Mental health inclusion is gaining traction in Southeast Asia’s corporate world, but is it enough? The “ASEAN Workplace Wellbeing 2024 Report” by Intellect offers a comprehensive assessment of mental health practices across the region. By surveying 585 HR professionals, the report delves into the successes and setbacks of mental health initiatives designed to create more inclusive workplaces. This article will explore the findings, highlight key trends, and discuss what needs to be done to bridge the gaps between policy and practice. The report paints a vivid picture of the current state of mental health inclusion, reflecting a complex landscape where progress and challenges coexist.
Employer Hesitancy in Hiring
One of the most striking revelations of the report is the reluctance of Singaporean employers to hire individuals with mental health conditions. Despite boasting the highest rate of inclusive hiring policies (89%), nearly half of Singapore employers are hesitant to act on these commitments. This hesitancy contrasts sharply with the more progressive hiring practices observed in smaller markets like Vietnam, Thailand, and the Philippines. These countries have shown a greater willingness to embrace individuals with mental health challenges, signaling a more open and inclusive approach even in less developed markets.
This reluctance in Singapore is mainly influenced by the Tripartite Guidelines on Fair Employment Practices (TGFEP), which discourage the disclosure of mental health conditions unless they are job-relevant. Consequently, 67% of employers cite non-disclosure practices as a primary reason for their hiring hesitancy, alongside limited mental health awareness (24%) and negative employee attitudes (10%). These factors create a complex environment where policies on paper do not translate into effective action, leaving many potential employees marginalized despite existing frameworks meant to protect their rights.
Gaps in Mental Health Initiatives
Despite significant strides in mental health awareness and literacy programs, persistent gaps remain in the practical application of these policies. The disparity between the existence of inclusive hiring policies and actual hiring practices points to a failure in effectively implementing these initiatives. Many companies claim to prioritize mental health, yet their actions suggest otherwise. This dichotomy between stated goals and real-world practices exposes a critical weakness in the current approach to mental health inclusion in Southeast Asian workplaces.
Organizations need to focus on comprehensive training and resource accessibility to bridge this gap. Holistic training programs, which include mental health assessments and managerial training, are essential to translate policies into practice. Without robust organizational support, these well-intended policies will remain ineffective. It is not enough to have policies in place; companies must ensure that these policies are actionable and ingrained into the daily operational fabric of the workplace to foster genuine inclusivity and support.
Need for Comprehensive Support
The report underscores the necessity for comprehensive support systems within organizations. Effective mental health policies require a concerted effort from HR professionals, leaders, and employees to be genuinely impactful. Training programs like Mental Health First Aid™ are vital in equipping individuals to navigate mental health discussions effectively. Such training can demystify mental health issues, providing managers and employees alike with the tools and confidence to address these challenges constructively rather than avoid them out of fear or misunderstanding.
Moreover, accessible mental health resources such as coaches, counselors, digital support, helplines, and crisis support are crucial. Thailand is a leader in offering comprehensive mental health programs, yet Singapore lags behind, with only 15% of HR professionals reporting comprehensive resource availability. This disparity in resource accessibility is a significant barrier to creating inclusive workplaces. The lack of readily available support can leave employees feeling isolated and unsupported, even if the organizational culture theoretically endorses mental health awareness and support.
Change Management Practices
Encouragingly, many ASEAN organizations are adopting effective change management practices. These practices focus on improving communication around mental health and neurodiversity and training managers on mental health literacy. This shift signifies a move towards more inclusive work environments. Change management practices are pivotal as they proactively address the resistance and inertia that often accompany shifts in workplace culture, especially on sensitive issues like mental health.
Organizations that invest in change management practices are better equipped to support their employees’ mental health needs. Clear communication, effective training, and robust support structures are key to fostering an environment where mental health discussions are normalized and supported. Such an environment can foster greater employee trust and engagement, as employees feel understood and supported in their mental health journeys rather than stigmatized or feared.
Variation Across Countries
The report reveals significant variations in the implementation and reception of mental health resources and policies across different Southeast Asian countries. While Singapore leads in the creation of inclusive hiring policies, its practical application lags. On the other hand, Vietnam, Thailand, and the Philippines show higher engagement rates with mental health services offered by employers. These differences highlight the need for tailored approaches that consider the unique cultural and social contexts of each country.
In Thailand, companies provide extensive mental health resources, reflecting a more inclusive approach. In contrast, Singapore’s lower employee engagement rates with available resources highlight a disconnect between policy and practical implementation. Understanding these regional differences is essential for developing targeted strategies to enhance mental health inclusion across ASEAN workplaces. A one-size-fits-all approach is unlikely to be effective, given the diverse social, economic, and cultural landscapes of the ASEAN countries.
Low Employee Engagement
Singapore presents alarmingly low employee engagement rates with available mental health services, despite high company communication efforts. Only 5% of Singaporean employees engage with these services, compared to significantly higher rates in Vietnam (85%), Thailand (63%), and the Philippines (49%). This low engagement indicates a critical need for better strategic implementation of mental health initiatives. A survey can paint a dire picture, but the underlying reasons for such low engagement rates must be understood and addressed.
Employers must leverage data insights to make informed decisions that align with employee wellbeing. Effective strategies, comprehensive training, and accessible resources are essential to increase engagement and foster truly inclusive workplaces. Without a data-driven approach, efforts to improve mental health inclusion may falter, failing to address the actual needs and barriers faced by employees.
Strategic Use of Data
Employers and HR professionals must harness the power of data to drive strategic decision-making in mental health practices. Utilizing data insights can help identify gaps, measure the effectiveness of initiatives, and make informed adjustments to improve inclusivity. Data-driven strategies ensure that policies are not only well-intentioned but also effective in practice, providing a clear picture of what works and what doesn’t in different contexts.
Strategic use of data allows organizations to tailor their mental health resources to meet employees’ needs better. By prioritizing data-driven decisions, companies can create environments that support employee mental health and enhance overall workplace wellbeing. This informed approach can help bridge the gap between policy and practice, ensuring that mental health resources are both accessible and effective, ultimately fostering a more inclusive and supportive working environment.
The “ASEAN Workplace Wellbeing 2024 Report” paints a comprehensive picture of the state of mental health practices within workplaces across Southeast Asia. Emerging patterns show progress in policy implementation but highlight significant gaps in practical application, particularly in inclusive hiring. Employers in smaller ASEAN markets like Vietnam, Thailand, and the Philippines lead in embracing individuals with mental health conditions, while larger markets like Singapore show a significant disconnect between policy and action. Addressing this disparity is crucial for fostering truly inclusive work environments that support all employees, regardless of their mental health status.
Conclusion
Mental health inclusion is becoming a focal point in Southeast Asia’s corporate landscape, but is the current pace of progress sufficient? The “ASEAN Workplace Wellbeing 2024 Report” by Intellect provides an in-depth look at mental health practices throughout the region. Drawing on responses from 585 HR professionals, the report examines the successes and shortcomings of mental health initiatives aimed at fostering more inclusive workplaces.
Survey results indicate that while some companies are making strides in mental health inclusion, significant challenges remain. Key trends identified include increased awareness of mental health issues and a growing commitment from leadership to address them. However, the report also highlights gaps between policy and practice, suggesting that many organizations still struggle to effectively implement their mental health strategies.
This article will delve into the report’s findings, shedding light on what companies are doing well and what areas still need improvement. It will also discuss potential solutions and strategies for bridging the existing gaps. Ultimately, the report offers a mixed but hopeful picture of mental health inclusion in Southeast Asia, emphasizing the need for ongoing effort and attention. The road to creating truly inclusive workplaces is still fraught with obstacles, but understanding these challenges is the first step toward overcoming them.
