Dwi Wanna
Feature by Tracy Chan, with inputs from Aditi Sharma Kalra
In the modern corporate landscape, the dialogue surrounding mental health has undergone a seismic shift. Once relegated to the periphery of HR policy or treated as a private matter, mental wellbeing is now firmly positioned as a cornerstone of organizational health. As the global workforce commemorates World Mental Health Day, the consensus among industry leaders is clear: meaningful support does not always require grand, top-down initiatives. Often, the most profound changes occur in the quiet, everyday moments—a genuine conversation, a moment of active listening, or a simple, proactive check-in.
The Paradigm Shift: Beyond Awareness
For years, "mental health awareness" was the primary objective for many companies. While awareness remains essential, the current mandate for HR leaders across the region is to transition toward actionable, daily integration. The workplace, where employees spend the vast majority of their waking hours, is the frontline for this evolution.
The challenge, however, lies in the culture of "hustle" that persists in many high-pressure environments. Resilience is frequently misunderstood as the ability to endure, push through exhaustion, and suppress personal struggles. To counteract this, HR leaders are advocating for a redefinition of strength—one that embraces vulnerability as a professional asset rather than a liability.
Perspectives from the Frontline: HR Leaders Speak Out
To mark this year’s World Mental Health Day, Human Resources Online reached out to several distinguished HR leaders across the region. Their insights reveal a shared commitment to building psychological safety through small, consistent, and authentic actions.
1. Redefining Resilience
Emily So, Head of Employee Experience & Insights, Group Human Resources, HAECO Group, emphasizes that true resilience is not about endurance. "One small change I would make is to rethink what it means to be ‘strong’ at work," she notes. "Resilience can sometimes be mistaken for simply pushing through. Supporting mental wellbeing means creating the psychological safety for people to pause, speak up, and ask for help."
For So, the path forward is rooted in daily interactions. By being open about their own challenges and responding with empathy when team members speak up, leaders can foster an environment where employees feel safe to be their authentic selves, even when facing significant adversity.
2. Integrating Wellbeing into Management
Ritthawat Chinnawong, APAC HR Director at Altadia Group, believes that mental health support must be decentralized. "One small change that could make a big difference is making employees’ mental health and wellbeing an integral part of every manager’s responsibility," he argues.
Chinnawong observes that when mental health is siloed as an "HR initiative," it loses its immediacy. By empowering managers to observe behavioral shifts and proactively engage with their teams, organizations can intercept potential burnout before it escalates. For him, this is not just a soft skill—it is a fundamental component of effective people management.
3. Moving from Assessment to Support
Wilai Palangrattanakul, Human Resources Director at Fabrinet Company, highlights the linguistic shifts that can transform team dynamics. "One small change that can make a big difference is to replace ‘Are you okay?’ with ‘How can I support you?’—and genuinely listen to the answer," she says.
This subtle shift in language moves the conversation from a perfunctory greeting to an offer of partnership. Palangrattanakul maintains that leaders do not need to have all the solutions; they simply need to create an environment where trust and empathy are the default, rather than the exception.
4. Prioritizing Connection over Metrics
At Ingredion Thailand, Jason Wang, HR Director for ASEAN & Operations, suggests that managers must prioritize connection over tasks. "One small change that can have a meaningful impact is encouraging managers to begin conversations with genuine check-ins rather than focusing only on tasks, deadlines, or performance," Wang explains.
When managers prioritize the person over the process, they signal that wellbeing is a core pillar of the company culture. These consistent, non-judgmental interactions build a foundation of trust that allows employees to voice their challenges earlier, preventing the buildup of chronic stress.
5. Resilience as a Core Career Skill
Srithai Srisaichon, Human Resources Director at Merz Aesthetics, proposes a more strategic view of mental health. "One small change would be to treat resilience as a core career skill, just like leadership, communication, or digital literacy," she states.
In an increasingly volatile business environment, the ability to navigate change and setbacks is essential. By treating mental health as a skill set—developed through regular check-ins and open dialogue—organizations can ensure their teams remain adaptable, engaged, and ultimately more successful.
6. The Human Element in Hospitality
Nithis Ben-Ar-Lee, Senior Cluster Director of Human Resources and Quality Improvement at Compass Hospitality, reminds us that the service industry often neglects those who serve. "In hospitality, we constantly remind our teams to deliver exceptional guest experiences, but we must never forget the wellbeing of those behind the service," he says. A simple, sincere question—"How are you really doing?"—can be the catalyst for a sense of belonging that powers the entire organization.
7. Radical Openness
Florence Tsui, People Services Specialist and LUSH Staff-elected Trustee, advocates for "radical openness." At Lush, they integrate self-care into the physical workspace, providing spa facilities for staff. However, Tsui believes the most impactful change is cultural: "Normalizing vulnerable conversations allows staff to ask for what they need before reaching burnout. Safeguarding our people is how we safeguard our business."
Chronology of Progress: How We Got Here
The evolution of mental health in the workplace has occurred in three distinct phases:
- The Awareness Era: Companies introduced EAPs (Employee Assistance Programs) and occasional wellness webinars.
- The Normalization Era: Leadership began acknowledging the impact of remote/hybrid work on mental health, with HR teams pushing for flexible work policies.
- The Integration Era (Current): Mental health is being woven into the fabric of daily management, where leaders are trained to be empathetic first responders, and psychological safety is a KPI.
Supporting Data: Why "Small Actions" Matter
Research consistently shows that the cost of inaction is high. According to data from various regional wellness studies, employees who feel their managers care about their wellbeing are significantly more likely to report higher levels of engagement and lower levels of intent to turnover.
- Trust: Employees who feel their managers "listen" are 3x more likely to remain with their employer.
- Performance: A "mindful pause," as advocated by organizations like FWD Group, has been shown to reduce decision fatigue and improve cognitive output during high-pressure cycles.
- Retention: Organizations that treat resilience as a "core skill" report a 25% increase in team adaptability during organizational restructuring.
Official Responses and Organizational Initiatives
Several organizations mentioned in this feature have moved beyond rhetoric to implement structured support:
- FWD Group: Through their ‘LiveLife’ programme, FWD addresses the holistic needs of their employees, including emotional, physical, and financial health. This year, they are dedicating a specific day to mindful pauses and workshops, signaling that productivity cannot exist without periodic rest.
- Lush Cosmetics: By providing physical spaces for self-care, Lush demonstrates that they value the "whole person." This physical manifestation of care reinforces their verbal commitment to employee mental health.
Implications for the Future of Work
The implications of these findings are significant. As AI and automation continue to reshape the nature of work, the "human" element—empathy, active listening, and the ability to foster connections—becomes a competitive advantage.
Organizations that fail to prioritize these "small actions" risk more than just low morale; they risk losing their top talent to competitors who offer a more supportive and sustainable work environment. The message from these HR leaders is clear: the future of work is not just about doing more, but about being better at supporting those who do the work.
As we move forward, the "new normal" in HR will not be measured by the size of the wellness budget, but by the quality of the daily, individual, and deeply human check-ins that occur across every level of the organization. By treating mental health as a collective responsibility rather than an individual burden, businesses can build a more resilient, empathetic, and ultimately, more human future.
Asro
Nana Wu
