A sense of belonging is fundamental to human motivation and engagement. Research reveals that 34% of UK employees do not consider their workplace a community, despite 65% admitting they want to feel a strong sense of belonging at work. Yet, too many organisations simply hire for diversity whilst failing to also build an environment where people feel valued, heard, and empowered.
Without belonging, diversity and inclusion risk becoming hollow efforts – ticking boxes rather than driving real change. To create workplaces where employees thrive, leaders must go beyond representation and focus on fostering a culture where everyone truly belongs.
Representation Alone Isn’t Enough
Hiring a diverse workforce is an important first step, but it’s not the final goal. If employees don’t feel included in decision-making, supported in their growth, or comfortable bringing their whole selves to work, diversity efforts fall flat.
A diverse workforce without belonging often leads to disengagement, higher turnover, and underutilised potential. According to BI WORLDWIDE, employees who feel a sense of inclusion and belonging are 15 times more likely to find work inspiring than those who do not.
Yet, many organisations fall short, and this disconnect can be costly. Replacing an employee can cost on average between 6-9 months’ salary when factoring in recruitment, training, and lost productivity. A workplace that prioritises belonging not only boosts morale but also reduces attrition, improving both employee wellbeing and business performance.
Recognition Creates Connection and Inclusion
One of the most effective ways to foster belonging is through employee recognition – people want to know that their contributions matter. When good work goes unnoticed, employees feel invisible. Conversely, when employees believe their efforts will be acknowledged, they are 7 times more likely to feel a sense of belonging.
Recognition doesn’t have to be grand. A simple thank-you, public appreciation, or a meaningful reward can make a significant difference. The key is ensuring that recognition is fair, frequent, and personal. A workplace where people feel seen and valued naturally fosters stronger connections, higher engagement, and a more inclusive culture.
Practical Ways to Build a Culture of Belonging
Organisations that embed belonging into their culture see stronger engagement, better collaboration, and improved performance. Here are some key strategies to make DEIB efforts meaningful:
- Foster inclusive leadership – Leaders set the tone for workplace culture. Inclusive leaders actively seek input from all employees, ensure diverse perspectives are valued, and create an environment of trust and psychological safety.
- Personalise recognition – A generic ‘good job’ isn’t enough. Recognition should be tailored to individual preferences, whether through public praise, written notes, or career development opportunities.
- Create employee resource groups (ERGs) – ERGs provide a sense of community, allowing employees to connect over shared experiences, advocate for change, and foster inclusion across the organisation.
- Offer equal growth opportunities – Employees who see clear pathways for development are more likely to feel valued. Mentorship programmes, leadership training, and internal promotions help ensure opportunities are accessible to all.
- Encourage open conversations – Transparent communication about DEIB initiatives helps build trust. Regular feedback sessions, employee forums, and leadership Q&As give employees a voice and demonstrate commitment to change.
Looking Ahead
Belonging isn’t just a feel-good factor; it’s a business imperative. Organisations that go beyond representation to create inclusive, supportive environments see stronger engagement, higher retention, and better overall performance.
True inclusion means every employee, regardless of background, feels safe, valued, and empowered to contribute. Prioritising recognition, inclusive leadership, and open communication means that businesses are better-placed to build cultures where diversity thrives – not just in numbers, but in real impact.
With more than 25 years' experience in the engagement industry and a co-founder of one of the first specialist agencies in the field of digital engagement programmes, Phil brings a passionate and experienced perspective to all the global businesses he works with.
As Head of Employee Programmes at BI WORLDWIDE, he leads the design and delivery of global employee engagement programmes emanating from the EMEA region. In the last few years, he has overseen the implementation of several global programmes, reaching half a million employees in over 100 countries for some of the world's biggest companies across sectors including Banking, Pharmaceutical, Technology and Professional Services.