May 19, 2026
More employers are understanding the role they can play in facilitating the mental, physical, and financial health of employees1. Many modern workplaces have evolved to support employee wellbeing, tailoring work environments, programs, and benefits to encourage people to feel well as they earn a living.
And fortunately, leading organizations are also increasingly appreciating how they can influence this other main driver of employee health: Social wellbeing.
“This is an area that is really coming forward as a priority in organizations,” reports Jennifer Foubert, Manulife Canada’s Assistant Vice President and Head of Product and Growth for Group Benefits.
As workforces age, public health officials warn of an epidemic of loneliness and isolation. Today, researchers better understand the material health implications associated with disconnection2, and experts say social wellbeing is increasingly being recognized as a workplace issue—one that matters to both employees and their organizations.
What is social wellbeing?
Social wellbeing is a catch-all term for the subjective and objective factors that can influence how connected people feel to their communities and environments. It can mean very different things to different people: Some people with a high number of relationships may still feel lonely or isolated, for example, whereas others with very small networks can feel entirely socially satisfied. Whatever drives that sense of wellbeing, the outcomes are hard to dispute.
From an individual wellness perspective, a growing body of research suggests that social connection is a significant driver of health and longevity3. Social wellbeing is positively correlated to a host of health benefits, reports Dr. Ali Damji, a family physician with Cleveland Clinic Canada. “People with strong connections cope with stress better,” he says. “They stay more physically active. They sleep better. They’re more likely to get help early when they need it, and to stick with healthier routines.”
From an organizational point of view, researchers are gaining a better understanding of just how much feelings of social wellbeing affects workplaces. Consider the evidence: When employees feel lonely or isolated, they are prone to showing up emotionally exhausted and feeling generally unwell4. They’re more likely to underperform in their duties, shirk health and safety rules, leave their jobs, and experience physical and mental health challenges5.
All this can intensify employee disengagement, increase absenteeism, and lower productivity. Meanwhile, feeling socially connected can help improve health overall.
And when people feel socially connected at work, the workplace benefits can be pronounced—and employers can play an important role in making that happen6. “When employers create strong social ties at work, and support the social wellbeing of their employees, they can materially improve productivity and engagement,” says Foubert.
Dr. Damji elaborates: “This is a real opportunity for employers to keep their workforce healthy and productive.”
Here are some recommendations for how employers can encourage and support the social wellbeing of their teams:
“People with strong connections cope with stress better. They stay more physically active. They sleep better. They’re more likely to get help early, and to stick with healthier routines.”
- Dr. Ali Damji, Cleveland Clinic Canada
1. Educate yourself and your team
Not everyone understands the link between social connection and health7. As an employer, you can help close this awareness gap by providing trusted sources of information and resources that explain what social wellbeing is, why it matters, and how to invest in it over time.
For example, the National Institute on Ageing’s 2025 Ageing in Canada Survey report8 provides an excellent overview of how loneliness and isolation are negatively affecting the wellbeing of Canadians over 50. And Manulife’s recent special report detailing the health benefits of social connection offers expert guidance for preventive actions people can take to maintain strong relationships at any age.
“Connecting employees with trusted and vetted resources can be a very impactful and cost-effective way for organizations to tackle challenges like social isolation,” Foubert says.
2. Help employees gain bandwidth
Working Canadians are increasingly pressed for time9. Half of the population has, or will have, caregiving responsibilities for children, parents, or other loved ones10. It can leave people with little bandwidth for friends, group classes, volunteer activities, or other social activities outside of work. “Balancing unpaid caregiving responsibilities with paid work can take a real toll—both emotionally and socially. Many caregivers are stretched thin, and that pressure can lead to increased feelings of isolation, even in the workplace,” reports Dr. Samir Sinha, a geriatrician and Director of Health Policy Research at the National Institute on Ageing.
Employers can help people find room for social connection in a number of ways: By giving employees flexibility in how their work is done, by providing paid short- or long-term time away from work, and by offering access to expert counselling—such as the mental health and counselling services provided through Manulife’s extended health care benefits, or the on-demand virtual support provided through Manulife’s partnership with Maven Clinic—meant to help manage feelings of overwhelm, loneliness, or isolation. (Experts, such as Dr. Damji, say that easy access to professional help can decrease the likelihood that people experiencing mental-health challenges will withdraw from social engagement.)
3. Promote benefits that are connected to social wellbeing
Many employee benefits designed to promote physical or mental health also encourage social wellbeing—but they may be hiding in plain sight.
Foubert recommends you review your benefits plan to inventory health and wellness that also encourage social connectivity. Do your wellness account cover fitness class fees, course tuition, or club dues? Does your Employee and Family Assistance Program offer group therapy? Do you offer access to clinically monitored peer support groups, like those provided by Maven Clinic?
If you offer these benefits, Foubert recommends you be explicit in promoting their multifaceted advantages. “The more you can do to educate members about what is available within programs, and what they stand to gain from taking advantage of them, the more likely they will be to access these services.”
4. Encourage a social culture
The workplace can be a significant source of social wellbeing for individuals, providing a consistent forum to connect and build relationships with others. Experts say employers can encourage healthy connections by developing cultures rich in meaningful relationships and interactions.
This can take the form of team-building activities and celebrations, which can boost camaraderie and morale11. Beyond those gatherings, experts say there’s an opportunity to support meaningful social connections through the workplace. “Employers should aim for workplace cultures that prioritize inclusion and belonging,” says Dr. Damji. “When people feel that they can trust their workplace environment, that it’s a safe space for them, and that it supports an overall positive sense of wellbeing, they are likely to feel more socially engaged.”
Regularly reviewing your organization’s processes, policies, and benefits to identify those that support social wellbeing (such as well-resourced employee groups and preventive mental-health supports) can help maintain and build cultures of connection.
Foubert says managers can be integral in creating welcoming and inclusive cultures. “Managers can be amplifiers and multipliers of social connection at work,” she explains. “They can foster experiences around belonging—such as buddy systems or inclusive rituals—that can be very helpful.”
A lever for measurable business value
No workplace can meet all the social needs of any individual—nor should that be the goal, experts say. But workplace practices and programs like the ones listed here can better equip employees to protect and grow their social wellbeing. And, as Foubert notes, that’s a win for all involved. “Supporting social connection is so meaningful at the individual level and can help improve overall physical and mental wellbeing,” she says. “It can also deliver measurable business value, as a practical lever for productivity, retention, inclusion and cost control.”
This report is for informational purposes only and is not providing medical, nutritional, mental health, financial, fitness or other advice, for which individuals should seek appropriate professional advice.
Cleveland Clinic Canada
Manulife is proud to have Cleveland Clinic Canada on board as Medical Director for our Group Benefits operations. Cleveland Clinic Canada has a wealth of global healthcare expertise and shares our goal to help Canadians live longer, healthier, and better lives. Cleveland Clinic is a nonprofit organization that has been at the forefront of modern medicine since 1921. In recent years, Cleveland Clinic has worked with progressive companies in Canada and around the world to prioritize the health and well-being of their employees, customers, and communities.
Manulife Longevity Institute
The Manulife Longevity Institute is a global research, thought leadership, innovation, advocacy, and community investment platform to drive action that can help people live longer, healthier, and more financially secure lives. Underpinned by a $350 million signature commitment, its focus is on helping people extend their healthy years, promoting greater financial resilience for all. As a global insurer, retirement plan provider, and asset manager, Manulife is well placed to help lead this change. The Institute’s work will support Manulife’s Impact Agenda strategy by investing in organizations that are growing the longevity economy, convening research collaborations with leading academic institutions and think tanks, and producing thought leadership to advance awareness and action on the issues impacting populations as they age. The Institute will be known as the John Hancock Longevity Institute in the United States. The actions of the Institute will be guided by a Steering Committee of members of Manulife’s Executive and Global Leadership Teams and in partnership with a robust ecosystem of partners and experts who champion longevity across Canada, Asia, and the U.S.
Through the Longevity Institute Manulife supports The National Institute On Ageing.
The National Institute on Ageing
Founded in 2016, the National Institute on Ageing (NIA), based at Toronto Metropolitan University, is celebrating a decade of impact in our mission to improve the lives of older adults and the systems that support them. Over the past 10 years, the NIA has become Canada’s leading voice on ageing policy — convening stakeholders, conducting research, advancing policy solutions and practice innovations, sharing information and shifting attitudes. Manulife funding supports the National Institute on Ageing’s Perspectives on Growing Older in Canada: The NIA Ageing in Canada Survey.