Friendships are an essential aspect of work life. But friendships among remote employees aren’t the same as relationships among people who spend time together in an office.
In office environments, extroverts usually do the heavy lifting needed to encourage social bonding. But now, team members often work from different locations. Getting remote team members to feel comfortable just talking with one another is hard enough—let alone convincing them to interact socially the way friends do. Nevertheless, the effort can pay off in multiple ways.
What can employers do? One of the best ways to strengthen relationships in the new hybrid work environment is to plan regular opportunities for informal interaction during the business day. Any company can benefit from encouraging stronger relationships among employees, whether people are located onsite, offsite, or both.
Building Remote Social Ties: My Story
As the Founder and CEO of a high-growth company, I’ve experienced the benefits of making space for social events, first-hand. During the pandemic, I started hosting virtual office hours as a forum for anyone to drop by and ask questions about business goals or discuss ideas. Initially, most of the folks who participated were managers with whom I worked directly.
Then I hosted a team escape room game and a margarita mixology class. That changed everything. I saw an increase in the number of new employees who felt comfortable attending. As particiption surged, I could tell this was a good move. Now, people from all over the organization join our group conversations and bring valuable insights to my attention.
But of course, all relationship-building opportunities are not equal. Some simple guidelines help. For example, at Elevent, we’ve found that participation is highest when a social event has a specific start and end time during the work day. This means employees aren’t forced to sacrifice family time so they can bond with co-workers.
Also, you’ll want to identify these events clearly as social. Don’t just vaguely schedule a “hang-out” session or a happy hour. Instead, plan a specific activity. Invite people to build a desktop garden or sample some unique ice cream flavors. Create interest with a focal point that brings people together around a shared common experience.
Why Work Relationships Matter
Gallup research says work friendships are a key employee engagement indicator. But this metric is sometimes overlooked when measuring productivity because it is often accompanied by hard-to-quantify levels of employee happiness and work satisfaction.
Stronger friendships can also lead to better communication, which improves business effectiveness and innovation. This helps organizations identify and resolve issues that could otherwise erode employee trust and retention.
Surveys continue to indicate that positive social environments help anchor individuals during times of internal or external stress. Friendships help provide paths for ongoing growth, even during difficult challenges. They also offer the support people need to come forward when they experience problems, so they can resolve issues and learn to perform more efficiently and effectively.
Friendship as a Productivity Metric
After an extensive multi-factor analysis, Gallup has developed a tool that diagnoses workplace health based on employee responses to 12 simple statements. Statement 10 is: “I have a best friend at work.” That’s because strong friendships are associated with a deeper work effort. So, how does Gallup interpret these results?
Specifically, when 20% or more of an organization’s employees agree with this statement, workplace engagement is considered “good.” That’s the current level of U.S. engagement. But Gallup estimates that when employers move this ratio to 60%, they can significantly improve results across several business parameters:
- 36% fewer safety incidents
- 7% more engaged customers
- 12% higher profit
Furthermore, when friendships are strong, employees are less likely to seek other job opportunities and more likely to feel comfortable taking innovative risks.
So essentially, friendships help people enjoy working, which means they dedicate more creative time and energy to their work. They also mention problems when they happen so employers can resolve issues quickly, rather than waiting to react to unwanted resignations.
Bottom line: an open-door policy makes sense. You’ll find plenty of advice telling leaders to seek input from employees and reward people who speak up. But communication won’t improve if your policy isn’t backed by a culture of trust.
On the other hand, if you encourage stronger social connections across your teams, you can create the kind of “speaking up and speaking out” environment that is likely to make a real business impact.
Real-World Views: Workplace Social Bonds
With scheduled meetings centered almost entirely on work, organic interactions usually suffer. And with online meetings, screen fatigue is always a factor. So it’s important to treat employee attention as a finite resource. Start by assuring employees that both are important, and provide a framework for people to engage in both. Here’s how several companies view this need:
One notable example is Ally Financial. Shortly after COVID-19 changed the way many of us work, Ally changed its employee support model to a remote-first approach. This meant Ally had to consider multiple employee needs that didn’t exist before March 2020.
The company made a commitment to demonstrate care for employees holistically. To increase wellbeing and social connection, Ally launched new services, experiential modules and group challenges geared toward physical, mental and financial fitness.
Virtual fitness and meditation classes can easily become group activities that prioritize social fun. This means simple events like comedy shows, group trivia games, and “Family Feud”-style team battles can become useful tools to improve workforce friendships and happiness.
The company’s analysts looked deeply at how the pandemic tested the limits of employer-employee relationships, concluding that the future of work is likely to feel more like a team than a family. However, Deloitte cautions that if organizations move dramatically toward impersonal work models, employees may feel replaceable. If they sense this kind of threat, they could react by competing with colleagues, rather than working together toward common goals.
This is why Deloitte underscores the need for sustainable strategies. For example, one way to demonstrate this kind of commitment is to host ongoing virtual events. By dedicating time to a bi-weekly or monthly cadence, employers can ensure that employees have the time and support they need to cultivate stronger relationships.
Companies that treat virtual social events as an integral aspect of workforce engagement and retention are fostering essential social bonds—regardless of where employees are located. When people feel welcomed, comfortable and supported while spending time together in casual activities, they can develop friendships that ultimately improve individual productivity and happiness, as well as organizational profit.