Relationships at work and employee wellbeing - the foundation of healthy organisations

People need other people by their very nature. For decades, research has confirmed that the quality of social relationships is crucial for mental and physical health, and even for how long we live. A lack of close ties is linked to a higher risk of depression, heart disease and metabolic problems.

The Well.hr report „Miło Cię poznać! Relacje a wellbeing pracowników” shows that in the working environment good relationships translate not only into how individuals feel, but also into the effectiveness of the organisation. It is relationships that build a sense of belonging, support the exchange of knowledge and strengthen teams' resilience to crises.

Work could be a natural place to form social ties, but that is not always the case. The data show clearly that:

• 1 in 5 employees feels lonely at work,
• people working on site rate their relationships worse than hybrid employees do.

This is surprising, but it illustrates well that being physically present in the office does not guarantee good-quality interaction. In many organisations employees share a space, but do not share experiences - they feel separated, and sometimes even anonymous.

Relationships at work have a strategic impact on how companies function. The report indicates that:

• 66% of working Poles would like to maintain close relationships at work,
• people who have a friend at work are more loyal to their employer and think about leaving less often,
• strong ties within a team increase effectiveness, innovativeness and job satisfaction.

From the organisation's perspective, these are concrete benefits:

• lower turnover,
• greater engagement,
• faster flow of knowledge,
• better problem solving.

Companies increasingly recognise that relationships are a strategic resource, not just an add-on. That is why they are introducing systemic measures:

1. Building ties from the first day at work:

• onboarding with elements of the organisational culture (including a culture book or a welcome pack),
• „buddy” programmes for new employees.

1. A permanent feedback tool:

• short surveys, so-called pulse checks, which give employees space to express their own opinion about relationships in the team, progress towards goals or the effects of change,
• regular 1:1 meetings with managers.

1. Team-building and micro-activities:

• informal meetings, shared breaks, employee initiatives,
• activities that build a culture of conversation and support, and not only „events for special occasions”.

1. Leadership based on trust:

• managers who are able to listen, share responsibility and give people space build not only loyalty, but also a sense of psychological safety.

Relationships are one of the key dimensions of wellbeing, but not the only one. More and more research indicates that employee wellbeing rests on several equally important pillars:

• physical health,
• mental health,
• a sense of meaning,
• financial security,
• social relationships.

Bringing health prevention into the workplace - through both screening and education - is a practical complement to work on building relationships. By offering screening programmes and health-promoting activities in organisations, LongLife supports a culture of care and gives employees a real sense of security.

Join the companies that focus on long-term wellbeing by combining human relationships with health prevention. Only then does wellbeing at work stand a chance of being more than a marketing slogan - a real system that supports both people and the business.

Call: +48 535 678 736 ,

or write to: katarzyna.brzostek@longlife.pl.