, which plays a critical role in controlling attention, emotions and behaviour at work. When self-regulation is compromised, employees may struggle to stay focused and manage emotional responses effectively.
Health can also be affected. Loneliness is . Among working adults, loneliness is associated with psychological distress, while broader research shows that loneliness is related to mental health difficulties.
How to reduce loneliness at work
Research points to several evidence-based approaches that can reduce loneliness when implemented thoughtfully. First, to reduce loneliness, particularly for people already at higher risk. Peer mentoring, group-based support and structured opportunities for connection are especially effective because they create safe environments where relationships can develop.
also helps. Loneliness is not always about a lack of opportunity; it can also reflect difficulty initiating or sustaining social connections. Interventions that strengthen interpersonal skills, such as communication and relationship-building, can reduce loneliness by helping people feel more confident and about social interactions at work.
Volunteering . Volunteering has emerged as a particularly promising strategy for reducing loneliness. Engaging in meaningful, pro-social activities outside one’s core role can strengthen social bonds and increase feelings of connection, making it a valuable component of broader organizational strategies.
There is also growing evidence that mindfulness-based approaches can reduce loneliness by targeting unhelpful thought patterns, about others. By encouraging present-focused awareness, mindfulness can help disrupt these patterns and support more adaptive social engagement.
Rethinking the design of work
The prevalence of loneliness at work raises a deeper question about the kind of workplaces we’re creating. Environments that consistently reward speed, output and constant availability without equal attention to connection can unintentionally foster isolation, even among highly capable and committed employees.
It is critical that employers design workplaces that allow people to belong as well as perform. Intentionally structuring work to include things like peer support programs, collaborative team rituals and opportunities for mindful focus can strengthen social connection while also improving engagement and performance.
Organizations that take this seriously are not just responding to a social problem but are investing in healthier, more resilient ways of working.