For many employees, belonging at work is no longer just about feeling like part of the team. It is increasingly tied to whether people feel able to be themselves. Whether they feel supported and trust that their wellbeing genuinely matters.
That is one of the clearest messages from Procter & Gamble UK’s latest research, based on a nationally representative survey of 2,000 UK adults.
While 82 per cent of employees say they feel a sense of belonging at work – the highest level reported in more than a decade – the research also reveals what sits at the heart of that feeling.
When we asked employees what belonging means to them, one finding stood out: one-third said it means feeling that their wellbeing genuinely matters.
Wellbeing and workplace culture
Wellbeing and workplace culture go hand in hand. They influence whether people feel valued, can speak openly, feel supported through challenges and, ultimately, can build a sustainable career within an organisation.
I have long believed that creating an environment where people can be their authentic selves and prioritising employee wellbeing are fundamental to building a culture where people can thrive.
The business impact is clear. Three-quarters of UK workers say they would invest years of their career with an employer who makes them feel valued. Furthermore, 80 per cent agree that a sense of belonging at work is good for their wellbeing. At the same time, nearly six in 10 say they would leave a job if they did not feel part of a team.
This tells us that wellbeing cannot sit solely within policies, benefits packages or awareness campaigns. It needs to be reflected in the everyday experience of work.
That means creating environments that support both physical and mental health, particularly as workplace stress can affect anyone.
Three-quarters of UK workers say they would invest years of their career with an employer who makes them feel valued
How to champion wellbeing
If organisations want belonging to continue improving, managers need practical ways of championing wellbeing in the day-to-day experience of work.
That starts with understanding how stress can show up and knowing how to respond before pressure becomes burnout. While every workplace is different, there are several practical steps leaders can take:
1. Recognise the difference between commitment and unsustainable working
Many like to go the extra mile and high performing employees often take real pride in doing that. The problem is when being ‘always on’ and constantly going above and beyond becomes the expectation rather than the exception.
Managers should look out for patterns such as employees regularly sending late night emails, skipping breaks or cancelling annual leave.
Rather than rewarding constant availability, leaders should check in early, reward clarity and focus on the right priorities rather than doing everything, and create space for recovery before stress turns into burnout.
2. Learn to spot the early signs of burnout
Burnout rarely happens overnight. Often the warning signs are there much earlier but can be easy to miss in busy workplaces.
Managers should pay attention to noticeable changes in behaviour, whether someone becomes quieter than usual, more withdrawn, more irritable, unusually emotional or loses confidence in decisions they would normally make easily
Then use one on one time to check in accordingly. The key is acting as soon as you notice those changes rather than waiting for someone to reach crisis point.
This kind of early action helps make support feel real. It shows employees that wellbeing is not only discussed when there is a formal issue but considered as part of everyday management.
Culture is shaped by what leaders do, not what they say
3. Ask specific questions, not just ‘how are you?’
People rarely say ‘I’m stressed’ outright. Leaders need to create openings for more honest conversations.
Instead of asking ‘How are you?’, ask things like ‘What’s felt most challenging this week?’ or ‘What’s taking most of your energy right now?’.
Those questions can lead to more genuine answers.
4. Make flexibility part of everyday management
Flexibility only works when employees genuinely feel able to use it without judgement.
Managers should have regular conversations with employees about what helps them work at their best and be willing to make practical adjustments where possible.
That could be shifting hours around caring responsibilities, allowing quieter working environments or giving someone temporary breathing space during a difficult period.
5. Leaders need to set the tone
Culture is shaped by what leaders do, not what they say. If leaders send emails late at night, never take breaks or act as though they are coping with everything perfectly, employees notice that behaviour and often feel pressure to do the same.
Leaders should model healthy habits themselves. Whether that’s setting boundaries or being honest when they are having a difficult week, because it gives other people permission to do the same.
Maintaining momentum
Workplace belonging may be at its highest level in more than a decade but maintaining that momentum will depend on how people experience work every day.
When leaders prioritise wellbeing through their actions, conversations and decisions, they create environments where people can thrive.
Organisations that continue investing in supportive, inclusive cultures where people feel valued and able to do their best work will be best placed to ensure belonging continues to grow in the years ahead.
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