Imagine a person who arrives at work every day unmotivated. They complete their tasks, avoid conflicts, and have no serious complaints about their salary or working conditions, but something is missing. They don’t feel like they belong in their workplace.

What is a sense of belonging?

From the perspective of organizational psychology , a sense of belonging is linked to factors such as professional identity, recognition, psychological safety, and corporate culture. But in simple terms, it means being part of something, feeling at home even while at work.

A sense of belonging isn’t achieved through corporate t-shirts or sporadic group dynamics. It’s achieved when people feel valued, respected, and aligned with the organization’s culture and purpose .

It’s not enough to have a contract or meet goals: it’s key to feel that we’re taken into account and that our work has a clear purpose.

Why is it so important?

Experts point out that employees who experience a strong sense of belonging are 56% more productive, 50% less at risk of turnover, and 75% fewer days absent . Furthermore, studies show that companies with inclusive cultures outperform their competitors financially by 35%.

Investing in belonging is not only an ethical decision: it is also strategically profitable.

Keys to fostering belonging

Although there is no single formula, there are practices that can be adapted to all types of organizations:

1. Active listening and genuine participation. Opening channels where people can express ideas or concerns without fear of retaliation is essential. Internal surveys, suggestion boxes, or open meetings are only valuable if they are accompanied by concrete actions. Listening without acting breeds frustration.

2. Frequent and meaningful recognition. Feeling seen and valued doesn’t depend solely on salary. Recognizing everyday achievements, collaborative efforts, or small improvements reinforces the message: “We care about what you do.” It’s not just about formal rewards, but about cultivating a daily culture of genuine appreciation and recognition.

3. Inclusive culture. You can’t belong to an environment where you have to hide. Promoting diversity—of gender, age, origin, orientation, or thought—and actively integrating it into the organization is not only fair, but smart. Authentic inclusion is the foundation of a culture of belonging.

4. Purposeful professional development. Offering growth opportunities shows that the company believes in its people. But development must be personalized: not about filling out forms or courses, but about building career paths that make sense and connect with each person’s interests.

5. Create shared rituals and symbols. Rituals, celebrations, and traditions strengthen bonds and collective identity. It’s not just about organizing parties; it’s about creating meaningful moments that reinforce shared values. Symbols matter, even small ones.

What role do leaders play?

Leadership is crucial. Leaders must not only communicate a clear vision, but also lead by example. Empathy, accessibility, transparency, and humility build trust. And trust is the ground where belonging flourishes .

Furthermore, fostering distributed leadership —giving teams the power to make decisions—reinforces commitment and shared responsibility.

The challenge of hybrid work

With the rise of remote work , maintaining cohesion is a new challenge. Remotely, belonging cannot be taken for granted. Therefore, it’s essential to maintain and maintain constant communication, create informal online spaces , and adapt team dynamics to the virtual environment.

Closeness does not depend only on physical presence.

Belonging as a business strategy

Those who feel part of a company care for it, represent it, and give their best, even in difficult times. Fostering a sense of belonging requires consistency, continuity, and authentic leadership . It’s not a fad or an internal campaign: it’s a long-term investment that directly impacts the performance, well-being, and sustainability of the organizational culture.

Author Bios: Alfonso Jesús Gil López is Professor of Business Organization and Claudia Tobias Marin is a PhD Candidate in Management and Organization both at the University of La Rioja