The Great Detachment explained: Everything you need to know

What is causing detachment?

Though the term 'Great Detachment' may seem like the newest HR trend, the workforce has been gearing up for this for years. The return-to-office mandates, political changes and economic instability can all negatively affect the collective workforce consciousness.

Mass layoffs damaging trust 

According to the independent layoff tracker Layoffs.fyi, there were 152,472 tech layoffs across 549 companies in 2024. Economic instability has tightened budgets and limited resources, pushing businesses to cut jobs.

Layoffs create anxiety for surviving employees who might become concerned about job security and can negatively affect company culture. At the same time, sudden layoffs often mean increased workloads for existing employees, contributing to burnout and feelings of detachment.

Other ways that layoffs can contribute to feelings of detachment include the following:

• Decreased morale. The remaining employees may experience reduced motivation and a lack of 'togetherness.'
• Disillusionment. Layoffs can break down the 'we are in this together' ethos many companies pursue.
• Emotional fatigue. Redundancies can be emotionally exhausting for employees who have built strong relationships with colleagues and mentors. 
• Loss of faith in management. When employees see their colleagues lose their jobs, they may question leadership decision-making, especially when communication of changes is unclear.
• Reduced loyalty. Employees are less likely to remain loyal to a company they fear could make them redundant, leading to emotional distancing.

The pandemic and the change in employee expectations

During the pandemic, the ways businesses operated and, by extension, how employees worked shifted drastically. Companies that were once office-based suddenly operated entirely remotely, while employees who once faced long commutes spent more time at home with family and began to address their work-life balance. Five years later, employee expectations have shifted as companies revert to pre-pandemic working methods by enacting return-to-office mandates.

According to Google search data, the search for 'burnout' spiked during the pandemic, indicating that employees had begun to think about work. The rapid change in working conditions highlighted work culture and allowed employees to reflect.

These expectations around work-life balance, flexibility and culture have remained while employers are looking to return to offices globally. A study by ResumeBuilder revealed that one in four employers plan to increase office-working in 2025. A divide between employers and employees and the expectations of how and when we work may contribute to feelings of detachment, mainly if leaders do not communicate the transition.

Technostress

Technostress is a mental strain resulting from the overwhelming demands and fast-paced technological changes.

The rapid onset of new technologies—such as generative AI—contributes to widespread exhaustion. A 2024 McKinsey study shows that 65% of organizations regularly use generative AI. Employees who manage too many new tools simultaneously will likely experience burnout, anxiety and AI fatigue. Technological advancements should drive productivity and efficiency, but productivity will suffer when made without consulting employees or setting clear expectations.

How can detachment affect business?

Though the Great Detachment doesn't necessarily result in employees leaving their jobs or companies, it has other negative ramifications for businesses.

• Lower customer satisfaction. Unconnected employees who are not doing their best work are less likely to provide high-quality customer service, which could negatively affect the company's reputation while damaging profit margins.
• Negative reputation. The great detachment leaves employees feeling less creative, motivated, and productive while damaging trust between employees and leaders. Negative reviews on recruitment sites can affect talent acquisition and create a poor organizational image.
• Poor collaboration. Employees who don't feel connected are less inclined to collaborate with colleagues to be innovative and creative.
• Reduced productivity. When employees are not engaged, motivation to do good, quality work declines, and overall productivity suffers. Employees who do not feel connected to their roles may be less likely to go above and beyond.
• Weakened company culture. Detachment amongst employees will directly affect culture by making it harder to create a sense of community across the company.

What can employers do to connect with their employees?

Though the Great Detachment seems widespread, it isn't too late for companies to improve their relationships with their employees. According to the Gallup workplace survey, 42% of employees who left their jobs report that their manager or organization could have done something to prevent them from leaving.

Clear communication and transparency

Communicating with employees helps build trust and loyalty while making them feel like they are in the loop and a part of key decision-making. Encouraging two-way communication through feedback sessions, town hall meetings and regular review cycles while also providing clear, data-backed reasons for making important decisions will help employees feel valued and connected to the business.

Improve your benefits package

Employees with access to resources to support their physical and emotional well-being will feel valued and appreciated. A solid benefits package, including access to healthcare, mental well-being support and hybrid working arrangements, may improve morale and enhance retention.

Set out clear expectations

Employee expectations are fluid and prone to change. It is key to ensure that roles are defined, KPIs are clear, and employees feel that any changes are fair and justified. Expectations should be clear and realistic, helping to prevent employee burnout and supporting a precise work-life balance.

Rosa Heaton is content manager for the Learning Content group at Informa TechTarget.