Building Connection in a Remote Environment

I recently traveled for a friend’s birthday. It was a destination for everyone, including the birthday girl. Although the destination was not warm in temperature, it was a welcome getaway during this cold winter for everyone, especially the birthday girl. She lives in Pasadena, California, and the week leading up to the trip she had been evacuated from her home, wildfires raging miles away, decimating her grocery store, her gym, the life she’s built and known. Whenever we met people on our vacation and they asked where we lived, they immediately responded with sympathy and questions when she shared. After speaking of the destruction, she always pointed out the incredible support she received from the community, how people came together to be there for one another, and how it clearly lifted her spirits and no doubt those around her going through similar difficulties. We often hear stories like this during times of devastation, but I often think about how we could be there for one another even when times are “good”, and even more challenging, how we can be a community when everyone is remote. 

The rise of remote work has fundamentally changed how we interact with colleagues. We used to run into peers from every area of the business getting coffee in the breakroom, where we had the opportunity to ask “what do you do?”, or make simple small talk about weekend plans, having spontaneous conversations and informal interactions. In a remote environment, communications are typically more structured and purpose-driven, in the form of a meeting with an agenda, pre-planned presentation, and forced discussion, ending with everyone anxious to end the call and get back to their heads down work.

Sociology has typically taught of people having three (3) social environments to connect with others: Home (first place), Workplaces (second place), and Clubs, Churches, Gyms, Libraries, etc. (third places). Remote Employees no longer have a physical second place, and for some, even third places have vanished from their life, leaving home as their only space for social interaction.

Humans are social beings, whether we like it, or think we don’t. And the loss of ‘small talk’ outside of our home has real detriments, whether we realize it, or not. Remote work has many great benefits to a person’s well-being, but like everything in life, nothing is perfect. If your company culture does not give the feeling of a second place, and your remote employees don’t have a third place, then you run the risk of team members feeling isolated and less engaged, which will affect their work.

Quality Healthcare Financial Management (HFM) work is dependent on collaboration, whether resolving complex claims, coordinating compliance efforts, or troubleshooting payer/provider issues. Collaboration works best when you know team members on a more personal level, rather than primarily transactional, because you feel more comfortable approaching them, trusting that you can talk more openly because you know you’re both human. When in office people more easily got to know each other, and they also felt more comfortable approaching each other with a quick question or conversation after they could observe how busy they appeared at their desk, or if they passed them in the hallway in-between meetings.

Now, with remote work dominating the industry, teams must adapt to new ways of building and maintaining relationships in the workplace, establishing trust and open communication.

In addition to employee mental health and better collaboration among team members, remote work can disconnect employees from the company. Gallup reported in 2023 that “employees who can do their work remotely have an eroding connection to the mission or purpose of the organization,” tying a record low among exclusively remote employees, only 28% of whom rated ‘strongly agree’ that they felt connected to their organization’s mission and purpose. When this connection between employer and employee is lost, the relationship feels more transactional and employees become less loyal, which based on Gallup “has possible implications on customer and employee retention, productivity, and quality of work.” If employers are not intentional with their communication and relationship building in a remote environment, not only will employees feel the effect of physical separation, but they will also suffer from “psychological separation.”

In addition to employee mental health and better collaboration among team members, remote work can disconnect employees from the company. Gallup reported in 2023 that “employees who can do their work remotely have an eroding connection to the mission or purpose of the organization,” tying a record low among exclusively remote employees, only 28% of whom rated ‘strongly agree’ that they felt connected to their organization’s mission and purpose. When this connection between employer and employee is lost, the relationship feels more transactional and employees become less loyal, which based on Gallup “has possible implications on customer and employee retention, productivity, and quality of work.” If employers are not intentional with their communication and relationship building in a remote environment, not only will employees feel the effect of physical separation, but they will also suffer from “psychological separation.”

The Power of Tiny Interactions

Research by psychologist Gillian Sandstrom shows that minimal social interactions can positively contribute to our well-being, adding more joy and making life a little less lonely. In the office, these interactions include your quick exchange while waiting your turn for the coffee, or with the receptionist who is an expert on shipping. Companies can provide the platform to have virtual “tiny interactions” and create a culture that encourages small talk in meetings. 

Create “Virtual Second Places” 

The break room used to be the place where you met colleagues from other parts of the business, and you could observe who the bookworms were reading on their lunch break, or the music enthusiasts wearing concert tees from the show they just saw last night, or the runners who took their lunch breaks outside and survived on protein bars. People being themselves in the break room opened up opportunity to naturally interact and build connections. Companies can begin cultivating a similar experience by creating virtual ‘break rooms’ where employees can interact informally, and make connections over shared interests. This can be cultivated through various technology tools such as Slack Channels, Microsoft Viva Engage, etc. with prompts from the company encouraging and facilitating interaction.  

Normalize Cameras On (Without Forcing It) 

Non-verbal communication is just as important as verbal. We all know that written words can sometimes be received in a different tone than intended (I’m still waiting for them to create ‘sarcasm’ font), and the same can be said for some vocalized words, without the visual cues such as facial expressions and body language. Many remote workers hesitate to turn on cameras, but visibility fosters connection. Leadership can set the tone by making cameras the default in small meetings while respecting personal preferences, and accepting that there will always be some exceptions.  

Intentional Communication Cadence 

Have an internal communication strategy, with planned out regular communications (emails, intranet posts, messaging channels, etc.) to keep employees informed and engaged about the company and their peers. These should include: 

• Transparent communication about company goals and progress, with a clear connection to individual employee goals 

• Regular “face-to-face” all company meetings 

• Acknowledgements and celebrations of employee professional and personal accomplishments, like anniversaries, promotions, etc.  

Leaders can’t rely on “office culture” to happen organically anymore—it must be cultivated intentionally. 

Three Ways Leaders Can Make an Impact: 

1. Model the behavior – Show up with a camera on, engage in casual conversations, and encourage small talk 
2. Create space for connection – Provide platforms, forums or routines that facilitate human interaction 
3. Acknowledge and celebrate team members– Recognize accomplishments and contributions both personally and professionally 

The remote world doesn’t have to feel lonely and disconnected. By taking small but intentional steps, companies can rebuild a sense of community—even from behind a screen. Employees should also take ownership—turn on the camera, share something that happened to you that day, make time for ‘small talk’ in meetings, or take a moment to get to know a colleague.

A thriving workplace culture isn’t about physical proximity—it’s about how we show up for each other, in good times and bad, no matter where we are.