Workplace wellbeing is often discussed under the umbrellas of financial, emotional, and physical. Yet many employers forget the fourth wellbeing element: social.

Human connection makes a significantly positive impact both on our short and long-term wellbeing

Friendships and acquaintances can start anywhere and everywhere, and that includes the workplace. Supporting a culture that promotes positive relationships and respect for all colleagues allows your team to naturally bond with one another at a level they are comfortable with, in addition to boosting overall team morale.

Here are six steps that employers can do to help in creating a workplace which welcomes connection.

Wellbeing is so much more than employee benefits and supports services – it’s our everyday interactions with one another, and our sense of feeling comfortable within the workplace.

But in the UK, 60% of employees report feelings of loneliness and isolation.1

This workplace loneliness impacts an employee stress levels (68%), self-esteem (66%), sleep (56%), relationships (43%), and workplace productivity (38%). Research has shown that loneliness is proven to be a trigger for worsening mental health and a rise in absence sickness days.

Employees who feel isolated are more likely to keep worries to themselves, while those who feel connected are generally more likely to speak up or accept support sooner.

For smaller businesses with smaller teams, it’s often assumed that connection happens naturally, but an employee who is new or who works remotely can still feel “on the edge of things”.

A good starting point is to begin refocusing workplace culture to be socially welcoming, to ask employees whether they feel included and supported and to ensure managers are able to spot signs of isolation.

Workplace relationships are often forged in the small moments that people share during the day – a conversation before a meeting, for example, a quick “how are you?”, or a shared break.

These moments can be the first thing to disappear when work gets busy. Meetings become focused only on the agenda and breaks are cut short, while hybrid working can mean people miss those all-important informal conversations.

Employers can help by creating space for everyday interaction, without making it feel forced. This might include informal team catch-ups, walking meetings, a buddy system for new starters, through volunteering days, or time together on office days for hybrid teams.

Line managers can also encourage peer to peer support through recognition, sharing milestones and notable achievements among the team. Perhaps someone has been nominated for an award, or has delivered an excellent project, or is having a birthday or work anniversary.

The key though is to make connection feel natural. Smaller, more regular opportunities can often work better than large social events, especially for employees who feel less confident in group settings.

It’s also worth thinking about when and how organised workplace social activities take place. Events built entirely around evenings, alcohol, or unpaid time can unintentionally exclude people with caring responsibilities, health conditions, religious commitments, financial pressures or long commutes.

Despite often being the first to notice when someone seems withdrawn or overwhelmed, line managers can find it difficult to know how to raise the issue, particularly if the person is continuing to do their job well.

People won’t always tell you when they feel isolated. When people are working remotely or only coming into the workplace occasionally, these telltale signs can be easy to overlook:

An unexpected change in routine (such as arriving late or disappearing during the workday without explanation)

Neglected appearance for the colleague’s standard

Noticeable shift in quality of work and/or missing deadlines

Taking long periods of time to respond to messages and emails

Avoiding meetings and group activities, with minimal input when present

No desire for professional development or career discussions

Increased sickness or holiday leave with no warning or reason offered

Managers don’t have to become counsellors, but they can notice changes and signpost support where it’s needed. Employers can support them by giving them simple guidance on what to look for and how to start a conversation.

A useful starting point can be a simple, empathetic question such as “I’ve noticed you seem a bit quieter than usual. How are things at the moment?”

The conversation doesn’t need to be intrusive, but it should give the employee an opportunity to talk.

Managers also need to understand that there are a lot of things that can affect how connected someone feels, from their confidence at work to pressures in their personal life. It’s important to train them to handle these conversations sensitively.

Workplace connection needs to feel open to everyone, otherwise efforts to bring people together can end up reinforcing cliques or making some employees feel even more left out.

Some will find it easier to feel included than others, so it helps to look at who may need more opportunities to connect.

Because people connect in different ways, group events won’t suit everyone. Some, including neurodivergent employees, may feel more comfortable with quieter activities, for example, or one-to-one support.

Mentoring, peer support, employee networks, and cross-team projects can all give people different ways to build relationships in ways that feel inclusive. This work-orientated collaboration and support approach is inclusive for all, without being too overwhelming for those less socially inclined.  

Employers should also consider the language they use. Phrases such as “we’re like a family” won’t work for everyone, and can often create more stress for an employee through the pressure of both more commitment and the blend of work/life boundaries. A more inclusive workplace culture is where  people feel respected and supported at work, without feeling pressured to make workplace relationships more personal than they want them to be.

The relationships people have with family, friends and others outside work can be just as important as workplace relationships.

When work regularly spills into employees’ personal time, however, these relationships invariably become harder to maintain - which can create increased pressure both at work and at home.

Employers can help by establishing healthy boundaries such as manageable workloads, setting realistic expectations on availability, taking regular breaks and offering flexible working.

Managers also have a significant role to play here. If they regularly send late-night emails, skip breaks, or treat overwork as commitment, employees can feel pressured to do the same.

In situations where employees are having to contend with personal issues such as caring pressures, family difficulties, physical difficulties, or bereavement, relationships and maintaining social wellbeing needs can also be a source of stress.

Ensure people know where to turn to for support and remind them on a regular basis through internal communications, conversation, and in-office advertisements for those office-based. This might include an employee assistance programme (EAP) which includes free counselling services and confidential support helplines, or occupational health and specialist external services.

Managers, for their part, should be advised on how to signpost support, rather than trying to deal with complex personal issues themselves. They should be trained to know who the Mental Health First Aiders (if applicable) in the organisation are and the best way to connect them with an employee.

If the problems are happening at work, the issue should not be ignored. Line managers should be informed as part of their training on how to escalate poor behaviour internally if it is creating a negative impact on a team.

It should be remembered that strong workplace relationships grow from small, everyday actions, such as welcoming people properly and keeping communication open.

The aim for employers should be to create a workplace where people feel they belong and where support is available when it’s needed.

When people are balancing busy working lives with pressures outside work, connection becomes a vital ingredient to a healthy workplace.

Sources:

1 https://www.totaljobs.com/advice/how-to-combat-the-rise-of-workplace-loneliness