Belonging at Work: Tackling Loneliness Across Generations
- Nick Gulliver
- Oct 30
- 2 min read
By Nick Gulliver, Director of Advocacy, Economics of Mutuality Alliance
Our recent Business vs. Loneliness report, published with The University of Manchester, reveals an insight that may surprise some. Based on a survey of 10,000 people across 5 countries, we found that loneliness decreases steadily with age. 29% of Gen Z reported feeling lonely, compared to 14% of Baby Boomers and the Silent Generation. We observed that, whilst loneliness is an issue across all generations in the workforce, it is a particular risk for younger employees – the future of their organisations.
Our findings also revealed that social cohesion amongst colleagues is significant when it comes to reducing loneliness. Whilst 45% of survey respondents reported experiencing “intimate” loneliness, 60% reported feeling “relational” or “collective” loneliness. That means loneliness is not simply caused by a lack of close personal relationships as many would assume, with a partner or family member for example. It is also driven by disconnection from other people in everyday life. With those in full-time employment spending most of their waking hours at work, relationships with co-workers really do matter.
Furthermore, our research showed that those who are not members of social groups, such as sports teams, are 1.6 times more likely to feel lonely. This raises a critical question – what if our work teams felt more like sports teams, where every generation plays a valued role?
Despite its impact, loneliness remains a blind spot for many employers – a critical oversight given both their duty of care to employees and the business costs of inaction. In the workplace, loneliness contributes to increased sick days, lower commitment, and weaker performance – leading to an estimated cost of £2.5 billion a year for employers in the UK alone.
The rise of remote and hybrid working has sharpened this challenge. While flexible working is highly valued, it can also erode the casual interactions that sustain workplace relationships – especially for younger employees who are still building professional networks.
Tackling the problem begins with rethinking our approach: not trying to ‘fix’ individuals, but reshaping the environments in which employees interact, whether online or in-person. Employers who intentionally design inclusive, intergenerational cultures – where people of all ages feel seen, valued, and connected – will strengthen wellbeing and unlock the resilience, creativity, and innovation that come from diverse teams.
Ultimately, we believe, employers need a social strategy. Organisations must be deliberate about how they build connection, belonging, and community across generations in their workforces. Leadership is pivotal. Inclusive cultures don’t emerge by chance; they are set by example at the top. If leaders prioritise social cohesion across ages, they will not only improve wellbeing, but also boost engagement, performance, and retention.
To read the report, visit https://eom.org/loneliness#report
