Workplace Belonging Gap Linked to Higher Turnover
Employees feeling disconnected are significantly more likely to resign than those who report high belonging.
Updated on Oct. 9, 2026 in Remote Work
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A new study by the Society for Human Resource Management has linked workplace belonging to employee retention across 26 countries. Data from 2026 shows a stark divide in turnover intentions between satisfied and dissatisfied workers.
Why it matters
For operators, this data quantifies the retention cost of cultural disconnection, which is critical as pay remains the primary driver of employment decisions. Recognizing that belonging affects turnover intentions by 43 percentage points helps prioritize investments in culture.
The study recorded a 43-percentage-point difference in turnover intent between satisfied and dissatisfied groups among 15,896 surveyed workers. Latest quarterly findings reflect responses from 5,107 workers.
The players
Society for Human Resource Management
A global professional association representing human resource management professionals with a focus on labor policy and workplace standards.
The details
Using the Global Employee Monitor, researchers tracked how feelings of belonging correlate with employee retention. While pay is the dominant factor in job moves, the data indicates that cultural dissatisfaction significantly amplifies the flight risk among staff. Operations managers should note that fostering inclusion is not just a soft metric but a factor that directly shifts the likelihood of employee turnover.
Timeline
The survey was conducted during the first three quarters of 2026.
Market Landscape
This research follows the Society for Human Resource Management Global Employee Monitor framework for identifying international labor trends. It builds upon established precedents linking workplace engagement to long-term talent stability.
Operators should monitor turnover rates specifically within teams reporting low internal connectivity to identify potential talent loss. Given that pay is the primary driver, ensure compensation remains competitive while using belonging as a key lever to reduce secondary turnover risks.
The takeaway
The data confirms that belonging is a measurable factor in staff stability, even when compensation is the primary driver of employment. Managers should track internal sentiment metrics alongside standard turnover figures to identify teams at risk of departure.
Further reading
For broader trends on labor strategy, see our section on Remote Work.
Live Poll
Do you prioritize a sense of belonging over salary when deciding to stay at your job?
