13/04/2026
Wendy Read is HR Director at Omny Group, the only B2B people business in the UK to offer HR, Health & Safety, Employee Benefits and Employment law services under one roof. In this article she reveals how loneliness is affecting workplace wellbeing and the steps HR leaders can take to reduce its impact on wellness, motivation and productivity.
Workplace wellbeing has risen sharply up the HR agenda in recent years, with organisations investing more time and resource into supporting mental health, managing stress and preventing burnout. Yet one issue continues to grow more quietly in the background – loneliness.
Often misunderstood as a purely personal issue, loneliness is increasingly being recognised as a workplace challenge with tangible organisational impact. As ways of working evolve, particularly with the widespread adoption of hybrid and remote models, the nature of connection at work has fundamentally changed. For many employees, this shift has brought greater flexibility and autonomy. For others, it has created a sense of disconnection that is harder to identify and address.
Loneliness is not simply about being physically alone. It is the feeling of lacking meaningful connection, of not being seen, heard, or included. In a professional context, that can translate into reduced engagement, lower confidence, and a diminished sense of belonging.
A growing and uneven challenge
Evidence suggests that loneliness is on the rise across the UK workforce, but its impact is not evenly distributed1.
Younger employees, particularly those at the early stages of their careers, are among the most affected. Entering the workplace without consistent in-person interaction can limit opportunities to build relationships, learn informally and develop a sense of identity within an organisation. What was once gained through observation, spontaneous conversation and shared experiences is now often replaced by scheduled calls and digital communication.
At the same time, senior leaders can also experience isolation, albeit for different reasons. Leadership roles often come with fewer peer relationships and increased pressure, making it harder to share concerns openly or seek support internally.
Remote and hybrid workers represent another key group. While many value the flexibility these models offer, they can also reduce informal interaction, the everyday conversations that play a significant role in building trust and connection. Without deliberate effort, employees can find themselves operating in silos, despite being digitally connected.
Additionally, individuals who are new to an organisation, returning from extended leave, or who may already feel underrepresented within a workplace are at heightened risk of experiencing loneliness.
Why it matters for organisations
For employers, loneliness is not a peripheral wellbeing concern, it is closely linked to performance, retention and organisational culture.
Employees who feel disconnected are more likely to disengage from their work and their teams. Over time, this can lead to reduced productivity, lower levels of collaboration and increased staff turnover. There is also a clear link between chronic loneliness and more serious mental health challenges, which can further impact absence and long-term wellbeing.
For SMEs and growth-focused organisations, where strong team dynamics and agility are critical, the cost of disconnection can be significant. A workforce that does not feel connected is unlikely to perform at its full potential.
The role of HR and people leaders
Addressing workplace loneliness requires a proactive and intentional approach. It is not about introducing superficial initiatives, but about embedding connection into the fabric of organisational culture.
There are several practical steps HR teams and managers can take:
Organisational culture is shaped by leadership behaviour. Leaders who are visible, approachable and willing to engage on a human level set the tone for connection across the business. This includes creating space for informal interaction and demonstrating genuine interest in employee wellbeing, not just output.
Hybrid working is most effective when it is structured with purpose. Encouraging shared in-office days, where teams can collaborate and build relationships, helps to maintain connection. Equally, organisations must ensure remote employees are fully included in team dynamics and not inadvertently excluded from key interactions.
Line managers play a critical role in identifying early signs of disconnection. Changes in behaviour, reduced participation or withdrawal from team activities can all be indicators. Providing managers with the tools and confidence to initiate supportive conversations is essential. In many cases, simply creating space for open dialogue can have a meaningful impact.
Connection is rarely built through formal meetings alone. Mentoring programmes, cross-functional projects and informal check-ins can all help to foster stronger relationships. The emphasis should be on creating authentic opportunities for interaction, rather than one-off or tokenistic initiatives.
The early stages of employment are critical in establishing a sense of belonging. Effective onboarding should go beyond processes and systems, actively facilitating relationship-building across the organisation. Similarly, employees returning from leave or navigating periods of change should be supported to reconnect with their teams.
At its core, loneliness is closely linked to a lack of belonging. HR has a central role in shaping inclusive environments where individuals feel valued and heard. This includes ensuring diverse perspectives are recognised, communication is transparent and everyday behaviours reinforce inclusion.
Looking ahead
As organisations continue to adapt to new ways of working, the risk of workplace loneliness is unlikely to diminish without targeted intervention. While technology has enabled greater connectivity, it has not replaced the need for meaningful human interaction.
For HR leaders, this presents both a challenge and an opportunity to rethink how connection is built and sustained within modern workplaces.
Organisations that take this seriously will not only support employee wellbeing more effectively, but will also strengthen engagement, retention and overall performance. In an increasingly competitive talent landscape, creating a culture where people feel genuinely connected may prove to be a defining advantage.
Original Article: HR News
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