Columns/Blogs Mental Health
The loneliness of the long-distance worker

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Older people cut off from family who have moved away, and friends who are no longer active or have died; single parents, restricted to their homes to look after their children; people whose relationships or marriages have ended, cutting them off from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 setting for loneliness and social isolation is the home. But what if your home is also your place of work?

For millions of people around the world, work was previously their only social outlet, and colleagues the only people they regularly encountered to chat, laugh, commiserate, and even to argue with. In essence, to be human with.

For those people, recent fundamental changes to working arrangements mean that lifeline is no longer available.

Effects of a new era of employment

COVID-19 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, the nature of employment was being altered by structural changes to the economy. The days when people spent decades, or even years, with the same company are now 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 atomized 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.

Loneliness impacts mental health

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.

Defined by the World Health Organization (WHO) as the 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 per cent) feel lonely during a typical working day, with almost a quarter of workers (23 per cent) acknowledging that loneliness at work has impacted their mental health.

Exploring the barriers to discussing loneliness at work, the survey found that 53 per cent of respondents cited a lack of time or opportunity within work hours to engage in such conversations. Additionally, 50 per cent pointed to a workplace culture that didn’t encourage discussions about mental health, along with concerns about managerial support.

Younger workers, particularly those aged 18-24, are disproportionately affected by loneliness at work, with 39 per cent reporting such feelings compared to 18 per cent of other age groups.

Additionally, younger workers are more likely to perceive loneliness as affecting their mental health, with 41 per cent of 18–24-year-olds and 30 per cent of 25–34-year-olds acknowledging its impact, compared to 17 per cent of those aged 45-54 and 15 per cent of those aged 55 and over.

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 per cent and 42 per cent 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.

Taking on loneliness together

There are lots of things business owners, managers, and employees themselves can do to tackle workplace loneliness without spending money.

Organizations should identify aspects of work practices that contribute to social isolation among employees. 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 behaviours within the organization, can help minority groups develop meaningful relationships.

Organizations 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 that may hinder 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 all of 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, both individuals and employers can work together to mitigate workplace loneliness, fostering a sense of belonging and enhancing overall productivity and well-being.

Tsvetelina Hinova is co-founder of Thankbox, an online card and cash collection service with its core offering being the collection of cash for special occasions.