share on
Belonging at work isn’t built through slogans or once-a-year events – it’s created in everyday interactions. As Tripartite Alliance for Fair and Progressive Employment Practices (TAFEP) reminds us, managers shape culture through what they say, notice, and encourage.
Workplace culture is often described as "how things are done", or the shared behaviours, values and norms that shape how people work and interact. Belonging, a key driver of workplace driver, is the experience of feeling accepted, respected, and valued. It shows up in everyday behaviours: people share ideas, offer help and take initiative.
In Singapore, this connection is especially relevant. According to the Randstad Workmonitor 2025:
- 62% of employees would leave a job if they didn’t feel a sense of belonging.
- 90% say they perform better when they feel connected at work.
- Many would trade salary for meaningful relationships or a sense of purpose.
- A strong workplace culture that fosters belonging not only improves employee satisfaction but also drives higher engagement, productivity, and long-term retention.
These findings highlight a clear message: belonging isn't a “nice-to-have”. It's a business imperative.
Key drivers of workplace belonging and how managers can make it happen
Belonging is rooted in three universal emotional needs that show up in every workplace:
- Connection: People want to feel recognised, valued and accepted.
- Growth: People want to learn and feel they're progressing.
- Autonomy: People want to be trusted to make decisions.
Managers play a central role. They meet these needs through respectful interactions, development opportunities, recognition, trust, flexibility, and understanding. While managers may not control company-wide policies, they shape the team’s daily experience.
When these needs are fulfilled, employees contribute more meaningfully, stay engaged, and support one another, thereby reinforcing a culture in which teams thrive.
How managers can build belonging through consistent actions
Whether you are a team lead in a small business or managing a department in a larger organisation, your role as a manager is key. Here are some practical actions that you may consider and adapt to strengthen inclusion as you lead your teams:
1. Start the week with recognition
Begin each week by acknowledging specific contributions and inviting your employees to recognise one another during team meetings or in your regular communication channel. Ask your team what type of appreciation feels meaningful and adjust your approach accordingly. Specific, timely recognition shows people their contributions matter, which is a cornerstone of belonging.
2. Support career growth through conversations and planning
Schedule brief, forward-looking one-to-ones to discuss interests, strengths, and next steps, then co-create a simple development plan. Document the agreed goals and revisit them to show commitment and track progress. This shows a genuine investment in development and future potential. When people see a path forward and a manager who backs them, they feel anchored to the team and its future.
3. Create an inclusive workplace with open feedback practices
Make feedback routine with everyday work by setting regular check-ins, short retrospectives, or quick pulse polls, and keep an avenue for anonymous input if helpful. Close the loop by acting on what you can, explaining decisions, and following through on changes. This encourages honest dialogue and shows that voices count. Being heard, and seeing action taken, signals that every voice has standing, which nurtures a sense of belonging.
4. Empower teams through ownership and responsibility
Assign end-to-end ownership for a process, project, or recurring report, with clear outcomes and room for decision-making. Follow up with periodic check-ins, provide support where needed, and celebrate milestones. This signals confidence in employees' ability to manage responsibilities independently.
5. Build autonomy into daily work
Co-create team norms that support focus and balance, while respecting operational demands. Where the job allows, provide flexibility in how and when tasks are completed, with clear outcomes and timelines. When people have a say on how work gets done - even within fixed hours - they feel trusted and valued, which strengthens belonging.
Belonging at work is starts with everyday interactions
A culture of belonging in the workplace isn’t built through slogans or once-a-year events. It shows up in how people are treated every day. As a manager, you already shape culture through what you say, notice, and encourage.
Start with one small action this week. Ask your team what meaningful support and recognition look like to them. Observe how they respond and adjust your approach accordingly. Use the Fair and Progressive Employment Index (FPEI) to audit your current practices and identify areas for improvement in fostering fair and inclusive workplaces.
Go further by identifying other low-barrier, high-impact actions that promote connection, trust, and growth based on your team’s context and needs. These small, practical shifts can make a meaningful difference. Because when employees feel they belong, they don’t just stay. They show up, contribute, and grow with the team.
The Tripartite Alliance for Fair and Progressive Employment Practices (TAFEP) provides information and resources to help employers and HR professionals keep abreast of HR best practices. Visit tafep.sg to find out more.
share on
