Loneliness is a scourge that has been around for as long as humans have existed. Explored, often painfully, in music, poetry, literature, and drama – and we have our own ideas about whom it’s likely to affect.
Older people cut off from family who have moved away and friends who are no longer active or have died; single parents restricted to their homes to look after their children; people whose relationships or marriages have ended, cutting them off from social networks they previously relied upon.
In all these cases, the home is the setting for loneliness and social isolation. But what if your home is also your place of work?
Loneliness and social isolation
For millions of people around the world, work was previously their only social outlet, and colleagues were the only people they regularly encountered to chat, laugh, commiserate, and even argue with—in essence, to be human.
For those people, recent fundamental changes to working arrangements mean that lifeline is no longer available.
Covid was the catalyst for companies to embrace hybrid working, and many have retained the practice because of its cost benefits, and also because its flexibility suits their employees.
Even before the pandemic, structural changes to the economy were altering the nature of employment. The days when people spent decades, or even years, with the same company are long gone, as disruptive technologies, the gig economy, and flexible contacts have ushered in a new era of short-term employment and career fluidity.
The past orthodoxy of a company’s staff all being employed together in a communal space and over the course of a prescribed working day, has given way to a more atomised workforce, operating independently from each other, physically apart and often setting their own timetables.
While these changes have facilitated increased personal time with friends, family, and housemates outside of work, they have also posed questions about our connections within the workplace.
Loneliness at work is not new but, traditionally, it was associated with certain groups such as senior managers or chief executives – hence the term ‘it’s lonely at the top’ –entrepreneurs, and expatriates. However, recent events and trends, including remote gig working, have broadened the issue to affect a wider range of workers.
Current state
In April 2022, Mental Health UK commissioned YouGov to investigate the current state of loneliness among workers in Great Britain. An online poll questioned 2,023 participants, of whom 1,105 were workers, to understand experiences of loneliness in the workplace and its potential effects on mental health.
The World Health Organization (WHO) defines loneliness as discomfort stemming from unmet social connections. Loneliness is distinct from social isolation, which refers to having fewer social contacts.
The research revealed that one-fifth of workers (20 percent) feel lonely during a typical working day, with almost a quarter of workers (23 percent) acknowledging that loneliness at work has impacted their mental health.
Exploring the barriers to discussing loneliness at work, the survey found that 53 percent of respondents cited a lack of time or opportunity within work hours to engage in such conversations. Additionally, 50 percent pointed to a workplace culture that didn’t encourage mental health discussions, along with managerial support concerns.
Younger workers, particularly those aged 18-24, are disproportionately affected by loneliness at work, with 39 percent reporting such feelings compared to 18 percent of other age groups.
Additionally, younger workers are more likely to perceive loneliness as affecting their mental health, with 41 percent of 18–24-year-olds and 30 percent of 25–34-year-olds acknowledging its impact, compared to 17 percent of those aged 45-54 and 15 percent of those aged 55 and over.
Factors contributing to loneliness
Various factors contribute to loneliness and its potential impact on mental health at work. For instance, a lack of contact time with colleagues and managers is cited by 45 percent and 42 percent of British workers, respectively, as potential factors.
Younger workers are particularly sensitive to these factors, with a majority agreeing that insufficient contact time with colleagues could affect their mental health.
It was partly as a way of recognising and addressing these issues that my husband, Valentin, and I came up with the idea for our company, which has a mission to foster appreciation and support in workplaces globally and to bring together colleagues who work for the same organisation, but physically apart.
To mark our fourth anniversary, we collaborated with Mental Health UK to specifically address social isolation and loneliness and to try to help those affected.
By donating 20 percent of each sale throughout May to support Mental Health UK’s initiatives, we are raising funds and amplifying the conversation around mental health.
We hope our partnership exemplifies the power of businesses to drive positive change and support meaningful causes.
How to tackle workplace loneliness
There are lots of other things business owners and managers – and employees themselves – can do to tackle workplace loneliness without spending money.
Organizations should identify aspects of work practices that contribute to employee social isolation. Implementing creative solutions, such as reducing work intensity and promoting socializing opportunities, can help alleviate loneliness.
They can introduce measures to foster an inclusive workplace culture that supports diverse employees and promotes social connection. Normalizing inclusion and shaping social behaviors within the organization can help minority groups develop meaningfully.
They can also offer various opportunities for employees to engage in face-to-face interactions, such as mentoring programs, social events, and team-building activities. Encouraging occasional and repeated in-person interactions can strengthen interpersonal connections and combat loneliness.
Meanwhile, employees should clarify their social needs at work, whether they prefer a few strong relationships or broad but weak social connections. Recognizing personal social goals helps individuals identify when they need to develop strategies to combat loneliness.
Individuals can assess personal factors hindering social connections, such as personality traits, social skills, or motivation. Identifying strengths and weaknesses empowers individuals to shape their social connections effectively.
Time, energy, and mood fluctuate daily, but these can be used to achieve social goals. Employees should seize daily opportunities to develop connections and gradually work towards their desired level of social interaction.
By implementing these strategies, individuals and employers can collaborate to mitigate workplace loneliness, foster a sense of belonging, and enhance overall productivity and well-being.
