Holistic leave benefits can build a mentally resilient, productive workforce
Companies could start by reviewing their leave policies, and being open to feedback from their employees
SINGAPORE’S workforce is known for its dedication and long hours, driven by a strong sense of responsibility and a focus on execution. These are deeply ingrained in our Asian societal and educational values – we are taught to work hard and get things done.
And since the Covid-19 pandemic, the lines between work and personal life have become increasingly blurred. With mobile devices becoming more integrated with everyday life, it can be a struggle to truly disconnect from work.
Yet, constant work demands in a fast-paced environment can take a toll on mental well-being. A recent report by wellbeing specialist Telus Health found that 47 per cent of Singapore workers feel mentally and/or physically exhausted at the end of their workday, with too much work cited as the top cause of burnout.
Left unaddressed, the effects of a workforce with poor mental wellbeing can snowball into problems such as reduced productivity, increased absenteeism and higher turnover, which can have significant implications on business outcomes for organisations.
Mental health in the workplace
As an advocate for mental health, I have the privilege of serving as co-chair at Singapore’s MindForward Alliance – a not-for-profit organisation that aims to transform workplace culture so it supports the mental health of employees.
My work with MindForward has affirmed my belief that businesses can and must be part of the solution to the mental-health crisis we face.
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The good news is that Singapore is already taking steps to improve the workplace mental well-being of employees. A new benchmark is being developed to help employers improve the sense of wellbeing among staff, and to show them the business value in doing so.
Mental wellbeing is also a huge focus for the Singapore government; Prime Minister Lawrence Wong has announced mental health as a national priority.
As it will take time for the details of programmes to be ironed out, it will be a while before they are implemented. Meanwhile, one action that companies can undertake quickly is to look into leave policies.
How holistic leave benefits help
Providing comprehensive and holistic leave benefits is a great way to ensure healthy detachment from work for employees and to reduce burnout. Paid time off lets employees de-stress, switch off from work, and return with renewed energy.
Having sufficient leave also gives them time to tend to personal matters, fostering a healthier work-life balance.
Holistic leave benefits that cover mental health and caregiving would create a supportive work culture and environment. This is helpful in normalising taking time off for wellbeing, thus destigmatising mental health discussions in the workplace.
To complement mental health leave, organisations can consider conducting mental health training for people managers. As the ones who interact with and manage their teams, people managers need the right resources to help their team members get through difficult periods in their lives. Well-equipped managers can build greater trust and empathy, leading to an increase in employee morale.
My employer HSBC, for instance, has rolled out a Mental Health First Aider Programme to equip employees with the knowledge, skills and confidence to support someone experiencing a mental health crisis.
Another key point to note is that as Singapore’s population ages, a significant proportion of employees, especially those in their 40s to 60s, are becoming caregivers to elderly parents or in-laws who require assistance with daily activities. Additionally, more than a fifth of the workforce comprises millennials who are parents to young children.
Providing holistic leave benefits that accommodate parental or caretaker leave would give these employees more time to care for their children and elderly family members.
Beyond official leave benefits, businesses could look into flexible work arrangements such as sabbaticals or job-sharing, to support employees in the juggling of their personal and professional lives. Following the announcement of the flexiwork tripartite guidelines, this will become an increasingly prevalent expectation among employees.
Ultimately, a well-rested and mentally healthy workforce will be higher-performing and more productive. Employees who feel valued and supported by their company’s leave policies are also more likely to stay, leading to lower turnover rates.
Creating a culture that discourages work martyrdom
Providing comprehensive leave benefits will be a futile exercise if companies do not create a culture that supports taking days off to recharge and disconnect from work. Employees should feel comfortable taking leave, and there should not be a perception that taking time off means a lack of commitment.
The underlying problem that needs to be addressed is culture. Employers must foster a culture that discourages work martyrdom, by implementing protocols for covering employees who are on leave while ensuring business continuity.
Leaders can actively encourage employees to take advantage of leave benefits, and also lead by example. It is equally important for employers to make clear that taking long leave would not be seen as a sign of irresponsibility, nor would it hurt the employee’s career progression or opportunities.
Responsibility must not solely fall on the shoulders of employers, though. Employees themselves have to be accountable and responsible when making use of their leave benefits. Trust is a two-way street. Abuses of the system can erode that trust – creating issues for the team in future.
A balance needs to be established, with clear boundaries for both employers and employees. This is crucial in ensuring that leave policies, and subsequent welfare policies, benefit everyone.
Initiating long-term change
Investing in good leave benefits is not only an investment in employee well-being. For organisational leaders, there is a business case as well. A workforce with a healthy mental state is more productive and higher-performing.
Change often begins with dialogue and incremental steps. By exploring and piloting different approaches and being receptive to employee feedback, companies can collectively move towards a holistic leave benefits model and, more importantly, a workplace culture that supports employees to be at their best every day.
The writer is chief operating officer of HSBC Singapore
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