How Can We Recognise When Someone May Need Mental Health Support at Work?

I think of a progress update as a cropped photograph: it shows what has been finished, but not necessarily what it took to get there. My own experience of corporate stress, and the practices that helped me reconnect with my body, are part of why I care about what sits outside that frame.

When I think about workplace mental health in Singapore, I want to make room for the person’s experience, even when the work is going well.

When “managing” takes more effort

Imagine a colleague who still produces careful work on time, but tells you familiar tasks have begun to take much more effort.

“I can do it. I just don’t seem to have much left afterwards.”

I wouldn’t want that comment to disappear beneath praise for being dependable.

There is a difference between asking, “Can you finish this?” and “What will it take to finish this?” The first checks whether a task can be completed. The second leaves room to discuss the effort involved.

According to Acas, the UK workplace advisory service, mental health difficulties can develop gradually and may not have obvious outward signs. Its guidance cautions against making assumptions.

Perhaps the blind spot is ordinary: when the work is progressing, the conversation stays there. A manager may also hesitate because they don’t want to pry. That hesitation needn’t rule out a kind question.

I would extend that invitation to HR and managers, too: Who Supports the People Who Support Everyone Else?

Notice what is different for this person

According to Britain’s Health and Safety Executive, changes in confidence, motivation and emotional responses, or becoming withdrawn, can be signs of stress. It also notes that these signs can have other causes.

Consider what this might look like: someone who usually makes routine decisions comfortably starts seeking repeated reassurance. A colleague says they no longer enjoy tasks they used to find satisfying. During a catch-up, someone mentions that even small requests feel difficult to manage.

These are possible openings for a conversation, not a checklist for identifying burnout.

Being quiet, leaving on time or declining a team lunch should not, by themselves, become reasons for concern. Compare someone with their own usual experience, not an ideal of the endlessly cheerful employee.

And give their words as much attention as their output. “Everything feels harder lately” deserves more curiosity than “But you’re doing so well.”

Ask without deciding what the answer should be

Singapore’s HealthHub recommends starting with open-ended questions, choosing a quieter setting if the person is comfortable, and respecting their choice not to share.

You could begin with something they have already mentioned:

“You said this week has been taking more out of you. How have things been?”

Then leave space. There is no need to fill the first silence with advice.

If they do open up, try:

“Would you like me to listen, or would it help to look at what could make work more manageable?”

I think the intention matters here. We are offering attention, not asking someone to prove that they deserve it.

I would keep this conversation separate from a performance appraisal. Explain any limits to confidentiality, including who might need information and why, rather than promising secrecy you cannot maintain. Acas’s guidance on supportive conversations emphasises being clear about this.

Let the conversation lead somewhere

If someone describes competing deadlines, start there. Rather than ending with “Let me know what you need”, you might ask:

“Would moving Thursday’s internal update help? Let’s look at what can wait.”

The answer may sound like a request about a deadline rather than a conversation about mental health. I would still take it seriously.

Agree what is possible and when you will check in again. The Health and Safety Executive advises managers to focus on practical adjustments rather than trying to understand a diagnosis.

For workplace mental health in Singapore, I believe this follow-through deserves as much attention as the first conversation.

It also belongs within a supportive workplace wellbeing culture. A question worth exploring next is Building a Healthier Workplace: What Can Each of Us Do?

What could a mental health workshop in Singapore help your team understand?

A workshop should give people more than a list of warning signs. I would want participants to leave with language for their own experience and a clearer sense of where support is available.

The World Health Organization recommends mental health literacy training for workers, alongside distinct manager training in recognising distress, communicating openly and listening actively.

Before booking, clarify the need: helping employees understand stress is different from training managers to respond to a disclosure. Ask which the session covers and how the learning can be followed up.

At OASIS, I think of wellbeing literacy as learning to recognise our own patterns, with reflection and practice helping that understanding become personal.

Explore our Workplace Wellbeing Seminars for sessions combining accessible stress science, guided reflection and mindfulness. A reflective question might be: “What has been asking more of me than usual?”

For teams interested in learning through movement and supported rest, Yoga for the Workplace offers another way to begin.

I would protect the choice to reflect privately. Nobody should have to disclose a personal struggle to participate meaningfully.

Frequently asked questions

What should I do if an employee says they are fine?

Accept their answer rather than challenging it. Leave the invitation open and ask whether practical work support would be useful. HealthHub advises respecting a colleague’s privacy when they do not wish to share. A check-in is not unsuccessful because it stays brief.

What if someone would rather not speak to their manager?

Offer another route, without taking it personally. This could be another trusted manager, an appropriate HR contact or an employee assistance programme, where available. Acas recommends alternatives when someone feels uncomfortable speaking to their manager. Explain how to access support and check its confidentiality arrangements.

When might someone need more than a workplace workshop?

A workshop provides education, not an individual assessment or treatment. Where difficulties persist, worsen or affect daily life, encourage professional support rather than waiting for performance to decline. A GP or qualified mental health professional can assess what is happening; an employee assistance programme may also provide a route to support.

Leave a little more of the person in the picture

The next progress update can still begin with the deadline. But before it ends, perhaps there is room for another question:

“How has the work been feeling for you?”

For me, supporting workplace mental health in Singapore means widening that cropped photograph without insisting that someone reveal everything outside it.

You do not need the whole story to offer a little care.

To explore a starting point for your team, discover the ways to invite OASIS into your workplace and share what you would like support with.