Five ways to create an inclusive workplace using the Integrative Framework for Belonging
Lucy Henderson explores how every day, friendly interactions can create a culture of belonging within your organisation
Belonging has long been recognised as an important part of the human experience with research spanning psychology, sociology, education, and public health reflecting the growing consensus that belonging is central to our health and wellbeing. Over the last five years I’ve researched belonging through the lens of newcomer experience, working with grassroots arts organisations in Gloucestershire and exploring how belonging develops when someone joins a group.
For something so important, you may be surprised at how easy it is to support belonging in your organisation! It's built in every day moments, and can be even something as simple as a remembered name. In my research, I found that belonging grew from small interactions that added up over time. It doesn’t have to be complicated, just consistent.
During my research I came across a useful tool for organisations reflecting on the topic: the Integrative Framework for Belonging, developed by a team of psychologists led by Dr Kelly-Ann Allen at Monash University.
The framework consists of four interconnected components needed for belonging to develop:
Competencies: a person’s social skills.
Opportunities: services that are accessible in the broadest sense – the right activity, at the right time, in the right place.
Motivations: how interested a person is in engaging.
Perceptions: whether someone believes they should be welcome in a space.
You may think these things are out of your control. You’ll never find a time that suits everyone, and you can’t control how someone thinks about themselves, but there are every day things you can do. Here are five ways you could use the Integrative Framework for Belonging, based on my own research in community groups. These ideas can be applied to work with members or service users, volunteers, or even staff.
1 - Audit your services against all of the four components above
Organisations often focus on physical access, but belonging requires all four components working together.
Use the framework as a diagnostic tool:
do service users have the skills to engage (competencies)?
are there genuine pathways to connect (opportunities)?
do people feel motivated, or has repeated exclusion eroded that drive (motivations)?
and do people perceive themselves as genuinely welcome (perceptions)?
This approach may highlight areas for improvement that a standard access review would miss.
‘Anything that gives someone the opportunity to engage is a step towards belonging’
2 - Build social skills
Difficulties with social competencies can affect a person’s ability to build relationships, but research suggests most people can develop these skills with support. Organisations could incorporate peer-mentoring or social skills training to help participants connect more confidently.
For something more informal, giving members the opportunity to meet outside planned activities exposes them to a more relaxed social space. A group I worked with did this by arranging for members to attend a quiz together, which was really effective in helping members build their social skills.
3 - Reframe ‘opportunities’
Think smaller! ‘Opportunities’ doesn’t just mean organising events or removing physical barriers. Anything that gives someone the opportunity to engage is a step towards belonging. This could be as simple as offering a line of communication - like sharing your phone number - and giving them the option to contact you.
One group I worked with created a WhatsApp community, so members could stay in touch between meetings. With long gaps between meetings, the WhatsApp group meant everyone stayed in touch and continued to bond, despite not seeing each other. One participant said the WhatsApp built “a really nice dynamic amongst everybody”.
4 - Recognise eroded motivation
Dr Allen explains that weak motivation to belong can stem from repeated rejection, which is highly relevant for organisations whose beneficiaries have long histories of exclusion. Staff and volunteers should understand that disengagement or lack of interest may be a protective response to past rejection.
Low-pressure initial contact points can help people engage at their own pace. A group involved in my research had a series of casual drop-in sessions that people could attend before committing fully, which gave them an idea of what to expect with no pressure to commit.
One participant said that these casual sessions helped him get a sense of the group, saying, “[they] were very easy-going, nice people willing to give me a chance”. You could use these contact points to show them how happy you’d be if they engaged with your service!
‘The Integrative Framework for Belonging offers a valuable lens for making belonging happen more intentionally’
5 - Shape perceptions through consistency
Negative past experiences can lead people to question whether they belong, even when opportunities exist. Address this by ensuring that every touchpoint is consistent. Ensure timely responses, use welcoming language, and be reliable.
All of the newcomers in my research reported feeling isolated initially, which reflects wider research that feelings of not belonging are common and temporary. Incorporating this into your onboarding process can help destigmatise those early feelings for new members.
The Integrative Framework for Belonging offers a valuable lens for making belonging happen more intentionally. By considering all four components together, organisations can move towards a culture where everyone who walks through the door feels like they belong.
Belonging is built in everyday moments. Small, consistent, friendly interactions are the building blocks that can transform a person's experience of your organisation, and their wider wellbeing.