the power of social connection in a digital world

We live in a hyper-connected world. Technology has revolutionized the way that we interact, work and build relationships. Smartphones, social media, and instant messaging have made it possible for us to now connect with people in seconds.

In many ways, however, I feel like digital connectivity often creates a false sense of connection. It can be hard to build and rely on deeper emotional and personal connections through technology. As a result, while technology may help us share our lives in real time, it can also leave us feeling empty, isolated and alone.

This contradiction is highlighted by recent data from across North America that points to growing epidemics of loneliness. A 2025 study by Civic Science found that about one-third of U.S. adults feel lonely, with the highest rates (57%) among Gen Z adults (ages 18–24). Similarly, a 2021 Angus Reid Institute survey reported that roughly 21% of Canadians felt lonely on a regular basis—with both young adults (ages 18–24) and seniors (65+) being particularly vulnerable. 

In May 2023 when U.S. Surgeon General Dr. Vivek Murthy declared loneliness a public health epidemic, releasing an advisory titled "Our Epidemic of Loneliness and Isolation." The report described social disconnection as a growing public health crisis with serious consequences for individual and collective health, highlighting that the mortality impact of being socially disconnected is similar to smoking up to 15 cigarettes per day.

The Impact of Social Connection

Research consistently shows that social connection is vital for physical and mental health. From a longevity perspective, landmark studies have found that strong social relationships increase lifespan by 50%, comparable to the benefits of quitting smoking.

Beyond physical health, social connection is also critical for mental wellbeing, as social support is seen to reduce the risk of depression and anxiety. Having close relationships has also been demonstrated to act as a buffer against the effects of trauma and life challenges. Unsurprisingly, people with close social connections report greater happiness and life satisfaction.

The health implications extend further, as social isolation is associated with a higher risk of cardiovascular disease, stroke, and high blood pressure. As we age, older adults who are more socially active have demonstrated better memory retention and cognitive performance compared to those who are isolated. Engaging in meaningful social activities reduces the risk of cognitive decline and dementia.

Social Connection in the Workplace

From a workplace perspective, employees with strong social support report lower burnout and higher job satisfaction. The influential Whitehall study  a cohort research project with over fifty years of data (something I lived and breathed during my Masters in the UK), demonstrated that workers with low job control and weak social support reported greater risks of heart disease, mental health issues, and stress-related illnesses. The findings from Whitehall have been critical in highlighting the role of workplace relationships and autonomy in overall employee wellbeing.

At the end of 2024, I got together with a group of former colleagues. We had worked together about 10 years ago (although some are still working together). This team was special. Like any workplace, it was far from perfect. We had lots of ups and downs and many different personalities. We worked hard, but we also found time to have a lot of fun. There were Chili Cook-Offs, countless fundraisers in costume (we always upped the ante), and volunteering in the local shelter. It made going to work enjoyable and meaningful.

Ironically though, one of my fondest memories was during one of our most challenging times, the day we received our "affected letters" for the  Deficit Reduction Action Plan (DRAP). We were called to a directorate-wide meeting and informed that when we returned to our desks, those facing job loss would find a letter waiting for them. The cuts were concentrated in particular areas, while others remained unaffected.

After returning to my desk and learning that I had been affected, along with my other Senior Analyst (EC-6) colleagues, we would be required to compete for our jobs., I did what I knew best: I looked for connection with my colleagues who were facing the same predicament.

I chatted with my Director and suggested that we head out as a team to be in community. He was immediately supportive. A message went out and within 15 minutes, more than 30 of us met at a local restaurant. We spent the afternoon navigating the uncertainty together. We commiserated, but we also celebrated everything we had accomplished as a team. In time, our senior leaders came to join us. As they walked in, they were greeted with applause. You could visibly see our Director General's relief. In that moment, we could collectively understand how challenging it had been to be in her shoes.

There are countless times in my career when I can think back and remember the hard times that I worked through, yet still find fondness in the memory -- often because of the people surrounding me and the fun we had during the adventure.

The Impact of the Pandemic on Social Connection in the Workplace

The COVID-19 pandemic fundamentally altered how we connect, both personally and professionally.

I remember when the stories about COVID-19 were just starting to circulate in Canada. I was with three colleagues in Kitchener-Waterloo at a large meeting of more than 100 people from across Canada (in retrospect, it was exactly the opposite place we should have been). By the end of the 3-day meeting, on March 12, 2020, I decided to avoid air travel and drive home with two of my colleagues, both of whom were experiencing cold symptoms. We were advised not to come into the office the next day. We would not return to the office for more than two years.

Although not prepared for the virtual work world that COVID necessitated, government adapted fairly quickly. I spent days on the phone, eventually on Zoom and then Teams. We learned how to move work life onto digital platforms to host meetings and conduct all of our regular business. I would argue that I am more efficient at home but what I realized is that I am also an extroverted introvert. I need social connection, not only from friends and family, but also from the people that I worked with.

As restrictions lifted, people continued to rely heavily on digital platforms for connection. I find myself depending on text more than phone calls, with FaceTime replacing visits to friends living out of town (which I also blame on having kids). In this context, I can understand why so many more people are facing social isolation and feeling downright lonely.

When it comes to work, there have been notable declines in employee wellbeing and mental health. A survey by the Harvard T.H. Chan School of Public Health revealed that during the first wave of the pandemic, 60% of employees experienced worsened social relationships, 48% reported increased time alone, and 56% felt a decreased sense of control. These factors contributed to heightened anxiety (56%), loneliness (45%), and depression (35%) among workers. Similarly, a study focusing on German employees found that over one-third had less social support and interaction at work than desired, correlating with decreased mental health.

The pandemic not only forced a shift in how, where, and why we connect, but it made digital interactions more common. The increasing loneliness many people report highlights the importance of striking a balance with genuine, face-to-face connections to foster meaningful relationships and improve overall wellbeing.

Pandemic-related social anxiety led to a reduction in gatherings, especially in larger settings, with people focusing less on work engagements. Many individuals re-evaluated their relationships, prioritizing time with family and close friends over casual friendships.

Connection in a Post-COVID Workplace

Recently, I had lunch with a former colleague turned dear friend. I found myself reflecting on my last two to three years in Government and how dramatically different things were.

I worked with an exceptional team. As I have mentioned before, they were some of the greatest people I had the honour of working with, so the change had nothing to do with the calibre of people.

The workplace itself was just different.

Gatherings became few and far between, reserved mostly to bid farewell or to celebrate milestones like new babies or weddings for colleagues. Potlucks had yet to make a comeback—it was too soon for many people to feel comfortable enough to share food. There were few events outside of the prescribed Public Service Week (what some might call "mandated fun"). Even activities like events for the Charitable Campaign, workout classes, run clubs, or the lunchtime gathering spots never really made a full return.

Work became more of a function of what people did in a day. You got in and you got out, especially if you were in the office. There might be a coffee or some hallway banter, but it was just not the same.

Fun seemed to have disappeared from the workplace.

The workplace has evolved, yet we have still not fully adapted. As a result, social connection is suffering. In the 2022 Public Service Employee Survey, 49% of 188,820 employees surveyed across Government felt that feeling disconnected from colleagues caused work-related stress to at least a small extent (with 9% noting this factor caused work-related stress to a large extent).

Why Does This Matter?

Remote and hybrid work models demand strategies that intentionally foster social connection. Workplaces need to encourage deliberate efforts to rebuild and maintain relationships. Whether through informal coffee breaks, creating opportunities for cross-team collaborations, or organizing meaningful in-person gatherings, it is crucial to counteract the fragmentation caused by prolonged remote work.

In an article I wrote recently, I spoke about the need to go beyond performative gestures and address mental health and wellbeing in the workplace head-on. While I discussed organizational structure and workload, I had not fully considered the critical role of social connection until now. Research from Gallup has found that workplaces with a positive culture experience 45% lower burnout rates, a powerful testament to the importance of workplace relationships.

As I think back on my experience during the implementation of DRAP in 2013-2014, it was far from easy. Yet I am grateful for the strong relationships that existed within our directorate at the time—these connections helped us weather the storm together. When I contrast that experience with the current Reducing Government Spending (RGS) exercise already underway in the Government of Canada, I can't help but worry. In an environment of reduced social capital, where many employees have never met in-person, let alone had opportunities to develop strong relationships, I fear for the wellbeing of individuals facing uncertainty without the support network that made such a difference in my own experience.

Building Stronger Connections Moving Forward

Organizations face a clear challenge ahead. Rebuilding workplace connections must be an intentional part of the hybrid world. This goes beyond employee satisfaction and productivity, despite those being both strong arguments, it's about organizational resilience, wellbeing, and our ability to navigate future challenges together.

The strongest organizations are human-centered where people feel they truly belong. The future of work depends not only on our ability to adapt technologically, but on our commitment to nurturing the human connections that sustain us through challenges and make our work lives richer, more meaningful, and ultimately more effective.