With the alleged perpetrator, start by arranging a private meeting with them to discuss the allegations. It is important to approach this conversation with professionalism, avoiding any accusatory language until all facts are confirmed. The goal is to understand their perspective and gather more information. 

Make it clear that the company takes all allegations of bullying seriously and that an investigation will follow if necessary.

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Present the information that has been gathered, ensuring that it is conveyed factually without revealing the victim’s identity, if possible. This can help prevent any escalation of the issue or retaliation against the victim. Allow the perpetrator to respond to the allegations. Their response may provide additional context or confirm the behaviour. Keep in mind to clearly state that such behaviour is unacceptable and violates the company’s code of conduct.

Outline the consequences of continued unprofessional behaviour, which could range from formal warnings to termination, depending on the severity of the situation. 

Finally, it is crucial to monitor behaviour. After the discussion, closely monitor the perpetrator’s behaviour. Regular check-ins and observation can ensure that the bullying does not continue and that the work environment remains respectful. Implement any necessary interventions, such as additional training on workplace conduct or mediation sessions, to address underlying issues that may have contributed to the behaviour.

It is important to use situations like these as an opportunity to review and reinforce the company’s policies on workplace conduct and bullying. Regular training sessions and clear communication about the company’s zero-tolerance policy can help prevent future incidents.

I would even recommend addressing the broader team to ensure that the work environment remains positive and supportive. While maintaining confidentiality, you can reaffirm the company’s commitment to a respectful workplace and encourage employees to speak up if they experience or witness any unprofessional behaviour.

The manager’s approach should be compassionate, thorough and proactive. By addressing the issue promptly and effectively, the manager can help the victim recover, hold the perpetrator accountable and maintain a positive workplace culture that protects employee mental health.

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A large proportion of today’s workforce has experienced burnout to some degree. What are some of the most obvious signs of employee burnout that leaders should know and how can they be effectively tackled? And how can burnout be prevented in the first place?

JL: As a psychiatrist at Promises Healthcare, I’ve seen how burnout can severely impact both mental and physical health if not addressed promptly.

One of the most obvious signs of burnout is persistent fatigue that doesn’t go away even after rest. Employees may appear physically drained, often complaining about being tired all the time. This isn’t just about physical and emotional exhaustion, where they feel detached or disillusioned with their work. A 2024 report by Telus Health showed that 47 percent of the workers in Singapore feel mentally or physically exhausted by their work.

Burnout often leads to a noticeable decline in productivity. Employees who were once highly efficient may start missing deadlines, producing lower-quality work or taking longer to complete tasks. This decline is often coupled with a lack of motivation and reduced initiative. Burnt-out employees are more likely to take frequent sick days, either due to physical ailments or simply to escape work stress. A survey conducted by Dayforce in 2022 revealed that more than 92 percent of workers in Singapore were experiencing burnout, with many considering taking leave to cope with their stress.

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Another common sign is a shift in attitude. Employees might become more cynical, detached or negative about their work or colleagues. They may also feel hopeless or question their work’s value, indicating a deeper emotional withdrawal.

Finally, burnout affects mental health and can manifest physically. Symptoms such as frequent headaches, gastrointestinal issues or unexplained aches and pains can all be indicators of burnout.

Leaders should create an environment where employees feel safe to talk about their stressors without fear of judgement or repercussion. Regular one-on-one check-ins can help you gauge the mental well-being of your team and offer support where needed. 

According to the Institute of Mental Health (IMH) in Singapore, creating a supportive work culture can significantly reduce stress levels. Providing access to mental health resources, such as counselling services, can be crucial.

You should also encourage employees to take regular breaks, use their vacation days and disconnect from work after hours to help them from burning out. 

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Acknowledging hard work and rewarding employees can boost morale and motivation. Employees who feel valued and recognised are less likely to experience burnout. Simple gestures like praise, bonuses or even public recognition can go a long way in maintaining a positive work environment.

Most importantly, leaders can prevent burnout by allowing flexible hours or remote work. These arrangements can help employees better manage their work-life balance. The Covid-19 pandemic has shown that flexible work can be highly effective, and continuing these practices can prevent burnout. In Singapore, companies that have adopted flexible work arrangements have reported higher employee satisfaction and lower burnout rates.

Leaders should regularly evaluate workloads to ensure that employees aren’t overburdened. This might involve redistributing tasks, hiring additional staff or even re-evaluating project timelines. 

Burnout often occurs when employees feel overwhelmed by unrealistic demands.

Offering opportunities for professional growth can keep employees engaged and motivated. Employees who feel that they are growing in their careers are less likely to experience burnout. 

Finally, creating a supportive and collaborative workplace culture can prevent burnout. This includes promoting teamwork, reducing workplace conflict and ensuring that employees feel respected and valued. A positive work environment can act as a buffer against the stresses that lead to burnout.

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