Singapore’s workforce is facing more pressure than ever before, like having to adapt to AI quickly and continuously seek ways to be more proactive and productive to show their worth.
It is no wonder that with all this stress, employees are starting to place a greater emphasis on mental health support from their employers.
The 2025 Workmonitor research found that 1 in 2 Gen Zers, Millennials and Gen X employees have quit their job before due to a toxic work environment, marking a 14% increase since 2024. The increase suggests that talent is less willing to tolerate unhealthy work environments and underscores the increasing importance they place on well-being and respect in their professional lives.
A negative and unsupportive work environment not only leads to poorer employee satisfaction and productivity, but it can also damage a company’s reputation when employees start sharing about their experiences. In the long run, this can make it harder for companies to attract new talent.
It is clear that organisations need to start investing in fostering a more supportive and positive environment as well as their workforce’s well-being to be able to attract and retain talent.
1 in 2 employees have quit their jobs before because of a toxic workplace
the hidden cost of neglecting employee mental health and wellbeing
With more employees attributing their stress to their workload and working environment, there’s a growing expectation that companies should take greater responsibility for supporting mental health.
This shift is reflected in a 13% year-on-year increase in the belief that employers should take the initiative to lead efforts that strengthen workforce well-being, rather than employees.
Mental health support is universally important to employees when making job choices, with 7 in 10 (71%) of respondents aligning with this sentiment. However, half of the workforce (51%) is lacking the support they desire.
Notably, Gen X professionals (59%) and Baby Boomers (68%) are much more likely to report a gap in mental health support. This may be due to their reluctance to speak up about their needs, with only 29% of Gen Xers and 22% of Baby Boomers having communicated the benefits they want to their employers.
In contrast, the younger workforce is much more vocal and expressive about their desires, with 40% of Gen Zers and 51% of Millennials having spoken up about the support they need.
Having shared their experiences with their employers directly, it is natural for them to expect their employers to deliver on their part. However, younger employees are increasingly dissatisfied with their employers’ lack of action on mental health, with 2 in 5 saying their companies have not met their expectations for support.
though 71% say mental health support is key to job choices, 52% report no changes in benefits offered over the last year
bridging generational gaps in employee mental health and wellbeing expectations
Supported by initiatives from non-profit organisations, social media platforms, and the government, more people have greater access to mental healthcare resources. However, this may not be enough as talent seeks dedicated care from their employers, whom they view as being responsible for their well-being.
Beyond mental health support events and initiatives at the workplace, there are softer and more accessible ways for the workforce to receive mental health care.
For instance, rather than only meeting to discuss deadlines and KPIs, younger employees may appreciate having check-ins with their line managers to help them prioritise their tasks or simply have a no-fuss chat about how they’re doing. However, the reality is that employers can only do so much to protect their employees’ well-being without intervention from healthcare professionals.
As a start, employers can invest in offering a range of outlets for employees to choose from, for example, offering subsidised or insured mental health treatment options or mental health app subscriptions for their workforce. Alongside reactive support, employers can also introduce wellness training, stress management workshops and peer support groups at work.
It’s not enough to offer resources or occasional check-ins. Companies need to ensure that every employee feels psychologically safe to speak out about their experiences. While employees can be seen working in the office, they could be fighting an invisible battle quietly. And sometimes, they just need a listening ear, rather than having solutions prescribed to them.
HR leaders have observed that when executives or employees share their own mental health experiences, it can break down stigma, build trust, and create safe spaces for more workers to seek help and discuss their own challenges. Normalising talking about mental health at work can help people in need build just enough confidence and be more comfortable to approach such conversations.
Such openness signals that it is safe to talk about mental health at work. Not only does it garner greater empathy and compassion from managers and colleagues, but sharing one’s experiences can also help transform the company’s approach to mental health, turning sharing into a core value rather than a taboo subject. Without a foundation of trust and psychological safety, even the best mental health initiatives will fall short.
download the randstad singapore 2025 workmonitor report
As the workforce evolves, building trust across generations is essential. Employers who prioritise fairness, growth and meaningful relationships will not only attract top talent but also retain it. How will you cultivate your office for young people?
You can find out more from the 2025 Workmonitor report (Singapore edition) that gathered insights from 750 respondents in Singapore to improve the outcomes of your talent attraction and retention strategies.
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