Loneliness in the Workplace: How HCM Professionals Can Foster Connection and Belonging

What Is Loneliness?

Loneliness is an emotion that brings about “social pain.” It’s the feeling you get when distressed or anxious due to a perceived lack of connection with others when you need it or want it.

Relationships need to exist, fulfill an appropriate role, and be mostly positive, to keep loneliness at bay.

Everyone feels lonely sometimes. When loneliness happens often or becomes chronic such as times of lockdown, it can have a negative impact on physical, cognitive, and emotional health.

Loneliness In Society

A pre-pandemic survey by Cigna found that more than 60% of employees were lonely at work. Nearly 80% of Gen Z employees said they experienced loneliness in the workplace, compared to 71% of millennials and 50% of baby boomers.

A study from Angus Reid Institute, conducted in partnership with Cardus in 2019, explored the quality and quantity of human connection in the lives of Canadians, and revealed significant segments of society in need of the emotional, social and material benefits connectedness could bring.

• Six-in-ten Canadians (62%) said they would like their friends and family to spend more time with them.
• Only 14% of Canadians described the current state of their social lives as “very good.”
• One-third (33%) could not definitively say they had friends or family members they could count on to provide financial assistance in an emergency, and nearly one-in-five (18%) weren’t certain they’d have someone they could count on for emotional support during times of personal crisis.

This study sorted Canadians along two key dimensions: social isolation (or the number and frequency of interpersonal connections a person has) and loneliness (or their relative satisfaction with the quality of those connections). From these and other findings, a detailed portrait of isolation and loneliness in Canada emerged, sorting Canadians into five groups: The Desolate (23%), the Lonely but not Isolated (10%), the Isolated but not Lonely (15%), the Moderately Connected (31%), and the Cherished (22%).

In previous decades, work was a major source of friendships and connections. There were company sponsored picnics, sports teams and holiday dances, as well as impromptu ‘water cooler’ conversations. Now, many are working remotely at least some of the time. Conversations focus on problem solving, and meeting the challenges of the day. Fewer meaningful relationships are being built as there is little time for personal conversation. Nearly half (45 per cent) of workers say they do not have relationships with people they trust at work according to the March 2024 TELUS Mental Health Index.

According to a Cigna study recently released, over three of every five Americans are lonely (as measured by the UCLA Loneliness Scale)—the highest level in recorded history. Our average number of close friends whom we can talk with about important issues has shrunk from three to two, with over 25 percent of respondents reporting they have no close friends whatsoever with whom to discuss what matters to them.

And we know that loneliness at work can increase absenteeism and presenteeism (lack of engagement) and impair productivity, performance, creativity, reasoning, and decision-making even further.

What HCM Professionals Can Do To Combat Loneliness?

HCM Professionals play an important role in preventing loneliness among their team. One of the 10 Important Elements Of Organizational Culture is social support, however it is often one of the most neglected areas of workplace culture. It is seen as an ‘extra’, a social nicety, or something to focus on if you have time.”

Start by asking three critical questions:

1. What percentage of our employees, remote and onsite, are experiencing feelings of isolation and loneliness? Look for survey questions that can assess loneliness. For example: I feel isolated and disconnected from my colleagues, loneliness is affecting my mental health and job performance, I find it hard to concentrate and be productive when I feel lonely, I'm less engaged in my work and don't feel valued.
2. What are we doing to reduce the risk within our team of experiencing these feelings?
3. How do we know what we are offering is working, and how are we measuring our success?

The answers to these three questions provide the foundation for determining the most effective strategies to combat loneliness within your organization. Understanding the percentage of employees experiencing isolation and loneliness helps HCM Professionals gauge the scope of the issue and prioritize interventions accordingly. Evaluating current efforts to reduce loneliness allows for the identification of gaps or areas needing improvement. Finally, knowing how success is measured ensures that implemented strategies are not only effective but are also continually refined based on measurable outcomes, leading to a sustained and supportive workplace culture.

Ways HCM Professionals Can Combat Loneliness In Their Organization:

1. Promote Social Connections and Team Cohesion

• Virtual Social Events: Organize regular virtual coffee breaks, team-building activities, or casual meetups to foster social interactions among remote and onsite employees.
• Team Meetings with a Twist: Host regular team meetings that aren't solely focused on work. Dedicate time for fun and socialization through ice breakers, trivia sessions, or even virtual lunch or exercise sessions. This blend of work and social interaction strengthens team cohesion and builds stronger relationships.
• Buddy Systems and Cross-Departmental Collaboration: Pair new hires with more experienced employees to aid their integration and establish early connections. Encourage collaboration across departments to widen employees' networks within the organization, enhancing their sense of belonging.

2. Encourage Open Communication and Vulnerability

• Create Safe Spaces and Feedback Culture: Establish a culture where regular check-ins are the norm, encouraging them to express concerns or feelings of isolation. When appropriate, managers should also practice vulnerability by sharing their challenges, which fosters an environment of understanding and trust.
• Emotional Support: Make it clear that managers and team leaders are available to provide emotional support and lend a friendly ear whenever needed. Training leaders on how to start supportive mental health conversations is crucial in this context.

3. Support Mental Health and Well-being

• Wellness Programs and Flexibility: Provide access to mental health resources such as Employee Assistance Programs (EAPs), counseling services, and workshops on managing loneliness. Offering flexible work hours or locations also allows employees to better balance their personal and professional lives, reducing feelings of isolation.
• Promote Corporate and Community Resources: Encourage the use of both corporate and community resources to support mental well-being. Leaders should be proactive in sharing information about these resources and advocating for their use.

4. Design Inclusive and Connected Workspaces

• Inclusive Activities and Remote Work Practices: Ensure remote workers are included in all communications and decision-making processes. Design team activities that cater to a variety of interests and preferences, ensuring inclusivity for both remote and onsite employees. Utilize collaboration tools like Slack, Microsoft Teams, or Zoom to keep everyone connected, regardless of location.
• Virtual Watercoolers: Create online spaces where employees can engage in informal conversations, similar to the in-office watercooler experience.

5. Foster a Sense of Belonging

• Purpose-Driven Work: Help employees understand how their roles contribute to the organization’s mission, which can enhance their sense of belonging.
• Recognition Programs: Recognize and celebrate individual and team achievements regularly to strengthen team cohesion and make employees feel appreciated.
• Employee Resource Groups (ERGs): Encourage ERGs based on shared interests, backgrounds, or experiences. These groups provided a sense of belonging and foster social connections.

6. Equip Leaders to Address Loneliness

• Leadership Training in Empathy and Emotional Intelligence: Provide managers with training focused on empathy and emotional intelligence, enabling them to better connect with and support their teams. This training should include strategies for identifying signs of loneliness and effectively addressing them within the team.

Addressing loneliness in the workplace is not just about enhancing social interactions—it's about fostering inclusivity and ensuring that every employee feels valued, connected, and supported. The prevalence of loneliness worldwide, exacerbated by the impacts of COVID-19, highlights the need for organizations to prioritize this issue. By focusing on inclusive strategies that strengthen connections, open communication, and emotional support, HCM Professionals can create a work environment where everyone feels a genuine sense of belonging.

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