| Loneliness is increasingly recognised as a significant health and wellbeing issue, with impacts comparable to other major health risks such as smoking and obesity. It affects people across all age groups and requires attention at both an individual and organisational level.
In the workplace, loneliness can also become an organisational risk. It can influence employee wellbeing, engagement, decision-making, collaboration and performance. For risk professionals, understanding the conditions that contribute to loneliness can form part of a broader approach to managing psychosocial risk and strengthening organisational resilience.
Whether in a busy office, on the road, working remotely or leading a large team, people can experience a profound sense of disconnection despite regular meetings and communication. Workplace loneliness often reflects a gap between the professional relationships people have and the meaningful connections they need. It can affect anyone, from new employees through to senior executives.
Remote and hybrid work have added another dimension. While flexibility can support wellbeing and productivity, fewer informal interactions can make meaningful connection harder to maintain. Even in traditional workplaces, a strong focus on digital communication and efficiency can reduce opportunities for genuine human interaction.
The Impact: Performance, Wellbeing and Risk
The effects of workplace loneliness extend across individual wellbeing and organisational performance. Employees experiencing loneliness may experience:
- Decreased productivity
- Reduced engagement and commitment to organisational goals
- Impaired decision-making and risk assessment
- Higher rates of burnout and job dissatisfaction
- Increased absenteeism and turnover
- Reduced collaboration and knowledge-sharing across teams
Over time, these impacts can contribute to broader workforce and operational risks.Recognising loneliness early gives organisations an opportunity to strengthen protective factors before these impacts become more significant.
Solutions: Organisations and Employees
Addressing workplace loneliness requires participation across the organisation.
Organisations
Create structured connection opportunities: Implement regular team activities and cross-departmental projects that foster genuine interaction, collaboration and shared learning.
- Design inclusive work environments: Ensure physical, hybrid and virtual environments encourage informal interaction and connection.
- Develop mentorship programmes: Establish formal mentoring opportunities that provide professional guidance while strengthening relationships across organisational levels.
- Train leaders in social connection: Equip managers to recognise signs of isolation, encourage connection and create psychologically safe environments where people feel comfortable seeking support.
- Include connection in psychosocial risk conversations: Consider social connection when assessing workplace factors that may affect employee wellbeing, engagement and resilience.
Employees
- Take initiative to build relationships: Reach out to colleagues for coffee,lunch or informal conversations and look for opportunities to collaborate.
- Participate in workplace programmes: Engage in professional development, employee groups and social activities that provide opportunities to build relationships.
- Maintain connection when working remotely: Create clear work-life boundaries while maintaining regular and meaningful contact with colleagues.
- Seek support when needed: Access available employee assistance programmes, counselling services or other workplace wellbeing resources.
Building a Connected and Resilient Workplace
Organisations that proactively support workplace connection can strengthen employee satisfaction, productivity, collaboration and retention. Connection should be considered alongside other factors that contribute to a healthy and resilient workforce.
This can involve:
- Recognising and rewarding collaborative behaviours
- Providing time and opportunities for relationship-building
- Measuring employee engagement, belonging and connection
- Including social connection within psychosocial risk assessments
- Reviewing workplace practices that may unintentionally contribute to isolation
For risk professionals, workplace loneliness is worth considering as part of the wider picture of organisational health. People who feel connected are more likely to communicate, collaborate, seek support and contribute effectively to their teams.
Addressing loneliness systematically can help organisations build stronger workplace relationships, support employee wellbeing and strengthen resilience across the business.
Dr Hayley Walker-Williams,
Chief Clinical Psychologist and EAP Services Lead
Support from Habit Health EAP
Habit Health EAP is New Zealand’s leading EAP service provider, offering confidential counselling, wellbeing resources and workplace support.
Learn more: eap.habit.health
About this resource
This article is provided by Habit Health EAP via WellbeingHub.co.nz for RiskNZ members use only.
Habit Health EAP customers can access free wellbeing resources and tools through the WellbeingHub.
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