A sense of belonging is crucial for employees. How employers can foster connection and social support

Many people find social support, belonging, and community in the workplace. Workers who feel comfortable expressing themselves or raising difficult issues without fear of negative consequences—what psychologists call “psychological safety”—tend to report better experiences at work. 

APA’s 2024 Work in America survey found that workers who experience higher levels of psychological safety are more likely than workers experiencing lower levels of psychological safety to say they feel like they belong (95% vs. 69%) and that they feel comfortable being themselves in the workplace (95% vs. 75%). They were also 10 times less likely to say their workplace is very or somewhat toxic than workers who experience lower levels of psychological safety (3% vs. 30%).

Finding community at work enhances employee well-being and company productivity, said David Blustein, PhD, a counseling professor at Boston College and coeditor of the book Rethinking Work. “Humans aren’t cut out to be alone,” he said.

Psychologists describe two types of connections: “Strong ties” are close relationships, such as family members and good friends. “Weak ties” are acquaintances, like the people you chat with at the office water cooler. Research shows that weak ties are just as important as strong onesopens in new window to a person’s life satisfaction. And coworkers can be an important source of weak ties.

The uptick in remote work following the Covid-19 pandemic underscored the importance of workplace relationships. Social isolation during the pandemic was linked to an increase in mental health problemsopens in new window such as anxiety and depression. “Isolation at work is very likely a contributor to that spike,” Blustein said.

While lockdowns have ended, loneliness remains an epidemicopens in new window that significantly affects health and well-being, particularly among younger workers..” APA’s most recent survey found that nearly half (45%) of respondents aged 18–25 said they feel lonely when they are working, significantly more than workers aged 26–43 (33%), 44–57 (22%), 58–64 (15%) and 65+ (14%).

But people’s experiences connecting at work vary widely. Recent data from research and advisory company Gartner suggests that for many remote and hybrid workers, teamwork may be stronger than ever postpandemic. “Hybrid work requires us to be intentional about creating connections, and as a result, the strong ties we have in work relationships are actually very healthy,” said Rich Cober, PhD, managing vice president at Gartner.

But weaker ties can fall by the wayside. Early-career employees might not have a chance to make small talk with senior leaders in the office kitchen, for instance. And the loss of those connections can make people feel disengaged from their coworkers and their workplace.

Employers can take steps to combat loneliness and disconnection. “Organizations are trying hard to cultivate connection, because they know it makes for happier, healthier, and more productive employees,” Blustein said.

Here’s how to create camaraderie:

• Make it a priority. Create time and space for people to connect. That could be two hours at the end of a workweek for social time and snacks, or 10 minutes before a meeting starts for people to chat informally before diving into the agenda. “We should encourage work groups and teams to create opportunities for connection,” Blustein said. “It should never be the case that employees aren’t allowed to talk to one another.”
• Use structured activities. Supervisors can use strategies like icebreakers (asking people to share their favorite song or weekend plans, for example) and shared activities to bring people together. “The creative use of structured activities can be especially helpful for connecting to new employees who are working remotely,” Blustein added.
• Establish norms. To create a culture of connection, employers and team leaders should set clear guidelines for how teams should operate, said Cober. “You might set certain coworking hours when remote workers know they can get in touch with one another or set parameters around when in-person collaboration is necessary,” he said.
• But be flexible. Teams are more effective when given space to develop their own norms, Cober said. He gives the example of a biotech company: Scientists might connect in one way, while a sales team collaborates very differently. “Allow teams and workgroups to define and own that for themselves,” he said.
• Get creative. Companies may need to get creative to lead retreats or virtual mentoring sessions that replace the face-to-face interactions between workplace acquaintances. “You don’t have to come back to the office to be connected, but you do need to be intentional about it,” Cober added. “As work becomes more flexible and adaptable, it’s more important than ever.”