The Belonging Movement: Leadership’s Next Frontier

While the fundamental value of workplace diversity is well established, the landscape of how diversity drives organizational success continues to evolve. Right now, this concept is under fire in more ways than one. The next step in managing diversity isn’t just about hitting diversity numbers. It’s about building workplaces that can adjust and make the most of their diverse teams depending on the situation—while still treating everyone fairly and with respect. To succeed, organizations need to move past old ideas and start using new research and smarter ways of putting diversity and inclusion into practice.

Recent neuroscience research has revealed that cognitive diversity—the variation in how people process information and approach challenges—may be even more impactful than demographic diversity alone. A 2023 study in Organizational Behavior and Human Decision Processes found that teams with high cognitive diversity solved complex problems 45% faster than homogeneous teams, even when demographic profiles were similar (1).
Rather than focusing solely on traditional diversity metrics, leading organizations are now mapping cognitive diversity across teams. Tools like the Cognitive Process Profile (CPP) help identify thinking style distributions and potential blind spots in decision-making processes.

As organizations deepen their understanding of diversity, the focus has shifted from external representation to internal transformation. It’s no longer enough to track who is in the room; leaders must consider how individuals experience being in the room. And that starts with the environment leaders create. This is where the conversation moves from metrics to meaning, and from surface-level inclusion to a deep sense of belonging.

Belonging and employee engagement are key results of diversity, equity, and inclusion (DEI) strategies. Even though some leaders might be reluctant to talk about DEI, the proven outcomes will ensure that DEI will remain a priority—regardless of what it’s called. All business leaders can agree that they want their employees to feel comfortable and productive at work.

Organizations thrive when belonging is fostered and suffer when it’s absent. According to Great Place To Work, belonging in the workplace is “an employee’s sense that their uniqueness is accepted and even treasured by their organization and colleagues. [It] is an accumulation of day-to-day experiences that enables a person to feel safe and bring their full, unique self to work.”

Belonging starts with leadership—leaders doing inner work, showing up authentically, and modeling behaviors that build trust, inclusion, and psychological safety. It’s time to challenge leadership and HR to move beyond buzzwords and create workplaces where people truly feel seen, heard, and valued for their contributions.

Belonging Is Strategic, Not Just Cultural
A sense of belonging is directly tied to employee performance. In fact, employees who feel they belong are 75% more likely to thrive in their roles (2). For belonging to truly matter, it must be measured and woven into leadership evaluations—not just referenced in vision statements. HR leaders must highlight those who model inclusive behaviors, and offer coaching to those who don’t. A useful reflective question is: Would people choose to work for this leader again?

The Inner Work of Leadership
The journey begins with leaders being willing to put aside the need to appear perfect and instead engage in introspection. Understanding personal narratives around success, failure, and self-worth is not a “soft” skill—it’s a strategic imperative. When leaders do this inner work, they show up with greater clarity, compassion, and courage. While HR is well-known for supplying toolkits and training resources, the next step is to go deeper—asking the questions that prompt self-reflection, not just handing out materials.

The Human Side of Work
Employees want to be seen and treated as individuals. They aren’t asking for grand gestures, but rather consistent, daily acts of care. Empathy, feedback, praise, time, and trust—these are the true currencies of employee engagement. HR must reinforce that care and connection are not optional extras but leadership essentials.

HR’s Role in Accountability and Change
HR has the responsibility to act as cultural liberators, not simply enforcers. Belonging is not what’s printed on posters or walls—it’s what’s felt in the halls or in the small moments on a Zoom call. That’s why HR must audit culture for harm, not just performance. These audits need to happen especially at the frontline level, where culture is most lived. Thoughtful, revealing questions like “What did you appreciate about your last manager?” and “What didn’t work?” can surface valuable insights.

The Cost of Inauthenticity
Employees often feel the pressure to “cover” parts of themselves to fit in. This quiet conformity reduces trust, creativity, and overall engagement. Even worse, when organizations post values they don’t actively live, it breeds mistrust. Buzzwords like “we all belong here” can easily become camouflage for inaction if not backed by consistent behaviors.

Building True Belonging
True belonging means making room for nuance, discomfort, and even disagreement. It means creating intentional spaces for values-based dialogue—where employees don’t need to agree on everything to feel like they belong. Belonging is not achieved through slogans but through action. Expectations must be clarified and values must be embodied—not just written in handbooks but lived daily. Leading organizations are now going beyond basic psychological safety training to use “safety mapping,” identifying the specific emotional needs of different employee groups and designing solutions that truly support them.

We ALL Have a Call to Action
Now more than ever, HR must raise the bar for leaders and hold them accountable. Ask bold questions—like “If your workplace disappeared tomorrow, would anyone miss it?” Belonging is not about fitting in—it’s about making space for everyone to thrive. This work goes beyond leadership development or culture—it’s a movement. A meaningful one.
The message is clear: belonging starts with leadership at the top. It’s time to rethink how we define diversity and inclusion at work. This movement calls for courage, intention, and sustained action—not just words on a wall. HR professionals have the power and responsibility to lead this change—and in doing so, to help build the kinds of workplaces where people don’t just survive, but truly thrive.

(1), (2): Louis Carter, Best Practices Institute; Most Loved Workplaces 2024