Nearly four in 10 Canadian workers feel lonely or socially disconnected — and the impact reaches far beyond morale, according to Sun Life’s latest Resilient Organization report.
It found 38 per cent of employees report loneliness, isolation or a lack of meaningful connection at work. Among those with poor social health, nearly half (47 per cent) experience high daily stress.
“These numbers reflect more than just a mood. Social disconnection has real implications for mental and physical health,” said Carmen Bellows, Sun Life’s director of mental health. “It affects how people engage, collaborate and perform at work.”
Why loneliness matters for business
Sun Life’s report cites research showing that relationship satisfaction at age 50 is a better predictor of physical health at age 80 than cholesterol levels. Poor social health is linked to depression, anxiety and even higher rates of chronic disease.
In the workplace, disconnection can erode motivation, creativity and problem-solving.
“When people feel alone, they’re less likely to share ideas, ask for help or contribute fully to the team,” Bellows said. “It’s not just about happiness — it’s about performance and retention.”
How we got here
The causes of workplace loneliness are complex. Bellows said the figure doesn’t mean 38 per cent of workers in every workplace are disconnected — the number varies by job type, culture and location.
Factors that can contribute include:
- Nature of work: roles that require long periods alone or in isolation.
- Workplace culture: environments with systemic bullying, harassment or unhealthy competition.
- Scheduling: shift work that disrupts personal relationships.
- Physical location: workplaces in remote or industrial areas with limited social opportunities.
Bellows also points to the growing tendency to choose online interaction over in-person connection, even when physically together.
“It can be easier to scroll on your phone at lunch than start a conversation,” she said. “But over time, that choice can limit meaningful connection.”
The resilience connection
Sun Life’s framework for building resilience places social connections at the top of its five foundational attributes. Bellows said that’s because strong relationships help people navigate challenges, provide emotional support and foster collaboration.
“Connection leads to collaboration, and collaboration drives creativity and adaptability,” she said. “Without it, the whole organization’s resilience is compromised.”
Recognizing isolation early
Managers have a critical role in identifying employees who may be struggling with disconnection. Bellows said this is best done through consistent, one-on-one check-ins that start from day one.
“When managers know their team members well, changes in behaviour stand out — whether it’s withdrawing from conversations, avoiding group projects or skipping optional social events,” she said.
The goal is not to pry into personal lives but to create an open channel for discussion. “If there’s trust, a manager can ask, ‘I’ve noticed you haven’t been joining team lunches lately. Is there something we can do to make these feel more comfortable?’” Bellows said.
Strategies for building connection
Bellows said the most effective approaches to workplace connection combine physical, cultural and procedural changes. Examples include:
- Creating spaces for collaboration: physical areas where employees can gather informally.
- Cross-training and mentorship: opportunities to work with different colleagues.
- Inclusive communication: systems that encourage feedback from both outspoken and reserved employees.
- Structured networking: regular team-building or cross-departmental events.
She stressed the need to make these opportunities authentic, not forced.
“People can tell when something is a box-ticking exercise,” she said. “It has to be about genuine relationship-building.”
Leveraging benefits and EAPs
Employee assistance programs (EAPs) and group benefits can also help address social disconnection, particularly when loneliness is linked to mental health or personal stressors.
EAPs can connect employees with counselling, caregiving resources and other supports.
“By providing a confidential avenue for help, EAPs reduce stigma and encourage people to address issues affecting their ability to connect,” Bellows said.
Bellows recommended ongoing awareness campaigns to remind employees what’s available and how to access it. “Benefits aren’t useful if no one knows they exist or feels comfortable using them,” she said.
Measuring connection
Tracking improvements in workplace social health requires both qualitative and quantitative measures, Bellows said. These might include:
- Surveys on belonging and engagement.
- Participation rates in team events.
- Retention statistics.
- Feedback from exit interviews.
“The first step is defining what you want to measure,” she said. “Then you need a plan for collecting, tracking and — most importantly — acting on that information. Data without action won’t change the culture.”
From isolation to inclusion
Addressing workplace loneliness is not a quick fix, Bellows said.
“It’s about creating an environment where connection is built into daily life,” she said. “That takes intention, resources and leadership commitment.”
For organizations willing to make that investment, the payoff can be significant. Stronger social health not only boosts individual well-being but also strengthens the organization’s resilience, adaptability and long-term performance, she said.
