Across Southeast Asia, mental health has become a key HR concern. A 2022 study across four countries found burnout prevalence at 62.9%, with one-third of respondents reporting severe anxiety and depression1. A subsequent study in 2024 found that Generation Z employees were at the highest risk of mental health challenges, and that younger employees expect proactive wellbeing support from their employers2.
For HR leaders, these findings underscore the need to integrate mental health into talent retention and performance strategies. Gen Z employees face rising mental health risks, while mid-life professionals – juggling careers and caregiving – can carry heavy burdens. Today’s HR leaders must design flexible support systems that address diverse employee needs.
Mental Health: The Next Frontier of Work
In discussing workplace mental health, it is easy to drift into extremes. At one end, there is the notion that building resilience in employees is the key to higher productivity: that is, if only employees were tougher, stress would dissipate. At the other end, there is the belief that organisational overhaul is necessary to eliminate work stress. The reality lies somewhere in between, that mental wellbeing at work is a shared responsibility.
Employees benefit from stronger resilience skills, while organisations must foster environments that support mental health. HR professionals are pivotal in bridging both domains—empowering individuals and transforming organisational norms.
As an example, the Singapore Institute of Technology (SIT) nurtures holistic well-being by embedding initiatives across the three pillars of its Well-being Framework. Physical well-being is supported through lifestyle initiatives, online and offline activities, well-being benefits, and a digital toolkit. Mental well-being is strengthened through an Employee Assistance Programme, talks, workshops, training programmes, and a well-being toolkit. Social well-being is fostered through the buddy system, corporate social responsibility and volunteering activities, and team bonding. Together, these efforts foster a supportive and collaborative work environment, promote mental well-being, and encourage open communication among staff. Through these initiatives, SIT demonstrates its commitment to creating a healthier and more engaged workforce.
Building Resilience: A Skill, Not a Trait
Resilience is often misunderstood as an innate trait, but recent research shows that it is generally considered a skill that can be developed – though some people may naturally possess a greater capacity for it3. This is good news for organisations: resilience can be strengthened through training, coaching, and cultural change. Below are key domains of resilience, with practical strategies employees can adopt.
- Emotion regulation: In markets like Singapore, where the “never enough” mindset is common, employees may rarely pause to appreciate small wins. Encouraging staff and teams to identify and celebrate their small achievements may go a long way in building emotional reserves, and reminding them of their worth beyond metrics.
It is also useful to ritualise ‘downtime’ for employees to recharge. For example, practical actions, such as setting aside a quiet space for employees to rejuvenate during lunch time or after office hours, must be accompanied by a culture of openness for employees to unwind without feeling being negatively evaluated.
- Cognitive flexibility: Facilitating employees to question habitual frustrations at work (such as: “Why am I reacting this way?”, “Can I approach this task differently?”) promotes adaptive thinking. Unhelpful old working habits are often picked up over the years, such as being reactive over certain situations, and procrastinating when a task feels tiresome. HR-led workshops or peer coaching can empower employees to reflect on unhelpful work habits and explore new approaches.
- Balanced living: Mindfulness, which is an awareness of the present moment in an attentive and non-judgmental way, has been shown to reduce ruminations and sharpen perspective. Even short, guided “mindful pauses” during the workday can calm minds and boost clarity.
- Social Connection: Resilience is strengthened by effective coping strategies and social support. Curated wellbeing programmes – journaling, physical exercise, reframing thought patterns, or streamlining routines – can normalise these practices. Equally crucial is fostering social connection, from peer mentoring to informal check-ins.
In Southeast Asia’s often hierarchical workplaces, psychological safety remains a challenge. Many employees hesitate to discuss mental health due to stigma or fear of judgment, making it essential for HR leaders to create safe spaces and normalise open dialogue.
Supporting Colleagues Through Struggles
Even the most resilient individuals may face mental health challenges at times. Here’s how HR leaders, managers, and colleagues can provide support.
- Encourage self-care rituals. Promote grooming, social connection, and wellness habits is important during tough periods, as these small efforts can prevent them from going into a downward spiral. This can be done through HR-led wellbeing campaigns.
- Break down overwhelming tasks. Equip managers to help employees prioritise and simplify tasks, to restore a sense of control.
- Facilitate inclusive team participation. If employees feel hesitant to speak in meetings, encourage alternative contributions – such as pre-prepared notes or written input – and build on their strengths.
- Stabilise during vulnerable times. Avoid major role changes or workload spikes when employees are struggling.
- Promote balance and micro-breaks. Embed short restorative breaks into work culture through policies and manager role-modelling.
- Ensure access to support and reduce stigma. Refer employees to confidential counselling and peer-support networks, with visible leadership endorsement to normalise seeking help.
These steps may seem modest, but they can break downward spirals and build a culture grounded in care.
Fostering Joy at Work: An Exciting Opportunity for HR Leadership
As mental health becomes a focus at the workplace, HR leaders are now viewing it as essential to organisation health, talent retention, and sustainable performance. The future of work will not be defined solely by digital tools or flexible hours—it will also be defined by how well workplaces nurture the mental wellbeing of their people.
There is a Japanese concept called ‘Ikigai’, which denotes a sense of purpose, or doing something which brings pleasure or fulfilment. It emerges from the intersection of i) passion, ii) mission, iii) vocation, and iv) profession. Helping employees reflect on where these elements align can nurture engagement and meaning. This will transform the strategy of simply reducing work stress to fostering joy at work.
HR leaders who champion mental wellbeing will not only enhance employee satisfaction but also strengthen organisational resilience and retention. If the organisation is able to articulate how employees can attain fulfilment and joy while contributing productively to their divisions, it will build the foundation for a purpose-driven work culture.
References
1Abdul-Aziz A.F. and Ong, T. (2024) Prevalence and associated factors of burnout among working adults in Southeast Asia: results from a public health assessment. Front. Public Health. 12:1326227. doi: 10.3389/fpubh.2024.1326227
2Naluri. (2024) 2024 State of Employee Mental Health in Asia: Generational insights for HR leaders. Retrieved September 1, 2025, from https://www.naluri.life/news-and-reports/2024-employee-mental-health-asia-report
3Baker, F. R. L., Baker, K. L., & Burrell, J. (2021). Introducing the skills‐based model of personal resilience: Drawing on content and process factors to build resilience in the workplace. Journal of Occupational and Organizational Psychology, 94(2), 458–481. https://doi.org/10.1111/joop.12340
About the author
Professor Tan Bhing Leet is Cluster Director for Health and Social Sciences at the Singapore Institute of Technology, where she oversees the Allied Health and Nursing faculty and teaches mental health in the Occupational Therapy programme. She previously led the Occupational Therapy Department at the Institute of Mental Health for 11 years. Prof Tan’s work focuses on mental health recovery, cognitive remediation, and vocational rehabilitation. She also served in the WHO development group for schizophrenia.
