I’ve worked in many different roles throughout my career, and if there’s one lesson that’s stayed with me, it’s this: people remember how you make them feel more than anything you say.
That’s why the concept of belonging has become such a priority in today’s workplace. Not just as a trendy phrase, but something deeply human that cuts across job titles, departments, and industries.
It’s not about posters in the breakroom or mission statements on the company intranet. Those might check a box. But real belonging? That’s personal. It’s the feeling you get when your ideas are taken seriously, when you’re included in important conversations, and when your background is valued rather than simply tolerated.
Why belonging matters more than ever
There’s been a noticeable shift in how organizations talk about diversity, equity, and inclusion. Some companies have gone quiet or rebranded their DEI work in response to legal or political pressure. But people haven’t stopped wanting to feel like they belong. If anything, the desire has only become stronger.
This summer, I attended the SHRM25 National Conference in San Diego. SHRM President and CEO Johnny C. Taylor Jr. captured it perfectly in his keynote: “This is about the work, not the words.” He emphasized that HR’s focus should remain on meaningful actions, especially amid changing expectations around DEI.
That quote stuck with me because it cuts through the noise. You can revise your strategy or change your terminology, but if your culture doesn’t make people feel welcome and included, you're missing the point.
My experience: Lessons from an acquisition
Before I ever worked in credit unions or HR, I went through an acquisition at a previous employer. It was an asset purchase agreement, which meant there were no guarantees of employment, no seamless transition, and very little clarity in the early days.
The experience was difficult, not just because of the uncertainty, but because it felt like the people and culture we had built didn’t carry over. Everything felt transactional. Titles changed, systems changed, processes changed. But no one addressed how employees were feeling through it all.
What was missing was a sense of belonging. The acquired team felt out of place and unsure of where we fit. The acquiring company missed the chance to connect with us, learn what made us successful, and build a shared identity.
That experience shapes how I approach culture and change today. Mergers, reorganizations, and growth happen. But belonging is what makes people stay.
What belonging looks like in practice
Belonging isn’t just a nice to have; it’s a game changer. Recent research from Great Place to Work found that employees who feel a strong sense of belonging are three times more likely to look forward to coming to work and five times more likely to want to stay long term1.
If you want to build a workplace where people truly feel they belong, here’s where to start:
- Make feedback real: Stop asking how people are doing if you’re not ready to listen. Anonymous surveys are fine, but open dialogue is better.
- Start with managers: People leave managers, not companies. Equip leaders to build trust and model inclusion every day.
- Be consistent: Belonging isn’t a campaign. It lives in how you hire, onboard, promote, resolve conflict, and recognize contributions.
- Close the loop: If you ask for input, follow up with action. Nothing erodes trust faster than silence.
Final thought
In HR, we spend a lot of time planning for retention, engagement, and performance. But at the heart of all three is belonging. People don’t give their best to a place where they feel like outsiders.
If your organization wants to thrive, keep your focus where it matters most. As Johnny C. Taylor Jr. said, this is about the work, not the words. At the end of the day, it’s not about labels. Whether you focus on DEI, inclusion, or culture, it’s about consistent action that helps employees feel valued and supported. That’s just good leadership.
