How employers can tackle workplace loneliness

Workplace loneliness is rising, with one in five workers feeling lonely at work on a typical day. Factors like remote or hybrid working, a reduction in “watercooler” chats and rapid organisational changes are contributing to employees across generations experiencing feelings of disconnection.  

 

And research shows that this also comes with a significant business cost. Disconnected employees are more likely to be disengaged, less productive and absent more often, all of which directly impact performance and efficiency. Gallup estimates that disengaged employees cost the global economy $8.8 trillion in lost productivity, while Deloitte found that for every £1 spent on workforce mental health and wellbeing, employers get, on average, £4.70 back in increased productivity.  

 

Loneliness affects employees across all life and career stages, an issue which now demands greater attention than ever before. Companies are now grappling with 5 generations in one workforce for the first time in modern history, each with their own values, needs and expectations, while also facing the challenge of disjointed teams through hybrid and home working. Proactive investment in connection and belonging, therefore, can act as a potent business performance lever. But how can businesses tackle this, in reality?  

 

 

Loneliness for younger workers

A focus on connection is particularly pressing for younger generations. Findings from our Gen Z research reveal that 78% of Gen Z employees see the workplace as an opportunity to build community, social connections and belonging. Furthermore, 75% say it is important for them to have fun at work, while collaborative, team-oriented environments are overwhelmingly preferred over independent and self-directed ways of working.

 

As younger people enter the workforce, it’s important that workplaces get this right from the outset. Insights from the results of our yearly HR Best Practices survey show that nearly three-quarters (73%) of Top Employers globally organise social and networking events for new employees, recognising that onboarding is about more than paperwork. Meanwhile, 44% have dedicated social groups for new starters, helping employees build relationships and establish support networks from day one.

 

 

Loneliness for older workers

Furthermore, as employees remain in the workforce for longer, employers must also reconsider how they can best support later career stages. MBH Bank, one of Hungary’s largest employers and a Certified Top Employer, introduced its Active Plus programme for employees aged over 60, helping individuals identify suitable roles and continue contributing in a balanced and sustainable way. With participation exceeding 90%, the programme demonstrates that employees value tailored support when it matters most.

 

Belonging and community can also extend well beyond an employee’s formal tenure. Recognising the importance of maintaining social networks beyond retirement, VELUX in Poland established an alumni club that enables retired employees to stay in touch with former colleagues through social events and networking opportunities. Such initiatives acknowledge that connection should not necessarily end when employment does. While building connection has never been more challenging – as employees become more dispersed and the influence of technology breaks down in-person social networks – it has also never been more important.  

 

 

Loneliness in periods of transition

Finally, the challenge of workplace loneliness is particularly acute during periods of transition. Becoming a parent, moving into leadership, approaching retirement, or returning to work after a period away can all increase feelings of isolation, as these transitions disrupt social connection. Employers that actively support employees during these moments are often better placed to create cultures where people are more connected and better able to thrive.  

 

For employees taking parental leave, maintaining a connection to colleagues and workplace culture can be crucial. More than half (54%) of parents surveyed by the University of Reading said they found the transition back to work difficult, and many reported feeling isolated. Rai Way, a media company in Italy, has introduced a "Parental Angels" initiative, pairing employees going on parental leave with a colleague who acts as a dedicated point of contact during their absence. The support is tailored to individual needs, helping employees remain in touch with their teams and easing the transition back into work. By investing in connection before employees return, organisations can make one of the most vulnerable career transitions feel less isolating.

 

 

Putting connection at the centre of work

The common thread across these examples is intentionality as well as commercial necessity. Loneliness and weak peer-to-peer connections in the workplace are not peripheral issues; they manifest in people performance challenges such as disengagement, lower productivity, higher absence and increased turnover costs. For HR leaders, enabling connection should, therefore, be a core part of workforce strategy, not a line item on a wellbeing programme task list.

 

The organisations leading on loneliness are not treating it as a standalone wellbeing challenge. Instead, they are embedding connection throughout the employee lifecycle because it delivers measurable business value, including higher engagement, stronger retention, better collaboration and more resilient cultures.

 

HR leaders should move beyond recognising loneliness as a cultural issue and start managing it as a performance and organisational risk. By making meaningful workplace relationships an intentional outcome of people strategy, not an incidental by-product of work, they can shape stronger organisational performance, build more resilient cultures and deliver enhanced business outcomes.

 

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Ammara Naeem is Client Experience Director at the Top Employers Institute

 

Main image courtesy of iStockPhoto.com and PeopleImages