Why workplace loneliness is the next mental health crisis

For millions of Americans, the workplace is not a place of connection, but of isolation. 

Nearly two-thirds of U.S. workers say they have felt lonely at work, and almost one in ten report feeling lonely often, according to a national survey conducted on the topic. Even more striking, one in four employees say they do not have a single friend at work, a number that is even higher among women. 

For many, this lack of connection is compounded by the fact that Americans will spend more than 90,000 hours of their lives at work, making loneliness not just a passing discomfort, but a persistent part of daily life. And the toll on employers is becoming hard to ignore: Research from Cigna estimates that loneliness costs U.S. employers $300 billion each year in lost productivity, higher turnover, and increased healthcare expenses.

"We've all felt lonely at one point or another in our lives," Dr. Doug Nemecek, chief medical officer for behavioral health at Cigna, previously shared with EBN. "What we're really talking about are people who have more chronic or persistent loneliness. It's a disconnect between our sense of the connections with others that we desire and the connections we actually have in reality."

Read more: More meetings, more loneliness? The risk of 'forced togetherness' 

Generational divides fuel isolation

Despite being the most digitally connected generation outside of work, Gen Z is the most likely to feel isolated on the job, according to the survey. In fact, 77% of Gen Z employees say they have felt lonely at work, compared to the national average of 64%, and 14% report feeling lonely often. This sense of disconnection is particularly pronounced among Gen Z men, with 18% saying they frequently experience loneliness at work. 

The data also shows that employees long for stronger workplace relationships: Nearly half of all workers — 46% — wish they were closer to their colleagues, a desire that rises to 60% for Gen Z. While 70% of workers socialize with coworkers outside of work, only 11% do so more than once a week, suggesting that meaningful interaction remains limited. 

For many, closer connections would have tangible benefits: 62% believe stronger bonds would boost morale and motivation, while 59% say it would reduce stress and improve overall happiness. In fact, workplace friendships are more than "nice to have" — they are tied directly to retention. Nearly two-thirds of employees say having friends at work makes them more likely to stay in a job. 

Read more: BFFs with your boss: The pros and cons of work friendships 

"Employee satisfaction and retention in the organization is going to be greater if employees have someone that they connect with and enjoy working with every day," Annie Rosencrans, people and culture director at HR platform HiBob, previously shared with EBN. "A friend at work can serve as a sounding board and a person who you can air your grievances with, express yourself and be open and honest with. That way some of those [workplace frustrations] don't end up bubbling up or getting expressed in unhealthy ways." 

Culture and benefits move the needle to connection

A strong workplace culture can even outweigh salary considerations, with 71% of workers saying they would turn down a higher-paying role if the environment felt cold or isolating. In contrast, only 29% would accept the higher pay regardless of culture.

Benefit managers have a critical role to play in addressing the emotional and health impacts of isolation. By building connection-focused programs such as peer mentorships, employee resource groups, and cross-departmental projects, benefit managers can help employees form meaningful relationships. 

Read more: How can employers foster workplace friendships in a remote world? 

Expanding mental health benefits to include counseling and even group therapy can also address the emotional toll of loneliness directly. For hybrid and remote employees, funding regular in-person gatherings, virtual coffee breaks and creative team-building activities can help bridge the gap. Inclusive leadership training can also ensure managers recognize and address isolation, especially for groups at higher risk like Gen Z employees or women in male-dominated environments. 

"As more people see the value of being together physically, that loneliness that that many people are feeling will hopefully start to subside," Rosencrans said.