Belonging is one of the most basic needs we have as human beings. It is the reason we want to be part of groups, communities, and social networks. Scientists have found that the desire to belong is built into our brains. The same part of the brain that makes us feel hunger and thirst also makes us crave connection with others. When we are left out or excluded, our brains register this in ways similar to physical pain, making exclusion deeply uncomfortable and distressing. This is why social rejection can feel as real and intense as an injury or illness.
A sense of belonging is crucial for our mental, emotional, and even physical health. When we feel like we belong, we handle stress more effectively, recover faster from setbacks, and feel resilient during difficult times. Studies have shown that belonging can lower cortisol levels, the hormone associated with stress, helping people feel calmer and more grounded. On the other hand, not feeling like we belong can contribute to anxiety, depression, and feelings of isolation. Some research suggests that a lack of belonging is an even stronger predictor of depressive symptoms than loneliness or a lack of social support, highlighting how essential it is to our overall wellbeing.
Belonging also has a profound impact on our professional lives. In workplaces where employees feel included and valued, research shows that job performance increases significantly, by as much as fifty-six percent in some studies. Employees are also more loyal, with a fifty percent lower likelihood of leaving their roles, and they take fewer sick days, up to seventy-five percent less, compared to those who feel excluded. When people feel disconnected at work, they often withdraw effort, contribute less to team projects, and disengage from organisational initiatives, which can have a ripple effect on productivity and workplace morale.
The benefits of fostering belonging are clear and measurable. Employees who feel included and recognised are more likely to be promoted, receive raises, and engage actively with their teams. They bring their creativity, ideas, and energy to their work in ways that not only improve individual performance but also strengthen the organisation as a whole. Beyond performance, belonging supports overall health. Employees who feel respected and valued are less likely to experience stress-related illnesses, experience burnout, or struggle with mental health challenges.
Creating a culture of belonging does not require sweeping, expensive reforms. Instead, it often comes down to small, consistent, and intentional daily actions. Leaders and colleagues can foster belonging by genuinely listening to employees, actively including them in important decisions, and creating an environment where individuals are respected for who they truly are, not just for their role or output. This includes acknowledging and celebrating differences, whether they relate to culture, gender, age, background, or abilities.
When organisations prioritise belonging, employees feel psychologically safe. They are more likely to share ideas, take initiative, and engage in constructive conflict because they trust that their contributions will be respected. This psychological safety also encourages collaboration and innovation, as people are not afraid to speak up or challenge existing ways of thinking. Over time, these small actions build a workplace culture where inclusion is normalised, differences are valued, and every employee can contribute to their fullest potential.
Belonging also intersects with equity and representation. When employees see others like themselves in leadership roles or included in critical projects, it reinforces their sense of belonging. Conversely, the absence of role models and visible representation can reinforce feelings of isolation or exclusion. Organisations that actively ensure representation and equitable opportunities help employees feel not just included but integral to the organisation’s success.
Finally, belonging is not static. It requires ongoing attention. Workplace culture evolves, and maintaining a sense of inclusion demands continuous effort, reflection, and adaptation. Leaders must check in with employees, solicit feedback, and address subtle signals that may unintentionally exclude some individuals. Over time, these intentional practices foster a resilient, engaged, and high-performing workforce.Serein supports organisations in shaping cultures where people thrive, contribute, and belong authentically. Reach out to us at hello@serein.in