Belonging: Your Business Depends on It

By Eric Knauf

Talent is more mobile than ever, and workplace dynamics have fundamentally transformed. This shift calls on leaders to recognize the deeper needs of their workforce beyond traditional engagement metrics. A sense of belonging is one of the most essential elements in fostering a thriving, successful organization.

For years, employee engagement has been a critical priority for businesses, but recent insights from psychology, neuroscience, and anthropology reveal that belonging goes beyond simple job satisfaction. It is not just a nice-to-have but a core psychological and business imperative that drives performance, enhances retention, and fuels innovation.

Successive organizations understand that the human need for belonging is as critical as the need for purpose or autonomy. They do not just talk about it; they take deliberate steps to cultivate and measure belonging within their workforce. This is not a passive effort but a transformative one, turning belonging into a strategic advantage that empowers people to bring their whole selves to work.

This article will explore why belonging is essential to the modern workplace and, more importantly, how leaders can harness this understanding to shape a future where everyone feels connected, valued, and ready to contribute to their fullest potential.

The Psychology of Belonging: Why It Matters

The need to belong is as essential to human existence as food and safety. From the time we are born, we seek connection, and those connections shape how we see ourselves, our purpose, and our happiness. This need is deeply embedded in our psychological makeup and is central to our well-being.

Maslow’s Hierarchy of Needs, introduced in 1943, offers a foundational understanding. After our basic needs for food, water, and shelter are met, we naturally seek to satisfy our psychological needs—starting with our desire for meaningful relationships. Belonging and love are placed above physiological and safety needs in Maslow’s pyramid, underscoring their importance to human fulfillment. When individuals do not experience a sense of belonging, they often grapple with feelings of loneliness, isolation, and diminished self-worth. These feelings do not just impact emotional health—they hinder our ability to thrive.

Social Identity Theory, proposed by Tajfel and Turner in 1979, expands on this by showing how a sense of belonging is crucial to self-identity. People derive part of who they are from the groups they belong to—whether that is defined by race, profession, nationality, or shared interests. Being part of a group provides individuals with a sense of purpose and belonging, which, in turn, influences their loyalty, commitment, and social behaviors. It is about being part of something larger than oneself, where the collective identity shapes much of one’s motivation and actions.

Baumeister and Leary’s “Need to Belong” theory, developed in 1995, furthers this concept, positing that humans are biologically wired to form close, stable bonds with others. Research shows that social exclusion triggers emotional and psychological distress similar to physical pain. Loneliness and rejection are not just passing emotions; they activate the brain’s pain centers, highlighting the profound need for connection. From an evolutionary perspective, belonging was crucial to survival. Groups offered protection, shared resources, and support in times of danger.

These insights provide a clear lesson for modern organizations: fostering a sense of belonging is essential. When people feel that they truly belong, they are more likely to bring their best selves to work and more likely to stay, collaborate, and innovate. The challenge for leaders is to harness this understanding and build workplaces where belonging is not a byproduct of culture but an intentional, strategic goal. This is about feeling good and building organizations that can endure, adapt, and succeed in an ever-changing world.

Neuroscience has deepened our understanding of how vital social connections are to the human brain. Studies consistently show that positive social interactions activate key reward centers, including the ventral striatum and prefrontal cortex, reinforcing our natural drive to seek and sustain relationships. These interactions are not just pleasant; they are neurologically rewarding. Conversely, chronic loneliness triggers the brain’s threat detection systems, signaling social isolation as a potential danger. In essence, the brain perceives social disconnection as threatening our well-being. As Matthew Lieberman pointed out in 2013, our brains treat loneliness as a crisis—a state to be avoided for our psychological and emotional health.

This makes sense when we consider our evolutionary history. Our ancestors did not survive as isolated individuals—they thrived by forming tight-knit, cooperative groups. Evolutionary psychology suggests that this need to belong is an ancient trait. Early humans evolved in small, interdependent communities where cooperation and social cohesion were not just nice to have but essential for survival. Collaboration allowed our ancestors to share resources, protect each other from threats, and increase their chances of survival and reproductive success. This "tribal" mindset is a powerful force in modern human behavior. We feel a strong drive to belong—in personal circles and professional environments.

Robin Dunbar’s 1992 research adds another layer to this evolutionary perspective. His work suggests that humans have a cognitive limit on the number of meaningful social relationships we can maintain—estimated at around 150 people. Known as “Dunbar’s Number,” this limit reflects the size of groups our ancestors lived in and underscores the importance of belonging to a tribe, whether familial, professional, or social. Dunbar’s insights point to a natural boundary in our capacity for connection, highlighting how deeply ingrained this need for belonging truly is.

The impact of loneliness on physical health further reinforces this point. Research by Julianne Holt-Lunstad and her colleagues in 2010 revealed that social relationships are as critical to our health as diet and exercise. Their meta-analysis showed that loneliness can be as detrimental to our physical health as smoking or obesity. This underscores the profound importance of belonging—not only for psychological well-being but for overall health. The message is clear: fostering social ties has far-reaching consequences for our physical health.

What does all of this mean for leaders? Creating an environment where people feel they belong is a strategic imperative. Organizations that invest in building social cohesion, fostering relationships, and creating spaces for genuine connection will see the benefits reflected in their employees’ health, engagement, and overall performance. Science tells us that belonging is a central pillar of what makes us human. Leaders who understand this and act on it will build organizations where people thrive and where that sense of belonging drives individual and collective success.

Translating Belonging to the Workplace

This fundamental human need for belonging does not disappear when we enter the workplace. It has become a critical organizational priority. Employees must feel connected to their colleagues, teams, and the broader organizational mission. Employees who experience a true sense of belonging in their work environment are far more likely to be engaged, motivated, and productive. However, the impact can be severe when that connection is missing.

Without belonging, employees risk becoming disengaged. Disengagement from work and colleagues can erode performance. Disengaged employees are less likely to invest effort in their roles, leading to a downward spiral of productivity and morale. Over time, they may feel alienated, undervalued, and overlooked. The consequence is clear: reduced productivity and, often, attrition. Employees who do not feel a strong sense of belonging are far more likely to leave, seeking a workplace where they feel connected, appreciated, and aligned with the mission.

A 2016 study by McKinsey & Company showed that workplace relationships, particularly between employees and their managers, play a pivotal role in shaping engagement and job satisfaction. Employees who feel that their relationships within the organization are strong perform better and are less likely to leave.?

When leaders foster strong relationships horizontally among colleagues and vertically between employees and managers, they unlock potential. When employees feel connected, they bring their best selves to work. They innovate, collaborate, and commit to the organization’s mission. The challenge for leaders is prioritizing belonging recognizing that employee well-being and business success are deeply intertwined.

The Business Case for Belonging: A Strategic Imperative

Research consistently shows that organizations that foster a sense of belonging have benefits beyond employee satisfaction. Belonging can enhance job performance, spur innovation, improve retention, and improve employee health outcomes. Conversely, companies that overlook this essential human need risk losing their most valuable asset: their people.

Moreover, the data is clear: fostering belonging is more than just suitable for employees and businesses. A 2019 study from the Harvard Business Review found that cultivating a sense of belonging leads to a 56% increase in job performance, a 50% reduction in turnover risk, and a 75% decrease in employee sick days. Employees who feel valued, engaged, and connected are likelier to reach their full potential. Reduced absenteeism, lower turnover, and higher levels of innovation and collaboration are the bottom-line benefits of a workplace culture centered on belonging.

Belonging is also about driving commitment. Employees who feel a deep sense of belonging are far more likely to be committed to their organization’s success. This commitment often translates into higher discretionary effort, where employees go above and beyond not because they have to but because they want to. They feel a sense of ownership and loyalty that motivates them to contribute at their best.

In this way, belonging becomes the foundation of a high-performance organization. It fuels collaboration, drives innovation, and inspires people to give their best daily. The challenge for leaders is to make this a central part of their strategy.?

Organizations that actively cultivate a culture of belonging will reap tangible benefits: higher performance, better retention, and overall organizational success. Recognizing and meeting the human need for connection is a core component of a winning business strategy.

Fostering Belonging: From Intention to Action

Creating a culture of belonging goes far beyond a single team-building event. It requires a sustained, intentional effort embedded in the organization's core values, leadership practices, and everyday operations. Here are several critical strategies for fostering belonging:

1. Build Inclusive Leadership: Leaders are critical in shaping an inclusive culture where every employee feels valued and heard. Inclusive leadership means actively encouraging diverse perspectives, fostering open dialogue, and ensuring all employees have a voice in decision-making. Research from Google’s Project Aristotle (2015) shows that psychological safety—where employees feel safe to express themselves without fear of judgment—is one of the strongest predictors of high-performing teams. When employees feel psychologically safe, they are more likely to innovate, collaborate, and contribute fully to the organization.
2. Design for Connection: Organizations must deliberate about creating connection opportunities with hybrid and remote work environments. McKinsey & Company (2016) found that workplace relationships are crucial to engagement and job satisfaction. Whether through virtual coffee breaks, collaborative cross-functional projects, or structured mentorship programs, companies must offer regular opportunities for employees to connect socially and professionally. This fosters a sense of belonging even when team members are not physically together.
3. Create Communities of Interest: One often overlooked strategy is forming employee-led interest groups. Whether centered around shared hobbies, professional development, or personal passions, these groups help employees connect deeper beyond their immediate work environment. Deloitte’s Global Human Capital Trends (2020) report emphasizes that fostering smaller communities within larger organizations can significantly boost engagement and strengthen interpersonal bonds, especially in large or geographically dispersed teams.
4. Leverage Technology to Facilitate Belonging: Technology can be a powerful tool in fostering a sense of belonging, especially in dispersed work environments. Social platforms, collaboration tools, and AI-driven engagement platforms enable connection across various functions, locations, and seniority levels. By integrating technology that enhances collaboration and community-building, companies can ensure that digital workplaces function efficiently and foster a strong sense of connection and inclusion.

By embedding these practices into daily operations, organizations can create a culture where belonging thrives. The key is to make belonging a goal and an ongoing commitment that lives in leadership, systems, and the employee experience.

Measuring Belonging: A Critical KPI for Success

Despite the evident importance of belonging, many organizations still need help establishing effective measuring methods. Nevertheless, as the Society for Human Resource Management (SHRM) emphasizes, belonging should be considered a core metric, on par with traditional measures like engagement and performance. Here are vital strategies for assessing and tracking belonging within an organization:

1. Surveys and Employee Feedback: Regular employee surveys offer valuable insights into how connected, valued, and included employees feel. Gartner’s The Future of Work Reinvented (2020) highlights the need to integrate qualitative measures of belonging into broader employee engagement surveys. These surveys should ask about relationships with colleagues, feelings of inclusion, and alignment with company culture. Consistent feedback allows organizations to identify areas for improvement and monitor progress over time.
2. Belonging Index: Some forward-thinking companies are creating more sophisticated "belonging indices" that measure the strength of social bonds and team collaboration. These indices can quantify how integrated employees feel within their teams and how connected they are to the organization's broader mission. Tracking this data over time provides a clear picture of belonging and helps pinpoint where improvements are needed.
3. Analyzing Turnover and Retention Data: Elevated turnover rates, especially among underrepresented groups, may indicate that employees do not feel a strong sense of belonging. Organizations can uncover whether employees leave due to a lack of connection or inclusion by tracking and analyzing turnover data alongside exit interviews. This data can be instrumental in refining efforts to build a more inclusive and cohesive workplace.
4. Organizational Network Analysis (ONA): ONA is an emerging tool that maps out organizational relationships and interactions. This analysis can reveal "super-connectors"—individuals crucial in maintaining the organization’s social fabric. By understanding how employees are connected, leaders can identify potential gaps in belonging and take action to strengthen the organization’s network of relationships.

Measuring belonging is essential to building a thriving, high-performance organization.

Belonging is Everyone’s Job

Organizations that intentionally cultivate inclusive, connected cultures will reap the rewards of increased productivity, innovation, and retention. To achieve this, leaders must prioritize belonging by building inclusive teams, designing opportunities for connection, and consistently measuring progress.

Belonging is essential for our health, survival, and success. As the workplace evolves, belonging must remain central to every organization’s strategy. When employees thrive, so do organizations.?

References:

Research

Psychology, neuroscience, and anthropology converge on a powerful truth: humans inherently need to connect with others and be part of a group or "tribe."

Maslow’s Hierarchy of Needs (1943): In Abraham Maslow's widely recognized hierarchy of needs, the need for belonging and love is situated just above physiological and safety needs. Maslow’s theory suggests that once our basic survival needs—like food, shelter, and safety—are met, we naturally seek relationships, community, and a sense of belonging. Forming connections with others is essential for psychological well-being and self-esteem.

Social Identity Theory (Tajfel & Turner, 1979): This theory explains that part of our self-concept is derived from our membership in social groups. Belonging to a group provides individuals with a sense of identity, and much of our behavior is driven by the desire to maintain positive relationships within our "in-groups." These connections shape our social behaviors, loyalty, and commitment.

Baumeister and Leary’s “Need to Belong” Theory (1995): This foundational theory argues that belonging is a fundamental human motivation. Baumeister and Leary propose that humans are biologically programmed to form stable, enduring connections with others. Evidence shows that social exclusion triggers psychological distress, emphasizing the critical role of strong relationships in emotional well-being and survival.

Neuroscience of Social Connections: Neuroscientific research has revealed that social bonding activates the brain's reward systems. Studies show that brain regions like the ventral striatum and prefrontal cortex light up during positive social interactions, reinforcing the drive to connect (Lieberman, 2013). Conversely, chronic loneliness activates the brain’s threat detection systems, which indicates that the brain perceives social isolation as a state of danger.

Evolutionary Psychology: The need to belong can also be traced back to our evolutionary history. Early humans lived in small, interdependent groups where collaboration and social cohesion were essential for survival. Tight-knit groups provided protection, resource-sharing, and increased reproductive success. This "tribal" mentality, deeply rooted in our evolutionary past, still drives our social behavior.

Dunbar’s Number (1992): British anthropologist Robin Dunbar proposed that humans are cognitively limited to maintaining around 150 meaningful social relationships. This "Dunbar’s Number" reflects the size of groups that early humans lived in, reinforcing that belonging to a tribe was critical for emotional and practical survival.

Loneliness and Health: Research by Julianne Holt-Lunstad and colleagues (2010) highlights the profound link between social relationships and physical health. Their meta-analyses found that loneliness can be as detrimental to physical health as smoking or obesity, underscoring the importance of social ties for overall well-being.

Sources:

McKinsey & Company – "The Boss Factor: Making the World a Better Place Through Workplace Relationships" (2016): This report underscores the importance of workplace relationships, particularly between employees and their managers, in shaping engagement and job satisfaction. It highlights that fostering strong connections and organizational leadership significantly improves performance and reduces turnover.

Harvard Business Review—"Why People Thrive in Coworking Spaces" (2015): This article explores why coworking spaces that prioritize connection and community often lead to higher employee satisfaction and productivity. It suggests that environments supporting autonomy and social interaction foster a sense of belonging, which is critical for employee well-being.

Gartner – "The Future of Work Reinvented" (2020): Gartner’s report discusses the evolving future of work, emphasizing the crucial role that community and belonging play in employee engagement. It argues that companies fostering a sense of belonging see increased retention, enhanced productivity, and stronger team collaboration.

Deloitte—"Global Human Capital Trends: The Social Enterprise at Work: Paradox as a Path Forward" (2020): Deloitte’s report highlights how organizations transform into social enterprises where belonging and inclusion are key elements. It identifies belonging as a top driver of employee well-being and organizational performance.

LinkedIn’s Global Talent Trends Report (2020) focuses on how organizations prioritize belonging and connection to retain top talent. It reveals that employees with a strong sense of belonging are 5.3 times more likely to feel empowered to perform at their best.

Harvard Business Review – "The Value of Belonging at Work" (2019): This article outlines the business case for belonging in the workplace, noting that employees who feel they belong are more engaged and less likely to leave. Research shows that fostering belonging can lead to a 56% increase in job performance, a 50% reduction in turnover risk, and a 75% reduction in employee sick days.

Cornell University—Research on Workplace Belonging: A Cornell study found that employees with a high sense of belonging report a 25% increase in productivity. The research also shows that organizations fostering a culture of connection are more innovative and collaborative.

Society for Human Resource Management (SHRM) – "The Business Case for Belonging" (2020): SHRM’s report highlights the positive impact of workplace belonging on employee well-being, productivity, and organizational success. It provides actionable strategies for companies to foster a culture of belonging to improve retention and engagement.

Google—"Project Aristotle" (2015): Google’s study on team dynamics, Project Aristotle, found that psychological safety, which is closely tied to a sense of belonging, is the most critical factor in team success. The research shows that when team members feel safe and connected, they are more innovative, productive, and collaborative.

Companies prioritizing belonging see gains in performance, innovation, and retention.