The modern workplace faces a critical challenge: how to foster connection and inclusion in an era of increasing workplace stress and loneliness. With 20% of employees worldwide experiencing loneliness and workplace stress costing the global economy $8.9 trillion, organisations can no longer afford to overlook the human side of work. While productivity remains a key focus, employees are looking for more than just a job—they want to feel seen, heard, and valued.

This is where leadership plays a transformative role. When leaders actively foster a culture of belonging, workplaces become more than just places to earn a living—they become environments where people feel safe, connected, and motivated to do their best work. In turn, organisations benefit from higher engagement, lower turnover, and stronger business outcomes.

To explore what belonging truly means in today’s workplace, People Matters in association with Crossover Leadership Journeys organised an exciting webinar titled The Leadership Blueprint for Developing Belonging at Work. Featuring industry experts like Rajita Singh, Chief People Officer, Kyndryl, Abhishek Mehrotra, CHRO, Yubi and Renil Kumar, CHRO, Photon and moderated by Yogesh Agiwal, Founder and CEO of Crossover Leadership, the session delivered actionable insights on how leaders and organisations can embed belonging into their culture, why it matters, and how belonging can be measured.

What does belonging mean in leadership?

Belonging goes beyond diversity and inclusion—it is about creating a space where employees feel deeply connected to a shared purpose. According to Rajita Singh, belonging is not about fitting in but rather about being part of an environment where people feel safe to express themselves.

She explained belonging through the "Organisational CARMA" model [introduced by Professor Michael Steger in 2017] which outlined the essential pillars leaders should focus on:

Clarity: Employees must understand the company’s vision and how their work contributes to it.

Authenticity: Leaders should uphold trust and transparency in all interactions.

Respect: Workplaces must foster meaningful relationships and positive connections.

Mattering: Employees need to see how their contributions support the bigger picture.

Autonomy: Decision-making power should be delegated, allowing employees to feel empowered.

“When belonging is absent, disengagement rises, resentment builds, burnout increases, and turnover skyrockets,” Singh added. She also emphasised that leaders who fail to prioritise belonging risk losing their best people and weakening organisational culture.

Abhishek Mehrotra agreed, adding that belonging is a journey, not a static state. “In workplaces with weak belonging, blame is placed on individuals—‘he dropped the ball.’ But in workplaces with strong belonging, people take collective responsibility—‘this didn’t go well, how can we fix it?’” Mehrotra said. 

It is important that belonging is nurtured consistently to remain part of an organisation’s culture. Renil Kumar emphasised the point by adding safety, trust, and mutual respect as the core elements of belonging. He shared an example of a reverse mentoring initiative, where visually and hearing-impaired employees participated in leadership discussions. Their insights led to the creation of an accessibility testing tool, demonstrating how true inclusion goes beyond hiring diverse talent—it means giving them a voice at the table.

The connection between belonging and mental well-being

A strong sense of belonging doesn’t just improve workplace engagement—it has a direct impact on mental well-being.

Singh explained that when employees feel secure and valued, their stress levels decrease, resilience improves, and overall job satisfaction rises. She shared the story of an employee who struggled with family pressure and isolation while working remotely. With structured check-ins and mentoring, he regained his confidence and went on to become a successful leader.

Belonging can be measured through behavioural data. Using relationship science, organisations can analyse communication patterns in digital collaboration tools to identify employees who may feel disconnected. This data allows HR teams to intervene early, offering the right support before disengagement escalates into burnout. “Mental health is often invisible in the workplace, but when we leverage the right data, we can take proactive steps to help our employees,” Kumar said.

How leaders can foster a culture of belonging

Creating belonging is not just about policies—it’s about leadership behaviours.

To explore this further, Singh outlined five essential qualities that leaders must demonstrate:

Humility: Leaders should acknowledge that they do not have all the answers.

Authenticity: Transparency fosters trust.

Patience: Building strong relationships takes time.

Commitment: Employees need leaders who consistently support them.

Courage: Tough decisions should be made with employees' best interests in mind.

Mehrotra further highlighted the role of empathy and transparency. “Transparency doesn’t mean sharing everything—it means keeping employees informed, even when decisions are still in progress,” he added.

The panellists cautioned against the risks of exclusive privileges for leadership, such as reserved parking spaces or luxury travel, which can reinforce a sense of hierarchical division within organisations. When certain perks are reserved only for senior leaders, it can create a disconnect between management and employees, undermining a culture of inclusivity and fairness. They also emphasised that when different rules apply at different levels, it sends a message that some contributions are valued more than others, ultimately eroding trust and engagement among employees.

Measuring belonging: Turning data into meaningful action

Measuring belonging in the workplace goes beyond surface-level engagement surveys—it requires a strategic, data-driven approach that captures both employee sentiment and organisational culture shifts. At Yubi, belonging is integrated into their Culture of Inclusion framework, where talent mobility, psychological safety, and inclusivity are continuously monitored through ongoing pulse surveys rather than one-off assessments. Mehrotra emphasised that frequent measurement provides real-time insights, enabling organisations to adapt and improve their strategies proactively.

Similarly, Photon leveraged a data-driven model, combining engagement surveys, manager feedback, and behavioural analytics. Kumar highlighted the importance of cross-referencing multiple data sources to detect early signs of disengagement, allowing organisations to take preemptive action before issues escalate.

For a more holistic approach, Singh recommended blending quantitative data with qualitative storytelling. At Kyndryl, employee stories are actively showcased to reinforce a culture where individual contributions are recognised beyond job titles. Referencing the Gallup Q12 framework, she underscored the importance of tying employee engagement directly to belonging, ensuring that organisations don’t just collect data but use it to build meaningful, inclusive workplace cultures.

Balancing belonging without complacency

While belonging creates stronger teams and higher engagement, it must be balanced with accountability.

Excessive belonging can sometimes lead to complacency. “Employees who stay in the same role for too long may feel comfortable but detached from career growth. Leaders must challenge their teams to evolve,” explained Singh.

Kumar agreed, stating that belonging must be aligned with business impact. “A close-knit team is great, but not if it comes at the cost of performance and innovation. Leaders must ensure that psychological safety is paired with high performance and accountability.”

What lies ahead for the leaders?

As workplaces evolve, belonging must remain a leadership priority, shaping how organisations support, engage, and retain their people. Leaders play a crucial role in creating environments where employees feel heard, valued, and empowered. According to Kumar, fostering safe spaces where employees can openly express themselves is essential, as trust is built through vulnerability. Mehrotra reinforced that belonging is not a one-time initiative but an ongoing journey that requires both intentional leadership behaviours and well-structured organisational policies. Meanwhile, Singh highlighted the importance of the Analyse, Act, and Refine (AAR) approach, which enables leaders to continuously assess and strengthen belonging within their teams.

Ultimately, belonging is not just a cultural ideal—it is a business imperative. Organisations that embed it into their leadership frameworks and workplace strategies will not only enhance employee well-being and engagement but also drive long-term innovation and success. As businesses navigate an ever-changing world of work, those that prioritise belonging will build stronger, more resilient, and more inclusive teams, ensuring that every employee has a place where they can thrive.

To further explore the concepts, you can check out the recommended programs on belongingness below: 

• Meaningful Engagements – Building authentic connections through purpose-driven interactions.
• Communicating with Humble Enquiry – Encouraging curiosity and deeper conversations.
• Emotional Intelligence – Strengthening self-awareness and empathy in professional settings.
• Situational Resilience – Equipping teams to navigate challenges with agility and confidence.

We would love to discuss how these programmes can benefit your team and your organisation. 

Feel free to visit the website for more details.