How can employers address loneliness amongst their workforce?

Following the lifting of COVID-19 restrictions, people are no longer required to work from home, although many organisations are still allowing colleagues to choose hybrid or remote working.

Looking back, there is no denying that the pandemic brought about a new way of working for many. On the one hand, many embraced the greater flexibility and better work-life balance that resulted from the large-scale shift to home working; however, on the other end of the spectrum, “the reliance on virtual connection, reduced opportunities for networking and shared activities have had an impact on social connections”. This was the finding in the government’s report “Employers and Loneliness”, published in May 2021 which sought to deepen the understanding of workplace loneliness and how organisations can address this issue amongst their workforce.

Looking at the root of the problem, the Report set out how loneliness can develop in three key ways:

1. Existing feelings of loneliness not connected to work which may be carried into the workplace;
2. Features of work triggering or exacerbating loneliness; and
3. The impact of work, such as stress or long hours, impacting upon personal lives.

It is worth noting that the Report was prepared during the thick of the COVID-19 pandemic, arguably at a time of increased risk of both personal and work-related loneliness. However, with many individuals still working from home and with others adopting a gradual return to the workplace, employers should remain alive to the fact that these issues may still exist. In terms of what can be done by employers in practice to reduce and deal with loneliness amongst staff members, the consultation associated with the Report identified five key areas employers should consider:

1. Culture and infrastructure:
   • Aligning with corporate values to ensure that themes such as cooperation and connectedness are emphasised and promoted.
   • Identifying what matters to employees, for example, by proactively asking about loneliness and what can be done to help within people surveys.
   • Identifying a dedicated employee, a “champion”, who is trained to deal with and alleviate loneliness and wellbeing in the workplace. These will provide a form of support to peers who may not be comfortable speaking directly to management.
2. Management:
   • Making loneliness detection and avoidance a part of managers’ key responsibilities.
   • Providing managers with support and training to ensure they are comfortable handling emotional and difficult conversations.
   • Setting clear boundaries and signposting to sources of expert advice and guidance.
3. People and networks:
   • Having staff networks or peer groups in place as a means of building connections with colleagues across the company.
   • Ensuring these are personal and professional networks operate effectively and inclusively, especially if employees continue to work remotely.
4. Work and workplace design:
   • Having the space, time and opportunities for connection where people are encouraged not to talk about work. This can be both in person and virtually.
   • Allowing shared activities (such as workshops, mentoring programmes, and social events) which can improve the social atmosphere in the workplace and improve employees’ wellbeing and performance too.
   • Ensuring good communication is maintained when employees are working remotely, such as regular virtual meetings, the introduction of a newsletter, or implementing a buddy system with regular check ins.
5. Wider role in the community:
   • This might include allowing employees to volunteer for charities or participate in local initiatives that are addressing loneliness.

The importance of employee wellbeing has risen to prominence over the past few years and the COVID-19 pandemic has only reinforced this. Employers who do not treat these issues with utmost importance risk losing key personnel due to “mental and physical ill-health, premature mortality, increased health care use and societal costs”. The financial implications alone can be costly for employers as the estimated cost of loneliness to UK employers is £2.5 billion every year. By tackling the issue of loneliness employers can ensure that they have a more "productive and resilient" workforce.

We have been dealing with an increasing number of queries from clients (both employers and individuals) who have been impacted by loneliness and we have implemented our own strategies as a firm to ensure that wellbeing is at the top of our agenda. Should you have any queries or require support, please contact a member of our Employment team who will be able to offer advice and guidance.