Disconnected together: Navigating workplace loneliness in a hybrid environment

For Akshita Mehta, a marketing manager at a Mumbai-based multinational, the onslaught of Covid-19 wreaked havoc on her emotional and mental health. As someone who enjoys ‘socialising’, she felt alienated from her colleagues. 

“It was the same with most people. Workplace loneliness became a real issue. With no physical interaction, it became harder to connect with colleagues or form a bond with them. It even impacted my work and led to lower productivity,” says the 40-year-old.

However, workplace loneliness isn't limited to remote work. There are employees who also experience it in traditional office settings or hybrid working environments. 

In Amit Kushwaha’s case, the feelings of loneliness were prevalent even when he went to his workplace three times a week. A workhorse, he'd always been particular about his work but with no signs of recognition, he felt isolated. This became even more prominent when others in his team—some who pretended to work—got praised all the time by managers. 

“It's almost frustrating to see this. Such instances make me feel all my hard work is unnoticed. Over time, I have begun to feel so detached from my time,” he says. 

Loneliness is not necessarily about physical separation from peers or colleagues. It becomes more impactful when an employee feels emotionally disconnected from their team and the organisation as a whole,  says Sampath Kumar P, Head (Human Resources–Manufacturing) at leading mobility solutions provider, JCBL Group. “It reflects social isolation, a lack of meaningful connection, and emotional detachment from the workplace.”

As per a study by management consulting company Gallup, globally, one in five employees report experiencing loneliness. The company’s State of the Global Workplace: 2024 report also reveals that this is more prevalent among employees younger than 35 years. 

In many cases, workplace loneliness is the first symptom of employee disengagement. When left unnoticed or ignored, especially by leaders, it can grow silently and dangerously.

“It might be more widespread than we think. From a sociological lens, what we often call loneliness at work is part of a broader experience of disconnection—from the work itself, from colleagues, and sometimes even from our sense of purpose,” says Dr D Parthasarathy, Dean of Academics and Professor of Sociology, Nayanta University, Pune. 

The shift to hybrid or remote formats doesn’t eliminate this; it can in fact amplify it, especially when there's little room for informal, human connection or when people feel like cogs in a machine rather than contributors to something meaningful.

Why it happens 

Lack of meaningful social engagement is one of the most significant factors for workplace loneliness. Many people work in isolated roles that further diminish their inclusion in office networks, says Ruchi Ruuh, a Delhi-based counselling psychologist. 

“Some workplaces prioritise finishing tasks/goals over bonding and relationships. In hybrid settings, these challenges are elevated by physical distance. Reduced in-person time with peers takes away the spontaneous collaborations and meetings that can help them feel meaningfully engaged,” she adds. 

These high pressure roles can eventually lead to feelings of less belonging, reduce commitment and productivity, and increase in lethargy and disinterest, points out Shailaja Karve, Professor (HR  and OB area), KJ Somaiya Institute of Management, Mumbai. 

“It also causes distancing, absenteeism, and attrition from work and workplace. Therefore, it is important to have personal and professional networks, alignment with workplace values, atmosphere, climate and culture,” she notes.  

Sociologically, this is tied to the way modern work is structured: there’s often a gap between what people are capable of, and what their jobs allow them to express. 

“This mismatch can leave even high performers feeling isolated or unseen, especially in environments that prioritise efficiency over expression. They often feel like their workplace lacks the space to be passionate, even within the best organisations that claim a good culture for team building,” points out Parthasarathy. 

Moreover, loneliness also stems from a lack of recognition and inclusion. It is amplified by the leadership working in silos, as well as selective recognition of one or some employees in team success.

“Repeated dismissal or disapproval of new ideas, lack of trust among colleagues and a fear of judgement or criticism can also make employees feel out of place,” shares Sampath. “Other reasons included a disengaged or indifferent manager and cultural differences being highlighted instead of bridged.”

How to address it 

Loneliness increases risk of mental and physical ill-health and can lead to depression in the long term. At an individual level, Karve advises such people to  deal with it rather than wallowing in self-pity, continued cribbing, whining and complaining in the workplace. 

Alongside, business leaders and HR professionals must be proactive in identifying and addressing these unfavourable conditions. Early intervention can prevent disengagement and preserve a healthy, connected workplace culture, says Sampath. 

“It is important to identify early signs of workplace loneliness. Say if an employee is quiet in review meetings or there's a noticeable shift from verbal conversations to email-only communication–it is worrisome,” he adds.

Involving people in defining their roles is another crucial step that can help address workplace loneliness. “Rather than assigning tasks top-down, encourage collaborative role-setting. This fosters a sense of ownership and relevance. Also, leaders must prioritise cooperation over competition,” suggests Parthasarathy. 

Additionally, encouraging projects where employees can explore, experiment, and stretch their capacities is important, especially since discovery is energising—and deeply human.

Organisations must also create deliberate opportunities for social interaction by encouraging in-person interactions where they encourage employees to participate in bonding activities like movie night, museum day or a picnic, recommends Ruuh. 

“Regularly checking in with employees that are in different cities can be good for their mental health. Organisations can provide virtual coffee chats or online team-building activities to keep everyone connected,” she mentions. 

Training managers to spot signs of isolation must not be neglected. “Sometimes, loneliness is silent. Empathetic leadership means noticing when someone withdraws and checking in meaningfully,” adds Parthasarathy.

Lastly, companies must offer counseling services or wellness programs to address loneliness-related stress and mental health challenges.

“Individuals must also be kind to themselves and recognize that loneliness is a common human experience, not a personal shortcoming. This changed perspective can help you be compassionate with self and others,” concludes Ruuh.