Studies show that feeling a sense of belonging in the workplace leads to far more than just good relationships or enjoyable team events. Belonging means that employees feel safe bringing their whole selves to work—without fear of discrimination, unfair treatment or punishment.
For employers, the benefits extend well beyond “doing the right thing.” Organizations that prioritize belonging are more likely to achieve organizational health—defined as producing strong results in the best possible way while maintaining clarity and retaining staff.
More Than Diversity and Inclusion
Diversity and inclusion are important and necessary, but they are only part of the equation. Real organizational change requires taking the work a step further by intentionally focusing on equity and belonging.
In some organizations, inclusion is treated as simply inviting diverse people into an existing club. Without effort to make those individuals feel genuinely welcome, inclusion efforts often result in little more than meeting quotas. For this reason, we have shifted our work to focus on achieving belonging—because today’s organizations must think beyond hiring diverse talent.
This work is deeper than checking boxes. Being “included” solely to meet a goal can feel hollow or even tokenizing. A well-known example is Augusta National Golf Club, which for decades was male-only and overwhelmingly white. When Condoleezza Rice became its first female member, her credentials were unquestionable. Yet one can still wonder: does she feel true belonging there, or is she simply tolerated as an exception?
True inclusion means hearing, valuing and leveraging differences for the benefit of the organization. Unfortunately, many organizations fall short. Invitations may go out to everyone—but the real conversations happen elsewhere, after certain people leave the room.
Getting to Belonging
Belonging is the missing ingredient that transforms diversity and inclusion efforts into genuine engagement. It improves psychological safety and creates a supportive environment that triggers brain responses associated with better collaboration and problem-solving.
We recently heard inclusion described as “expanding the circle of engagement.” The real question is: how do we do that?
When organizations begin diversity, equity and inclusion work, we often ask leaders:
- – If you knew this work could significantly improve engagement and retention, would you prioritize it more?
- – What resources would you be willing to allocate?
- – How much healthier could your organization become?
Once leaders reflect on these questions, most recognize the value of the work. The challenge is that many get stuck in the what and struggle to move into the how.
LinkedIn’s Inside the Mind of Today’s Candidate report offers insight into what employees say they need in order to feel a sense of belonging. While there is much that can be done, we suggest beginning with four core steps.
Four Steps to Creating Belonging
1. Recognize Employees for Their Unique Efforts and Accomplishments
Recognition directly contributes to a sense of belonging—and this is true across generations. Small, meaningful gestures can be powerful and cost-effective, such as acknowledging big wins, honoring work anniversaries or creating recognition programs that go beyond “Employee of the Month.”
It’s important to recognize that employees are motivated differently. Some appreciate public recognition; others prefer a private note or conversation. The only way to know is by engaging with employees and asking about their preferences—putting inclusion into practice.
Finally, recognize people not just for showing up, but for what they uniquely contribute. Where possible, connect individual strengths to outcomes the organization could not have achieved otherwise. This reinforces the value of diversity and demonstrates the power of belonging.
2. Acknowledge and Appreciate Contributions in Meetings
Meetings are the lifeblood of many organizations. When done well, they enable faster decisions and deeper engagement. Patrick Lencioni, in Death by Meeting, suggests that meetings need passion and healthy tension to keep participants engaged—much like good movies or television shows.
Organizations foster belonging when employees feel their voices matter in meetings. This isn’t about performance reviews or promotions—it’s about knowing your ideas are heard and considered.
Leadership behavior plays a critical role here. When leaders listen, remain present and invite participation, employees are more willing to speak candidly. This may require creating space for introverts to process and honoring the contributions of those who think out loud. When meetings allow for debate, idea generation and healthy conflict, a culture of belonging naturally develops.
3. Practice and Promote Candid Dialogue Around Opinions
Many organizations operate within a top-down communication model: leaders direct, and others follow. In cultures of belonging, leaders instead encourage open dialogue and value honest opinions.
Candid dialogue allows employees to challenge the status quo, which often leads to innovation and positive change. When people feel safe expressing differing views, they contribute more fully and earn greater respect from peers.
Leaders must set the tone. Fear of retribution keeps people silent. Leaders can counteract this by modeling openness, inviting feedback and encouraging frontline employees to share insights—especially because they often see problems and opportunities first.
Listening sessions or one-on-one strategy lunches can be powerful tools. These create informal spaces to discuss difficult topics, provided leaders clearly communicate that honesty is welcomed and valued.
4. Encourage Employees to Bring Their Whole Selves to Work
Feeling comfortable being yourself at work may seem abstract, but it has real implications for engagement and retention—particularly among younger generations who value individuality.
Research shows that emphasizing individuality leads to higher retention, lower turnover and even greater customer satisfaction. Yet many employees—especially women, people of color and other marginalized groups—feel pressure to hide parts of who they are in order to fit in.
Belonging begins early, during hiring and onboarding, and continues through everyday leadership behavior. Leaders can promote belonging by modeling authenticity themselves and ensuring that organizational branding and culture reflect the people who work there.
Final Thoughts
Belonging makes people happier at work—but its impact goes far beyond morale. Employees who feel they belong are more engaged, more influential and contribute more meaningfully to their organizations.
Creating belonging requires intentional effort, reflection and action. It isn’t easy—but the rewards are well worth it. By focusing on the four practices outlined here, organizations can create the conditions for healthier cultures and sustainable growth.
