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Workplace relationships—defined as the connections employees build with one another, supported by shared values, norms, and practices—are a cornerstone of collaboration and trust.
Yet these relationships are increasingly fragile. In many organizations, employees report feeling less connected to their colleagues and more isolated in their daily work.
Against this backdrop, and given the risks of weakened social ties, companies have a critical role to play. Here’s why, and how to take action.
The quality and diversity of relationships at work directly impact mental health and performance. Supportive relationships:
Research in positive psychology, such as the PERMA model (Positive Emotions, Engagement, Relationships, Meaning, Accomplishment), highlights the importance of relationships in individual well-being. When workplace bonds weaken, employees may lose energy, enthusiasm, and a sense of purpose—eroding both morale and performance.
Digitalization and the COVID-19 crisis have profoundly reshaped how work is organized. Remote and hybrid models have become standard in many organizations.
While these approaches bring undeniable benefits—greater flexibility, more autonomy, better work-life balance—they also carry a hidden cost.
Hybrid teams also face another paradox: to bring everyone together, almost every interaction must be scheduled as a meeting. As a result, conversations often lose the spontaneity and conviviality that make relationships thrive.
On top of that, several organizational and societal factors further erode workplace relationships:
All of these dynamics combine to make it harder for employees to feel connected—not only to their colleagues, but also to the organization as a whole.
Within companies, social ties are shaped and reinforced at all levels: HR leadership, managers, and employees themselves.
HR teams can strengthen workplace relationships by:
Managers play a central role in building and maintaining relationships. They can:
Managers also serve as early detectors of weakening relationships. Through daily interactions, they are well-placed to identify warning signs such as:
By spotting these early, managers can act proactively—before bonds unravel.
Employees themselves are also key players. Beyond attending company-organized events, they can take personal initiatives such as:
These actions may seem small, but they are powerful ways to reinforce team cohesion.
Reinforcing workplace bonds doesn’t require complex innovation. In fact, returning to basics is often the most effective approach, provided initiatives are accessible to all and embraced by employees.
Examples include:
Teale’s workplace well-being platform helps companies act at multiple levels:
Workplace relationships may seem intangible, but they can be measured and managed through the right indicators:
All initiatives to strengthen workplace relationships should be treated as a long-term investment. They build cohesion, improve mental health, increase productivity, and enhance retention.
By making workplace relationships a foundation of HR strategy, organizations foster a more human-centered culture—one that attracts talent and sustains engagement.
Low participation, withdrawal from group interactions, difficulties integrating, or noticeable changes in behavior.
Through coworking hubs, redesigned collaborative spaces, and virtual initiatives such as hybrid coffee breaks or solidarity projects.
Yes—when used to create authentic rituals and informal spaces. The challenge is to avoid meeting overload and cultivate genuine conviviality.
Responsibility is shared: HR structures the strategy, committees support through activities, and managers drive it daily by fostering trust and spotting warning signs.
