{"id":1349,"date":"2026-10-14T08:41:40","date_gmt":"2026-10-14T06:41:40","guid":{"rendered":"https:\/\/blogs.uef.fi\/jatkoilla\/?p=1349"},"modified":"2026-10-14T08:41:42","modified_gmt":"2026-10-14T06:41:42","slug":"why-is-workplace-loneliness-a-timely-issue-in-working-life-right-now","status":"publish","type":"post","link":"https:\/\/blogs.uef.fi\/jatkoilla\/2026\/10\/14\/why-is-workplace-loneliness-a-timely-issue-in-working-life-right-now\/?lang=en","title":{"rendered":"Why is workplace loneliness a timely issue in working life right now?"},"content":{"rendered":"\n

Loneliness currently appears as significant societal challenge. WHO has even described loneliness as the next public health issue and call for strengthening community and social connections across different areas of life to sustain a socially well-being of society (WHO, 2025). In Finland, one in three young adults and on in five working-age adults experience loneliness (Helsinki Missio, 2026). The findings of How is Finland doing? -project indicate that Finnish employees\u2019 well-being has diminished while concerns about the future of work have increased. From 2025 to 2026, experiences of workplace loneliness have increased slightly, while social resources at work, such as support, trust, fair treatment, and feeling of being heard, have weakened (How is Finland doing, 2026). Loneliness in the workplace has even been described as one of the prevalent emotions in working life. However, workplace loneliness is not a new phenomenon. Why, then, has it become such a timely issue in working life right now?<\/p>\n\n\n\n

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Changes in the social environment and ways of working<\/strong><\/h2>\n\n\n\n

Several circumstances in working life can be identified that have weakened the building and maintenance of social relationships. Experiences of workplace loneliness have increased alongside technological development (McCarthy et al., 2025). Through digital communication tools, we have the opportunity to stay connected regardless of time and location, yet at the same time concerts about loneliness and its consequences have emerged both in public discussion and in research. To some extent, digital communication tools have replaced face-to-face meetings. In many workplaces, digital work environments and virtual, hybrid, and remote work are already a natural part of everyday life. In addition, work can be carried out in geographically decentralized teams across different countries and in constantly changing teams. Many people also use artificial intelligence in their daily work, which may result in unintentionally spending more time interacting with AI that with colleagues. Alongside AI use, technostress and increasingly automatized and individualized work practices have found to increase feelings of loneliness at work (Wright & Silard, 2022). In addition, the COVID-19 pandemic and the rapid shift to remote work has further accelerated the need to understand the experiences of loneliness in work environments. The pandemic itself created uncertainty, led to unprecedented social restrictions, and therefore significantly changes altered people\u2019s social lives, opportunities for social connections, overall social conditions. At the same time, uncertainly in working life, unemployment, various forms of temporary employment, and flexible working hours that blur the boundary between work and other areas of life has been highlighted as factors underlying workplace loneliness (Wright & Silard, 2022).<\/p>\n\n\n\n

The social environment and the nature of social interactions have therefore changed significantly. Employees are also increasingly responsible for completing their work and developing their expertise and competence. Self-direction, autonomy, freedom, and responsibility feature prominently in discussions about working life and current work practices. They provide a foundation for motivation and learning, but when overemphasized, they may strengthen a culture of working alone and expectation associated with it. However, in challenging or unfamiliar work situations, expectations of autonomous action may leave employees with feeling unsupported if their knowledge, skills, and competencies are not sufficient for completing work tasks. Alongside the intensification working life, continuous change, and increasing demands, responsibility for building social relationships appears to rest even more on individual employees themselves. This kind of responsibility is likely familiar to many remote workers, as social encounters do not occur naturally. Instead contacting a colleague requires a conscious decision. Walking from a home office to the refrigerator does not involve passing someone with whom one might naturally stop and have a discussion. Together, these societal challenges and changes may create pressures and expectations for individuals, both in working life and beyond, to cope and manage on their own, thereby distancing them from others.<\/p>\n\n\n\n

What is workplace loneliness?<\/strong><\/h2>\n\n\n\n

Workplace loneliness refers to lack of meaningful and qualitatively good social relationships at work (Ozcelik & Barsade, 2018). It is about the quality rather than the quantity of social connections. Workplace loneliness can be understood through the discrepancy of that exist in an individual\u2019s social relationships. An employee wishes for a qualitatively better relationships than the current work environment allows. In addition to experiences of exclusion, separation, and lack of support, workplace loneliness may manifest as not feelings heard, seen, or understood within the work community.<\/p>\n\n\n\n

The negative consequences of workplace loneliness for work communities and organizational functioning are rooted in how loneliness shapes an individual\u2019s self-perception, and interpretation of other\u2019s behavior. At its worst, particularly if prolonged, workplace loneliness can paralyze and inhibit employee\u2019s actions. Loneliness negatively affects employee\u2019s willingness to collaborate, and those experiencing loneliness may hesitate to engage in social interaction and communal work practices (Cacioppo et al., 2000). Research has also linked workplace loneliness to recused knowledge sharing and creativity (Cheng et al., 2023; McCarthy et al., 2025). In addition to undermining employee well-being and work engagement, workplace loneliness my weaken the functioning and performance of the entire work communities and organizations.<\/p>\n\n\n\n

Learning, competence development and work based on multidisciplinary expertise rely on collaboration, participation to social practices, and social interaction, which in turn require trust, psychological safety, and an open atmosphere among colleagues to share thoughts and exchange ideas. Experiences of loneliness may therefore hinder sharing tacit knowledge, collective learning, and the achievement of shared goals. Experiences of loneliness are especially problematic for young and newly hired employees. Access to a work community and opportunities to get to know colleagues are important not only for job satisfaction and meaningfulness but also for learning and development.<\/p>\n\n\n\n

The paradox of digital interaction<\/strong><\/h2>\n\n\n\n

Loneliness is a highly personal, subjective, and emotional experiences shaped by many factors related to environment and ways of working. A central question is what opportunities the work environment provides for building social relationships, and conversely, what factors in the environment may expose employees to feelings of loneliness. Interaction through digital communication tools appears paradoxical in relation to workplace loneliness. It may protect some individual from loneliness while simultaneously exposing others to experiences of exclusion and separation and prolonging those experiences. Many people can likely recognize the situation that has emerged in recent studies, where interaction through digital tools cannot fully replace face-to-face encounters and something seems to be missing (Olafsen et., 2026). Despite its many possibilities, digital communication narrows interaction and social engagement and thereby changes the quality of social relationships. During remote meetings, we cannot see whether our colleague\u2019s hands are clenched together with tension, what happened immediately before the meeting began, or what takes place right after it ends. In remote work, communication becomes more task-oriented, meetings are planned and scheduled in advance, they usually have a specific purpose. As interaction decreased and becomes more superficial, the risks of misunderstandings and communication problems also increase.<\/p>\n\n\n\n

When understanding workplace loneliness, it is important to remember that its underlying factors are much more complex and are not solely dependent on technology. Nor does the location where work is conducted determine experiences of loneliness. An employee may feel a strong sense of community while working alone at home, while another may experience loneliness in an office surrounded by colleagues. The issue is rather how technology is used and how employees themselves experience technology-mediated interaction. Someone who works independently may enjoy the autonomy that remote work provides, or they may value remote work because their current task requires deep concentration. In contrast, someone who longs for face-to-face contact may experience loneliness precisely because of remote work. Above all, the key question is whether the fundamental need for sense of relatedness is fulfilled, that is whether social relationships are qualitatively sufficient to protect against the development of loneliness. Research nevertheless suggest that remote work poses a risk for experiences of loneliness (Becker et al., 2022). Time pressure, a competitive work culture, and weak social support from supervisors and colleagues have also been identified as factors contributing to loneliness (Wright & Silard, 2022).<\/p>\n\n\n\n

Searching for new ways to build a sense of community<\/strong><\/h2>\n\n\n\n

As digital communication becomes an essential part of an increasing number of work tasks and professions, it is important to consider the consequences that changing social environment may have now and in the future. Meaningful social relationships and sense of belonging provide the foundation for meaningful and sustainable working life enhancing well-being. From both research and practical perspectives, it will be interesting to see what kinds of new forms of community and organizational practices will be developed and adopted to support employees\u2019 social well-being and meaningful work, thereby prevent the negative experiences of loneliness. Perhaps one of the key questions is how work practices and technological solutions utilized in work could better support employees\u2019 connections with one another and thereby support work processes and their smooth functioning. This shifts attention to meaningful encounters, acknowledging others, and fostering the experience of being part of a community that is meaningful to the individual.<\/p>\n\n\n\n

Postdoctoral researcher Sara Keronen<\/p>\n\n\n\n

Read more about the Enterprising person \u2013 lonely learner? -project: https:\/\/uefconnect.uef.fi\/en\/enterprising-person-lonely-learner-a-narrative-research-on-workplace-loneliness-in-learning-situations-in-microenterprises\/<\/a><\/p>\n\n\n\n

<\/p>\n","protected":false},"excerpt":{"rendered":"

Loneliness currently appears as significant societal challenge. WHO has even described loneliness as the next public health issue and call for strengthening community and social connections across different areas of life to sustain a socially well-being of society (WHO, 2025). 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