Workplace friendships on the decline

Everyone agrees that the workplace we once knew was disrupted by the COVID-19 pandemic.

The rise in remote and hybrid work has been well-documented, as have the challenges employers have faced getting people back to their offices.

Now that a few years have passed since significant return-to-office efforts began, most organizations have settled into a schedule that might not be popular with all but has become accepted by most. While recruitment, productivity, and morale are important reasons to allow flexibility in where work is accomplished, workplace friendships are suffering as a result.

In a recent survey by Gallup, the percentage of workers under the age of 35 who have a best friend at work has fallen from 25% to 20% since 2019. This is concerning news since earlier Gallup studies consistently have shown that having friends at work is an important contributor to workplace culture, and correlates positively with profitability, safety, inventory control and retention. In fact, consulting firm Korn Ferry reports that culture is responsible for driving one-third of corporate profits.

Although some would argue there are potential risks to getting overly chummy with coworkers, the benefits of authentic, mutual, platonic friendships far outweigh the risks.

In an era when mental health concerns are on the rise, especially for young adults, friendships help people feel less isolated and more supported. When people who share similar career aspirations and personal interests connect with each other during the workday and their off-hours, the rewards accrue to both the employees and the employer.

Organizations concerned about their employees and committed to improving their well-being can play an active role in encouraging friendships at work. Common offerings that have stood the test of time include comfortable break and lunchrooms, company-sponsored meals, employee sports teams, and group outings.

Unfortunately, employers report that in today’s workplace, these traditional offerings are often ineffective because employees are no longer in the office on the same days as their colleagues or are busy participating in virtual meetings or scrolling through social media instead of chatting up their co-workers.

When working remotely, employees have little opportunity to strike up casual conversations with others, and a high probability that most interactions will be with their own manager or others in the same department. Many remote workers who were hired during the pandemic may have never even met their co-workers in-person.

This has made forming friendships increasingly difficult, if not impossible. It also has had a chilling effect on organizational loyalty. Research shows it’s much easier to leave a job when you haven’t formed any personal relationships or bonds.

As someone who has benefited personally and professionally from workplace friendships, I’m concerned about the current trends and implications for employers and employees alike. But I’m also encouraged by the creative efforts and considerable investments that some organizations are making to bring people together by providing the time and space to encourage personal interaction.

Strides also can be made by remote and hybrid workers themselves. For example, make a commitment to call your co-workers instead of relying on email, and be sure to include time to share personal updates or chat about current events during virtual meetings.

There’s no universal formula for making friends at work, but there are universal benefits. So, there’s no time like the present to recommit to nurturing your current friendships and cultivating some new ones.

• Mary Lynn Fayoumi is president & CEO of HR Source.