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Why business leaders need to tackle loneliness at work
Loneliness isn’t just a well-being risk, it is an acute business risk. The effects of loneliness don’t just permeate an individual’s personal life, it can negatively impact their professional life. When employees don’t feel a sense of camaraderie or belonging at work, their performance suffers. According to research from Gartner, employees who are satisfied with camaraderie in their organization show a high enterprise contribution of 23%. But employees who are dissatisfied with the camaraderie in their organization show a high enterprise contribution of only 13%. Organizations have taken early steps to mitigate loneliness by targeting interactions within the workplace and beyond, like mandating employees to return to the office to boost collaboration and connection. But proximity alone isn’t a cure for employee loneliness. It ignores the root causes of the issue. Moving forward, CHROs need to address loneliness in the workforce through two primary strategies: improving in-role connectedness to boost productivity and supporting out-of-work connectedness to meet employee well-being needs. Improving in-role connectedness to boost employee productivity Employees should have autonomy when it comes to building personal connections, as well as guidance from HR on how to make the most of their interactions. That requires CHROs to foster guided interactions that engender interpersonal cohesiveness and naturalize sharing behavior, which establishes a new, more human-centered set of collaboration norms. There are three simple actions CHROs can take to achieve this: 1. Empower employees to personalize connection-building CHROs should give employees ownership of building their connections with one another. Not only does this promote personalization of how they strengthen these relationships, it also encourages them to make connections according to their own needs or preferences. CHROs can help employees fortify these peer connections over time in partnership with communication leaders. In turn, they can grow employees’ connection with the organization’s culture and community through socialization. 2. Encourage employees to be intentional about their collaboration needs Gartner analysis found that satisfaction with collaboration significantly impacts employee performance. Now, not all collaboration supports connectedness or productivity. Intentionality helps employees think carefully and understand which mode of collaboration best suits both the nature of their work and their individual preferences. Through guided collaboration and actively reshaping the needs and norms of how individuals interact, CHROs can equip teams to have intentionality and reciprocity when collaborating. Gartner found that organizations that practice guided collaboration achieve profit goals 10% more often than those that don’t. 3. Support affinity groups that connect employees and encourage breaks CHROs should foster connections between employees beyond work-related tasks. Affinity groups, akin to employee resource groups, connect employees based on common interests that align with the company’s business model and values. Imagine a surfboard company offering time off for employees to surf together. These benefits can boost engagement and lead to a more motivated workforce. Support connection outside of work to boost well-being Employees who feel their employer supports their lives outside the office are more motivated to perform in the workplace. There are several ways CHROs can support employee connection outside of work: 1. Offer employees “volunteer time off” (VTO) VTO policies grant employees paid leave for volunteering activities. Some corporations allow staff to take a set number of hours each week, while others grant up to a week of leave. VTO initiatives can enhance employee engagement, build connections with local communities, and showcase corporate social responsibility. 2. Provide interpersonal, out-of-work connection perks Some progressive organizations offer enhanced support to help employees find and make meaningful personal connections outside of work. This includes things like offering stipends for bike passes to encourage well-being in connected social settings. These out-of-office perks also provide talent attraction and retention benefits. 3. Make it easier to take a break with global recharge days With many employees either not taking vacation days or working while on vacation, some organizations encourage employees to use their vacation days jointly to disconnect from work. If most, if not all, employees take vacation together, they can all fully disconnect from work and recharge. Many factors have contributed to the epidemic of loneliness in the workplace, and these feelings of isolation have real business implications for organizations that don’t address them. With CEOs hyper-focused on growth in 2025, and seeing employee productivity as key to achieving
Loneliness isn’t just a well-being risk, it is an acute business risk. The effects of loneliness don’t just permeate an individual’s personal life, it can negatively impact their professional life. When employees don’t feel a sense of camaraderie or belonging at work, their performance suffers.
According to research from Gartner, employees who are satisfied with camaraderie in their organization show a high enterprise contribution of 23%. But employees who are dissatisfied with the camaraderie in their organization show a high enterprise contribution of only 13%.
Organizations have taken early steps to mitigate loneliness by targeting interactions within the workplace and beyond, like mandating employees to return to the office to boost collaboration and connection. But proximity alone isn’t a cure for employee loneliness. It ignores the root causes of the issue.
Moving forward, CHROs need to address loneliness in the workforce through two primary strategies: improving in-role connectedness to boost productivity and supporting out-of-work connectedness to meet employee well-being needs.
Improving in-role connectedness to boost employee productivity
Employees should have autonomy when it comes to building personal connections, as well as guidance from HR on how to make the most of their interactions. That requires CHROs to foster guided interactions that engender interpersonal cohesiveness and naturalize sharing behavior, which establishes a new, more human-centered set of collaboration norms.
There are three simple actions CHROs can take to achieve this:
1. Empower employees to personalize connection-building
CHROs should give employees ownership of building their connections with one another. Not only does this promote personalization of how they strengthen these relationships, it also encourages them to make connections according to their own needs or preferences. CHROs can help employees fortify these peer connections over time in partnership with communication leaders. In turn, they can grow employees’ connection with the organization’s culture and community through socialization.
2. Encourage employees to be intentional about their collaboration needs
Gartner analysis found that satisfaction with collaboration significantly impacts employee performance. Now, not all collaboration supports connectedness or productivity. Intentionality helps employees think carefully and understand which mode of collaboration best suits both the nature of their work and their individual preferences.
Through guided collaboration and actively reshaping the needs and norms of how individuals interact, CHROs can equip teams to have intentionality and reciprocity when collaborating. Gartner found that organizations that practice guided collaboration achieve profit goals 10% more often than those that don’t.
3. Support affinity groups that connect employees and encourage breaks
CHROs should foster connections between employees beyond work-related tasks. Affinity groups, akin to employee resource groups, connect employees based on common interests that align with the company’s business model and values. Imagine a surfboard company offering time off for employees to surf together. These benefits can boost engagement and lead to a more motivated workforce.
Support connection outside of work to boost well-being
Employees who feel their employer supports their lives outside the office are more motivated to perform in the workplace. There are several ways CHROs can support employee connection outside of work:
1. Offer employees “volunteer time off” (VTO)
VTO policies grant employees paid leave for volunteering activities. Some corporations allow staff to take a set number of hours each week, while others grant up to a week of leave. VTO initiatives can enhance employee engagement, build connections with local communities, and showcase corporate social responsibility.
2. Provide interpersonal, out-of-work connection perks
Some progressive organizations offer enhanced support to help employees find and make meaningful personal connections outside of work. This includes things like offering stipends for bike passes to encourage well-being in connected social settings. These out-of-office perks also provide talent attraction and retention benefits.
3. Make it easier to take a break with global recharge days
With many employees either not taking vacation days or working while on vacation, some organizations encourage employees to use their vacation days jointly to disconnect from work. If most, if not all, employees take vacation together, they can all fully disconnect from work and recharge.
Many factors have contributed to the epidemic of loneliness in the workplace, and these feelings of isolation have real business implications for organizations that don’t address them.
With CEOs hyper-focused on growth in 2025, and seeing employee productivity as key to achieving it, HR has an important role to play in removing any productivity barriers, including hidden ones like loneliness. By treating loneliness, and outside of the workplace, organizations reap the benefits of a healthier, more productive, and engaged workforce.
