What helps people feel included and well at work?

Published: 13 May 2026 · Topic: workplace mental health and organizational wellbeing, inclusion, organizational psychology

One of the questions that runs through much of my work is simple: what makes a workplace genuinely supportive rather than just formally inclusive?

In a paper I co-authored with colleagues from the University of Valencia and the University of Zaragoza, we explored this question in the context of workers with intellectual disability. The study looked at how organizational context can either support or limit inclusion, positive contribution, and wellbeing at work.

The key message is relevant far beyond disability inclusion. People tend to do better when workplaces combine fairness, belonging, autonomy, recognition, and practical support. Inclusion is not only about hiring someone or saying that everyone is welcome. It is also about the daily environment: how leaders behave, how teams communicate, whether people are invited into informal spaces, and whether work is adapted realistically to human needs.

The study highlights three psychological needs that matter at work: autonomy, competence, and relatedness. In plain language, people need to feel that they have some control, that they can do meaningful work effectively, and that they belong with others.

For my work with individuals and organizations, this connects directly to workplace mental health and organizational wellbeing. Burnout, stress, isolation, and lack of confidence are rarely only individual problems. They are often shaped by the systems, expectations, relationships, and cultures people work within.

A healthier workplace is not created by motivational slogans. It is created through fairer practices, clearer communication, better leadership, and environments where people can contribute without losing their sense of dignity.

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