Mental health conditions affect about 13.2% of people in Southeast Asia (SEA). This means roughly 1 in 7 individuals—or around 260 million people—experience mental health issues. Burnout levels in Asia are also alarmingly high. One in three employees report burnout symptoms, compared to one in four globally. Women and frontline workers face even greater risks, often reporting higher rates of anxiety, depression, and emotional exhaustion.
In Singapore, mental health problems are widespread. Around 17% of the population suffers from poor mental health, and one in seven has been diagnosed with a mental disorder. Work-related stress is the leading concern, especially for people aged 35 to 49. Singapore and Vietnam report some of the highest workplace pressure levels contributing to mental strain.
The COVID-19 pandemic made these problems worse. Lockdowns, economic uncertainty, and social isolation increased mental health struggles. The crisis exposed weaknesses in existing support systems and highlighted the urgent need for better mental health access and reporting.
Policies vs. Practice: A Gap Remains
The latest ASEAN Workplace Wellbeing Report, which surveyed 585 HR professionals, shows that 60% of companies have formal wellbeing policies and 65% provide mental health training. On paper, the support seems adequate. But in practice, results are less promising.
In Singapore, 89% of organizations say they have inclusive hiring policies, much higher than the regional average. However, nearly half (45%) admit they hesitate to hire candidates with mental health conditions. Another 26% are unsure if they do. Despite strong policies, biases and rigid systems hold back meaningful action.
Employers face restrictions under Singapore’s Tripartite Guidelines on Fair Employment Practices, which limit questions about mental health unless directly related to job duties. As a result, 67% of employers say a lack of disclosure from candidates is the biggest barrier to inclusive hiring. Other challenges include low mental health awareness among hiring managers (24%), negative attitudes from peers (10%), and resistance from managers to offer flexible accommodations (5%).
Though resources exist, few people use them. Only 15% of Singapore-based HR professionals offer comprehensive mental health support. Even more concerning, just 5% of employees use these programs. In contrast, engagement is much higher in Vietnam (85%), Thailand (63%), and the Philippines (49%).
Stigma and Silence Block Progress
Cultural stigma continues to prevent open discussions about mental health. Nearly 90% of Singaporean workers say they would avoid seeking mental health support at work for fear of judgment. Across the region, only 22% of employees feel comfortable talking to HR or employers about mental health. The number drops to 13% among young professionals aged 25 to 34.
Hierarchical workplace cultures discourage showing emotional vulnerability. This silence reduces the effectiveness of wellbeing programs and leaves many issues unaddressed.
Economic Impact of Ignoring Mental Health
Poor mental health does not just harm individuals—it also poses a major business risk. It causes lower productivity, more sick leave, high staff turnover, and rising insurance claims.
In Malaysia, mental health problems cost the economy 14.46 billion ringgit in 2018, about 1% of the country’s GDP.
Worldwide, toxic workplace behaviors—such as exclusion, micromanagement, unethical conduct, and lack of trust in leadership—are the main drivers of burnout and employee turnover. They account for more than 60% of differences in employee outcomes.
Moving Beyond Perks Toward Systemic Change
There are signs of progress. More organizations are shifting from simple wellness perks to system-wide mental health strategies. Key efforts include:
- Training line managers in mental health literacy (56%)
- Including neurodiversity in inclusion policies (56%)
- Increasing the frequency and quality of internal communication
The World Health Organization’s 2023–2030 Mental Health Action Plan calls on governments and employers to improve working conditions, expand community support, and invest in cross-sector partnerships, especially during economic hardships.
Singapore’s tripartite advisory on workplace wellbeing and Indonesia’s 2018 labor law mandating stress management are positive steps. Yet, implementation remains uneven. In Malaysia, unclear mental health responsibilities under OSHA 1994 leave companies uncertain about their duties.
Three Priorities for Business and HR Leaders
Address Toxicity Proactively
Set clear conduct standards, provide timely feedback, and take disciplinary action when needed. Foster psychological safety and inclusive leadership so employees feel valued and secure.
Localize Support with Cultural Sensitivity
Mental health programs should respect local cultural norms. Confidential, tailored solutions like employee assistance programs (EAPs), digital tools, and helplines are essential. Special attention is needed for high-risk groups, such as women, youth, and frontline workers.
Listen to Understand, Not Just Respond
Use pulse surveys, open forums, and platforms like Glassdoor to gather employee feedback. Involving staff in creating mental health solutions boosts engagement and resilience.
HR’s Role as a Change Agent
HR leaders must do more than enforce policies. They should actively shape workplace culture by encouraging open dialogue, supporting mental health campaigns, and modeling empathy and flexibility.
Programs like Mental Health First Aid help leaders spot signs of distress, start safe conversations, and connect employees to support.
Two-way communication is vital. When organizations listen and respond—rather than just broadcasting messages—employees trust programs more and participate actively.
According to WHO, every $0.5 to $1 invested in mental health can increase business productivity by 10%.
In today’s post-pandemic world, making mental wellbeing a core business priority supports talent retention, employee performance, and operational strength.
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