Rise of loneliness at work

It’s no secret that loneliness in the workplace has become an increasingly common issue, particularly amongst younger workers. Recent studies and surveys have begun to shed light on this growing concern, highlighting its impact on mental health, job performance and overall well-being of workers.

For example, a 2024 survey by the American Psychological Association revealed that almost half (45%) of workers aged 18-25 had reported feeling lonely when at work, in comparison to colleagues aged 26-43 (33%), 44-57 (22%), 58-64 (15%) and 65 and over (16%). These findings are not isolated; a 2022 study from Mental Health UK, revealed that workers aged 18-24 were twice as likely to feel lonely at work in comparison to other age groups.

What is loneliness?

So, what is loneliness and why should we care? Loneliness is complex; at heart, it’s a distressing emotional response to perceived isolation or a lack of meaningful social connection. It can be characterised by feelings of emptiness and sadness. Its very complexity lies in the fact that it affects individuals differently; understanding these nuances will be important in how we look at supporting those who do feel lonely in the workplace. It’s important to note, loneliness at work is still subjective. Some individuals view work solely as a means to an end, seeing very little need to develop a relationship with colleagues – a viewpoint that is still valid and should also be respected.

Why should we worry about it?

For those affected, loneliness in the workplace can have a significant impact on both employees and the organisation. For employees, loneliness is known to have negative effects on physical and emotional health, which can lead to poor sleep quality and increased risk for mental health conditions such as depression and anxiety, as well as a potential contributor to physical conditions such as

For organisations, the impacts are linked to negative outcomes such as declining job performance, disengagement, and difficulties in attracting and retaining talent. This affects overall business performance through reduced productivity and increased absenteeism.

There are numerous factors at play in the increasing reports of loneliness at work. With the rise of remote and flexible work arrangements, which were only fast-tracked by COVID-19, face-to-face meetings and interactions have been on the decline. Gallup’s State of the Global Workplace: 2024 Report highlighting that fully remote employees express significantly higher levels of loneliness (25%) compared to those working solely on-site at the office (16%).

Young employees, especially recent graduates, may struggle to build meaningful relationships when starting new jobs. The pandemic left many without the opportunity to learn social norms within workplace settings. Additionally, the heavy reliance on digital communication and social media can leave individuals nowadays feeling overwhelmed when initiating face-to-face conversations.  A lack of leadership support can also be a driving factor in workplace loneliness. When managers fail to provide support or recognition, employees can easily feel disconnected and undervalued. This highlights the importance of an organisation addressing mental wellbeing at all levels, from training leadership through to support of all employees.

What can we do about it?

Addressing workplace loneliness, especially amongst younger employees, requires attention from both employees and employers. Employers would benefit from gathering data on how employees are affected by loneliness and stress, understanding what is causing it, and knowing the impact it is having to their well-being and the business. This would enable them to implement targeted strategies to foster more meaningful connections across the workforce.

Some well-being initiatives could include:

• Organising more in-person events and professional development initiatives
• Encouraging peer to peer support groups
• Implementing team meetings dedicated to non-work-related activities
• Offering opportunities for more team activities, such as volunteering
• Creating a supportive environment with open communication to improve psychological safety amongst peers
• Providing Employee Assistance Programmes (EAPs)
• Conducting regular feedback sessions and surveys to stay attuned to employee sentiment

Employees would also benefit from:

• Creating and/or encouraging employee-led support groups, to connect those who have shared interests and offer mutual support
• Use available resources to help further understanding of empathy, emotional intelligence and how it can help employees recognise loneliness in themselves or their peers
• Leading by example, demonstrate why building connections are important in the workplace – becoming social advocates who can voice concerns to leadership
• Foster a positive workplace culture by learning to feel comfortable having authentic and open conversations with one another
• Using common social areas as opportunities for informal gatherings or social interactions, even if it’s for 5 minutes

By taking steps like the above, organisations and their employees can start to create a more connected, engaged, and productive workforce. By addressing workplace loneliness, we won’t just be improving the individual’s well-being, it will foster a more resilient workplace and thriving work environment for all.

Hackett, R.A., Hudson, J.L. and Chilcot, J. (2020) ‘Loneliness and type 2 diabetes incidence’, Diabetologia, 63, pp. 2329–2338. Available at: https://doi.org/10.1007/s00125-020-05258-6.