bring. It’s about feeling cared for in the difficult times as well as celebrated in the good ones
It’s important because if we are only valued for what we can do and aren’t recognised for who we are beyond work, then we attribute our value to our performance. We prioritise being ‘perfect’ and fear making mistakes for in case we are judged. We associate failure with shame rather than learning. All of this has an impact on our self-worth, our mental health, and ultimately how well we are able to do our jobs”
What do we mean by workplace communities?
In the context of work, communities are about the people around us that we work with and connect with. Our relationships with team members, managers and senior leaders can shape the culture around us and have a huge impact on how we feel about showing up at work.
Workplace communities become especially important in times of stress or uncertainty. It’s in these moments that we get a clearer view of how we show up for each other. Do leaders respond with empathy, or do they slip into blame and fear? Do people feel held and supported, or left to carry challenges alone?
When leaders provide stability, listen with care, and lead with compassion, they help create workplace communities where an employee feels psychologically safe, aids decision making, and are able to manage, even when things are tough.
However research shows that a third (34%) of employees do not see their workplace as a community while the majority (65%) admit they want to feel a strong sense of belonging at work.
Belonging and community can drive performance and retention
Studies show employees who feel a high sense of belonging at work are significantly more likely to stay in the organisation, contribute meaningfully, and experience better job satisfaction.
Findings from the 2023 Global Culture Report highlighted that companies scoring high on the community index were 100 per cent more likely to have employees produce aspirational levels of great work – and 58 per cent less likely to have employees actively looking for another job
Research shows that when employees experience belonging in the workplace they are:
• 3 times more likely to look forward to coming to work
• 9 times more likely to believe people are treated fairly
• 5 times more likely to want to stay at their company for a long time
Another study published in Harvard Business Review found that high belonging was linked to:
• 56% increase in job performance
• 50% drop in turnover risk
• 75% reduction in fewer sick days
The link between belonging at work and leadership
Compassionate leadership has an essential role in creating belonging at work. When leaders show genuine care, listen actively, and recognise the individual contributions of every team member, they lay the groundwork for a supportive environment and workplace culture. Whether it’s a simple check-in or creating safe spaces for feedback, these everyday actions send a clear message: you matter here.
As Pete Johnson, Commercial Director at Platfform Wellbeing, shares:
“Belonging in the workplace, to me, is about more than simply being present—it’s about feeling seen, heard, and supported. We need acknowledgement, acceptance, and a willingness from others to adjust their communication and working styles, just as we should aim to do the same.
A true sense of belonging comes when we feel shared ownership over our goals—yes, the targets may be mine, but we thrive when we believe they are our collective responsibility.
We need to feel psychologically safe when we make mistakes, knowing that missteps won’t define us, and equally, we want to be recognised when we succeed. We don’t need to be micromanaged; rather, we need the space to be listened to and trusted. That’s when we bring our best self to work—when belonging is not just a value, but a living experience.”
Building environments for belonging at work
When we take the time for open communication and building personal connections, we create a culture where teams and leaders can safely share ideas, celebrate wins, and talk about challenges.
Here are some practical ways to help achieve this:
Let everyone know their voice matters: When people hold back ideas, it could be a sign they don’t feel safe enough to speak up. Reinforce that every voice counts, no matter someone’s role or seniority. Be clear about what you value in team input and why it matters. Belonging at work grows when people know their perspectives are genuinely valued.
Lead by example: Senior leaders and managers have a crucial role in shaping the work environment. By showing vulnerability—whether that’s owning a mistake or sharing a personal learning moment—you create space for others to be honest too. Living your values out loud encourages others to do the same.
Make space for open conversations: Don’t wait for people to come to you—invite their thoughts regularly. Our social interactions, whether in staff meetings, one-to-ones, or informal check-ins, create consistent opportunities for people to share how they’re doing and what they need.
Listen deeply, respond with care: It’s not enough to say “we’re open”—people need to feel it. Listen actively, without jumping to defend or dismiss. When someone shares a concern or idea, respond with empathy and appreciation. It’s in these moments that trust grows. When employees see that their input is respected—even if it can’t always be actioned—they’re more likely to keep contributing and bring their true self.
Belonging at work starts with community
It’s about the everyday connections and relationships we build—moments of listening, noticing, including, and supporting. These small, consistent actions can have a positive impact on shaping cultures of empathy, trust, and psychological safety.
When people feel true belonging, they know they matter, not just for their work performance but for being their authentic selves.
And when that happens? People can thrive.
