A Tried Man Sitting at the Table
Getting the Basics Right
Mental health is a fundamental pillar of an individual’s overall health and wellbeing. Yet despite its importance, it is frequently overlooked or undervalued. Even when organisations acknowledge mental health, they often treat it as a secondary concern. Common reasons include limited awareness, persistent stigma, discrimination, weak mental health policies, ineffective interventions, and budget constraints. Unlike physical health conditions, mental health challenges are often invisible. A broken arm or a physical illness is immediately recognisable, whereas psychological distress may go unnoticed for long periods.
In many parts of the world, particularly in developing nations, mental health receives limited attention when resources are tight. When governments face financial pressure, funding for mental health promotion and services often becomes a low priority. Historically, mental health has accounted for only a small proportion of overall healthcare expenditure in many countries, even though mental and substance use disorders have consistently contributed significantly to global disease burden. This imbalance highlights the urgent need for stronger mental health policies, better research, and more effective interventions, particularly within workplace settings where adults spend much of their lives.
A clear understanding of mental health is essential before meaningful solutions can be developed. The World Health Organization defines mental health as a state of wellbeing in which individuals realise their abilities, cope with the normal stresses of life, work productively, and contribute to their communities. This definition emphasises two important ideas. First, mental health does not simply mean the absence of mental illness. Second, positive mental wellbeing underpins how people function emotionally, socially, and physically.
When individuals experience good mental wellbeing, they are better equipped to manage stress, adapt to challenges, and perform effectively at work. In turn, organisations benefit from healthier employees who can contribute positively and sustainably. Mental wellbeing therefore represents not only a personal asset, but also a social and economic one, with implications that extend beyond the individual to the organisation and society at large.
workplace stress and conflict with this intense scene
Challenges in Today’s Workplace
Working adults spend a significant portion of their time in the workplace, which makes work environments a powerful influence on mental wellbeing. Experiences at work often shape how individuals feel, think, and behave both during and outside working hours. Many employees do not leave work behind when the day ends. Instead, deadlines, unresolved conflicts, and performance pressures frequently follow them home, affecting family life and personal relationships.
This situation has become more complex with technological advancement. Digital tools and flexible work arrangements allow employees to work across locations and time zones. While these developments have increased efficiency and flexibility, they have also blurred the boundaries between work and personal life. Video conferencing, mobile devices, and instant messaging make it possible to work almost anywhere, including during evenings, weekends, and holidays.
Technology therefore acts as a double-edged sword. On one hand, it simplifies processes and improves productivity. On the other, it creates new expectations around availability and responsiveness. Employees may feel pressure to reply quickly or remain constantly connected, which adds to cognitive load and stress. Without clear boundaries, flexible work can gradually transform into extended work, reducing opportunities for rest and recovery.
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Workplace Stress. Businesswoman feeling overwhelmed in modern office.
Feeling the Pulse: Mental Wellbeing in the Singapore Workplace
Singapore’s workforce reflects the country’s unique social and cultural landscape. Shaped by both Eastern and Western influences, Singapore is a multi-ethnic, multi-religious, and multilingual society. The workplace serves as a microcosm of this diversity. As a result, mental health concepts and interventions developed in Western contexts may not always translate directly or effectively into local workplaces.
Surveys conducted over the years have consistently pointed to high stress levels among working adults in Singapore. Earlier studies reported that many employees experienced rising stress over relatively short periods. Strong career aspirations, competitive work environments, and increasing productivity demands contributed to this trend. Employers, facing rising manpower costs and performance pressures, often expect employees to do more with fewer resources.
Further surveys revealed gaps between awareness and action. While many organisations recognise the importance of employee wellbeing, fewer are willing or able to invest in mental health initiatives. Small and medium-sized enterprises, in particular, have cited barriers such as limited knowledge, lack of expertise, and resource constraints. Despite acknowledging the benefits of supporting employee mental wellbeing, many employers remain unsure how to implement effective and sustainable programmes.
More recent employer surveys have continued to show a disconnect between concern and implementation. A significant proportion of employers identify mental health as an issue of concern, yet fewer have formal emotional or psychological wellbeing programmes in place. This persistent gap highlights an ongoing challenge within the Singapore workplace, especially given the clear links between mental wellbeing, employee engagement, and productivity.
Translating Knowledge into Practice
Although research has repeatedly highlighted the importance of promoting employee wellbeing, organisations often struggle to translate this knowledge into practice. Many workplace mental health initiatives remain fragmented or poorly structured. Some target individuals through isolated activities or short-term programmes, rather than addressing organisational culture, leadership practices, and systemic factors.
Such approaches raise questions about effectiveness. Programmes that operate in isolation or focus narrowly on individuals may fail to create lasting impact if the broader work environment continues to generate stress. Without integration into policies, workflows, and organisational values, wellbeing initiatives risk becoming symbolic gestures rather than meaningful support.
Employees are more likely to engage with programmes that reflect genuine care and concern. People do not want to feel treated as interchangeable units or productivity tools. When organisations design wellbeing initiatives solely to boost output or meet compliance requirements, employees often perceive them as inauthentic. In contrast, initiatives grounded in empathy, trust, and inclusion are more likely to resonate and produce positive outcomes.
Workplace Inclusion & Diversity
Investing in Mental Health at Workplace
Employee wellbeing has important implications for both individuals and organisations. Employees who experience low mental wellbeing may struggle with concentration, motivation, and decision-making. Over time, this can affect job performance, team dynamics, and overall morale. Emotional and psychological strain can also place additional burdens on colleagues and supervisors.
In contrast, employees who experience good mental wellbeing are better positioned to perform optimally. When organisations provide supportive environments and opportunities for growth, employees are more likely to reciprocate through stronger engagement, commitment, and performance. This reciprocal relationship benefits both parties.
Mental and cognitive skills such as creativity, emotional intelligence, relationship-building, autonomy, and knowledge-sharing play an increasingly important role in organisational success. These skills thrive when employees feel psychologically safe and supported. By creating conditions that promote wellbeing, organisations can unlock these capabilities and enhance both individual and collective effectiveness.
Forward-looking organisations recognise that wellbeing goes beyond preventing illness. Through supportive policies, leadership commitment, and appropriate interventions, they move beyond a narrow focus on the absence of mental disorders. Instead, they aim to foster environments where employees feel connected to their workplace and confident in seeking help without fear of stigma or discrimination. Addressing both physical and mental health in a holistic manner strengthens trust, resilience, and long-term sustainability.
Moving Forward: The Search for Local Solutions
Improving workplace mental health in Singapore requires sustained effort and cultural change. While policymakers and progressive organisations have helped raise awareness, progress remains limited without broader shifts in public attitudes and organisational norms. Education plays a critical role in reducing stigma and increasing understanding, but meaningful change takes time.
More research grounded in the local context is also essential. Studies that examine workplace mental wellbeing within Singapore can help identify risk and protective factors specific to local organisations. These factors may include organisational change processes, leadership support, recognition and reward systems, organisational justice, psychosocial safety climate, physical work environments, and attitudes toward mental health.
Cultural context matters. Concepts of mental health vary across societies, and approaches that work well in Western settings may not always align with Asian values or practices. In many Asian cultures, family, community, and religious institutions play a central role in care and support. Historically, mental health support often came from family members and religious figures, and these influences continue to shape help-seeking behaviour today.
Recognising these cultural dimensions does not mean rejecting evidence-based care. Instead, it calls for a more holistic approach that integrates cultural, historical, and social factors with proven interventions. By appreciating these complexities, organisations and policymakers can design mental health strategies that are both culturally appropriate and effective.
There remains significant room for growth in workplace mental health research, education, and practice in Singapore. The potential benefits are substantial. A workforce with strong mental wellbeing supports healthier organisations, stronger communities, and a more resilient society. Investing in mental health at work is not merely a moral obligation. It is a strategic priority that shapes the future of work and wellbeing.
Conclusion: Building Healthier Workplaces Together
Mental wellbeing is no longer a peripheral issue in the workplace. It influences how people think, feel, collaborate, and perform, shaping not only individual lives but organisational culture and national productivity. As work environments continue to evolve, the importance of supporting mental health will only grow.
For organisations in Singapore, the challenge lies in moving beyond awareness towards meaningful action. This means embedding mental wellbeing into workplace policies, leadership practices, and everyday interactions, while remaining sensitive to the cultural and social context in which employees live and work.
By investing in mental health in a thoughtful and sustained manner, workplaces can become environments where individuals feel valued, supported, and empowered to thrive. Such efforts benefit not just employees, but organisations and society as a whole — creating a healthier, more resilient workforce for the future. PRIME
