A few years ago, Gallup asked employees in 152 organizations in 26 countries whether they were likely to have a best friend at work. The question was part of its overall assessment of “employee engagement,” which also asked employees other questions about the company’s mission, its growth and development, employee recognition and praise, whether your supervisor cares about you as a person, and so on. Not too surprisingly, average engagement among employees in Canada and the US are among the highest in the world. High engagement is correlated with wellbeing (employees rated whether they felt that they were thriving, struggling, or suffering). However, these countries fell “significantly below the global mean” on the item “I have a best friend at work.” Other industrialized countries, such as Western Europe, Australia, and Japan, also were below average.
We’ve had a couple of blog posts at Fare Forward about community and friendship in a transient age, where our friends are scattered and we have the mobility to eat, live, work and worship in different locations. Perhaps one place that I haven’t paid specific attention to is the workplace, which is odd, given that we spend most of our waking hours there. As a graduate from a good college, I have the privilege of being able to expect many things from my job other than a salary, such as a healthy company culture, mentors that invest in my growth, and a basic alignment of the company’s mission and values with my own. But I don’t think I have cultivated an expectation, nor have I been told to, that I should make good friends at work.
How do we create structures in which we are treated as whole people? Is this a worthwhile goal, or are Weberian differentiations still functionally helpful?