Are Close Work Relationships Dead in the Digital Age?

The erosion of social skills and deep connections at work presents a challenge for individuals and companies

Remote and hybrid workplaces have made socializing with colleagues difficult in some key respects. Fostering personal relationships has become more challenging for many people as in-person, face-to-face interactions decline. And unfortunately, fewer close bonds and less teamwork can negatively impact workplace productivity, engagement, a shared sense of purpose, and individual well-being.

Here’s a look at these evolving issues and what employers can do to encourage tighter working relationships.

The benefits of workplace bonds and best friends

Gallup publishes the most comprehensive research on workplace trends, evaluating numerous factors contributing to productivity, well-being, turnover, and more. Unsurprisingly, many of these outcomes rely on social factors and whether employees have good or bad relationships with coworkers and bosses.

Some of the ties that bind us to each other—and our companies—have weakened in remote and hybrid work situations. For example, Gallup research shows:

• The proportion of all employees who “strongly agree the mission or purpose of their organization makes them feel their job is important” has declined overall since COVID. However, the numbers are lowest for fully remote workers, dropping from 36% in 2019 to 28% in 2023.

• Employee engagement dropped from 36% in 2020 to 32% in 2022, with “expectations, communication, and remote work seen as major factors.”

• “Gallup also found a six-point decline in the percentage of employees who are extremely satisfied with their organization as a place to work.”

These decreases were more dramatic among younger workers, women, and “individual contributors and project managers,” and some of their reasons are clearly tied to weaker social connections.

For example, women polled by Gallup cited less “feeling cared about at work” and not “having someone who encourages their development.” Younger workers also reported declines in “feeling cared about,” plus not “having someone who encourages their development” or “having a best friend at work.”

All these elements are social issues, and the last item is especially illustrative of why strong workplace relationships matter:

Gallup has repeatedly shown that having best friends at work is important for employee engagement and job success. Gallup data indicate that having a best friend at work is strongly linked to business outcomes, including profitability, safety, inventory control and retention.

Further, the studies showed that the value of positive relationships increased after the pandemic and the rise in remote and hybrid models. For example, having or lacking a workplace best friend had an even bigger effect on “employees’ likelihood to recommend their workplace, their intent to leave and their overall satisfaction.”

Harvard and MIT researchers analyzed various studies and also extoll the financial benefits of quality workplace relationships:

Positive relationships at work are […] good for the bottom line. Research shows that these connections can increase productivity by improving how employees work together to get the job done. Happier, healthier employees are also less likely to call out sick, incur high medical insurance costs, or quit.

Why socialization has declined and what employers can do about it

Americans are getting less social overall, at least in person, and loneliness is growing to the point some health authorities call it an epidemic. “Some surveys reveal that around 60 percent of people in the U.S. […] report feeling lonely on a pretty regular basis,” said Laurie Santos, a cognitive scientist and psychology professor at Yale University. “And that’s pretty devastating from a public health perspective.”

This trend preceded but was exacerbated by the pandemic, with technology always playing a role. Nevertheless, the research on the effects of remote and hybrid work is mixed. Some studies reveal these arrangements explicitly erode trust and social skills. However, others find counterintuitive results, with some showing remote work improved relationships with supervisors, for example.

Interestingly, a guiding factor that makes a difference in developing positive relationships is regular communication, regardless of whether it’s in-person or digital. “[Communication tools] have gotten so much better that it’s not hard now to keep a relationship going with someone you depend on, even if they’re not physically located in the same spot you are,” concludes Jeffrey Stanton, a professor of information studies at Syracuse University.

In addition, many steps experts recommend for improving collaboration and socialization are standard and universally applicable. For example, Harvard and MIT researchers suggest:

• “Promoting effective teamwork” through collaborative projects aimed at forging these bonds— through whatever communication means.

• “Encouraging the formation of peer support groups.” It could be a formal, facilitated process, which researchers note particularly applies to high-stress jobs. However, it can also be the regular, casual approaches of “social events and activities that reduce interpersonal barriers and celebrate shared successes.” As it turns out, those after-work happy hours or group lunches actually serve a purpose.

The Gallup researchers echo these approaches, applying them to encouraging workplace friendships:

• “Promote intentionality, starting with leaders. Employees learn behavioral norms and cues from their managers and leaders—and they need the ‘OK’ from leaders to develop friendships on the job.”

• “Create interactive opportunities for friendships to blossom,” such as off-site events, lunches, and encouraging impromptu conversations. Again, it seems that ‘water-cooler talk’—even a digital version over chat—isn’t just wasted time.

• “Communicate often.” This mantra has always remained essential but gains increasing importance in remote and hybrid arrangements. Setting a meeting rhythm, providing consistent feedback, and using communication tools to celebrate accomplishments and encourage a sense of community are vital.

Mentors can also be powerful connectors in the workforce, but, unfortunately, the days of mentors and mentees spending quality personal time together have waned. Reinstituting mentorship programs, even if done remotely, would provide selected employees with a missing bond to the company and wisdom.

Lastly, the concept of “if you build it, they will come” doesn’t work with all these ideas. Monitoring interactions and measuring their success is critical. Just making opportunities available may not ‘take.’  Ensure your efforts are bearing fruit.

Ultimately, reinvigorating workplace socialization starts with recognizing the importance of relationships and being intentional about promoting this culture. Managers should encourage situations where people have the opportunity to use their social skills and create interpersonal connections.

Whether it’s a group project, an off-site event, or officially sanctioning casual conversations—likely a mix of these steps and more—we should prioritize bringing people together. Improved well-being, engagement, and purpose accrue among workers. And employers enjoy increased productivity, lower turnover costs, and reduced absenteeism, among other bottom-line benefits.

Karp HR Solutions helps businesses master the mix of finance and human resources. Contact us today for a free consultation.