Today’s workforce has never been more digitally connected, yet many employees feel more isolated than ever. New research from EY’s Global Belonging Barometer 4.0 reveals a workforce quietly facing a greater sense of disconnection, despite technology’s promise of greater connection.
Based on insights from more than 5,000 employees across organizations and regions, the study shows a troubling pattern: employees feel less understood, less supported, and less able to show up authentically at work. Expectations for psychological safety are changing. External uncertainty is heightening emotional strain.
As Karyn Twaronite, EY Global Vice Chair, puts it, “Technology has made us more reachable than ever, but that isn’t the same as authentic connection. Belonging starts when people feel understood and safer to be themselves.”
Disconnection is intensifying, especially for younger people
Eighty-five percent of employees report experiencing moments of exclusion, indicating that digital reach does not translate into emotional connection. Younger employees feel this most acutely, with over half saying they regularly go a full workday without a single real-time conversation (54% of Gen Z and 50% of Millennials).
These experiences ripple into performance. When workers feel disconnected, they disengage. They collaborate less. They hesitate to contribute authentically. That’s a direct productivity hit that leaders must address by creating structured touchpoints – live check-ins, cross-team dialogues, and mentorship to maintain the connective tissue of an organization’s culture.
Twaronite highlights, “Belonging doesn’t happen by accident. It’s the result of intentional behaviors in the workplace that make people feel seen and heard.”
Trust is fragile, even as work remains a lifeline
Despite the challenges, work remains the second-strongest source of belonging after home, but sustaining that connection requires psychological safety. Nearly half (48%) of employees say the ability to speak openly without fear is their number one driver of belonging.
Yet more than half are uncomfortable sharing aspects of their identity at work, particularly related to socioeconomic status, political views, or religion.
This discomfort reflects a broader societal climate. Economic uncertainty and geopolitical instability are shaping employee perceptions of risk. Glassdoor data shows a 17% increase in economic discussions in workplace reviews as of May 2025, highlighting how external anxieties are influencing day-to-day work experiences.
Twaronite underscores a simple solution or mantra: “Belonging isn’t a program, it’s the outcome of hundreds of small moments. When leaders consistently show curiosity, compassion, and clarity, they signal to employees that they matter in a world that may be uncertain or ever changing.”
AI is becoming an unlikely source of support and connection
One of the most surprising findings is that employees are increasingly turning to AI not just for efficiency, but for guidance and emotional support. Seventy-four percent feel comfortable seeking help from AI –whether for navigating tough conversations or getting career advice. One in four would consult AI when feeling lonely. She adds, “Technology use is rising, and that creates an opportunity, and a responsibility, for workplaces to balance it with genuine human support.”
AI isn’t replacing managers, but it is filling perceived gaps. Organizations should use AI strategically. Let it scale knowledge and workflows, but double down on human connection where it matters most: coaching, recognition, and tough conversations.
5 ways to create belonging
Belonging is not a soft initiative; it’s a performance driver. Employees with a strong sense of belonging report higher authenticity (37%), more energy (35%) and less loneliness (19%). As such, leaders need to be strategic about how they foster this within their organizations.
This includes:
- Normalizing curiosity and vulnerability. Make it standard practice to ask how people are doing—not just what they’re doing.
- Recognizing contributions consistently. Lack of recognition is among the top drivers of exclusion.
- Using AI as an enhancer, not a substitute. Let technology handle efficiency so people can spend time connecting.
- Building cross-team and cross-generational relationships. These are among the strongest predictors of belonging.
- Communicating with radical clarity. In moments of uncertainty, transparency becomes a stabilizer.
Belonging isn’t created through grand gestures. It’s built through steady, intentional actions that signal to people: you matter here. When leaders commit to that, they don’t just strengthen culture—they unlock performance and potential at scale.