Isolation and loneliness are psychosocial risk factors that are on the rise. If not addressed effectively, they can become psychosocial hazards that threaten employee well-being, mental health and productivity.
Despite increased attention post-pandemic, the problem remains. Recent research conducted by Sun Life reveals that nearly four in 10 Canadian workers experience loneliness, isolation or social disconnection.
Loneliness and isolation can erode resilience, impair performance and lead to long-term physical and psychological harm.
Loneliness is a potent risk factor for mortality.
Dr. Julianne Holt-Lunstad’s research equates chronic loneliness to smoking 15 cigarettes a day. It’s twice as harmful to health as obesity and is linked to increased risk of depression, anxiety, substance use and suicide. The Lancet reports that even periods of loneliness of less than 10 days can trigger psychiatric symptoms that persist for years.
Understanding isolation and loneliness
To support employees, it is important to understand the distinction between isolation and loneliness:
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Isolation is a structural barrier that refers to the physical or emotional separation from others. It can result from remote work, poor team dynamics, lack of inclusion or organizational silos.
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Loneliness, on the other hand, is a subjective emotional experience. It stems from cognitive perceptions about one’s ability to connect meaningfully with others. A person may be surrounded by colleagues and still feel profoundly alone. Loneliness is often fueled by internal beliefs such as “I’m not worthy of connection” or “No one understands me,” which distort social reality and inhibit help-seeking.
The cost of inaction
Loneliness is not just a feeling; it’s a warning sign. Research suggests that loneliness leads to lower performance and higher risks of depression and suicide. As leaders, we must be mindful of our duty of care and the ways we can prevent harm in our workplaces.
Signs of isolation and loneliness may include:
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Withdrawal from team interactions
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Avoidance of meetings or social functions
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Changes in appearance or hygiene
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Increased self-doubt or disengagement
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Lack of close workplace relationships
These behaviours are not just personal; they can be indicators of risk in your workplace.
Why PDCA must anchor a workplace mental health strategy
The Plan-Do-Check-Act (PDCA) model offers a proven framework for continuous improvement in managing psychosocial risks such as isolation and loneliness:
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Plan: Assess the degree to which isolation and loneliness are affecting employees in your workplace. Set measurable goals, such as ensuring every employee has at least one psychologically safe relationship at work.
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Do: Implement targeted interventions, such as training leaders, launching psychoeducational campaigns to reduce stigma, creating opportunities for connection, and offering screening tools. Provide employees with mental fitness tools that promote physical health, emotional regulation and social connections and curb negative thinking.
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Check: Evaluate effectiveness through confidential pulse checks and employee feedback on their performance. Be committed to understanding if workers feel more connected and if leaders are equipped to detect and respond.
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Act: Refine strategies based on data. Monitor progress and commit to continuous improvement, addressing and closing gaps. Continue to promote support programs that provide access to early intervention for mental health concerns and help senior staff members become psychologically safe leaders.
Following this framework will help you ensure you’re building resilient systems that protect employee health and well-being.
Actions you can take now
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Educate to eliminate stigma: Use blogs, webinars and infographics to normalize conversations about loneliness. Clarify that while loneliness is not a clinical diagnosis, it can lead to serious mental health outcomes.
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Train senior staff members to become psychologically safe leaders: Help them understand how to monitor for hazards like isolation and loneliness and recognize risk factors and behavioural changes. Let them know they are not expected to diagnose, but they can take steps to protect employees from these hazards.
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Offer screening tools: Provide confidential, on-demand tools such as the Perceived Isolation Loneliness Effect to help employees assess risk and seek support.
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Set connection goals: Make it a corporate objective that every employee has at least one psychologically safe relationship. Measure this through surveys and define what “psychologically safe” means: trust, vulnerability and mutual care.
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Promote authentic social connections: Encourage CEOs and senior leaders to champion connections. Embed it in communications, agendas and the organizational culture. Offer formal and informal programs such as social clubs, cross-functional networking and team-building initiatives.
Loneliness and isolation are not soft issues; they are hard risks that can affect health, performance and well-being. By applying frameworks, such as PDCA and evidence-based interventions, you can reduce vulnerability and build a resilient, connected organization where employees thrive.
Get to know the authors –Dr. Bill Howatt
Dr. Bill Howatt and Louise Bradley : June 23, 2020
Dr. Bill Howatt