Friendship in the workplace: Do employees want to be friends with their boss?

Compared to their older colleagues, Millennials and Gen Zs are slightly less inclined to be friends with their boss.

Building good relationships in the workplace is a way to create a harmonious working environment that can enhance employee happiness, motivation, and team cohesion. However, a recent poll by people2people recruitment suggested that employees, particularly younger generations, prefer to maintain a clear boundary between their personal and professional lives.

*While the survey was conducted in Australia, HRO believes the results remain relevant to our readership in Asia.

According to the survey, the majority of Australian respondents prefer to keep their relationship with their boss strictly professional, with 70% avoiding being friends with their boss, only 20% reporting they have a friendly relationship, and 10% being open to it.

Attitudes toward workplace friendships vary across age groups. Baby Boomers are the most likely to report being friends with their boss (26%). While Millennials and Gen Zs are generally more open to workplace friendships (46% treat colleagues as friends), they are slightly less inclined to befriend their boss compared to older colleagues.

What impact can workplace friendships bring?

The survey revealed that respondents had mixed views towards the potential effects of being friends with their boss:

• 31% said friendships with the boss increase happiness and motivation.
• 47% preferred clear boundaries, suggesting potential discomfort with blurred lines.
• 22% believed it makes no difference.

Meanwhile, 40% of respondents believed being friends with the boss could lead to bias, while 52% said it depends on the boss. Only 8% believed it doesn’t matter.

Leanne Lazarus, Recruitment Manager at people2people recruitment, suggested: “Perceptions of fairness are central to team morale. Managers must work hard to ensure that their relationships – friendly or not – don’t impact decision-making. Clear communication, transparency, and inclusivity can go a long way in building trust.”

It's also crucial for organisations to ensure that managers have their own support systems, whether through peer networks, mentoring, or leadership development initiatives, noted Lazarus.

Here are five suggestions to foster healthy workplace relationships:

1. Set boundaries: Clearly define when and where personal interactions are appropriate. For instance, avoid discussing personal matters during critical meetings or work hours. Use informal settings, such as team lunches or after-work gatherings, to engage socially.
2. Stay fair: Develop and follow objective criteria for work-related decisions, such as promotions, project assignments, or feedback. Document key decisions to ensure accountability and transparency.
3. Support your team: Regularly assess team dynamics by seeking feedback during one-on-one checkins or anonymous surveys. Be mindful of how close relationships might be perceived and actively involve all team members in decision-making processes.
4. Value transparency: Be clear about your expectations regarding professional boundaries. For example, if you’re a manager, communicate how you’ll handle personal relationships to ensure fairness in the workplace. For employees, discuss with your manager how to navigate the friendship without blurring professional lines.
5. Provide support: For managers, advocate for mentorship programmes or peer-support groups within your organisation. Encourage leadership to offer workshops on managing workplace relationships effectively.

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