How to build workplace belonging using research-backed practices

Executive overview

Most efforts to build belonging at work rely on affinity-based connection — shared schools, neighbourhoods, backgrounds. This systematically excludes people who didn't have access to those experiences.

Coqual's research identified four measurable elements of belonging: feeling seen, connected, supported, and proud of your organisation. Even a small improvement in belonging scores produces significant gains in retention and engagement.

The core insight: belonging is built through substantive acts — honest feedback, public recognition, work-life support — not social pleasantries or background-matching.

The four elements of belonging

• Seen: recognised for unique contributions
• Connected: genuine relationships with coworkers
• Supported: help with daily work and career development
• Proud: alignment with the organisation's values and purpose

Why belonging matters: the business case

• Small uptick in belonging score correlates with significantly higher retention and engagement
• Low belonging correlates with employees feeling career-stalled
• During the pandemic, belonging scores rose when employers visibly tried to support staff — intent alone moved the needle
• Belonging is a lever that can shift faster than most leaders expect

The belonging gap by race and gender

• White men and white women score above the median on belonging
• Black and Asian women consistently score in the lowest quartile
• Intersectional identity (excluded by both gender and race) compounds the effect
• Nearly one in three Black employees and one in four Asian employees have felt out of place at work because of their race or ethnicity
• More than one in seven Latinx employees report the same
• Majority employees can think of themselves as individuals; employees of colour cannot

What actually builds belonging: a four-level framework

Research compared high-belonging and low-belonging respondents across four levels of the organisation.

Organisation level

• Visible representation of diverse leaders at the top
• Accountability for policy violations, regardless of seniority or performance — enforced, not just stated
• Transparency around outcomes so employees can see consequences are real

Senior leader level

• Embody and communicate organisational values authentically
• Share personal values through stories, not just policy statements
• Inclusive behaviour that is visible and consistent

Manager level

• Recognise contributions publicly
• Give timely, honest feedback
• Support employees' career development actively

Peer level

• Support colleagues' work-life balance
• Provide honest, timely feedback on work
• Communicate openly about the working relationship
• Thank people for their contributions

Moving beyond affinity-based connection

• Default belonging-building relies on shared schools, neighbourhoods, or backgrounds — this excludes those without access to those experiences
• Alternative: connect on core organisational values, shared work challenges, and personal stories
• Curiosity beats broadcasting: ask questions rather than sharing your own background
• Use open-ended prompts (e.g. "What's your best travel experience?") to surface insight without requiring shared access
• Connect in the here and now rather than scanning someone's resume for common ground

What effective organisations do differently

• Set specific, public commitments with measurable targets — not vague promises to "do better"
• Release diversity numbers to external stakeholders for accountability
• Conduct a landscape analysis: where are target groups thriving, where do they hit obstacles?
• Build metrics to evaluate interventions and adjust when something isn't working
• Treat this as long, sustained work — not a one-quarter initiative

What leaders should do first

• Educate yourself on race, gender, and identity before entering conversations with staff
• Common well-intentioned microaggressions (e.g. "I don't see colour") signal non-acknowledgement of others' lived experience
• Recommended starting points: Ava DuVernay's 13th, White Fragility, How to Be an Anti-Racist
• Follow people with different backgrounds on social media — listen before engaging
• Majority men who believe strongly in D&I are disproportionately senior leaders; the gap is activation, not belief