Employers are urged to address the prevalent issue of employee loneliness, with 20% of the global workforce affected.
- Provision of health and wellbeing support is crucial in mitigating loneliness and its associated impacts.
- Gallup’s recent report highlights the regional disparity in employee loneliness, with South Asia exhibiting the highest rates.
- Engagement levels among employees significantly influence their experience of loneliness, emphasising the need for cultural awareness.
- Employers are encouraged to implement tailored support systems, including Global Employee Assistance Programmes, to foster better mental health.
Employers worldwide are increasingly called upon to address the issue of employee loneliness, which affects one in five employees globally. This is a significant concern that necessitates a robust response, primarily through the provision of suitable health and wellbeing support, as highlighted by Towergate Health & Protection. Such initiatives aim to mitigate the negative consequences associated with loneliness, including poorer mental health and diminished productivity.
Gallup’s State of the Global Workplace report provides an in-depth look at the variations in loneliness across different regions. Employees in South Asia report the highest levels of loneliness at 29%, followed by sub-Saharan Africa at 26%, and the Middle East and North Africa at 23%. Conversely, Australia and New Zealand have the lowest incidence of employee loneliness at 13%.
Employment status is an influential factor, as those employed report lower loneliness scores (20%) compared to the unemployed (32%). Furthermore, working onsite reduces loneliness (16%) compared to remote working (25%). Younger employees, particularly those under 35, are more susceptible to loneliness than their older counterparts.
Sarah Dennis from Towergate Health & Protection underscores the importance of addressing loneliness to prevent a vicious cycle of declining mental health and productivity. She points out the additional challenges faced by overseas employees, such as cultural and language barriers, which can exacerbate feelings of isolation.
Understanding and addressing cultural distinctions in loneliness is vital for employers, especially when managing overseas staff. Engaged workers, who feel a sense of connection with their job, are less likely to experience loneliness – only 17% compared to 31% of disengaged employees. Therefore, employers must strive to show they care and connect with their employees.
Tailored support for employees abroad is essential. Employers should help them adapt to new cultures and integrate into local communities. Access to specialists experienced in expatriate challenges, through programmes such as Global Employee Assistance Programmes, can significantly aid employees’ mental health.
Employers must actively engage in providing comprehensive support to alleviate employee loneliness, emphasising cultural understanding and targeted wellbeing programmes.
