Belonging Matters Everywhere

An Examination of Workplace Cultures in the United Kingdom, Germany, and Poland

Belonging is a universal human need, but the way people experience it at work changes across cultures. This report shows what helps employees feel seen, connected, supported, and proud, and where global companies need to adapt rather than assume one model will work everywhere.

97%

of Polish professionals with the highest belonging scores say they are very engaged at work

4X+

UK professionals with low belonging are more likely to feel stalled in their careers than those with high belonging

1,500

UK, Germany, and Poland

RESEARCH REPORT

2020

WHAT WE FOUND

01

Belonging travels across borders

Across the UK, Germany, and Poland, employees with stronger belonging are more engaged and less likely to feel stalled in their careers.

The core experience is consistent: people want to feel seen, connected, supported, and proud at work.

02

The drivers of belonging change by market

The need is universal. The behaviors that build it are not.

In the UK, belonging is strengthened when managers amplify voices and colleagues recognize good work.

In Germany, employees value managers who support development and colleagues who communicate openly and honestly.

In Poland, belonging is closely tied to camaraderie, trust, visible credit, and relationships that extend beyond the immediate task.

03

Career opportunity is part of belonging

Across all three markets, employees with high belonging are more likely to see clear and fair paths to progression and senior leaders they can identify with.

Belonging is not simply about feeling welcome. It is also about whether people can see a future for themselves inside the organization.

04

Global consistency needs local intelligence

A global belonging strategy cannot be built entirely from headquarters. Companies need a common set of principles, paired with a clear understanding of local culture, politics, identity, and workplace norms.

The recommendation is simple: learn, partner, build, then repeat.

FROM THE INTERVIEWS

“It dehumanizes us if we only talk about business. We have human needs. Without good relationships, I couldn't do anything.”

MALE PROFESSIONAL, POLAND

“If our leaders don't demonstrate the organization's values, why would the rest of us?”

FEMALE PROFESSIONAL, UK

“What's made me feel a lack of belonging is when I bring something to the table and get no feedback.”

FEMALE PROFESSIONAL, GERMANY

THE FRAMEWORK

Four elements of belonging

CTI measures belonging through four elements. They hold across all three markets; what changes is the behavior that builds them.

Seen

My contributions, skills, perspective, and identity are recognized and valued.

Connected

I have authentic relationships and feel part of the workplace community.

Supported

I have access to people, resources, and relationships that help me succeed.

Proud

I feel aligned with the organization's values, purpose, and identity.

WHAT ORGANIZATIONS CAN DO NOW

Five moves for global employers

The full report carries the market-by-market belonging drivers, company case studies, and the Learn-Partner-Build framework.

Make succession planning, development, mobility, and advancement visible and credible.
Employees watch whether senior leaders live the organization's values, build diverse teams, and create connection across hierarchy.
Do not assume the behaviors that build belonging in one country will translate directly to another.
Work with local leaders, employees, and outside experts to understand who feels like an insider, who feels like an outsider, and why.
Study the context. Bring local stakeholders into the work. Build and adjust practices based on what you learn.