“There’s something wrong about that narrative,” Caroline said. “No-one wants to be retained. We need to aim to create a workplace where people voluntarily want to come and be part of a working community.”
For leaders, this signals a profound shift: the office is no longer just a destination – it must be an invitation to belong.
The new workplace imperative: Belonging
Caroline identified belonging as the greatest driver of engagement – and the greatest challenge.
To build it, leaders must create conditions where employees:
Can be themselves and are valued for who they are.
Feel connected to others – across a workforce now spanning five generations.
Contribute to a shared purpose aligned with the organisation’s values and direction.
This is not a human resources issue alone. It's a leadership issue – and a design one.
“The spaces we build speak before we do. If the environment is cold, inaccessible or impersonal, no amount of rhetoric will fix that,” Caroline explained.
Spaces that reflect people – not policies
Caroline made it clear: to foster belonging, the workplace must reflect its people – not force them to adapt to the space. She urged leaders to ensure offices include:
• Spaces for connection and collaboration
• Quiet zones for reflection and decompression
• Design choices that signal care, inclusivity and personality
This design philosophy was echoed by Nordea’s Christina Gadeberg, who shared how its hybrid workplaces now include dynamic, focused and collaborative zones, giving employees choice throughout their day.
This zoned approach doesn’t just enhance experience – it aligns physical space with behavioural flexibility, supporting productivity and psychological safety.
