Why Workplace Friendships Matter: Building Connection During the Loneliness Epidemic

Workplace friendships can be a good indicator of whether employees are happy and engaged at work, surveys reveal. In what experts are calling “the loneliness epidemic,” relationships are often worth more than currency and, more importantly, vital to our health.     

A SHRM survey reports that 86% of those with close work friendships are significantly more likely to experience job satisfaction than those without work friends.¹ Gallup reports that employees with a best friend at work are seven times more engaged.² On the flip side, employees who lack connections are 158% more anxious and depressed, 109% more likely to feel burned out, and 77% more stressed, according to a report from BetterUp.³

Modern work arrangements have reshaped how people connect. With hybrid and remote work now commonplace, there is often less opportunity for casual interaction. We see, too, with the rise of technology, a strange contradiction: employees are more “connected” than ever, yet often in superficial ways that lack authenticity.

Creating spaces for those natural relationships to develop can improve resilience, reduce loneliness, and even boost retention at work.

Employees Are Feeling Lonely and Disconnected

According to KPMG’s Friends at Work 2.0 Survey, workplace loneliness has nearly doubled since 2024, now affecting 45% of employees. Remote workers and those in telecommunications, media, and technology have been hit the hardest.⁴

Without casual, everyday interactions, like hallway chats, shared lunches, or post-meeting conversations, interactions become more formal. Even in a busy work environment where employees aren’t necessarily isolated, employees can still feel lonely. It’s the quality of interactions that builds strong relationships. Employees who feel lonely may feel awkward when casual conversations do arise. Or employees may feel underappreciated, unsure of whom to approach to ask for help, or reluctant to express how they’re really doing.

A lack of belonging, collaboration, work-life balance, and psychological safety can increase feelings of loneliness, especially for those lacking social supports outside of work. Some additional barriers to forming connections are financial restraints to socializing outside of work and a difference of personal beliefs/values.⁴

The Power of Work Friendships

It’s clear that employees place an extremely high value on interpersonal relationships—57% of employees would take lower compensation for a job where they had close work friendships.⁴ There are a number of benefits these relationships can provide. Employees may see: 

• Higher resilience to stress and burnout
• Higher productivity and motivation
• Greater sense of belonging and connection
• More innovation and original thinking
• More willingness to share ideas or opinions
• Improved collaboration
• Higher happiness and job satisfaction
• Stronger career development and easier networking
• Increased recognition and visibility
• More engagement in workplace safety and teamwork

According to employers, top benefits include improved productivity, employee morale, and employee mental health, as well as reduced turnover and interpersonal conflict.⁵

To create conditions where workplace relationships can grow, consider the following strategies for each level of the organization.

Strategies for Organizations

• Pair new hires with a buddy or mentor to help them build early relationships during the onboarding process.
• Support employee resource groups and mentorship programs.
• Create shared spaces, both virtual and in-person, for casual interaction. This could include offering a central company location or regional office spaces where employees can gather.
• Build community-building initiatives such as recognition programs, lunch events, stipends for small team meetups, company retreats, or shared-interest clubs or workshops.

Strategies for Teams

• Have a regular touchpoint with all employees to help assess workload, identify concerns, and check-on on wellbeing.
• Create dedicated time for collaborative problem-solving to reinforce teamwork and reduce silos.
• Implement structured support for remote teams, such as intentional meeting design, accessible communication channels, and clarity around expectations to help remote employees feel included.
• Share wins and challenges, using colour check-ins to assess workload, and encourage idea-sharing without judgment to strengthen psychological safety and trust.
• Provide access to mental health resources and reduce stigma around help-seeking.

Strategies for Individuals

• Build supportive habits, including self-care routines, regular work breaks, and connection with loved ones outside of work.
• Find “watercooler moments” during the workday for casual conversation. This could be a few minutes chatting to a coworker while you wait for other members to join a video call, or it could be a simple “How was your night/weekend?” at the beginning of the day.
• Participate in chat rooms with your colleagues where you can talk about your personal lives, share photos, make jokes, celebrate, and check-in on everyone’s wellbeing.
• Recognize signs of isolation. When feelings of withdrawal, stress, or distress arise, reach out for support. You can ask for help from a coworker, your EAP, a distress line, or a healthcare professional if you are distressed or not feeling like yourself.

How Gowan Consulting Can Help

Occupational Therapists (OTs) bring specialized training in mental health, functional performance, and interpersonal skills. OTs can help employees navigate isolation, stress, communication challenges, and relationship dynamics that may be affecting well-being or productivity. Depending on the unique situation, OTs can provide services such as job coaching for skill-building, mental health support to stay at work or return to work after periods of leave, and training for teams on psychological safety and supporting employees in distress.

To learn more, contact us or get started with a referral today.

Resources

[1] Lobell, K. O. (2023, December 21). How employers can encourage workplace friendships. SHRM. https://www.shrm.org/topics-tools/news/employee-relations/how-employers-can-encourage-workplace-friendships  

[2] Gallup. (2024, January 22). How having a best friend at work transforms the Workplace. Gallup.com. https://www.gallup.com/cliftonstrengths/en/249605/having-best-friend-work-transforms-workplace.aspx   

[3] BetterUp. Why community matters in the New World of Work. The Connection Crisis. (2022). https://grow.betterup.com/resources/build-a-culture-of-connection-report

[4] KPMG. KPMG survey: Workplace Friendships Linked to 20% salary premium amid growing isolation and labor market uncertainty. (2025, September 9). https://kpmg.com/us/en/media/news/friends-at-work-2025.html

[5] Benefits Canada. (2025, March 12). Survey finds 85% of employers believe workplace friendships support increased employee retention. https://www.benefitscanada.com/news/bencan/survey-finds-85-of-employers-believe-workplace-friendships-support-increased-employee-retention/