Working in Isolation: The Hidden Mental Health Costs

In today’s workforce, more people are working alone than ever before. Remote work, fly-in-fly-out roles, sole trading, and long stretches on the road have become standard for many professions. While working independently can offer freedom and flexibility, there’s a hidden cost: isolation can quietly undermine mental health, productivity, and overall wellbeing.

Isolation doesn’t just mean physical separation from colleagues. It’s also the loss of meaningful connection, feedback, and social support, which are essential for psychological resilience (Holt-Lunstad et al., 2015). Over time, this can lead to fatigue, low mood, anxiety, and even increased vulnerability to stress-related physical illnesses.

What Is Workplace Isolation?

Isolation at work can take several forms:

• Physical isolation: Working remotely or in a location far from colleagues.
• Professional isolation: Sole practitioners, contractors, or individuals without access to peer supervision.
• Social isolation: Feeling disconnected from team culture or unable to engage in informal interactions.
• Schedule isolation: Working irregular shifts that separate you from social or family networks.

Research shows that isolation is a risk factor for poor mental health, even when someone enjoys autonomy or flexible work arrangements. Without informal contact, the brain misses routine opportunities for emotional recalibration: the small conversations, problem-solving moments, or casual check-ins that buffer stress (O’Hare et al., 2024; Shaholli et al., 2024; Shaholli et al., 2024).

The Mental Health Impact of Isolation

Prolonged work isolation is linked to higher rates of depression, anxiety, and burnout (He et al., 2026; Oakman et al., 2020). For example:

• Mood and motivation: Reduced social interaction can make tasks feel heavier and less rewarding.
• Cognitive fatigue: Lack of informal feedback and collaboration leads to mental exhaustion.
• Stress regulation: Social support naturally helps regulate stress hormones; isolation can amplify cortisol responses and disrupt sleep patterns (Cacioppo & Hawkley, 2009).
• Risk of chronic stress: Over time, unmitigated isolation can contribute to burnout, cardiovascular strain, and impaired immune function.

In practical terms, someone working alone may notice they feel “flat” most days, struggle to concentrate, or start to withdraw from colleagues even in virtual spaces. These experiences are common, not signs of personal weakness.

Scientific Insights: Why Connection Matters

Humans are wired to thrive on social interaction. Holt-Lunstad et al. (2015) found that social isolation can increase mortality risk by nearly 30%, comparable to the effects of smoking or obesity. Even brief, meaningful interactions trigger neural and hormonal responses that help regulate stress, boost mood, and improve decision-making.

Occupational psychology research further highlights that isolation can affect:

• Job satisfaction: Remote workers without peer support report lower engagement (Gajendran & Harrison, 2007).
• Performance and innovation: Collaboration drives idea generation and error checking; isolation limits these benefits.
• Resilience to adversity: Workers with strong social networks cope better with stressful events (Cooper & Quick, 2017).

These findings explain why employees in physically or emotionally isolated roles often experience subtle, cumulative stress that may go unnoticed until it becomes more serious.

Protective Factors and Practical Strategies

The good news is that isolation’s effects can be mitigated with proactive strategies. Evidence suggests that perceived social support, structured routines, and professional guidance are the strongest protective factors (Oakman et al., 2020; Wang et al., 2021; Shaholli et al., 2024).

Maintain meaningful connection:

• Schedule regular video or phone check-ins with colleagues, supervisors, or peer networks.
• Join professional forums or online communities relevant to your work.
• Even brief, informal conversations can help maintain a sense of belonging.

Establish structured routines:

• Define clear work hours and stick to them.
• Include regular breaks and physical movement to reduce cognitive fatigue.
• Separate work and home spaces where possible.

Reconnect with purpose and impact:

• Reflect on why your work matters, not just the tasks themselves.
• Celebrate small wins and recognise contributions, even in isolation.

Seek professional support early:

• A psychologist or counsellor can help identify early stress signals, strengthen coping strategies, and support work–life balance.
• Telehealth sessions provide accessible guidance for remote workers.

For Leaders and Employees

Evidence suggests that perceived social support, structured routines, and professional guidance are the strongest protective factors (Oakman et al., 2020; Wang et al., 2021; Shaholli et al., 2024).

• Encourage frequent check-ins and informal contact.
• Normalise conversations about mental health and emotional wellbeing.
• Provide opportunities for professional supervision or mentoring.
• Offer virtual wellbeing programs and peer-support groups to maintain engagement.

A Gentle Reminder

Isolation doesn’t always feel dramatic. Often, it’s a quiet, slow drift away from connection, motivation, and purpose. Recognising it early is the first step in preventing more serious stress-related issues.

At 11th hour clinic, we support employees across all industries, from remote professionals to shift workers, sole traders, and FIFO staff. If you’ve noticed changes in mood, focus, or energy, or feel disconnected from your work, our team can help you rebuild meaningful connections, strengthen resilience, and protect your wellbeing in a safe and supportive environment.

You don’t have to face isolation alone, help is just a call or click away. Book an appointment with our team today and take the first step toward support and connection.

References

Bentley, T. A., Teo, S. T. T., McLeod, L., Tan, F., Bosua, R., & Gloet, M. (2016). The role of organisational support in teleworker wellbeing: A socio-technical systems approach. Applied Ergonomics, 52, 207–215.

Cacioppo, J. T., & Hawkley, L. C. (2009). Perceived social isolation and cognition. Trends in Cognitive Sciences, 13(10), 447–454.

Cooper, C. L., & Quick, J. C. (2017). The handbook of stress and health: A guide to research and practice. Wiley-Blackwell.

Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley.

Efimov, I., Hämäläinen, V., & Airila, A. (2022). Leadership interventions in virtual teams: Effects on employees’ mental health, job satisfaction, and perceived isolation. International Journal of Environmental Research and Public Health, 19(14), 8772.

Gajendran, R. S., & Harrison, D. A. (2007). The good, the bad, and the unknown about telecommuting: Meta-analysis of psychological mediators and individual consequences. Journal of Applied Psychology, 92(6), 1524–1541.

Holt-Lunstad, J., Smith, T. B., Baker, M., Harris, T., & Stephenson, D. (2015). Loneliness and social isolation as risk factors for mortality: A meta-analytic review. Perspectives on Psychological Science, 10(2), 227–237.

Oakman, J., Kinsman, N., Stuckey, R., Graham, M., & Weale, V. (2020). A rapid review of mental and physical health effects of working at home: How do we optimise health? BMC Public Health, 20, 1825.

O’Hare, D., Gaughran, F. P., Stewart, R., & Pinto da Costa, M. (2024). A cross-sectional investigation on remote working, loneliness, workplace isolation, well-being and perceived social support in healthcare workers. BJPsych Open, 10(2), e50.

Shaholli, D., Manai, M. V., Iantorno, F., Di Giampaolo, L., Nieto, H. A., Greco, E., La Torre, G., & De Sio, S. (2024). Teleworking and mental well-being: A systematic review on health effects and preventive measures. Sustainability, 16(18), 8278.

He, T., Wei, L., Goodman, M. S., Pagán, J. A., Cuevas, A. G., & Bather, J. R. (2026). Remote work and loneliness: Evidence from a nationally representative sample of employed U.S. adults. Journal of Affective Disorders, 393(Pt B), 120456.

Wang, B., Liu, Y., Qian, J., & Parker, S. K. (2021). Achieving effective remote working during the COVID-19 pandemic: A work design perspective. Applied Psychology, 70(1), 16–59.