The Missing Link in Talent Retention: Why Belonging Should be at the Center of Your Employee Experience

By Eric Knauf

The "war for talent" rages on, with companies spending immense resources on strategies to win that battle. However, despite efforts to address hiring challenges and improve retention, employees continue to walk out the door, leaving behind costly and disruptive gaps. The authors of a recent Harvard Business Review article, “Why Employees Quit ,” argue that traditional hiring and retention tactics are missing the mark. They’re not wrong, but I’d argue they missed an even deeper problem: lacking belonging in many organizations.

Failing to foster a sense of belonging is an often overlooked yet powerful turnover driver in a world where work is no longer just about collecting a paycheck. Employees aren’t just looking for better benefits or higher salaries; they’re searching for work that gives them meaning, connections, and the sense that they’re part of something larger than themselves. Companies that fail to provide this are losing the war for talent—and they’re doing it quietly.

Why Employees Really Leave

It’s easy to think employees quit because of salary disputes, disagreements with their boss, or greener pastures. But those are just surface reasons. The deeper truth is that employees quit because they no longer feel aligned with their organization—personally, emotionally, or professionally. The authors of the HBR article highlight four primary reasons people leave their jobs: a desire to “get out” of toxic situations, regain control, align with roles that respect their skills, or advance in their careers. But beneath these motivators is a more profound human need—belonging.

Let’s unpack how the absence of belonging connects to these four factors:

• Get Out: Toxic cultures breed isolation. Employees feel disconnected from their colleagues, their managers, and the company’s mission. When you feel like an outsider in your organization, you don’t just want to leave—you need to.
• Regain Control: When people lose control at work, they often don’t feel heard or respected. Employees lose any sense of belonging without trust in their managers or alignment with their team. They begin to question whether they fit in at all.
• Regain Alignment: Feeling undervalued is one of the quickest ways to destroy belonging. When employees’ skills aren’t recognized, or their contributions go unnoticed, they feel they don’t matter—and the result is predictable: they leave.
• Take the Next Step: This is where career growth and belonging overlap. People want to progress, but they also want to feel that they’re progressing within a supportive community. When they don’t see a clear path forward in their current environment—or worse, they don’t feel part of that environment—they look elsewhere.

Belonging: The Missing Factor in Employee Experience

When considering belonging, we talk about much more than engagement or satisfaction. Belonging is about feeling connected to the people you work with, aligned with the organization's mission, and valued for your unique contributions. The emotional glue keeps employees sticking around, even when the going gets tough.

The research in the HBR article underscores the importance of providing employees with opportunities for progress, but I’d take it one step further: without belonging, progress is hollow. Employees don’t just want to climb the ladder—they want to do it in an environment where they feel they belong.

Let’s consider how the concept of belonging intersects with what drives employee loyalty:

• Emotional Pull: Employees need more than just a paycheck. They need to feel they’re part of a community where their contributions are recognized and valued. This emotional pull makes employees want to stay—and when it’s missing, they leave. Feeling valued fosters trust, which is essential for a sense of belonging.
• Meaningful Work: People crave meaning in their jobs. When work feels disconnected from one’s purpose or values, employees disengage. The best companies don’t just give employees tasks—they give them work that resonates with their personal goals and values. This alignment deepens their sense of belonging.
• Connection with Colleagues: Employees want to be part of a community. Whether it’s tight-knit teams or organizations that foster open collaboration, people need to feel connected to others. A culture of belonging helps employees feel supported, trusted, and included—regardless of their job title or seniority.

Belonging and Role Design

The HBR article suggests that companies rethink role design by offering “shadow job descriptions” to create more meaningful, flexible roles. However, this flexibility must also be paired with efforts to enhance belonging and truly optimize retention. Roles need to be designed for task efficiency, relationship-building, and connection. This could mean fostering cross-functional collaboration, creating more mentorship opportunities, or ensuring employees’ strengths are recognized and respected.

Flexible roles don’t just lead to higher productivity—they also help employees feel seen for their unique contributions, which reinforces their sense of belonging. Employees who feel they belong are more willing to stretch beyond their comfort zones, take on new challenges, and grow with the company.

The Business Impact of Belonging

Let’s be clear: this isn’t just a feel-good concept. Belonging has tangible business benefits. According to a recent study by BetterUp, employees who feel they belong are 50% less likely to leave, 56% more productive, and take 75% fewer sick days. The cost of replacing employees is astronomical—anywhere from 6 to 9 months of their compensation and up to 200% of an executive's salary. Investing in belonging is an investment in retention, productivity, and profitability.

Moreover, companies with strong cultures of belonging are better equipped to handle crises, attract top talent, and foster innovation. Employees who feel connected and trusted are more likely to collaborate, share ideas, and drive the organization forward.

Practical Steps to Foster Belonging

If you’re serious about winning the war for talent, start by rethinking how your organization fosters belonging. Here are a few actionable steps:

1. Create Strong, Trust-Based Relationships: Managers need to focus on building trust with their teams. This means showing respect, being transparent, and providing opportunities for feedback. When employees trust their managers, they’re more likely to feel they belong.
2. Support Cross-Functional Collaboration: Break down silos and create opportunities for employees to work across teams. Collaboration with colleagues from different departments broadens their sense of connection to the organization as a whole.
3. Tailor Career Development Plans: Employees want to know that they’re progressing, but they also need to see how that progress aligns with their personal values and goals. Work with HR to create customized career development plans that don’t just check off boxes but foster a sense of personal growth and belonging.
4. Build a Culture of Recognition: Acknowledge individual and team contributions regularly and meaningfully. Employees need to know that their work is appreciated. Public recognition, one-on-one praise, or informal acknowledgment all help make people feel they belong.
5. Design Roles Around Strengths and Interests: Instead of rigid job descriptions, design roles that can evolve based on an employee’s strengths and interests. This will increase engagement and foster a deeper connection to the company.

Conclusion

Belonging is not a buzzword; it’s the foundation of a thriving, sustainable workforce. If companies want to improve retention and employee experience, they must stop considering perks and benefits as solutions and focus on the human need for connection, trust, and respect. Employees who feel they belong don’t just stay—they thrive.

Belonging is the essential weapon to help you win the war for talent. The organizations that get this right will have an engaged, loyal, and ready workforce to help the business grow. Those who don’t will continue to watch talent walk quietly but swiftly out the door.

References

1. Bernstein, E., Horn, M. B., & Moesta, B. (2024). Why Employees Quit. Harvard Business Review. Retrieved from https://hbr.org/2024/11/why-employees-quit
2. Work Institute. (2019). 2019 Retention Report. Retrieved from https://workinstitute.com/2019-retention-report
3. BetterUp. (2020). The Value of Belonging at Work. BetterUp. Retrieved from https://www.betterup.com/en-us/resources/research/belonging-at-work