TELUS Health’s Paula Allen explores why meaningful connection should be a core part of workplace wellbeing as younger UK workers struggle with isolation and belonging – and shares practical ways employers can help build stronger workplace connections.
It is no secret that younger workers are experiencing increasing levels of loneliness and social disconnection. Recent research by the Institute for Public Policy Research (IPPR) found that the number of young people in England reporting that they have no close friends has risen significantly since 2014.
While this trend is shaped by a variety of factors, the workplace can play an important role in either reinforcing that disconnection or helping to address it. As young professionals look for personally fulfilling work and a sense of purpose, meaningful connection may play an important part of the equation. In fact, recent research has found that more than half of Gen Z adults lack a sense of meaning or purpose, while a large majority want careers that allow them to help others.
When employees struggle to find meaning and personal fulfilment in their work, the effects can extend beyond individual wellbeing, influencing how engaged and connected they feel and potentially contributing to disengagement and turnover. New UK data from TELUS Health’s Q2 2026 TELUS Mental Health Index highlights a growing challenge for employers. People can be surrounded by coworkers, communication, and opportunities to interact without actually feeling connected to the people around them.
MEANINGFUL CONNECTIONS AT WORK MATTER
Measured on a 0–100 scale, with higher scores indicating better overall mental health, the data revealed a noticeable discrepancy across age groups. Workers aged 20–29 had the lowest mental health score of any age group, at 58.6, compared with 69.9 among workers aged 60–69, the highest-scoring age group.
Despite being more connected than ever through digital communication, nearly one in three UK workers (30 percent) said they often feel alone in the second quarter of 2026. Isolation also remains one of the lowest-scoring areas of the TELUS Mental Health Index, while anxiety and isolation have consistently ranked among the lowest sub-scores for more than six years.
These findings raise an important question for employers: Are we giving workers enough opportunities to feel genuinely connected, or are we simply giving them more ways to communicate?
CONNECTION IS MORE THAN COMMUNICATION
Modern workplaces have never had more tools for staying in touch. Teams can communicate instantly through messaging platforms, video calls, email, and collaboration tools. Yet the persistence of isolation suggests that being surrounded by communication does not necessarily mean feeling connected.
This is not an entirely new workplace challenge. Previous research highlighted by Fair Play Talks found that 40% of remote workers felt lonely and lacked workplace friendships.
Separate research into hybrid working found that 67% of employees said it was very difficult to create and maintain meaningful connections with coworkers virtually, while 69% did not feel very connected to their colleagues.
BELONGING AT WORK
For workers in their 20s, this can be particularly significant. Early career experiences are often when people build professional networks, develop confidence and learn how to navigate workplace culture. Mentors, colleagues and informal relationships can play an important role in helping employees feel that they belong.
When those opportunities are limited, younger workers can be left trying to establish themselves without the relationships and support systems that make work feel meaningful and supportive. Previous research has also highlighted a particular belonging gap among younger employees. One study covered by Fair Play Talks found that a third of 18- to 24-year-olds reported lacking a sense of belonging at work most or all of the time.
This can be especially challenging for employees who are still developing their professional identity. Feeling seen, supported and connected to a workplace community can help employees develop a sense of belonging and purpose, while also building the confidence that comes from knowing they have people they can turn to for guidance and support.
Strong relationships provide an important foundation for wellbeing, particularly for younger workers who are still finding their place in the professional world.
CREATING BELONGING INTENTIONALLY
Addressing isolation does not necessarily mean scheduling more meetings or mandatory social events. In fact, adding more activity to an already busy workplace may have the opposite effect. Instead, organisations should focus on creating meaningful opportunities for connection.
● Build mentorship and peer networks: Mentorship can connect younger employees with experienced colleagues who offer guidance and support, while peer networks help employees build relationships with others who share similar experiences or challenges.
● Create communities beyond the immediate team: Professional communities and employee resource groups help employees build relationships outside their day-to-day teams and expand their professional networks. As Fair Play Talks has previously highlighted, ERGs can help foster belonging, mentoring, professional development and connections between colleagues.
● Make connection part of everyday leadership: Regular check-ins, informal conversations and opportunities for collaboration can also help employees feel seen and supported without adding unnecessary meetings or activities. Fair Play Talks has also highlighted why manager capability is critical to workplace mental health, including noticing changes in behaviour, listening without judgement and creating psychological safety.
● Pay attention to signs of disconnection: Changes in behaviour, such as withdrawing from colleagues or disengaging from workplace activities, may signal that an employee needs additional support. Managers should not attempt to diagnose mental health concerns, but rather make sure employees know that help is available should they need it and where to access these resources.
MAKING CONNECTION PART OF WORKPLACE WELLBEING
Workplace wellbeing cannot be reduced to individual resilience or access to benefits. The Index shows that the environment people work in, and the relationships they experience there, can have a meaningful impact on how they feel.
For employers, the goal should not simply be to make sure employees have someone to message. It should be to build workplaces where people have opportunities to develop trust, belonging and genuine human connection.
Research previously reported by Fair Play Talks has linked inclusive workplaces with stronger wellbeing, productivity and retention, reinforcing the business case for creating environments where people feel safe, valued and able to belong.
As organisations continue to navigate hybrid and digital ways of working, that may become increasingly important. Technology can help people communicate across distances, but it cannot replace the feeling of being part of a community.
For younger workers entering the workforce today, having a sense of community could be one of the most important investments employers make in the mental health of their workforce as well as in the future of the organization as a whole.
ABOUT THE AUTHOR
Paula Allen is Global Leader, Research & Client Insights at TELUS Health and a leading expert in workplace mental health. Drawing on a clinical background and more than 20 years of experience, she specialises in workforce wellbeing, productivity, and organisational risk, and serves on several boards focused on health and innovation.
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