Workplace Loneliness

Introduction

Workplace loneliness is the emotional distress people feel when their social needs at work are not met. It’s not just being physically alone as people can feel lonely even when surrounded by others, especially if:

• They lack meaningful and real connections, like no spontaneous chats, no shared laughter, etc
• They feel excluded or overlooked, ie no sense of being seen and belonging; feeling marginalised
• They don't feel psychologically safe, ie unable to be their authentic self

Despite technology providing more tools, like the Internet, to increase connectivity at work, loneliness is a growing issue in modern workplaces as it impacts performance, wellbeing and retention. Even in busy or connected environments, employees may feel isolated, undervalued, or emotionally disconnected from others.

“…Days where you are surrounded by digital noise and people yet still feel emotionally adrift. It's not burnout, nor is it boredom. Instead, it's loneliness. Loneliness is often associated with the elderly or the socially isolated, but it is increasingly becoming a silent epidemic in our workplaces, with employees feeling more disconnected than ever. The irony? We have never had more tools to connect yet have never felt so alone. There is an appearance of constant connectivity, but the reality is one of quiet isolation…”

Michelle Gibbings, 2025

Estimates of suggest about 20% of employees feel lonely at work (Gallup’s 2024 global report)

“…That figure is even higher for remote workers and younger employees, underscoring the shift in traditional workplace structures and social dynamics. Loneliness at work is not simply lack of social contact. It's the subjective perception of inadequate connection……Loneliness stems from perceived deficits in one's social relationships and it's not always corrected by being around others…”

Michelle Gibbings, 2025

Impacts of loneliness

It is both a well-being and performance issue as it affects individuals’ health, organisation culture and the bottom line.

“… Physical and psychological effects of chronic loneliness……including impaired cognitive performance, increased risk of cardiovascular diseases, poor immune functioning, sleep disturbances and depression……Self-reinforcing loneliness loop, a cycle where perceived isolation leads to hypervigilance for social threat, increased defensiveness and withdrawal behaviours, which in turn perpetuates the loneliness……Lonely workforce also weakens culture…’

Michelle Gibbings, 2025

Some Common Causes

1. Poor organisational culture like toxic leadership, imposter syndrome plus

“…When employees feel they must suppress their authentic emotions to meet perceived expectations, they become more susceptible to emotional exhaustion and social withdrawal…”

Michelle Gibbings, 2025

2. Role ambiguity or a lack of shared purpose, eg don't share or understand organisational objectives
3. Exclusion from key meetings or decisions, eg marginalised groups
4. Social mismatch ie differences in age/ethnicity/expertise/interests, etc
5. High individualised workload, ie staff working alone
6. Overreliance on digital communications, ie more interaction using technology like a zoom for meetings, rather than face-to-face
7. Limited opportunities for collaboration and informal interaction, eg especially relating to remote or hybrid work with little human interaction
8. Leadership more focussed on performance metrics rather than emotional and relationship needs.

How to Handle Loneliness at Work

For Individuals

• Acknowledge it without shame (recognize loneliness as a valid emotion, not a weakness.)

• Seek micro-connections (engage in small, regular conversations, eg, coffee chats, morning check-ins, etc).
• Find a buddy or mentor (trusted colleagues can offer both professional and social support.)
• Join cross-team projects (involvement in committees or social groups broadens your connection base.)
• Talk to your manager or HR (if your loneliness stems from role fit or team dynamics, raise it early.)

For Managers & Leaders

• Model connection and empathy (check in personally; not just about work tasks.)
• Create regular connection rituals (use short team check -ins, recognition moments, or shared celebrations.)
• Foster psychological safety (make it okay to share feelings or ask for help.)
• Watch for signs of isolation (sudden withdrawal, less participation or visible disengagement.)
• Encourage inclusive behaviours (ensure everyone’s voice is heard in meetings and decisions.)

Some pragmatic suggestions to handling loneliness

Summary

“… Modern workplace trends, including remote and hybrid work, flatter hierarchies and increased digital communications, may enable autonomy but also the erode the informal social fabric that fosters connection, belonging and trust…”

Michelle Gibbings, 2025

Need to build connection competencies at all organisational levels so that normalised conversations about connection and belonging can occur; enable staff to articulate their emotional needs; encourage self-awareness to help identify loneliness characteristics like withdrawing, disengaging; create an environment in which it is safe to take personal risks, eg safe to be vulnerable and inclusive, etc

“…Loneliness is not a personal flaw or productivity hurdle to overcome; it is a natural human experience. It’s also a signal that something deeply human is missing, which means that for leaders, it's a call to action. Rehumanising work means seeing connections not as an extra thing to do but as a necessity. It requires you to ask not only what your people are doing and how they are feeling. And it means leading with presence, empathy and the courage to create workplaces where no one feels alone…”

Michelle Gibbings, 2025