Peer support is increasingly recognized as a critical component of workplace mental health, complementing formal interventions such as Employee Assistance Programs (EAPs). In Singapore, research from HPB and IMH (2023) indicates that over 50% of employees feel more comfortable discussing stress or personal challenges with colleagues rather than supervisors.
Why Peer Support Matters
Peer support provides several advantages:
- Accessibility: Employees often feel more comfortable speaking to colleagues with similar experiences.
- Early intervention: Peer supporters can spot early signs of stress, anxiety, or burnout and guide colleagues toward appropriate resources.
- Cultural normalization: In workplaces where mental health stigma persists, peer support networks make open conversations more routine and acceptable.
Peer Support for Managers vs. Colleagues
Peer support is not only for frontline employees. Managers, too, benefit:
- Managers supporting managers: Leadership roles come with high stress and isolation. Peer groups for managers provide confidential spaces to discuss challenges and coping strategies.
- Employees supporting peers: Trained peer supporters, through initiatives like the Well-Being Champions Network (WCN), can offer practical guidance and emotional support for team members without replacing professional intervention.
How Organisations Can Implement Peer Support
- Train peer supporters: Programs like Well-Being First Responder (WFR) teach essential skills in active listening, recognizing signs of distress, and providing empathetic support.
- Create structured networks: Integrate peer support roles within teams or across departments for greater reach.
- Encourage psychological safety: Promote policies and culture that allow peers to engage in support without fear of judgement.
The Impact
Effective peer support reduces burnout, increases engagement, and strengthens trust within teams. A study by Singapore Human Capital Report (2023) found that teams with active peer support networks reported 25% lower burnout rates and 15% higher retention rates than those without structured peer support.
Conclusion
Peer support is more than a well-being initiative; it is a strategic tool for sustaining mental health in Singapore workplaces. By training employees through WFR, embedding support within WCN, and fostering psychological safety, organisations can create resilient, connected, and supportive environments where both employees and managers thrive.
