Combatting Workplace Loneliness

Loneliness is a pressing issue for employers, especially now that remote working practices are commonplace. Loneliness is an unpleasant emotional response to how individuals perceive their connection with others. Unlike social isolation, individuals can feel lonely even if they are not physically alone.

Younger employees are particularly susceptible to loneliness. According to a 2024 TELUS Health survey, workers under 40 are 40% more likely than those over 50 to lack trusted workplace relationships.

This article discusses the impacts of loneliness on organizations and individuals and outlines ways employers can combat this feeling among employees.

The Impact of Loneliness

Online recruitment company TotalJobs reported that 3 in 5 employees feel lonely at work. Loneliness can elevate cortisol levels, increase inflammation in the body, and put employees at risk of high blood pressure and heart disease. Chronic loneliness can also increase the likelihood of anxiety and depression. Consequently, employees who feel lonely may suffer from physical and mental health concerns, which could reduce productivity and increase absenteeism. These negative impacts present a significant financial burden for organizations.

In contrast, cultivating meaningful connections at work can help employers create a more supportive environment, increase workforce engagement and bolster productivity.

Ways to Tackle Loneliness

To improve connectedness in the workplace, employers should consider the following tips:

• Watch out for signs of loneliness. Loneliness can be difficult to spot. Managers should be on the lookout for subtle changes in a worker’s behaviour that could indicate they feel lonely (e.g., a lack of eye contact in meetings or shying away from discussing personal topics.)
• Make social connections a priority. Workers can still feel lonely when working in large teams if human connection isn’t actively promoted. Employers should encourage employees to form social connections both inside and outside of work. Appointing a social chair with a dedicated budget can help achieve this aim.
• Train leaders in the importance of empathy. A psychologically safe environment where employees feel comfortable speaking up is critical in combatting loneliness. Managers should be trained in the importance of open communication, active listening and forming a personal bond with their teams. Managers may wish to share personal career experiences to foster manager-employee connections and make themselves appear relatable.
• Check in with staff regularly. Staff appraisals and one-to-one meetings provide an important setting for employees to discuss any struggles they may be experiencing. Managers should meet regularly with staff and take an active interest in their personal lives, especially if personal circumstances are affecting work performance. Moreover, proactively talking to employees about well-being can help employers benchmark and track loneliness.
• Reward employees for building relationships. Promotions, bonuses and other rewards are typically given for physical workplace attainments (e.g., sales records) rather than emotional factors. Employers could expand their performance system to recognize those who foster workplace connectedness and take steps to improve company culture.
• Adopt preventive mental health solutions. Employers should proactively tackle mental health concerns, including loneliness, with a holistic approach. Sharing stress reduction techniques, conducting mindfulness workshops, and sharing health and well-being resources through employee assistance programs are all ways to do this. Additionally, employers should facilitate a healthy work-life balance so staff have time to develop their social lives.

Encouraging social connections among staff can reduce the loneliness of both in-office and remote workers, improve work performance and increase organizational resilience. Improved workplace connectedness can create a culture of collaboration and facilitate creative discussions, ultimately fuelling organizational growth and profitability.

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