Loneliness is often described as a silent issue, and in many workplaces that is exactly what it becomes. It can sit unnoticed behind busy calendars, packed offices and back-to-back meetings – and remote working may be making it worse. Many employees who appear connected and productive may still feel isolated, unseen or emotionally disconnected from the people around them.
That’s why loneliness is becoming an increasingly important workplace health issue – and why we are writing this to support the work of Marmalade Trust who organise the annual Loneliness Awareness Week 15 – 21 June.
In this article we look at the stats on loneliness, the health impact, how to spot the signs and share tips for line managers and organisations to reduce loneliness in the workplace.
A growing public health concern
In the UK, loneliness is now recognised as a significant public health challenge. According to the Office for National Statistics (ONS), around 7% of UK adults report feeling lonely “often or always”. Younger adults, people living alone, carers and those working remotely are among the groups at greater risk. (ons.gov.uk) What’s more, chronic loneliness can affect people of any age or background and is strongly linked to poorer mental and physical health outcomes.
Workplaces are also impacted by loneliness. Research from Gallup found that one in five employees globally report feeling lonely at work every day, while UK-based studies from Marmalade Trust suggest that three in five employees have experienced loneliness in the workplace. (gallup.com)
Why loneliness matters at work
Workplace loneliness is often difficult to identify. Someone can work in a crowded office and still feel disconnected or unsupported. Equally, a high-performing employee may quietly struggle with isolation while continuing to meet targets and deadlines. Loneliness affects wellbeing, but also shapes engagement, performance, retention and workplace culture.
For employers, the effects are not only personal but organisational. Employees experiencing loneliness may be less collaborative and more likely to experience absenteeism or presenteeism. Social disconnection can also contribute to staff turnover and lower morale across teams.
Remote working can reduce the informal interactions that help build trust and belonging. Without regular contact, remote workers can gradually become socially disconnected from their teams and organisations. And new starters, younger employees and people living alone may find it especially difficult to develop relationships when most communication happens online.
The health impact of long-term loneliness
Loneliness is more than simply an uncomfortable feeling. Long-term loneliness has been associated with significant mental and physical health risks.
Research from the UK Health Security Agency and other public health bodies has linked chronic loneliness to:
- Increased risk of depression and anxiety
- Higher stress levels and burnout
- Poor sleep quality
- Reduced self-esteem and confidence
- Increased risk of cardiovascular disease and high blood pressure
- Greater likelihood of cognitive decline in later life
Some studies have even suggested that the health impact of prolonged loneliness can be comparable to smoking 15 cigarettes a day. (gov.uk)
Spotting the signs of loneliness at work
Loneliness is not always visible, but there are behaviours and patterns that managers and colleagues can look out for.
Possible signs may include:
- Withdrawal from meetings or team conversations
- Reduced participation in social or collaborative activities
- Noticeable changes in mood or confidence
- Increased sickness absence
- Fatigue, irritability or low motivation
- Reluctance to switch cameras on during virtual meetings
- Communication becoming purely task-focused
- Declining engagement or productivity
Of course, none of these signs automatically mean someone is lonely. However, a noticeable change in behaviour or interaction patterns can indicate that someone may be struggling emotionally or socially.
The role of the line manager
In many organisations, line managers are the people employees interact with most consistently, which means they are well placed to spot early signs of loneliness or disconnection. Managers do not need to become counsellors, but they can create conditions where people feel noticed, included and psychologically safe.
Helpful approaches include:
- Holding regular one-to-one conversations that go beyond workload updates
- Asking open questions such as “How are you finding things at the moment?”
- Paying attention to behavioural changes and withdrawal
- Ensuring quieter team members have opportunities to contribute
- Creating inclusive team cultures where people feel comfortable speaking honestly
- Checking in more regularly with remote or isolated employees
- Encouraging peer support and mentoring relationships
Importantly, loneliness should not be framed as a weakness. Many employees hesitate to discuss it because they fear embarrassment or judgement. Creating open conversations around wellbeing and connection can help reduce this stigma.
Practical steps organisations can take
Small, consistent actions can have a significant impact on connection and belonging.
Practical steps may include:
- Creating buddy systems for new starters
- Providing opportunities for social connection across departments
- Training managers to recognise signs of loneliness and isolation
- Reviewing workloads and working practices that may unintentionally isolate people
- Encouraging volunteering or community initiatives that strengthen social connection
Importantly, organisations should avoid forcing participation in social activities. Connection is most meaningful when people feel included rather than pressured.
Conclusion
Loneliness is not just a personal issue; it is also an organisational one. Employees who feel seen, supported and connected are more likely to thrive, collaborate and remain engaged. Tackling loneliness is ultimately about building healthier workplace cultures where people feel they belong – not simply because it improves productivity, but because strong human connection remains fundamental to wellbeing at work
Supporting Loneliness Awareness Week 2026
Loneliness Awareness Week, organised by Marmalade Trust, takes place from 15–21 June 2026. The campaign aims to reduce the stigma around loneliness and offers organisations an opportunity to raise awareness and demonstrate commitment to employee wellbeing.
Resources, campaign materials and ideas for workplaces are available through Loneliness Awareness Week.
