Associate Professor Justina Tan is the Vice President for Strategic Partnership and Engagement at Singapore University of Social Sciences (SUSS). She holds Doctor of Education (EdD) degrees from University College London, Institute of Education (IoE) and Nanyang Technological University. She also has an MA from Columbia University, Teachers College, a Postgraduate Diploma in Education from National Institute of Education, Nanyang Technological University and Bachelor of Communication Studies (Hons) from Nanyang Technological University.
We are delighted that Justina will be speaking in Singapore as part of our Asia summit. We caught up with her to see how she’s feeling in the runup to the event.
Hi Justina, we are thrilled that you will be speaking at the Wellbeing at Work Asia Summit in March. As a leader based in the region, what are the main challenges you are facing when it comes to employee wellbeing and mental health?
High work demands, tight deadlines, stigma etc.
What strategies have you seen developing over the past 6 months, both internally and externally, that are moving the dial on wellbeing in the workplace?
Flexible Work Designed by Teams, for Teams:
SUSS continues to support hybrid work, allowing most employees to work remotely up to two days a week. Rather than a rigid, one-size-fits-all model, teams have the autonomy to co-design work arrangements that best fit their needs. Some teams adjust their remote work schedules seasonally to align with workload peaks and lulls, ensuring flexibility is both practical and sustainable.
Integrating Well-Being into Leadership & Team Culture:
Well-being isn’t just an individual pursuit — it thrives in a culture of shared support. To embed well-being into day-to-day work, we’ve introduced:
- The Wellness Warrior Challenge: A friendly inter-departmental initiative encouraging teams to stay active and healthy together.
- Blue Sky Wednesdays: No meetings after 3:30 PM on the last Wednesday of each month, creating space for team bonding, learning, and innovation (e.g., e-learning hours, ideation/innovation sessions).
- Values-Driven Team Culture: Helping teams shape a shared sense of purpose and belonging by embedding organizational values into everyday work and interactions.
Coaching as a Driver of Well-Being & Engagement:
Well-being survey data revealed that employees’ well-being tends to decline after their first year, potentially due to the tapering off of onboarding support. To address this, HR has introduced a peer support network for new hires, where “alumni” serve as peer coaches, facilitating well-being check-ins in a psychologically safe environment. A dedicated Microsoft Teams channel also provides ongoing peer support and an on-demand resource hub.
Why is employee wellbeing so important to you personally?
To me, my team is made up of individuals first and foremost—not just employees. Their well-being matters because they bring passion, creativity, and dedication to our mission every day. If they’re not supported, engaged, and mentally healthy, it not only affects their work but also their lives beyond the office. I want to foster an environment where they feel valued, not just for what they do, but for who they are.
What impact is AI having in your organization and how are you managing that?
AI helps reduce administrative burdens by automating routine processes. This frees up our team to focus on more strategic, relationship-driven work, but integrating it effectively comes with challenges—particularly for our colleagues who must balance existing workloads while testing new AI solutions. Integrating AI often requires adjusting workflows, adopting new processes, and ensuring compatibility with existing systems. These transitions take time and may temporarily disrupt productivity rather than enhance it.
Instead of rolling out multiple AI solutions at once, we identify the most time-consuming, repetitive tasks where AI can deliver quick wins. This allows employees to see immediate benefits, making adoption smoother. We also prioritise AI tools that integrate seamlessly into existing workflows rather than requiring significant process changes. It is also the recognition that AI must be implemented thoughtfully. Our focus is on practical solutions that genuinely save time and add value, rather than adopting AI for the sake of it.
Other than AI, are there any challenges that you are seeing for the first time and how are you addressing them?
We have multiple generations working together—each with different work styles, communication preferences, and expectations. Baby Boomers, Gen X, Millennials, and Gen Z all bring unique perspectives, which can be both an asset and a challenge. E.g., while younger employees may prefer instant messaging and digital collaboration, senior colleagues might rely more on emails and structured meetings. Also , younger generations often prioritise flexibility and mental health, while older generations may be more accustomed to traditional work structures.
What areas do you think employers should be focused on over the next 12 months?
- Normalise conversations around mental health to reduce stigma.
- Encourage “right to disconnect” policies to prevent after-hours burnout.
- Focus on output and impact rather than rigid hours worked.
- Create psychologically safe spaces where employees feel comfortable sharing concerns.
Do you feel that investment in employee wellbeing in the region is increasing or decreasing and is that a direct reflection on HR leaders’ increasing ability to demonstrate effective returns of their strategies to leadership?
Investment in employee well-being in the Asia-Pacific region is on the rise, reflecting a growing recognition of its importance among employers. This trend aligns with global findings that companies implementing well-being policies experience significant returns on investment, including increased productivity, reduced staff turnover, and enhanced talent attraction. Some reasons why companies are investing more in well-being now than ever before include the aftermath of the COVID-19 pandemic which highlighted mental health struggles, burnout, and work-life balance issues, making well-being a non-negotiable priority. Remote and hybrid work also blurred personal and professional boundaries, emphasising the need for mental health support and flexible work arrangements. Another reason is changing workforce expectations. Millennials and Gen Z employees prioritise well-being, purpose-driven work, and flexibility more than previous generations.
How has your organisation been leading the way?
HR partners with leaders and teams to design flexible work models that balance business needs with employee well-being. Instead of a one-size-fits-all approach, we enable team-driven flexibility, where teams define work norms that support both productivity and well-being. This ensures flexibility is practical, sustainable, and encourages a culture of shared accountability.
Scaling Coaching & Mentoring as a Well-Being and Engagement Strategy
Coaching and mentoring aren’t just career development tools — they are critical for building psychological safety, connection, and resilience. Supporting employee well-being isn’t about one-off wellness perks like yoga sessions or free therapy; it’s about embedding well-being into leadership and team interactions.
To scale this, HR is expanding access to coaching through peer coaching and structured support networks. At the same time, we continue to equip managers with the skills to lead with empathy and cultivate psychologically safe teams, ensuring well-being is actively woven into how we work together.
Well-being isn’t just about reducing stress — it’s about creating the conditions for people to thrive, innovate, and contribute at their best. Our approach ensures well-being is not an add-on but a core part of how people work, lead, and grow.
Justina will be speaking in Singapore at the Wellbeing at Work Summit Asia. Further details on the Summit can be found here.
