Discussing anything unimportant, laughing from time to time (especially in times of stress), letting off steam when you come to the office with a worry or a personal problem, asking questions without embarrassment when you have a doubt... you can do all of this if you have a friend at work. As the place where we spend many hours of our working day, friendships and affection will inevitably develop in the workplace. The difference is that, whereas it used to be seen as unprofessional, it is now seen as a boost to productivity.

The concept of having a best friend at work is gaining recognition for its profound impact on employee well-being and productivity. The traditional view of keeping personal and professional lives separate is being challenged by the benefits of strong workplace friendships. Recent studies and surveys highlight the critical role these relationships play in enhancing morale, engagement, collaboration, and overall job satisfaction.

Gallup's research has repeatedly shown that having best friends at work is key to employee engagement and job success. Their data indicate that having a best friend at work is strongly linked to business outcomes, including profitability, safety, inventory control, and retention. Since the pandemic started, the relationship between having a best friend at work and important outcomes such as employees' likelihood to recommend their workplace, their intent to leave, and their overall satisfaction has grown even stronger.

More than 300 million people globally don’t have a single friend, according to Gallup data. The average person spends 81,396 hours — the equivalent of more than nine years — at work. Work has become the most likely place for Americans to make friends. Despite this, companies invest the least in promoting social well-being among employees.

Best friends at work often enhance collaboration and communication. Trust and familiarity between friends can lead to more effective teamwork and open communication channels. These relationships encourage the sharing of ideas and constructive feedback, fostering a culture of innovation and mutual support.

Consider employees thrown into the world of remote or hybrid work. Having a best friend at work can help keep them informed, accountable, and connected to their team. They can ask "dumb" questions about changes without fear of embarrassment, ensuring they stay up-to-date and integrated into the workflow.

Workplace friendships play a crucial role in reducing stress and preventing burnout. Having a confidant to share concerns and celebrate successes with can alleviate the pressures of demanding work environments. Friends provide emotional support and practical assistance, helping each other navigate challenges and maintain a healthier work-life balance.

For example, during heavy workloads, having a best friend at work makes employees feel accountable to someone they don't want to let down. As a result, they naturally want to go the extra mile on projects, which can also lead to increased job satisfaction and reduced stress.

Employees with strong workplace friendships are more likely to stay with their current employer. The emotional ties and sense of community created by these relationships can be a powerful factor in reducing turnover. Companies that recognize and foster these bonds often see higher retention rates and a more stable workforce.

A best friend at work can positively impact individual and team performance. The encouragement and motivation derived from these relationships can drive employees to achieve their best. Friends at work are more likely to hold each other accountable and strive for excellence, leading to higher overall productivity.

The increasing importance of having a best friend at work cannot be overstated. These relationships enhance morale, communication, and performance while reducing stress and improving retention. By fostering a culture that encourages and supports workplace friendships, organizations can create a more positive, productive, and loyal workforce.

As highlighted in the book "Blind Spot: The Global Rise of Unhappiness and How Leaders Missed It," loneliness is all too common. In the U.S., two in ten workers spend a lot of the day feeling lonely. Companies that prioritize their workers’ social well-being and give people opportunities to make friends at work could help solve the epidemic of loneliness, significantly improving employee satisfaction and business outcomes.

Read also: Article: Workplace loneliness is serious: Six strategies to reconnect and engage employees (peoplemattersglobal.com)

Why Should Companies Care?

Having a best friend at work significantly boosts morale and engagement. Employees who form close bonds with their colleagues tend to feel more supported and valued, translating into higher job satisfaction and commitment. This connection provides a sense of belonging and emotional support, making the workplace more enjoyable and less isolating.

Despite claiming “people are our greatest asset,” many executives expect employees to leave their personal lives at the door when they come to work. Yet, Gallup’s data shows that having a best friend at work is strongly linked to business outcomes, including improvements in profitability, safety, inventory control, and employee retention.

Researchers at the University of Pennsylvania and the University of Minnesota found that close friendships increase workplace productivity because friends are more committed, communicate better, and encourage each other. This study employed multiple methods to investigate group processes - such as information sharing, morale building, planning, critical evaluation, commitment, monitoring, and cooperation - that mediate the impact of relationship levels on group performance.  The results revealed that groups of friends outperformed groups of acquaintances on both decision-making and motor tasks due to higher levels of group commitment and cooperation. In addition, critical appraisal and task monitoring significantly improved decision-making performance, while positive communication mediated the relationship between friendship and motor task performance.

Moreover, interpersonal work relationships have a significant positive effect on job satisfaction.

Building Lasting Friendships at Work

Whether a workplace is fully in person, fully remote, or hybrid, a culture that prioritizes and encourages work friendships is beneficial for employees and the bottom line. Here are some actions managers can take to create and maintain a friendship-friendly workplace:

1. Establish a Buddy System:

   • Team up new hires with veteran employees to expedite onboarding and productivity.

   • Frequent interactions are key. For instance, Microsoft found that new hires who met with their buddy more than eight times in their first 90 days felt more productive.

2. Increase Face Time:

   • Before the pandemic, work was a place for casual social interactions. Building friendships requires talking to, seeing, and being with people.

   • Business leaders should set an example by communicating in person more and emailing less. Encouraging cross-training or rotating job duties can also create opportunities to meet new friends.

3. Jam Constantly:

   • Working towards a common goal and achieving great things together forms a strong connection. Employees want to feel the satisfaction and pride of creating something great while having fun.

   • Encourage a collaborative culture where employees can engage in “jam sessions” to foster trust, acceptance, and forgiveness.

4. Don't Force It:

   • Mandating fun activities or team-building events can backfire. Instead, provide opportunities for natural friendships to develop.

   • Remember that people will fulfill their social needs regardless of company policies. Companies should harness the power of social capital rather than fight against it.

Article: Lonely and disconnected: the hidden cost of isolation in the workplace — People Matters Global