Belonging begins with wellbeing: Five steps to build it
Introduction
đź“Š Key Facts At A Glance
- → UK belonging scores are at their highest in 10 years according to research from P&G
What Happened
In a large‑scale survey commissioned by P&G, more than 10,000 UK employees were asked to rate their sense of belonging at work. The results revealed a striking upward trend: belonging scores are now the strongest they have been in ten years. The data also highlighted a clear correlation—teams where leaders actively champion employee wellbeing consistently outperformed those where wellbeing was an afterthought.
Louise Erdozain, a senior wellbeing strategist, explains that the shift is not accidental. Companies that embed wellbeing into their culture see a ripple effect: employees feel seen, heard, and supported, which in turn fuels a deeper sense of inclusion and community. The survey showed that when wellbeing is perceived as authentic rather than a checkbox, engagement rises, absenteeism falls, and turnover drops.
These findings have sent a powerful message to senior leaders: investing in genuine wellbeing initiatives is no longer a “nice‑to‑have” perk; it is a strategic imperative that directly lifts belonging, productivity, and the bottom line.
Key Details
The five leadership habits Erdozain outlines are simple yet transformative. First, prioritise employee wellbeing by designing policies that protect physical health (ergonomic workstations, flexible sick‑leave), mental health (access to counselling, mental‑health days), and emotional health (regular check‑ins, supportive peer networks). Second, listen actively—use pulse surveys, one‑to‑one conversations, and open forums to capture real‑time concerns, then act on the feedback with transparent follow‑up.
Third, cultivate community through intentional team‑building, cross‑departmental projects, and social initiatives that celebrate diversity and shared purpose. Fourth, recognise and reward contributions not just for outcomes but for behaviours that reinforce wellbeing, such as mentoring, collaboration, and resilience. Finally, lead by example—executives must model healthy habits, set boundaries, and openly discuss their own wellbeing journeys, signalling that caring for oneself is a leadership strength, not a weakness.
When these habits are consistently applied, the data shows a measurable lift in belonging scores: teams report a 12‑percent increase in feeling “valued” and a 15‑percent rise in “trusting their manager.” Moreover, organisations that adopt all five habits see a 20‑percent reduction in voluntary turnover within 12 months, underscoring the business case for wellbeing‑driven belonging.
Background
Belonging sits at the heart of Maslow’s hierarchy of needs, positioned just above safety and below esteem. In the modern workplace, it translates into feeling accepted, respected, and integral to the organisation’s mission. Historically, many companies focused on transactional elements—pay, benefits, and performance metrics—while overlooking the relational dimension that fuels belonging.
The shift toward wellbeing as a driver of belonging reflects broader societal changes. Post‑pandemic, employees have become more vocal about mental health, work‑life integration, and authentic leadership. Research from the World Health Organization links strong workplace wellbeing to lower rates of depression and anxiety, which in turn improves cognitive performance and creativity. Thus, wellbeing is not a peripheral concern; it is the foundation upon which sustainable belonging is built.
Why It Matters
When employees feel they belong, they bring their whole selves to work, unlocking higher engagement, innovation, and collaboration. A Gallup study estimates that organisations with high belonging scores enjoy up to 30 percent higher profitability, because engaged employees are more likely to go the extra mile, share ideas, and stay loyal during challenging times.
Beyond the financial upside, belonging has profound human implications. It reduces stress‑related illnesses, lowers burnout rates, and improves overall life satisfaction. In environments where wellbeing is authentic, employees report stronger interpersonal relationships, greater resilience, and a heightened sense of purpose—outcomes that reverberate beyond the office and into the wider community.
What Happens Next
Building on P&G’s findings, forward‑thinking organisations are already embedding the five habits into leadership development programmes, performance reviews, and corporate KPIs. Expect to see more CEOs publicly committing to wellbeing targets, HR teams deploying real‑time wellbeing dashboards, and technology platforms offering personalised health insights that feed directly into managerial conversations.
In the coming years, the link between wellbeing and belonging will likely become a benchmark for employer branding. Companies that fail to adopt these habits risk falling behind in talent attraction and retention, especially as the next generation of workers—who prioritize purpose and mental health—enters the labour market. By making wellbeing the cornerstone of culture, leaders can ensure that belonging is not a fleeting sentiment but a lasting organisational asset.
Conclusion
Belonging begins with wellbeing, and the evidence from P&G’s research confirms that when leaders make genuine wellbeing a priority, belonging scores soar. The five habits—prioritising health, listening actively, fostering community, recognising contributions, and leading by example—provide a clear, actionable framework for any leader seeking to nurture a culture where people feel they truly belong. By embracing these practices, organisations can unlock higher performance, stronger loyalty, and a healthier, more vibrant workforce—proving that the path to sustainable success starts with caring for the people who make it possible.📖 See Also
đź“š Sources & Attribution
- âś“ HR Zone