Loneliness is a pervasive social issue that has been increasing in recent years. According to a recent US Surgeon General report a growing number of employees are feeling isolated, invisible, and insignificant. This ‘epidemic of loneliness’ extends far beyond America, as similar findings were echoed in a recent Gallup report which found one in five employees globally suffer from loneliness, with higher incidence among younger employees (under 35) and those working remotely.
While addressing loneliness may not be featuring too highly on some employers’ list of priorities – mounting scientific evidence indicates that it really should be, most especially within T&S. The profound impact of social connection and strong healthy relationships on individual health and wellbeing has become very clear. Quality social connection is becoming widely recognized as a fundamental human need – not only due to its impact on psychological wellbeing but also its significant influence on physical health. Loneliness is associated with a greater risk of depression and anxiety, as well as cardiovascular disease, dementia, stroke and even premature death. In contrast, research indicates those who are more socially connected are happier, less depressed, and have greater life satisfaction – all of which may seem fairly obvious, however slower age-related declines in cognition, faster wound healing and longer life expectancy may be some of the more surprising benefits.
As employers in T&S endeavour to support the health and wellbeing of their workers, addressing social connection is a key area to consider. Many adults spend more of their waking hours at work than they do with their own families and friends – as such, it is every responsible employer’s imperative to proactively create a culture of belonging and inculcate camaraderie and social attachment as much as possible, putting guards in place against loneliness at work. Social identity forms from feelings of connectedness to a group based on shared beliefs and values – strong social identity fosters safety to express authentically and to use personal strengths for the benefit of the group, sharing ideas and voicing concerns openly. This is closely interwoven with psychological safety, which is proven to foster creativity, dynamism, engagement and motivation, as employees feel their input is welcome and that it is valued. Irrespective of duration and circumstance, work can be a powerful source of belonging when employees share identity and goals with team members, and they feel their input matters.
Both management and leadership play an important role in building this social identity and psychological safety. In recent years, mounting evidence clearly demonstrates the profound role a manager plays in supporting employee wellbeing by the degree their team members feel seen, heard, recognized and validated. A UKG survey found that 70% of employees rated the relationship with their manager as having the greatest impact on their mental health, more than that of their therapist or doctor. Employees who establish healthy social attachments at work are also more likely to stay. It’s very clear to see that belonging and healthy social connection is not only important for the employee’s personal health and fulfilment, but also benefits performance, team cohesion and contributes to the overall success of an organization.
Fortunately, there are many ways an employer can make improvements in this area, especially within the T&S industry which can be confronted by a host of additional challenges that further fuel loneliness among workers. For example, confidentiality agreements can limit an employee’s ability to discuss aspects of their work-life with friends and family and may contribute to a sense of separation or isolation – particularly for Content Moderators (CMs). This can be further compounded by working shifts that involve unsociable hours. Also, the demanding nature of the role can lead to high turnover which can diminish the strength of relationships and sense of connection within teams. This can be even more pronounced for CMs that work on temporary contracts and have limited job security. The combination of these factors can fracture a sense of connection in the T&S space – however with awareness, it can be addressed, and effective buffers can be put in place.
Key strategies to enhance social connection in T&S fall under three main categories – increased support for socialization, enhanced managerial and leadership practices and the provision of wellbeing supports. Any of these approaches on their own can of course be of benefit, however a multi-pronged approach is necessary to establish a strong culture of belonging and inclusion, because if efforts are perceived as trivial or superficial they may only temporarily reduce perceptions of loneliness without establishing enduring change.
1. Increase opportunities for socialization
Providing employees with opportunities for social connection is vital, however it is necessary to go beyond simply increasing occasions for interaction and instead implement robust strategies that foster meaningful, high-quality relationships. There are a wide variety of angles that can be adopted depending on the workplace and context.
2. Peer support
One of the most essential elements to build meaningful relationships in T&S is the provision of facilitated peer support groups. This is particularly important for Content Moderators to share their challenges and triumphs in the role, and everything in between. It also creates space to get to know more about one another personally. T&S workforces tend to be among the most culturally diverse due to the global users they serve – and so guided peer support groups can help to navigate cultural differences and help colleagues find their common ground. This can be one of the most highly effective means for employees to feel understood and less isolated in their teams.
Organizing regular team-building activities, both virtual and in-person, can help to foster a sense of community and camaraderie among employees. Involving employees in the scheduling and development of these activities can be even more effective for engagement. Allowing time for recreation and decompression is especially vital for CMs to support recalibration of their nervous system and relax while building connections, especially for those on high-risk workflows.
3. Choice architecture
There is extensive research in recent years on the influence of environmental design on behaviour. By ensuring there are a variety of communal spaces for organic conversations and time together the likelihood of employees connecting more frequently increases. These spaces can include open offices, canteen shared seating, micro-kitchens, quiet zones for more personal conversations, pool tables and ping pong to name but a few. Again, it is more effective to invite the opinions of workers in the design of these spaces, some changes can be relatively simple and low cost such as the repositioning of a couch or desk, and yet may yield big benefits.
4. In-person meetings
A recent study found that meeting in person contributed to a 113% increase in employee communications, and that meeting in person even once a quarter generates a lasting boost in employee connectivity. Although remote work can be less common in T&S, it is beneficial to consider creative opportunities for colocation when team members frequently work from home. Social events outside of work can also really help to create a sense of connection, hikes, karaoke, picnics are just some of the simple low-cost ways to build community at work.
5. Manger and leadership training
Providing a comprehensive training program that promotes open communication and connection between all tiers of leadership and employees is a key component to foster stronger working relationships. Efforts ideally should be geared towards increasing trust and collaboration, so that every member of the T&S ecosystem feels inherently valued and respected in the workplace. The high degree of surveillance and scrutiny of CM performance that is commonly required in T&S to ensure quality service provision can diminish this sense of a mutually respectful dynamic, however if the reasons are clearly understood by CMS, and this is complemented by transparent efforts to afford as much agency and autonomy as is possible, a more mature collaborative relationship can be nurtured between CMs and managers.
6. Cadence of supervision and check-ins
Ensuring managers are trained and available to conduct regular check-ins with their team members is key. Optimizing these contact points can greatly help to enhance employee engagement and also spot early warning signs of burnout or mental health difficulties. Beyond discussing workload, managers in T&S need to be confident to navigate sensitive conversations relating to mental health and any personal issues employees might be facing. This sincere attention and care from supervisors can significantly reduce feelings of loneliness – and so it is advisable to sync weekly or at least bi-monthly if feasible.
7. Communication skills
Following on from this, it is essential that managers develop communication skills to better facilitate and manage sensitive conversations about wellbeing and personal life issues. This can be a delicate balance to strike, it is not uncommon for managers to feel awkward, uncomfortable or unsure of how to conduct these interactions, especially if they are more inclined to address practical work-related matters in a highly demanding environment. Learning how to listen is a fundamental skill often lacking in our fast-paced world, and yet it is the foundation of quality connection and maintenance of enduring relationships. Taking the time for a twenty-minute heartfelt conversation could save weeks of retraining new personnel down the line. Upskilling managers in this area can profoundly impact the wellbeing of team members and foster retention.
8. Ongoing policy review
Organizations can reduce loneliness, isolation and separation from the top down by conducting regular policy review in concordance with feedback from both managers and employees. Policies that should be prioritized include;
- Flexible work arrangements to support and facilitate quality relationships outside of work and enforce work-life balance
- Communication policy with clear guidelines to optimize communication practices and channels, which also enforces the right to disconnect outside of work hours
- DEI policy to ensure the needs and values of marginalized groups are understood and integrated
- Mental health policy that clearly signposts quick and easy access to supports when needed
- Anonymous feedback mechanisms and grievance procedures so employees have a safe space to express their opinions without fear of repercussion and increases their sense of power to effect positive change.
Well-construted policies that are easy for employees to access and digest can work wonders to ensure consistency and fairness, promote best practice and encourage company-wide compliance so that everyone in the organization is on the same page. Actively sign-posting policy and putting processes in place to support implementation is essential – offering flexibility without resourcing to enable it is lip service. Integrity and sincerity on all levels breeds trust and fosters belonging.
Wellbeing Supports
– Accessible employee support
Offering access to mental health professionals who understand the unique challenges faced by CMS can help them to navigate personal and interpersonal challenges. This typically includes clinical interventions such as counseling and group therapy, but sub-clinical offerings such as coaching and mentorship are increasingly popular. Again, encouraging employees to utilize these services is essential for impact.
– Education and upskilling
While wellbeing programs are commonplace in T+S, many holistic interventions focus on other aspects of health behavior such as physical activity, nutrition, sleep, stress management and resilience. While these topics are highly important, it is remiss to not include social connection, communication and healthy relationships. Raising employee awareness and highlighting the many benefits of social connection can support employees to give more time and attention to an aspect of life they might otherwise dismiss as unimportant or overlook. Including interactive workshops to build communication skills such as deep listening and conflict resolution can be invaluable in today’s digital world in which so many interactions are mediated by technology.
– Recognition programs
Acknowledging and rewarding the contribution of dedicated team members in T+S is another highly effective strategy to enhance engagement and foster a sense of belonging. Recognition can be expressed in a variety of ways, from low-cost employee generated channels such as ‘colleague appreciation boards’ and lighthearted random-acts-of-kindness initiatives, to formal rewards such as bonuses and fiscal remuneration for the impact individuals have within the organization. This can work especially well on a project or team level to foster cohesion and appreciation of collective efforts as opposed to singling out star performers which can fuel competition and rivalry.
Conclusion
The suggestions provided here are certainly not exhaustive, these are offered simply to emphasize the multi-dimensional approach required to effectively tackle this challenging workplace issue in T&S. Remembering our humanity in these highly demanding and stressful work environments is paramount. We have crafted a host of solutions that can fit within existing structures – to find out more about how we help our customers to protect the psychological health and wellbeing of Content Moderators and the broader Trust & Safety team, contact us today.
