Workplace wellbeing in Singapore just took a major leap forward.
As a follow-up to Singapore’s Tripartite Advisory on Mental Well-being at Workplaces, the Workplace Safety and Health Council’s (WSHC) Mental Well-being Workgroup, a coalition of government, social service, and voluntary welfare representatives, has put forward Guidelines on Providing Support for Employees with and at-risk of Mental Health Conditions.
Drafted especially for senior management, supervisors, and human resource personnel, this 45-page resource aims to help employers better support employees facing mental health challenges.
Since the guidelines went up for public feedback in October 2023, employers and advocates have highlighted areas for improvement, asking for simpler language and practical examples. This article breaks down the essentials of the 45-page report, offering both a clearer summary and strategies from Intellect and its partners—many of whom have already implemented the WSHC’s suggestions.
Summary of WSHC’s Guidelines on Providing Support for Employees with and at-risk of Mental Health Conditions
Unlike physical illnesses like COVID-19, where one either tests positive or negative, mental health isn’t so black-and-white.
Recognising this complexity, WSHC’s guidelines are built around a mental health continuum. Rather than viewing mental health as a static “healthy” or “unwell” condition, this model acknowledges that individuals can move between “healthy,” “at risk,” and “unwell” states, depending on life events, stressors, and coping mechanics.
For example, an employee with fulfilling relationships and a positive outlook on their work may be in the “healthy” state. However, prolonged stress from workload increases or personal challenges, like marital difficulties, could shift them to the “at risk” state. If these stresses compound further—such as through a major personal loss, like a divorce, or ongoing chronic stress—their mental health may deteriorate to the “unwell” state.
WSHC’s guidelines specifically target the support of employees in the “at risk” or “unwell” phases through three main areas of focus.
1. Recognition: Nurturing a supportive mental wellbeing workplace culture
The first step is helping employees maintain a “healthy” state and reach out to colleagues who may be moving toward “at risk.”
Senior management, supervisors, and HR personnel are encouraged to leverage resources like the Workplace Fairness Legislation and the Well-being Champions Network, and take actionable steps towards destigmatisation. Key actions include:
- Vulnerable leadership: An executive who shares about their experiences with burnout makes employees feel safe in opening up.
- Training and education: HR might conduct training sessions on recognising stress indicators and how to approach a colleague who may need support.
- Flexible work arrangements: Offering the option to work from home allows employees to focus on their wellbeing while maintaining productivity.
- Leadership training: Managers can be trained to create psychological safety within their teams by adopting leadership styles that are more empowering.
- Work-life balance: Encouraging employees to disconnect from work emails after hours helps create boundaries between their professional and personal lives.
- Safe spaces: Companies in industries like tech and finance may offer on-site counsellors where employees can confide in professionals about their challenges.
- Clear communication channels: Anonymous platforms allow employees to submit concerns without fear of repercussions, enabling management to take appropriate action.
2. Referral: Establishing a system to refer employees to professional help
The second step is encouraging “at risk” and “unwell” employees to seek help, and connecting them to appropriate resources. WSHC’s guidelines break this down into two parts:
- Enabling action: Regular check-ins, supportive networks, and training help employees feel comfortable reaching out when they notice a colleague in distress.
- Ensuring access: Employers should facilitate access to professional mental health services, such as counselling, psychotherapy, clinical psychology, or even psychiatry. Where Employee Assistance Programs (EAPs) may not provide these services, the WSHC advises employers to connect staff with community resources.
WSHC encourages employers to maintain ongoing support throughout the process, ensuring that regular documentation of discussions is kept, experts in human resources and occupational health are consulted, and the individual’s progress is consistently monitored.
3. Reintegration: Establishing a return-to-work (RTW) system to reintegrate employees back to work
The third step is easing employees with or recovering from mental health challenges back to work. The WSHC’s guidelines outline a structured RTW approach that addresses:
- Early contact: Reach out early to the returning employee to assess their readiness to return to work and address any concerns.
- Support system: Establish a support network that includes community partners, supervisors, and designated “buddies” to ensure a smooth transition.
- Co-created RTW plan: Collaborate with the employee on a plan that includes a phased return to the workplace, temporary work adjustments, and retraining if necessary.
- Team dynamics: Prepare the team by emphasising empathy, encouraging open dialogue, and monitoring group dynamics.
- Ongoing monitoring: Continuously track the employee’s progress, adapting the RTW plan as needed and expressing your appreciation for their resilience.
Blockers employers face (and how Intellect can help)
While WSHC’s guidelines are a good start to supporting employees with mental health challenges, putting these strategies into practice is not always straightforward. Employers will encounter blockers at each step of the process—from recognition to referral and reintegration.
1. “We don’t know where to begin.”
As Intellect’s CEO Theodoric Chew notes, “In conversations with clients and business partners, especially small and medium-sized enterprises and more traditional companies, I have learned that many are unsure of where to begin, unclear of what initiatives may make the most impact and discouraged by the lack of engagement with the programmes rolled out.”
Indeed, one of the most common challenges companies face is the implementation of generic wellness initiatives (think one-off mental health day celebrations) that can seem tokenistic and fail to engage employees meaningfully. Unsurprisingly, these programmes often see low participation rates, probing leaders to question their value and possibly abandon workplace wellbeing efforts altogether.
Try: An organisational wellbeing diagnosis
Just as a physical health check-up often kickstarts meaningful lifestyle changes, an organisational wellbeing diagnosis lays the groundwork for targeted workplace wellbeing initiatives. Sure, pulse surveys can give a snapshot of engagement levels. But they often lack the depth needed for actionable insights.
Enter Intellect Dimensions, a clinically validated tool that checks your workforce’s “vitals”, pinpointing specific areas for improvement, from “stress management” to “emotion regulation.” By diagnosing these unique needs, you can align your initiatives to areas that truly matter.
For instance, if your assessment identifies “sleep” as a common challenge, a targeted webinar on sleep hygiene—facilitated by one of Intellect’s clinical psychologists—will resonate more than a general wellness workshop, making your interventions more impactful.
2. “We can’t get leadership onboard.”
In Singapore, employers making workplace adjustments for employees with mental health conditions have reported improved productivity, enhanced performance, and greater employee retention, according to a 2017 study by the National Council of Social Service. Every dollar invested yielded an average return of $5.60—indicating significant financial and organisational gains.
Yet, many leaders remain sceptical, perceiving such data as abstract or too removed from their own business context. This disconnect often stands in the way of implementing effective workplace wellbeing initiatives, as leaders may question their tangible value.
Try: A tried-and-tested ROI methodology
Beyond a general sense of improved morale, how do you know a workplace wellbeing initiative is truly making a difference? Intellect’s ROI methodology takes the guesswork out by measuring impact in dollars and cents. It calculates cost savings from reductions in absenteeism and presenteeism after implementing these programs, illustrating how workplace wellbeing initiatives translate into financial gains for the business.
In a recent ROI study, over 2,000 employees used Intellect’s resources over six weeks. The results showed substantial savings, with absenteeism and presenteeism improvements translating to S$3,580 and S$65,932 saved, respectively, within that period. Such concrete metrics give HR teams a persuasive case to present to leadership, making workplace wellbeing initiatives defensible.
3. “We have an EAP, but it’s underutilised.”
It’s no surprise that most Employee Assistance Programs (EAPs) see low utilisation of around 3% to 5%. Traditional EAPs primarily cater to employees who are already “un-well”, leaving those in the “healthy” or “at-risk” stages without support that could prevent escalation. This gap may explain why, in a recent Singapore study, only 15% of HR professionals reported that their companies provide truly comprehensive mental health resources.
“Without comprehensive mental health resources, employees are left with access gaps that impact their ability to seek relevant support,” said Chew.
“For example, a 24/7 crisis hotline may not meet the needs of employees dealing with daily work stressors – they might benefit more from quick, self-regulation tools. Conversely, activities like mindfulness workshops may fall short for those who require crisis support.”
Try: An end-to-end suite of services
It’s great to raise awareness about mental health, but without the right resources in place, this awareness can sometimes be more frustrating than helpful. That’s why Intellect is designed to meet employees at every point on the mental health continuum.
- Low intensity, mild symptoms: Self-guided Cognitive Behavioral Therapy (CBT) content, personal coaching, and counselling.
- Moderate intensity, moderate symptoms: Professional counselling or psychotherapy tailored to the individual’s needs.
- High intensity, severe symptoms: 24/7 crisis helplines and specialised treatments like clinical psychology and psychiatry.
Plus, as a third-party provider using Zero-Knowledge Encryption, Intellect guarantees strict confidentiality, reassuring employees about their privacy and addressing any concerns around stigma.
4. “We’re unsure of practical workplace accommodations.”
Much has been said about prevention and treatment, but reintegration—the process of helping employees return to work after a mental health-related absence—often goes overlooked. It may seem straightforward to say, “Welcome back, we hope you’re feeling better,” but the reality is much more complex.
Employers may struggle with determining whether an employee is truly ready to return and deciding what accommodations are needed for different mental health conditions. On top of that, they may fear implementing these adjustments, fearing that it might set a precedent that’s hard to reverse.
This creates a tension between practical business concerns and the need to be empathetic, which employers often have to navigate with little to no guidance. But it’s important to remember that you’re not alone.
Try: Organisational development consultancy
With Intellect, employers can leave the complexities of employee reintegration to the experts.
For a start, our clinicians conduct comprehensive Return-to-Work (RTW) assessments to evaluate if employees are ready to return and identify what accommodations may be needed based on their specific mental health conditions.
On a broader level, our Organisational Development Consultancy (ODC) team, who are experts in the latest research on workplace accommodations, can partner with you to establish a robust RTW system.
Research shows that specific accommodations can help improve job tenure, reduce the severity of mental health challenges, and yield positive economic outcomes at minimal cost. Some of these accommodations include:
- Scheduling Flexibility: This can include part-time hours, time off for medical appointments, flexible work schedules, unpaid leave, more frequent breaks, extra time to complete tasks, or slowing the pace of tasks.
- Communication Facilitation: This includes providing a job coach, offering positive feedback, adapting the method of providing feedback (e.g., written or via email), training supervisors to provide necessary accommodations, and setting up regular check-ins with supervisors.
- Job Description Modification: Introducing tasks gradually, minimising job description changes, offering job-sharing opportunities, allowing work-from-home options, breaking tasks into smaller steps, or even altering roles or responsibilities.
- Physical Space Accommodation: Adjustments such as providing access to rest areas, private spaces, changes to the physical workspace, noise reduction, better lighting, or providing refrigeration for medication.
Having worked with numerous employers to implement these accommodations, Intellect’s ODC team knows what works best for different contexts. With expert guidance, you can confidently navigate the reintegration process and create a more inclusive workplace.
5. “Our managers and team members are not ready.”
Having the right systems in place is essential, but it’s the people—managers and employees—that truly bring them to life.
HR may have the best intentions, but are managers and employees on the same page? Are team members willing to accommodate a returning employee, or will they feel unfair about taking on extra work?
Even if team members are open to accommodations, do they know what to say—or not say—during lunch on the first day back? If the returning employee shows signs of relapse, do they know how to intervene appropriately?
Without the right training, the wellbeing of the employee—and the team—can be at risk.
Try: Mental Health First Aid™ (MHFA) training
As the only licensed provider of Mental Health First Aid™ (MHFA) in Singapore, Intellect empowers your employees to become the first line of support for coworkers facing mental health challenges.
What sets MHFA apart from other training programs is its balanced approach, combining both theory and practical application. Not only does it help employees spot early warning signs of common mental health conditions like anxiety and depression, but it also teaches them how to respond with empathy and in a timely manner. Roleplay exercises during on-site sessions simulate real-world scenarios, preparing participants to engage with colleagues and guide them toward the right support when needed.
By increasing mental health literacy across your workforce, MHFA ensures that everyone—from managers to team members—is better prepared to handle sensitive situations.
Overcome these obstacles with Intellect
As Chew highlights, “Supporting employee wellbeing is not just a moral imperative but a business necessity. Organisations should take a holistic and proactive approach to workplace wellbeing, ensuring employees have access to the right support, no matter where they fall on the mental health spectrum.”
Intellect’s workplace wellbeing solutions align closely with the philosophy of the Workplace Safety and Health Council’s Guidelines on Providing Support for Employees with and at Risk of Mental Health Conditions. Our approach is structured to support:
- Every state on the mental health continuum, from prevention to acute care.
- Every stage of the mental health journey, from recognition to referral and reintegration.
- Every key stakeholder, including leadership, HR, managers, and team members.
That is also why we have been recognised with the Human Resources Online HR Vendor of the Year Award for Best Digital Wellness Platform (Silver) and Corporate Wellness Provider (Bronze).
With a proven track record, Intellect helps organisations boost workplace wellbeing and strengthen overall performance, demonstrating that supporting employee mental health is both ethically right and strategically advantageous.
