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Sometimes, meaningful support starts with something small: a genuine conversation, active listening, or simply checking in. HR leaders across the region share how everyday actions can help build mental resilience. Feature by Tracy Chan, with inputs from Aditi Sharma Kalra.
Mental health is personal, but supporting it is something we all have a part to play in.
This is especially true in the workplace, where many of us spend a significant part of our day.
And the conversation needs to go beyond awareness. It is about having genuine conversations, being willing to listen, and taking the initiative to check in, rather than waiting for someone to say they need help.
As we mark this year's World Mental Health Day (10 October), six HR leaders from across the region share with Human Resources Online how seemingly small actions can make a meaningful difference.
Because supporting mental wellbeing does not always require grand gestures. Sometimes, the smallest actions are the ones that matter most.
Emily So, Head of Employee Experience & Insights, Group Human Resources, HAECO Group
One small change I would make is to rethink what it means to be “strong” at work, starting with making it easier for people to acknowledge when they need support. Resilience can sometimes be mistaken for simply pushing through. But supporting mental wellbeing also means creating the psychological safety for people to pause, speak up, and ask for help.
This starts with everyday moments: making time to listen, being open about our own challenges, and responding with understanding when someone speaks up. To me, a mentally healthy workplace is one where people feel safe to seek support and be themselves, even when things are difficult.
Julie Chow, Group Chief Human Resources Officer, FWD Group
At FWD, we believe wellbeing and performance go hand in hand. Through our FWD ‘LiveLife’ programme, we support colleagues’ emotional health, physical health, purpose and meaning, social connectedness, and financial wellness, helping them thrive both personally and professionally.
To mark World Mental Health Day, we are encouraging colleagues to take a mindful pause through a dedicated day of wellbeing activities and workshops, providing opportunities to recharge while supporting positive mental health and wellbeing.
Ritthawat Chinnawong, APAC HR Director, Altadia Group
One small change that could make a big difference is making employees’ mental health and wellbeing an integral part of every manager’s responsibility, not just their performance.
From my experience leading HR across APAC, managers should be responsible for observing changes in employees’ behaviour, recognising early signs of stress or burnout, and proactively checking on their wellbeing.
Sometimes, a simple, genuine conversation can prevent a small concern from becoming a serious issue.
Mental health and wellbeing should not be seen as an additional HR initiative, but as a fundamental responsibility of leadership and part of everyday people management.
Wilai Palangrattanakul, Human Resources Director, Fabrinet Company
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.
Mental wellbeing begins when employees feel safe to speak openly, without fear of judgment. Leaders do not need to have all the answers, but they must create an environment built on trust, empathy, and respect.
Mental health is not just an HR initiative; it is a shared leadership responsibility, demonstrated through everyday actions.
Jason Wang, HR Director, ASEAN & Operations, Asia Pacific, Ingredion Thailand
One small change that can have a meaningful impact on mental health and wellbeing at work is encouraging managers to begin conversations with genuine check-ins rather than focusing only on tasks, deadlines, or performance. Taking a few minutes to ask how employees are doing – and then truly listening without judgment – can make a real difference. It signals that wellbeing is not separate from work, but an important part of how people experience the workplace every day.
These regular moments of connection can build trust, help managers notice concerns earlier, and create a safer space for employees to speak openly about challenges before they become overwhelming.
Just as importantly, a genuine check-in does not always require a manager to have an immediate solution; sometimes, being present, showing empathy, and helping an employee identify the right support can be equally valuable. Over time, these small but consistent interactions can strengthen a culture where people feel seen, supported, and valued, and where seeking help is viewed as a sign of self-awareness rather than something to avoid.
Srithai Srisaichon, Human Resources Director, Merz Aesthetics
One small change that could make a big impact would be to treat resilience as a core career skill, just like leadership, communication, or digital literacy. As work becomes more complex and unpredictable, employees need support to navigate change, setbacks, and pressure in healthy ways.
Encouraging regular check-ins, open conversations about challenges, and learning from failures can help build resilience. This not only strengthens mental wellbeing but also enables individuals and teams to remain adaptable, engaged, and successful in an ever-changing world of work.
Nithis Ben-Ar-Lee, Senior Cluster Director of Human Resources and Quality Improvement, Compass Hospitality
One small change that can make a big difference is creating a workplace where employees feel genuinely heard, valued, and supported. In hospitality, we constantly remind our teams to deliver exceptional guest experiences, but we must never forget the wellbeing of those behind the service. A simple, sincere check-in from a leader, asking ‘How are you really doing?‘ and listening without judgment can strengthen trust, psychological safety and a sense of belonging.
I believe that when we genuinely care for our people, they become more resilient, engaged, and empowered to care for others.
All interviewees' photos / Provided
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