Technology may have us more connected than ever, but it isn’t always helping us feel connected. In fact, EY’s recent study found that the most digitally-connected generations – Gen Z and Millennials – are also the ones feeling loneliest at work.
The EY Global Belonging Barometer 4.0 surveyed more than 5,000 employees across organizations and industries worldwide, revealing that levels of belonging at work are declining. As many as 85% of respondents say they’re feeling excluded at work, and for Gen Z and Millennials, those figures reach as high as 92% and 87%, respectively. Notably, almost half of respondents (45%) report going a full workday without having a real-time conversation – either in person or virtually.
While it’s easy to assume the disconnect stems from remote or hybrid working, the research shows the issues go much deeper. Societal pressures, economic uncertainty and the rise of technology are all impacting people’s sense of trust and psychological safety at work.
So, how do we address this growing paradox, where – despite being connected digitally – people are feeling isolated and excluded? Particularly for younger generations, AI is showing promise as a way to enhance human connections. While there is no replacement for human connection, one-third of respondents experience a strengthened sense of connection in the workplace due to increased use of technology and AI tools.
AI as a bridge to belonging for individuals
Our research showed that AI can be a double-edged sword. Some respondents are concerned about negative implications, including its impact on jobs and psychological safety. For others, AI can be a workplace connector. In fact, one-third of workers say AI has strengthened their sense of connection – with Gen Z three times more likely than Baby Boomers to feel this way.
For younger generations in particular, AI is playing an evolving role in their emotional well-being. Nearly a third of Gen Z (35%) / Millennials (30%) respondents said they would consult AI or a chatbot if they were feeling lonely or isolated. This is perhaps not surprising, as these human-like interactions and the 24/7 availability can feel validating and supportive.
Already, many organizations are recognizing the potential of how AI-powered chatbots can provide feedback, enable users to prepare for important career conversations or presentations and even suggest conversation starters or reminders for leaders to check in with their teams. AI can’t replace human capabilities, but it can help us enhance them and provide better tools for communicating.
Responsible AI: helping organizations build more inclusive workplaces
Certainly, organizations require a strong foundation for responsible AI and awareness of potential risks like amplifying bias, widening gaps in digital access and reduced transparency. Similarly, seeking input from user groups across a broad range of experiences, skills, backgrounds and abilities when developing and deploying AI solutions can help reduce the risk of bias and better reflect the needs of all employees.
Building on these fundamentals, AI can help organizations drive a more meaningful and personalized employee experience, where people feel seen and heard – and therefore more connected. It’s an exciting prospect since we know inclusion is inextricably linked to both employee engagement and overall business performance. AI-powered tools are allowing people to gain deeper insights, work more efficiently in their daily tasks and collaborate more productively across teams. This not only helps boost the employee experience but leads to a stronger bottom line.
For example, AI can analyze employee engagement data and feedback to help tailor initiatives based on what people want. It can identify and address bias, supporting more merit-based performance evaluations and opportunities. Embracing AI not only enhances workplace innovation but also helps ensure that technology is serving the needs of everyone who works there.
AI can also improve workplace accessibility through tools used for speech recognition, real-time transcription and adaptive interfaces – as well as attract and engage talent across languages and geographies. These examples are all contributors to fostering a culture of trust and psychological safety.
Enhancements like these also boost organizations’ ability to compete for and fully tap into their talent. Wider studies show that inclusive teams spanning a broad range of skills, perspectives and experiences are more engaged and 3.5 times more likely to contribute to their full innovative potential.
The path forward: blending technology with the human touch
Unlocking the full potential of AI requires understanding how it can shape people’s day‑to‑day experiences, both positively and negatively. It also requires an approach grounded in human oversight, broad access and participation, and a commitment to responsible use.
This means pairing AI and human insights for better judgment, especially in decisions that affect people, building and training AI models on relevant, adequately representative data, enhancing trust through transparency and clear checks and balances and aligning with evolving global AI policies and regulations.
We know that changes to how we work – and to how we connect – are not always comfortable, even when they are positive. That’s why organizations must focus on everyone having the access to build skills and the support and dedicated time they need for personal growth. Leaders who empower their teams and prioritize their growth set the tone for culture, driving 44% of talent health, according to EY’s Work Reimagined survey.
While AI won’t replace our need for human interaction, it can complement efforts to create a more connected employee experience. AI itself can’t fix loneliness and exclusion, but it can be leveraged to drive more intentional connectivity and teaming and enable more people’s voices to be heard and valued. When used intentionally and responsibly, AI can help elevate human impact and shape a future where people and AI collaboration drives greater inclusiveness and belonging for everyone.
Andrea Ramsey is Director, Global Inclusiveness at EY. She is responsible for innovations that increase the strength, effectiveness and sense of belonging of EY’s diverse professionals of over 400,000 people across 150 countries.
The views reflected in this article are the views of the author and do not necessarily reflect the views of the global EY organization or its member firms.
