It’s been five years since the COVID-19 pandemic began, and we are still navigating its aftermath in the American workplace. Lingering worker requirements for remote and hybrid schedules often conflict with the preference of many businesses for a return to full-time, onsite work.
Arriving in the wake of “The Great Resignation”, workforce experts are terming this new phase “The Great Detachment.” The Great Detachment refers to a growing malaise, an emotional disconnect between employees and their jobs, companies, and careers. Workers are showing up and doing their jobs, but they’re mentally and emotionally checked out — often because they no longer feel a strong sense of purpose, satisfaction, or culture.
After years of remote work, job uncertainty, and blurred work-life boundaries, many workers at all levels are feeling drained and disillusioned. Also contributing to the disconnect in digital overwhelm. Though digital tools have enabled flexibility and remote work, they’ve also led to severe burnout, tenuous personal connection, and a sense of being “always-on”.
The shift to digital-first interaction, including endless Zoom calls, Slack pings, texts, emails, Teams chats, and myriad notifications has created a fragmented and confusing work environment. With all the digital noise and many continuing to work remotely, at least partially, it’s more difficult to focus on deep work and impactful collaboration.
Remote work can be rewarding and positive, however a healthy corporate culture depends on productive human relationships, informal interactions, and shared experiences. That’s where we need to focus.
“The Great Reconnection”
Repairing a corporate culture is not easy. It’s a complicated enterprise, but it can be done by empowering employees with meaningful work, authentic communication, and intentional support. Donuts on Friday are not enough anymore. It’s an inside job. The “stickiness” must come from within, the work itself, a compelling “why” nurtured by respectful relationships. Here are some areas to prioritize:
- Managing Success
Gallup research revealed that managers are essential to strengthening employee engagement — confirming that “70% of the variance in team engagement is determined solely by the manager.”
The report confirms that managers are responsible for ensuring their teams know what work needs to be done and what’s expected of them. They also support and advocate for them when necessary and explain how their engagement connects them to success. This often requires deliberate coaching conversations with employeesabout their experience and career aspirations — not just task updates.
Mark*, a Gen Z engineer in his first post-college role, is a great example. “I come to work and do my job in the office, but I don’t feel like the company has any real interest in us, in our professional development or experience,” he says. “I don’t feel utilized to my fullest potential.”
Leadership interest in Mark would likely surface his concerns and reveal his desire to expand his footprint at the company. Though he commutes about an hour each way and is a little envious of friends with remote or hybrid jobs, he says he truly enjoys the people on his team. So, his experience is mixed bag. Actively engaging employees like Mark could strengthen their emotional connection and enhance their overall experience.
- Purpose Power
People stay where they find a sense of purpose, particularly in the context of detachment. That requires finding ways to show them how their efforts contribute to the company’s success and larger mission. Upskilling, reskilling, and offering leadership paths make employees feel appreciated and valued.
Create individualized learning and growth plans articulating specific objectives and timelines. Offer stipends for professional development and support attendance at industry events. Highlight success stories of achievement early and often. Perhaps even host “mission milestone” events where teams discuss and share how their work positively affected clients, customers, or the community.
- Encourage Well-being
Flexibility isn’t just a perk — it’s a way of life. Employees crave control over their time and schedule. Hybrid work, flexible hours, or even project-based deadlines give them a sense of ownership and agency. Customized work arrangements should be the norm, but transparency should be, as well. Ginny*, an account executive in a large advertising firm, noted, “It can feel like some people are getting special treatment when they suddenly snag special arrangements like working remotely or working a compressed workweek.” Communicating clear guidelines on how to negotiate customized arrangements is key.
Normalize mental health days, taking breaks, and work-life balance to prevent burnout and resentment. Discourage 24/7 digital availability and the “hustle culture.” Show employees you care about more than just their output.
- Recognize Talent
Top talent wants to hear more from leadership than dry weather reports; they want real talk, insights, and access. Transparency builds trust. Engagement encourages engagement. Include employees in decision-making where possible. Be honest about company goals, challenges, and opportunities. Host quarterly AMA (Ask Me Anything) sessions with the C-suite. Encourage feedback loops that lead to real change.
People want to be seen and appreciated. Recognition that feels personal and timely goes a long way. Celebrate wins in public forums — and not just on digital portals. Send personalized thank-you notes or even create a “spotlight series” highlighting employees’ work.
- Cultivate Culture
Even remote-first companies benefit from periodic in-person meetups to reinforce culture. Encouraging and blocking time for uninterrupted work can help counteract digital distractions. Also, supporting unstructured, cross-functional brainstorming or planning time can help rebuild a culture of collaboration and trust.
Top performers want to perform and have fun doing it. Give them the opportunity with tangible ownership. Ask them to lead projects, mentor others, and make decisions that impact the business. Identify and nurture high-potential employees and give them stretch assignments or leadership roles to drive cross-functional initiatives. Retention in The Great Detachment is about fostering connection, growth, and autonomy in real time. That means constantly reevaluating what’s working (or not) right now.
Moving Forward
This sense of detachment has emerged for reasons that appear to be tied to how work culture and communication mores have shifted in the digital era. Perhaps, it’s time to redefine success — finding or creating work that aligns more directly with our personal values and imaginations.
In this way, The Great Detachment may not be so bad — as it can serve as a wake-up call to rethink how we engage and value each other. Let’s take this opportunity to choose the most compassionate, kind, and productive ways to work, and rebuild culture as a team.
*Name changed for privacy
