When I started at my current job, I was hired into a brand new unit. There were only three of us, and we each operated mostly in our own silo. There was no hostility or toxicity, but there wasn’t much connection, either. We had all lived in the area for a while and already had our own friends, families, hobbies, and routines outside of work. None of us really prioritized building relationships within the unit.
That changed when we hired a new colleague from out of state, whom I’ll call Stacey.
I had served on her hiring committee, which made me her unofficial go-to person for workplace questions. At the time, onboarding was fairly bare-bones, and there was no formal peer-mentorship in place. Stacey began reaching out to ask if I wanted to meet for coffee or lunch. Eventually, I invited others from the unit to join us. Before long, casual coffee breaks became a semi-regular thing.
Stacey later told me those get-togethers mattered more than I had realized. She didn’t know many people in the area, and work had become her main source of social connection. Those informal moments helped her feel like she belonged.
Unfortunately, Stacey didn’t stay for long. Within a few months of joining the unit, she received an offer back in her home state and no one tried very hard to convince her to stay.
She left, but her impact didn’t.
Nearly 10 years later, our unit still gathers regularly. Sometimes it’s organized lunches, sometimes it’s end-of-semester happy hour, we even had Zoom coffee hours during Covid. The format has changed across time, but the habit stuck. One small suggestion reshaped the culture in lasting ways.
The experience taught me something important: a sense of belonging doesn’t happen overnight. It’s something we can create, often through small, ordinary actions.
A Recipe for Belonging at Work
If your workplace doesn’t feel as connected as you’d like, you don’t need permission or a formal initiative to begin. Belonging isn’t built through a single policy or program. It’s more like a recipe. No single ingredient works on its own. And the proportions matter. Here are some of the core ingredients that help belonging take shape:
Feeling Seen
In many workplaces, people become synonymous with their role. There’s the IT guy, the payroll lady, and the front desk person. But when we reduce people to their job titles, we miss the human behind the role. Using someone’s name, acknowledging their presence, and recognizing them as more than their position helps people feel noticed, appreciated, and connected to the larger organization.
Feeling seen is often the first step toward belonging.
Feeling Safe
You can’t feel like you belong somewhere if you don’t feel safe there. Maslow’s (1943) hierarchy reminds us that safety needs come before belonging needs. In fact, the need for safety and security is so foundational, that only physiological needs (e.g., air, food, water) come before it.
But safety is more than just physical safety. Psychological safety matters just as much. Psychological safety looks like people being unafraid to speak up, ask questions, disagree with others, and make mistakes without fear of embarrassment or retribution. When people don’t feel safe, they withdraw. When they do, they engage.
Feeling Valued
Historically, the extent to which a person feels valued in their workplace has been measured using surveys of Perceived Organizational Support (Eisenberger et al., 1986). When a person feels their organization values their opinions, cares about their well-being, and wants them to be satisfied at work, they tend to feel valued.
But there’s so much more we can do to help colleagues feel valued, too. Celebrating wins matters. So does treating mistakes as learning opportunities rather than moments for punishment. When people feel valued as humans (not just producers), they’re more likely to stay invested.
Feeling Included
Were you ever picked last for a game of basketball or kickball as a child? If so, you know the sting of not feeling included or wanted on the team. The opposite is true, too! If you were among the first picked for a team sport, you’re sure to know the satisfaction of feeling like you are an important member of the group.
Inclusion means more than allowing someone to be present. It means actively inviting participation. Leaders who foster inclusion seek input, welcome different perspectives, and create space for voices that might otherwise stay quiet.
Belonging isn’t about forcing people to fit in. It’s about helping them feel accepted for who they already are.
Feeling Respected
Inclusion alone isn’t enough. Respect deepens a sense of belonging.
Respect signals that a person isn’t merely being tolerated, but that they are viewed as a valuable member of the group. It shows up through civility, dignity, and the manner with which feedback is delivered. Constructive criticism can still be honest without being demeaning. It’s about critiquing the behavior, not the person.
Respect helps people stay open rather than defensive, especially during difficult conversations.
Work that Matters
Belonging isn’t only relational (e.g., feeling seen, valued, and included). It’s also tied to meaning.
When people believe their work matters, and that it aligns with their values or long-term goals, they’re more likely to feel connected to the organization. Research consistently links meaningful work with stronger belonging and better performance.
When employees can see a future for themselves, or feel that their contributions serve a larger purpose, belonging grows naturally.
Humans have an inherent need for belonging. It’s a fundamental driver of motivation and well-being.
The good news is that belonging isn’t a fixed state. It can be built slowly across time, through everyday moments that signal, you matter here.
Even if your workplace isn’t where you’d like it to be right now, it’s rarely beyond hope. Often, meaningful change begins with one small choice—and someone willing to make it.
