Investing in mental well-being makes absolute business sense: Jing Tan of International SOS

The modern workplace is evolving, and with it, the approach to mental health and employee well-being. In an era where the lines between work and personal life blur, organisations face significant challenges in supporting their employees' mental health. From combating stigma and lack of awareness to overcoming geographical barriers and the pressures of productivity, the task is complex. Leaders often lack training to identify and address mental health issues, leading to a culture of silence. The pressure for productivity exacerbates stress and anxiety, while remote and hybrid work adds isolation concerns. Despite these challenges, prioritising mental health is crucial for a thriving work environment.

Jing Tan, Regional General Manager and Director for Southeast Asia at International SOS shares insights on successful initiatives that integrate mental health into overall benefits strategies, emphasising the importance of resilience services and continuous support. By fostering open communication and equipping leaders with the right skills, organisations can create a culture that supports mental well-being, ultimately leading to increased productivity and engagement. Tan also highlights the financial costs of neglecting employee well-being and the comprehensive benefits of holistic health programs. Through regional examples and practical strategies, this interview underscores the critical need for organisations to prioritise mental health and overall employee well-being.

Here are the excerpts:

What are an organisation's most significant challenges in supporting employee mental health?

Supporting employee mental health is a complex battlefield for organisations. Stigma and a lack of awareness keep conversations about mental health under wraps, while limited resources and geographical barriers make accessing help difficult. Even well-intentioned leaders often lack the training to identify signs of distress or have open conversations, potentially creating a culture of silence. The pressure to be productive can lead to demanding workloads and long hours fueling employee stress and anxiety. The shift to remote and hybrid work models adds another layer of challenge, with isolation and disconnection impacting mental well-being. Despite these hurdles, prioritising employee mental health isn't just the right thing to do; it's essential for fostering a healthy and productive work environment where employees can thrive.

Can you describe a successful initiative you've seen (or implemented) that addresses mental well-being in the workplace?

International SOS, works with organisations worldwide to bolster mental health and well-being strategies. We offer tailored programs including science-based mental health apps and evidence-based interventions that proactively address the unique wellness challenges the global workforce faces. From strategic planning and policy development to round-the-clock assistance, our subject matter experts design corporate strategies that fulfil Duty of Care obligations, reduce absenteeism, boost productivity, and minimise overall health costs.

We recently drove a remarkable initiative that has made a significant impact on mental well-being in the client's workplace. The approach focuses on integrating mental health into the overall benefits strategy rather than treating it as a separate entity. The organisation harnesses a combination of human expertise and technology to create a more comprehensive approach to mental health care, catering to the needs of all employees.

What's truly compelling is how this initiative empowers and educates employees to tackle the challenges affecting their well-being. Whether through one-on-one counselling, awareness training sessions, or access to vetted experts, the mental health resilience services provide support 24/7, making it convenient for both organisations and employees.

I find it fascinating how this initiative prioritises mental health resilience and demonstrates a genuine commitment to employees' well-being. It's a testament to the positive impact that a well-crafted mental health strategy can have within a workplace.

How can organisations create a culture that encourages open communication about mental health concerns?

I believe that organisations can foster open communication about mental health concerns by implementing several essential strategies. Firstly, it's crucial for leadership to openly discuss mental health and prioritise well-being, setting a positive tone for employees. Secondly, normalising the conversation through workshops and events reduces stigma and emphasises that mental health is a natural part of life. Additionally, providing accessible resources such as Employee Assistance Programs and mental health hotlines, including digital solutions like apps for broader access and anonymity, is essential. Training managers to identify signs of distress, integrating mental health initiatives into existing programs, leading by example, positive reinforcement, and gathering regular feedback are also critical elements in creating a supportive environment for mental health discussions in the workplace. These strategies can ultimately lead to a healthier and more productive work environment for everyone involved.

What role do leaders play in fostering a supportive and well environment for employees?

As a leader, I firmly believe that promoting mental well-being within our organisations is not just a responsibility but a critical necessity. When we prioritise open discussions about mental health and actively support our employees' well-being, we send a powerful message and set the tone for a supportive culture.

Empowering managers with the skills to identify signs of distress, have open conversations, and connect employees with resources is essential. Additionally, providing ongoing support to managers navigating these sometimes-sensitive conversations is crucial for fostering a genuinely supportive environment. Promoting healthy work-life balance through flexible work arrangements and reasonable workloads demonstrates our commitment to employee well-being. Furthermore, recognising and celebrating employees who openly discuss their mental health or support colleagues helps normalise these conversations, breaking down stigma.

Leading by example is vital. Setting healthy boundaries and acknowledging the importance of self-care sends a powerful message to our teams. We don't need to overshare personal struggles, but simply acknowledging the importance of mental well-being can have a profound impact. By actively taking these steps, leaders can become champions for mental well-being, fostering a safe and supportive environment where employees feel comfortable seeking help and prioritising their mental health. This ultimately leads to a healthier, happier, and more productive workforce.

Can you elaborate on the potential consequences for organisations that don't prioritise employee well-being, particularly in terms of productivity and engagement? Are there any potential financial costs associated with not addressing employee well-being?

In my experience, I have witnessed first-hand the significant impact that well-being has on businesses. Companies that neglect employee well-being often experience a decline in both productivity and engagement. The repercussions touch everyone, from individual employees to the organisation as a whole.

Consider this: when employees are stressed and disengaged, they are less likely to be focused and productive. International SOS underlines mental health as a 'duty of care' for businesses. The financial consequences can be substantial as well. Our studies and research have indicated that high turnover rates and increased healthcare costs often plague companies with poor well-being programs. Replacing employees is expensive, and stressed employees might utilise more healthcare services. For instance, a study featured in Harvard Business Review found that a lack of awareness about mental health resources leads to higher healthcare utilisation.

"According to our Risk Outlook survey 2023/24, 80% of the respondents say their organisation's employees or operations are likely to be impacted by stress and burnout in the next 12 months. 41% also say their organisation is unprepared to respond to or mitigate this risk."

The good news is that investing in well-being pays off! Organisations that foster a lasting well-being culture understand the critical need to arm every stakeholder with the insights and resources to grasp the depth of overall employee well-being. By recognising the significance of employee well-being, organisations pave the way for holistic employee wellness programmes. Such endeavours aim to build a steadfast and resilient environment, ready to navigate the complexities of today's ever-shifting landscape.

It's not just about feeling good -- it's about building a successful business.

Beyond mental health, what other aspects of well-being do you believe organisations should prioritise?

In my experience, creating a truly healthy work environment goes beyond just mental health. It's about addressing the whole person. Two areas I find particularly impactful are a healthy workplace and preventative care initiatives. Encouraging employees to participate in health screenings and wellness programs allows for early detection of potential health issues.

As per your experience, what has been the impact of remote or hybrid work arrangements on employee well-being?

From my experience, the impact of remote and hybrid work arrangements on employee well-being can be significant. Organisations prioritising effective communication tools, collaboration strategies, and programs to combat social isolation can make a positive difference for their employees. It's all about finding that balance and creating an environment where employees feel supported and connected, whether working from the office, home, or a combination of both.

Have you seen any regional differences in how organisations focus on employee well-being? Can you share some examples, especially for regions like Southeast Asia and The Middle East?

In my observations, regional disparities exist in the emphasis placed by organisations on employee well-being. In Southeast Asia, certain companies prioritise work-life balance and mental health support for their staff. In the Middle East, a growing awareness of employee well-being's relevance has led to initiatives such as on-site fitness facilities, stress management workshops, and extended annual leave. While approaches vary by region, there is a global trend of acknowledging the role of employee wellness in enhancing productivity and satisfaction.

It is crucial to recognise that the approach to employee well-being may differ within regions based on industry, company size, and leadership priorities. Nevertheless, the ultimate goal remains unchanged: providing a work environment that prioritises employees' physical, mental, and emotional health.