At Intellect, what started as a B2C self-care app had evolved into physical clinics and an established Employee Assistance Programme (EAP), impacting the lives of over 4 million members across 100 countries.

With a deep understanding of what works—shaped by rigorous research and real-world experience—we are now broadening and deepening our offerings to better serve individuals, employers, and healthcare providers. We’re thrilled to announce Intellect Consulting, Specialised Care, and Holistic Healthcare.  

1. Intellect Consulting: Building Lasting Cultural Change for Companies

Rolling out an Employee Assistance Programme (EAP) isn’t the end of your workplace wellbeing journey—it’s just the beginning of cultural transformation. Now that you’ve planted a seed, how do you provide the perfect conditions for it to grow? 

That’s where our Organisation Wellbeing Consulting services come in. We don’t just talk about what’s wrong—we team up with you to fix it. From identifying issues to implementing effective interventions and measuring results, we’re with you every step of the way to drive change from within. Only then can we resolve the root issues and create change that sticks.

Our expertise covers:

• Workplace Wellbeing Diagnostics – Uncover key insights to inform your strategy.
• Employee Engagement – Foster meaning, connection, and productivity.
• Wellbeing-Centric Leadership – Equip leaders to champion wellbeing.
• Cultural Transformation – Build psychological safety and inclusivity.
• Wellbeing Strategy Development – Align wellbeing with business goals.

When partnering with Intellect, you gain access to best employer practices, honed across hundreds of organisations but tailored specifically to yours. For example, to address diverse workforce needs, we’ve developed an enhanced suite of Workplace Specialised Programmes focused on both professional development and personal growth. They support employees through specific life transitions, including:

• New Horizons: Navigating the Early Years of Your Career
• Parental Transition: A Guide to Work-Life Harmony
• Caring for the Caregivers: Renewal Strategies for Sustainable Support

By integrating these top-down and bottom-up approaches, you can nurture your initial investment into lasting change. Because benefits aren’t enough—the right culture matters. 

Learn more about Intellect Consulting for employers here.

2. Intellect Specialised Care: Ensuring Accuracy for Individuals with Specific Diagnoses

Most of us wouldn’t consult a general practitioner for a skin condition; we’d see a dermatologist. Yet in mental healthcare, mental health diagnoses are often met with generalised support rather than targeted expertise—a gap we strive to bridge with Intellect Specialised Care.

While broad-spectrum, low-intensity support is essential in the mental health ecosystem, higher acuity conditions (e.g. neurodevelopmental disorders) require depth—not breadth—of expertise. At Intellect, clients are assured of gold-standard assessments, diagnostic models, and treatments that are globally recognised, empowering them to move forward with clarity and confidence. 

Likewise, families and children facing emotional, behavioural, and interpersonal challenges will be connected with experienced clinicians. In couples or family counselling, they offer guidance through key life transitions, including marriage, pregnancy, parenting, and divorce. 

It’s not just individuals who benefit. For organisations, Intellect Specialised Care offers a comprehensive Return to Work (RTW) programme to ease employees back into the workplace after a mental health-related absence. Through tailored assessments, targeted interventions, and managerial guidance, our RTW programme creates a smoother, more supportive reintegration process for both employers and employees.

Because reaching out isn’t enough—the right approach matters.

Learn more about Intellect Specialised Care for individuals and organisations here.

3. Intellect Holistic Healthcare: Unifying Mental and Physical Care Pathways for Healthcare Providers

Did you know that psychological factors like stress, anxiety, and depression drive up to 70% of doctor visits? Despite the well-established mind-body connection, traditional healthcare models continue treating physical and mental health as separate domains.

Intellect Holistic Healthcare addresses this disconnect by integrating mental health support into physical healthcare journeys. Building on our proven track record of mental health outcomes, we partner with healthcare payers, insurers, providers, and hospitals to design comprehensive care pathways addressing both emotional and medical needs.

This integration transforms healthcare experiences:

• Fertility Journeys: Couples receive reproductive health interventions alongside counselling to navigate the emotional challenges of conception
• Parenthood Journeys: New mothers at risk of prenatal depression access gynecological care complemented by psychotherapy
• Chronic Disease Management: Oncology patients undergoing chemotherapy receive concurrent psychiatric support to stabilise mood and optimise treatment response

This holistic approach to patient and employee care enhances recovery outcomes, builds resilience, and improves quality of life—because total wellbeing matters.

Learn more about Intellect Holistic Healthcare for healthcare providers and payers here.

How we get there matters

As the demand for mental healthcare soars, the supply has similarly expanded. But availability alone isn’t sufficient—your peace of mind matters.

At Intellect, we are raising the bar as a reliable provider, pioneering ethical and effective practices for individuals, employers, and healthcare providers.

Join us in redefining what quality care looks like—not with quick fixes but with enduring support. Not just access, but unwavering assurance.

Book a demo today.

• A new study by Intellect and Milieu Insight reveals that while mental health benefits influence job decisions, leadership, culture, and policies play a larger role in long-term employee satisfaction.

SINGAPORE, 27 MARCH 2025 – One in five job seekers across Southeast Asia consider mental health benefits non-negotiable when evaluating job opportunities. While external mental health benefits such as Employee Assistance Programmes (EAPs) and corporate wellness initiatives are important, internal interventions like supportive leadership, flexible work arrangements, and a healthy workplace culture are holding increasingly greater sway over job decisions.

These findings come from “How does workplace wellbeing support impact talent acquisition and retention?”, a six-market study conducted by Intellect and Milieu Insight, which surveyed 6,000 employees across Singapore, Thailand, Malaysia, Indonesia, Vietnam, and the Philippines. 

Despite increased awareness, employees continue to struggle with wellbeing issues. Nearly half (49%) of respondents reported feeling exhausted, with the Philippines reporting the highest levels of exhaustion (60%). Mental distance, negativity, and cynicism about work were also prevalent, affecting 36% of employees in the past year. In spite of negative feelings reported towards work, interestingly, 72% of respondents rated their overall mental health as ‘good’ to ‘very good’. This gap could be explained by individual fears of reprisal or a lack of self-awareness, making it crucial for employers to look beyond surface-level assessments to fully address the underlying causes of stress and disengagement.

The Trade-offs of Overlooking Mental Health Benefits

Currently, there are more employees using mental health resources than there are employers offering them. Two-thirds of employees used some form of support tool to manage their mental health last year. This shows that there is a real demand for these resources to help employees with their mental health. 

However, financial incentives remain a powerful factor, with 65% of employees stating they might still take a job without mental health benefits if the pay increase was substantial enough. On average, employees across the region would require at least a 29% median pay increase to make the switch, with Thailand ranking the highest at 50%.

“Employers in Southeast Asia are starting to make mental health benefits accessible, but an Employee Assistance Programme is not the be-all and end-all,” said Theodoric Chew, Co-Founder and CEO of Intellect. “These benefits need to be reinforced by strong leadership, supportive policies, and a culture that prioritises wellbeing. Ultimately, a company’s wellbeing strategy is only as strong as the culture and leadership behind it. When businesses foster truly supportive environments, they empower employees to thrive, stay engaged, and reach their full potential.”

Internal Support Matters More Than External Perks

Results from the study emphasise that while mental health benefits play an important role, employees value leadership, workplace culture, and direct team support even more. Employees feel most supported by their peers (45%), followed by their direct managers (20%). This finding should nudge HR teams to focus on workplace interventions that strengthen leadership capabilities and foster psychologically safe environments, rather than relying solely on external benefits.

Kelvin Li, CFO and Co-Founder of Milieu Insight, said, “Workplace culture, leadership, and flexibility now play a critical role in career decisions, and companies that fail to address these areas may struggle with retention and engagement, even if they offer competitive pay.”

The Future of Workplace Wellbeing

The findings of this study underline the need for businesses to bridge the gap between offering mental health benefits and fostering an environment where employees truly feel supported. Companies that prioritise internal changes—through leadership development, cultural shifts, and policy improvements—will be better positioned to attract and retain top talent in an evolving job market.

For more details on the report and to access the full findings, please visit this link. 

-END- 

Research Methodology

Based on Milieu Insight surveys with N=6,000 employed respondents who work at least 35 hours

a week from Singapore, Thailand, Malaysia, Indonesia, Vietnam, and the Philippines (N=1000 each), conducted from 23rd December 2024 to 8th January 2025. The survey comprised 25 questions, which were translated into the local languages of each country where applicable.

About Intellect
The leading mental health company, Intellect’s mission is to redefine mental healthcare regionally and globally. From everyday support to clinical interventions, Intellect grounds its full continuum of care in research, ensuring everyone has easy access to preventive, responsive and personalised mental health care in the moments that matter.

As the most trusted mental healthcare provider in the region, Intellect serves some of the biggest enterprises and organisations in healthcare, government, and education. Online and offline, it has made a difference in the lives of over 3 million users.

Intellect is backed by influential investors including Tiger Global, Insignia Ventures Partners, Y Combinator, HOF Capital, MS&AD Ventures, and East Ventures, alongside prominent venture funds, family offices, big tech executives, and angel investors. In 2023, Intellect was also awarded Human Resources Online’s Best Digital Wellness Platform (Gold). 

About Milieu Insight
Milieu Insight is an award-winning survey software and data analytics company in Southeast Asia, renowned for its expertise in providing businesses with valuable insights and market research data.

Operating in Singapore, Malaysia, Thailand, Indonesia, the Philippines, and Vietnam, Milieu Insight’s industry-transforming solutions have received several prestigious awards, including Campaign Asia’s Market Research Agency of the Year (Gold) and Tech MVP 2022.

Its one-stop insights platform, Canvas, offers tools for analysing and visualising consumer opinion data across a multitude of lifestyle topics and sectors, empowering businesses to make better, more impactful decisions and strategies.

Media Contacts:
Sue Yu Leow
Intellect
sue@intellect.co

Rachel Lee
Milieu Insight
rachel.lee@mili.eu

SINGAPORE, 19 MARCH 2025 – Intellect is proud to have been named to Fast Company’s prestigious list of the World’s Most Innovative Companies of 2025. This year’s list shines a spotlight on businesses that are shaping industry and culture through their innovations to set new standards and achieve remarkable milestones in all sectors of the economy. 

“Being recognised by Fast Company as one of the World’s Most Innovative Companies is a testament to our commitment to breaking barriers in mental health through technology and research-backed care,” said Intellect’s CEO and Co-Founder, Theodoric Chew. “As we continue expanding globally, we remain focused on pioneering solutions that empower individuals and organisations to thrive.”

In the past 12 months, Intellect has expanded its global mental healthcare ecosystem, now offering services in 120 languages across 100+ countries. This unprecedented scale ensures that individuals, no matter where they are, can access clinically validated mental health support in their preferred language and cultural context. With a truly global, yet deeply localised approach, Intellect has set a new benchmark for accessible, high-quality mental healthcare. 

To uphold the highest clinical standards, Intellect collaborates with leading mental health professionals, research institutions, and regulatory bodies worldwide. This commitment to rigorous, science-backed care has enabled Intellect to deliver gold-standard mental healthcare at a global scale, ensuring that quality and effectiveness remain at the heart of every interaction.

The World’s Most Innovative Companies stands as Fast Company’s hallmark franchise and one of its most anticipated editorial efforts of the year. To determine honourees, Fast Company’s editors and writers review companies driving progress around the world and across industries, evaluating thousands of submissions through a competitive application process. The result is a globe-spanning guide to innovation today, from early-stage startups to some of the most valuable companies in the world. 

“Our list of the Most Innovative Companies offer both a comprehensive look at innovation today and a playbook for the future,” said Fast Company editor-in-chief Brendan Vaughan. “This year, we recognise companies that are harnessing AI in deep and meaningful ways, brands that are turning customers into superfans by overdelivering for them, and challengers that are introducing bold ideas and vital competition to their industries. At a time where the world is rapidly shifting, these companies are charting the way forward.” 

The full list of Fast Company’s Most Innovative Companies honoress can now be found at fastcompany.com. It will also be available on newsstands beginning 25 March 2025. 

About Intellect
The leading mental health company, Intellect’s mission is to redefine mental healthcare regionally and globally. From everyday support to clinical interventions, Intellect grounds its full continuum of care in research, ensuring everyone has easy access to preventive, responsive and personalised mental health care in the moments that matter.

As the most trusted mental healthcare provider in the region, Intellect serves some of the biggest enterprises and organisations in healthcare, government, and education. Online and offline, it has made a difference in the lives of over 4 million users.

Intellect is backed by influential investors including Tiger Global, Insignia Ventures Partners, Y Combinator, HOF Capital, MS&AD Ventures, and East Ventures, alongside prominent venture funds, family offices, big tech executives, and angel investors. In 2023, Intellect was also awarded Human Resources Online’s Best Digital Wellness Platform (Gold). 

About Fast Company
Fast Company is the only media brand fully dedicated to the vital intersection of business, innovation, and design, engaging the most influential leaders, companies, and thinkers on the future of business. Headquartered in New York City, Fast Company is published by Mansueto Ventures LLC, along with fellow business publication Inc. For more information, please visit fastcompany.com. 

The DSM-5 marks two primary challenges in individuals with ASD: social communication and interaction across various contexts, and restrictive, repetitive patterns of behaviour, interests, or activities. ASD is a spectrum, meaning individuals can have different levels of severity, from Level 1 (requiring minimal support) to Level 3 (requiring substantial support). In today’s article, we are primarily focusing on those at Level 1.

How ASD manifests in a romantic relationship

Brian*, a high-functioning client with autism, blurted out a random question in one of our sessions: “Have you ever watched Attack on Titan?” 

Not knowing where he’s going with this, I asked, “Why?” 

He continued, “There’s this character, Eren Yeager. He’s learning to use these flying devices, but he kept bouncing off walls. Then later he discovered that his belt was broken.”

He paused, seeing my confusion, “That’s how I feel sometimes. I can’t understand why certain things can seem so easy and obvious to others while not making any sense to me. It’s like my belt is broken but I can’t even see.” 

This metaphor hit me hard. Brian is certainly not alone in this. Individuals with Level 1 ASD may not have significant issues with holding jobs or basic social interactions, but they can still encounter unique problems in interpersonal contexts, such as romantic relationships. 

Below are some of the common challenges that a partner with autism may face.

1. Social Communication and Social Interaction

a. Difficulty Understanding Subtexts

It’s not an exaggeration that reading between the lines can feel like solving puzzles for a partner with autism. Brian shares about a recent conflict with his wife:

“I asked her if I could hang out with my friends, and she responded, ‘Sure, why not?’ So I went. But then I got an angry message on my way, ‘How could you leave me home alone on Valentine’s Day?’ If she wanted to spend time together, why couldn’t she just say that?” 

It’s not just sarcasm that a partner with autism struggle with. Harmless playfulness may be lost on them, too.

“Reading tones is like climbing the Himalayas to me,” Brian said. “I can’t tell if people are just joking or if they’re really upset.”

For example, when his wife jokingly says, “Oh no, you finished all the snacks!”, he would start to feel anxious and wonder: “is she mad at me?” This difficulty in “reading tones” can create emotional distress, making him withdraw from those interactions.

And then there’s flirtation—a style of communication loaded with subtext—that doesn’t always go smoothly. One summer night, Brian’s wife was in a playful mood and teased him: ‘Hey, honey, don’t you feel hot in here? How about taking a nice shower together?’

Brian, with complete earnestness, responded, “Oh, I already did. Do you want to turn on the AC?”

As you can imagine, his lack of responsiveness to flirtation can make his wife feel hurt, unwanted, and underappreciated.

b. The “Straight Shooter” Problem

Individuals with ASD are often recognised for their direct and blunt communication style. This so-called “lack of a social filter” can be particularly striking in romantic relationships, where partners typically expect more sensitivity and gentleness.

Brian shared a great example: “She texted me asking if I wanted to go on a shopping date, and I answered ‘No’. She was so upset. Later, she told me it wasn’t about what I said, but how I said it so bluntly without any emotional cushion.”

As Brian put it, didn’t realise he had to sugar-coat his response. To him, he was simply answering a yes-or-no question honestly. But to his wife, his response can come across as cold or uncaring.

c. Limited Social‐Emotional Reciprocity

One misconception about individuals with ASD is that they don’t feel emotions or lack empathy. But this couldn’t be further from the truth. Although their means of expression are more reserved, they experience emotions just like anyone else. 

Brian recounted instances in his early dating experiences where his dates were unsure if he was having a good time because he didn’t say much. To this day, his wife occasionally asks, “Did you enjoy our movie night? I couldn’t tell if you liked it because you didn’t show anything.” 

Although they don’t mean a lack of feeling, the absence of emotional displays can still leave their partners guessing, feeling confused and even disconnected.

2. Restricted, repetitive patterns of behaviour, interests, or activities

a. Preoccupations with Objects or Topics

It was the week after Comic-Con when Brian came to our session. Just as I would with any client, I started our session by following up on something he shared the week before:

“So, I know you went to Comic-Con this past weekend. How was it?”

Now, most clients would recognise this to be a conversation starter, give a quick update, and then get down to business. But the moment Brian heard my question, his eyes lit up and he launched into a passionate sharing. In that moment, you’d never guess he had ever struggled with making conversation.

The passion that individuals with ASD bring to their hobbies and interests can be immense. While it’s not necessarily a bad thing, this intensity can overshadow other aspects of their lives. Brian, for instance, plans his entire year around anime conventions, leaving little time for shared experiences with his wife, like taking spontaneous trips abroad.

“My wife complains about feeling like a secondary priority and having to compete with conventions for my attention,” he admits.

b. Routine and Resistance to Change

Disruptions to one’s routine can be challenging for some of us. But for individuals with ASD, even small changes can be overwhelming. When Brian’s office was being renovated for two months, he compared the experience to a game of Jenga: “It was all stable and nicely balanced, but suddenly, one piece was moved. Yes, it has returned to its balance for now, but how would I know when it’s gonna wobble again?” 

This metaphor captures the sense of disorientation that a change of routine can bring to individuals with ASD. Even as things settle, the question lingers: When would the next piece move?

Strategies support a partner with autism (and yourself)

Romantic relationships take work to begin with, and the road inevitably becomes bumper when you factor ASD into the equation. But with patience, understanding, and empathy, we can build meaningful and fulfilling relationships.

Here are some strategies for strengthening relationships with partners with ASD.

Mindset Change: Differences, Not Deficits

ASD is not a deficit, but a natural variation in how an individual interacts with the world. Take the instance where Brian said no when his wife asked him if he wanted to spend time together. It wasn’t because he didn’t care about her feelings, but because he defaults to clarity over emotional cues. This recognition can minimise misunderstanding between partners, fostering empathy and strengthening their connection.

Communication Strategies

As a rule of thumb, say what you mean and mean what you say! When getting through to partners with ASD, direct and explicit communication tends to work best. Sure, it would be ideal if our partners could intuit our feelings without our expressing them. But instead of being sarcastic when we’re upset and hoping they would clock that, you might say “I’m feeling upset now because XYZ. You can help me by doing XYZ.” Getting straight to the point meets your need for comfort and their need for clarity.

(With that said, it doesn’t mean there’s no room for humour; when you’re teasing a partner with ASD, it helps to say “I’m just joking!”)

Routine and Structure

In romantic relationships where two people are heavily involved in each other’s lives, a shared calendar, visual schedules, and clear time blocks for different activities can offer a sense of predictability. Although Brian continues to make extensive plans for his hobbies, he simultaneously prioritises his relationship by having a shared calendar that informs him of upcoming activities.

“I can do it. I just need to know in advance,” He later said.

Self-Care for Partners

You likely found this article because you want to learn how to support your partner with autism. However, I also want to take a moment to recognise the unique challenges that you may be facing.

In the book “NeuroTribes”, the concept of “double empathy” is introduced. Just as a partner with autism struggles to understand how their neurotypical counterparts experience the world, so will you find it difficult to walk a mile in their shoes. Just imagine how isolating and even painful it could be if you feel you can’t fully connect with or understand your loved one.

As we come to the end of this article, I want to remind you that supporting yourself is just as crucial as supporting a partner with autism. From educational resources to support groups and even couples counselling, there ways for both partners to better understand each other’s perspectives and strengthen their relationship.

As a manager or HR professional, handling an emotional moment compassionately but professionally can strengthen your relationship with your team member while maintaining boundaries. Here’s what you can do when an employee cries.

What’s coming up for you?

Before stepping in to support your team member, take a moment to check in with yourself. Do you have the emotional capacity to be present and supportive at this moment? A quick self-assessment ensures you can hold space for them while maintaining professionalism.

If you find yourself emotionally affected—perhaps feeling guilt or frustration if their tears stem from your feedback—it may be best to take a step back and suggest pausing the conversation so both parties can regroup when they feel more composed.

But if you want to be there for your team, here’s a guide to doing so with empathy and tact.

How do I react when my employee cries?

Step 1: Ensure privacy

If your team member starts crying during a one-on-one, ensure you’re in a private space or suggest moving to one. Where possible, a quiet, comfortable setting helps them to feel safe to express their emotions. You’d also want to assure them that the conversation will remain confidential to maintain trust. 

If this happens during a group call, consider giving them the option to drop off early and following up with them separately. Acknowledge their distress and offer to continue the conversation via a private call or at a later time.

Step 2: Check if they to talk or be left alone 

Respect that not everyone is ready to talk when they’re overwhelmed. Ask them gently:

• “Would you like a moment alone, or would you prefer to talk about what’s on your mind?”
• “I can step away for a few minutes if you need some time, or I’m happy to listen if that would help.”

If they need time, let them know it’s okay. Offer to check back in later and follow through on that promise.

Step 3: Ask open-ended questions

If they are ready to talk, encourage expression with open-ended questions:

• “What are you feeling right now?”
• “How have you been coping?”
• “What’s been on your mind lately?”

Avoid:

• “Why” questions, which can feel accusatory or invalidating, such as “Why do you feel this way?”
• Probing too much into personal matters, especially if their stressors are outside of work.
• “Diagnosing” them, such as “Are you sure you don’t have social anxiety?”

Step 4: Practice active listening

Once they start sharing, focus on making them feel heard. Remember, your role is to listen, not to fix.

• Offer verbal affirmations: “I hear you,” “That sounds really difficult,” or “I appreciate you sharing this with me.”
• Paraphrase and check for understanding: “It sounds like you’re blaming yourself for everything that went wrong in the group project. Did I get that right?”
• Normalise their feelings: “It’s completely understandable to feel this way given everything you’re handling right now.”

Avoid:

• Jumping to problem-solving too soon, like “Have you tried managing your time more effectively?” Sometimes, they just need to vent before solutions are discussed.
• Minimising their problems, like “It’s not that bad.” or “You’re thinking too much.” 
• Toxic positivity, like “You’ve got this!” or “Just stay positive!”

Step 5: Offer support within boundaries

Tempting as it is to offer solutions that have worked for us, being prescriptive can sometimes come across as presumptuous. Instead, ask your team member exactly how you can support them once they have shared their thoughts: 

• “What do you need right now to feel a little better?”
• “Would it help if we revisited your workload to see if any adjustments can be made?”
• “Would you like me to connect you with our Employee Assistance Program (EAP) or other resources?”

While empathy is essential, remember you are not their therapist. If what your team member needs is beyond your scope, guide them to appropriate resources or professional support. 

What to do after an employee cries

When wrapping up the conversation, express appreciation for their trust and vulnerability.  If they remain emotionally overwhelmed, encourage them to take the rest of the day off. 

Reassure them, where appropriate, that this moment will not affect your perception of their professional abilities. Reinforcing psychological safety can help them feel more secure in their role.

Consider these follow-up steps:

• Connect them with resources – If applicable, share information on Employee Assistance Programmes or mental health hotlines. You may also assure them it’s okay to take time off work to use these resources.
  
• Make reasonable accommodations – If work-related stress is a factor, consider workload adjustments where possible. For example, can their deadlines be adjusted? Can workload distribution be re-evaluated?
  
• Follow up in the next meeting – A simple check-in shows continued support: “How have you been feeling since our last conversation?”

Last but certainly not least, take care of yourself. Providing emotional support when an employee cries can be draining. Reflect on what you need to decompress, whether it’s a short break, a conversation with a mentor, or engaging in self-care activities. Small, consistent self-care habits help prevent burnout.

And if you feel you could have handled it better, go easy on yourself! Supporting someone in distress can be uncomfortable, and most managers aren’t formally trained for these situations. The fact that you tried in spite of that speaks volumes, and you deserve a pat on the back for that.

Mental Health First Aid™ 

According to a 2023 study by Deloitte, 94% of employees feel their manager should have at least some responsibilities for their wellbeing—and 96 percent of managers agree. There’s just one gap to be bridged: a lack of know-how. 

Enter Mental Health First Aid™, a programme that has trained over five million people across 24 countries since 2000. As the course’s sole licensed provider in Singapore, Intellect believes in empowering managers and team members to be the first responders to coworkers who may be struggling. Learn more here. 

SINGAPORE, 10 MARCH 2025 – Intellect, a global mental health benefits company, has released the second edition of its anticipated report, Workplace Wellbeing 360 Report 2025: Benchmarking 10 Industries Across the World. Providing data-driven insights into the evolving dynamics between workplace mental health and performance, the report is based on data from 50,000 employees from 182 countries and using Intellect’s proprietary and holistic 26-question Dimensions measurement framework.

Diving deep into the four components of workplace wellbeing – employee wellbeing, organisational support, work engagement and employee productivity – the report aims to compare workplace wellbeing across 10 industries globally, as well as help organisations assess their own state of workplace wellbeing against local and global peers.

“With the findings in Workplace Wellbeing 360 Report 2025: Benchmarking 10 Industries Across the World, it’s clear that mental wellbeing is a key driver of business success,” said Theodoric Chew, Co-founder & CEO of Intellect. “Employers that invest in support systems, initiatives and programmes that help employees feel valued, will ultimately create healthier workplaces where teams are more productive and engaged. With this report, we want to empower employers and human resources professionals to make strategic, data-driven recommendations that drive measurable outcomes and enhance organisational performance.”

Employees in APAC feel more supported at work

In a year that saw global perceptions of organisational support decline slightly, Intellect’s report found that employees across the majority of industries in Asia Pacific (APAC) showed more positive sentiments in 2024. This led to a 1.5% year-on-year increase that enabled the region to reach parity with other regions.

The contrasting trend between APAC and other regions is also consistent when examining the personal factors that influence workplace wellbeing, with employees in APAC reporting improvements in areas such as mental wellbeing and resilience, among others, while their global counterparts reported dips or negligible growth in these areas.

Mental wellbeing is the strongest enabler of productivity

The findings point to personal mental wellbeing (r=0.67) as the most important factor when determining employee productivity, even more so than growth mindset (r=0.17) and goal orientation (r=0.17), two factors that many organisations prioritise.

Correlation between Mental Wellbeing and Employee Productivity

This shows that investing in workplace mental health is both a strategic and financial imperative for businesses, and that personal development could be an overlooked driver of performance.

Employees are taking less time off – but this may be hindering productivity

Presenteeism, the phenomenon where employees are present but not engaged due to physical and mental health concerns, is rising. In 2024, presenteeism increased by nearly 8%, rising from 38.2% in 2023 to 41.2%, leading to a dip in productivity and efficiency. Further, presenteeism is a greater financial burden on organisations, costing 3X as much as absenteeism, or the number of days employees miss due to physical or mental health.

Helping employees manage stress is an urgent need globally

Though the global workforce has improved in self-efficacy, purpose and meaning, and optimism, there have been significant downward shifts in stress management, growth mindset, and self-awareness.

In line with their global counterparts, employees in APAC reported declines in stress management. With a year-on-year decrease from 60% in 2023 to 58% in 2024, employers should implement targeted initiatives. This will help mitigate stress and help staff members maximise their productivity in ways that are healthy, promote greater work-life balance and foster greater self-awareness. 

For more details on the report and to access the full findings, please visit here.

-END- 

Research Methodology

Intellect Benchmarking utilises the data collected from 50,000 users (Close to 20,000 B2B users) of Intellect based on responses to Intellect Dimensions (Personal Insights Quiz), a 26-item holistic wellbeing questionnaire developed by subject matter experts at Intellect. On average, users respond to the questionnaire every 18-21 days to monitor their journey within the platform. A summary report is provided to users, based on 13 personal factors derived from the aggregation of Intellect Dimensions item scores.

Users are categorised based on demographic data such as the industry that they work in, country, gender and age group. Scores are aggregated to form the average for the various categories.

Benchmark scores span across a wide range of variables, are influenced by 13 personal factors, and are broadly grouped into four distinct organisational wellbeing categories:

• Employee Productivity, which is measured in terms of productivity loss (presenteeism) and absenteeism due to physical and mental health.. 
• Employee Wellbeing, which assesses the overall mental and emotional wellbeing of employees. 
• Organisational Support, which considers the extent to which employees perceive assistance as adequate.
• Work Engagement, which is informed by the level of commitment and involvement of employees. 

About Intellect
The leading mental health company, Intellect’s mission is to redefine mental healthcare regionally and globally. From everyday support to clinical interventions, Intellect grounds its full continuum of care in research, ensuring everyone has easy access to preventive, responsive and personalised mental health care in the moments that matter.

As the most trusted mental healthcare provider in the region, Intellect serves some of the biggest enterprises and organisations in healthcare, government, and education. Online and offline, it has made a difference in the lives of over 3 million users.

Intellect is backed by influential investors including Tiger Global, Insignia Ventures Partners, Y Combinator, HOF Capital, MS&AD Ventures, and East Ventures, alongside prominent venture funds, family offices, big tech executives, and angel investors. In 2023, Intellect was also awarded Human Resources Online’s Best Digital Wellness Platform (Gold). 

Media Contacts:

Sue Yu Leow
Intellect
sue@intellect.co

This paradigm shift has become particularly relevant as more employees realise the benefits of hybrid work. In the U.S., 68% of workers support hybrid instead of full in-office work. However, for a hybrid work model to be successful, managers must design hybrid work policies that consider the employees’ needs, not just the organisation’s. 

As organisations navigate the complexities of this new normal, a thoughtful and strategic approach to hybrid work is essential. A well-designed hybrid work policy is crucial not only for adapting to the evolving nature of work, but also for ensuring sustained productivity, fostering collaboration, and enhancing employee satisfaction. Let’s take a closer look at the key steps for designing an effective hybrid work policy. 

Benefits and challenges of hybrid work

Hybrid work is a flexible agreement in which employees can divide their time between working in a physical office and working remotely. This approach offers several advantages:

• Increased flexibility: Employees can enjoy the autonomy of working from a location of their choice, and in some companies, they can choose which days they want to work from home. 

• Better work-life balance: This arrangement offers the opportunity to arrange working hours in a way that facilitates other important aspects of workers’ lives. 

• Improved employee morale: Everyone likes to be appreciated and valued. Offering hybrid work arrangements demonstrates your organisation’s respect for your workforce. 

However, the transition to a hybrid work model has some challenges too: 

• Logistics — getting everyone on the same page: Do team members want to work in the office on the same days? Striking the right balance between remote and in-office work poses logistical challenges, especially with dispersed teams. The problem can be compounded if team members work in different time zones. 

• Maintaining a cohesive company culture: Building and nurturing your company culture can be difficult when teams are physically scattered. Team-building exercises can encourage engagement. 

• Ensuring balanced workloads and time management: Some employees struggle to focus and complete their tasks in a remote work environment, which can cause stress and added pressure for their teammates. Others may find it challenging to disconnect from work, potentially leading to burnout.

Best practices for designing a hybrid work policy

For these reasons and more, designing a detailed hybrid work policy is essential for its success. In the following sections, we’ll explore four best practices. 

1. Establishing clear guidelines and expectations

To successfully navigate the complexities of hybrid work, organizations must establish clear requirements. To successfully navigate the complexities of hybrid work, organizations must establish clear requirements. Determining the priorities and expectations for your hybrid work policy should be a thoughtful process, and the solution should be designed around the nature of the work, team dynamics, and individual preferences.

Essential components of a hybrid work policy

Although every company’s expectations are different, there are key elements that should be present in every hybrid work policy:   

• Effective date: The date when the policy starts.

• Purpose and scope: The hybrid work policy outlines the working arrangements for employees who work both from the office and remote locations, either temporarily or permanently. 

• Review: How often should you review the hybrid work policy?

• Policy details: Delineate the specifics of the program by answering the key questions. These will vary from organisation to organisation.
  – How does your organisation define hybrid work?
  – How many days are in the office, and how many days are remote?

• Eligibility: Which positions can apply for hybrid work and which can’t? For example, customer-facing jobs typically require work on-site. 

• Schedule flexibility: Clear rules are essential for maintaining a reliable scheduling practice. Managers must consider:
  – Are the office or work-from-home days predefined?
  – What are the expectations in terms of flexibility and shift changes?
  – Who is responsible for finding a replacement when an employee is not able to work?

• Workspace: Lay out clear guidelines around the working environment.
  – What are the employee’s responsibilities? 
  – What, if any, equipment does the company provide?

• Communication: Understanding what team members expect in terms of response times and availability is essential to meeting those expectations. Managers should consider:
  – Hours during which employees should be available 
  – The acceptable window to wait for a response to a question or request
  – When office attendance is required
  – Managers should provide guidelines for meeting etiquette, such as when to use camera and microphone, when to mute, and proper attire for a virtual meeting.

• Performance evaluation: Performance evaluations should be made regardless of the employee’s location. 

• Training: The final step in implementing a successful hybrid work policy is to ensure that workers understand the rules, expectations, and benefits. Design a training package for workers new to the hybrid policy. 

• Security and data protection: With people working in dispersed environments, data security becomes a major consideration.
  – What are the protocols to ensure data privacy and security? 
  – Define policies for the use of security software, password-protected LANs, and two-factor authentication
  

Time tracking and working remotely

Time tracking is one of the dilemmas of remote work. Some companies debate whether to track time for remote workers. On one hand, workers may see it as an invasion of their privacy, but companies need to ensure team members are present when expected and are pulling their weight. 

Introducing time tracking for your employees as part of a hybrid work policy may seem daunting. Choosing a time-tracking solution that requires minimal input from the employee, is easy to use, and gives accurate data while protecting their privacy will help reassure them and encourage them to participate.

2. Fostering collaboration and communication

Seamless collaboration between in-office and remote workers is a cornerstone of a successful hybrid work model. New tools and techniques are essential in fostering communication and maintaining a cohesive workforce:

• Enhanced Collaboration Platforms: Modern platforms like virtual whiteboards, project management tools, and team-specific collaboration hubs streamline workflows and facilitate real-time engagement.

• Dynamic Meeting Formats: Leverage hybrid meeting technologies with features such as automatic transcription, breakout rooms, and asynchronous video updates to ensure inclusivity and flexibility.

• Feedback and Engagement Mechanisms: Use pulse surveys, digital suggestion boxes, and virtual town halls to gather employee insights and foster a culture that values diverse perspectives.

• AI-Driven Communication Tools: Employ AI-based chatbots and sentiment analysis tools to identify and address communication gaps promptly.

3. Supporting employee wellbeing and work-life balance

The hybrid work model presents unique challenges to employee wellbeing, such as the risk of burnout or feelings of isolation. Addressing these challenges requires a proactive approach from organisations. 

While working from home can sound like a dream come true, some people find that it comes with unexpected mental health challenges. 

Managers can encourage employees to follow regular working hours and ensure team members have group and private channels for professional and personal communication. 

Flexible scheduling options, including flexible work hours or compressed workweeks, can empower employees to tailor their work schedules to align with their peak productivity times and personal commitments.

Mental health resources, wellness programmes, and access to virtual social events can mitigate feelings of isolation and contribute to a positive work culture.

Additionally, organisations should encourage employees to establish clear boundaries between their work and personal lives. This includes communicating the importance of taking breaks, setting realistic work expectations, and fostering a culture that values downtime.

4. Evaluating and adjusting the hybrid work policy

A successful hybrid work policy is not a static document, but an evolving framework that requires continuous evaluation and adjustment. Soliciting feedback from employees is essential to understanding the effectiveness of the policy and identifying areas for improvement.

Regular surveys, staff meetings, and one-on-one discussions are some of the methods that allow organizations to make informed adjustments to the hybrid work model. HR departments facilitate this feedback loop, ensuring that the needs and concerns of employees are addressed.

It’s crucial to recognise that there is no one-size-fits-all approach to hybrid work. Each organisation must tailor its policy to align with its unique culture, industry, and workforce dynamics. Flexibility and adaptability are key, and organisations should be prepared to make changes as the need arises.

Reap the benefits of a hybrid work policy

As the future of work continues to evolve, organisations must embrace the possibilities — and the advantages — offered by hybrid work. A well-designed hybrid work policy not only addresses the immediate challenges posed by remote and in-office dynamics but also lays the foundation for a resilient and adaptive workplace culture.

In doing so, they empower their employees to thrive in a flexible and dynamic work setting, ultimately contributing to sustained productivity, enhanced collaboration, and overall job satisfaction.

According to Rutgers psychologist Daniel Goleman, while these traits are “entry-level requirements for executive positions,” they aren’t definitive markers of leadership excellence. Rather, the most effective leaders are all alike in one crucial way: they all have a high degree of emotional intelligence.

The truth is, emotional intelligence isn’t just a nice-to-have trait; it’s a must-have. Leaders with high emotional intelligence are better equipped to manage their own stress and burnout, build workplace relationships, and nurture high-performing teams. 

Yet, it’s a skill that’s often overlooked—especially in traditional business schools, where the focus tends to remain on strategy, finance, and management theories. In this article, we’ll explore the five key components of emotional intelligence and how mastering these can make you a more effective leader.

5 components of emotional intelligence

1. Self-awareness

Self-awareness is the degree to which you are conscious of and understand your own thoughts, feelings, and motivations. Self-awareness gives you clarity about your strengths and weaknesses, as well as your values and beliefs. This insight helps to guide both your personal growth and professional development.

A self-aware leader also recognises patterns in their responses. For example, do you find yourself becoming overly critical of others when you’re under tight deadlines? Or perhaps you notice a tendency to avoid confrontation when dealing with difficult team dynamics. Identifying these patterns allows you to address unhelpful behaviours with intention rather than simply reacting on autopilot.

Tip: Naming and express your emotions

A simple acknowledgement like, “I feel frustrated right now,” can be a powerful starting point. The more descriptive and specific you are, the better. For example, you might say, “I feel frustrated because my team might miss the deadline.”

Next, ask yourself why you feel the way you do. For example, do you feel frustrated because you worry about being perceived as ineffective? Identifying the root cause of your frustration allows you to shift from simply reacting to taking constructive action, such as presenting a transparent update on your team’s progress, along with a plan for getting back on track.

2. Self-regulation

Self-regulation is the ability to manage your feelings and behaviors in challenging situations. It’s about controlling the emotions and impulses you’ve developed over the years—starting in childhood, shaped through adolescence, and carried into adulthood.

It’s natural to experience strong reactions in stressful moments, but self-regulation creates a buffer between your emotions and your actions. This gives you time to consider responses that can improve relationships and minimise negative social repercussions, rather than being driven by the heat of the moment.

Tip: STOP—a 4-step technique

1. Stop: By simply taking a brief pause, you create a moment of space between the trigger and your reaction. This is essential for shifting from a reactive to a thoughtful response.

2. Take a deep breath: Focus on the sensation of inhaling and exhaling. This calms the nervous system, reducing the intensity of the emotion and allowing you to regain control over your body’s physical reactions

3. Observe: Observe your thoughts, feelings, and the environment objectively. What’s going through your mind? Are you feeling angry or hurt? What’s going on around you? Doing so without judgement (i.e. “I shouldn’t be angry”) helps you detach from the emotional charge of the situation.

4. Proceed mindfully: Now, with a clearer mind and a calmer body, you can proceed mindfully. Ask yourself, “What is the most productive way to handle this situation?” 

Whether it’s taking a moment to express your feelings calmly, asking for clarification, or simply choosing not to respond at all, this step allows you to act in alignment with your values and goals.

3. Motivation

Being a leader at work often comes with a promotion and pay increase, but while external rewards like recognition and financial incentives can drive performance, they are rarely enough to sustain long-term motivation.

As a leader, it’s crucial to tap into your intrinsic motivations—the internal drivers that fuel you. For instance, you might be motivated by the desire to make a meaningful impact, to support others in their growth, or to contribute to a cause. These intrinsic motivations are more personal and fulfilling than external rewards, and they have a lasting impact on both your performance and overall satisfaction.

Especially during challenging times, intrinsic motivation keeps you grounded in your values and goals. For example, if you’re leading a team through a difficult sustainability project, your intrinsic drive to contribute to a cause you believe in can help you push through setbacks and stay committed to the bigger picture.

Tip: Reflect on what matters to you

Coaching can help you to reflect on your personal values, your sense of purpose, and what excites you about leadership. It involves asking questions like:

• What motivates me to show up and give my best every day?
• What is the bigger purpose behind my work, beyond just meeting deadlines or achieving financial targets?
• How can I set goals that align with my values and keep me focused on the long-term vision?

4. Empathy

Empathy is the ability to understand and appreciate the perspectives of others. It goes beyond simply being kind or sympathetic—it involves truly engaging with your team members, seeing the world through their eyes, and acknowledging their feelings and experiences.

There are three key components of empathy:

• Engaging: This involves actively interacting with your team, especially those from different backgrounds and experiences. Understanding their individual needs, concerns, and motivations leads to more effective collaboration.

• Putting yourself in others’ shoes: By imagining what your team members are experiencing—whether it’s a tight deadline, personal challenges, or workplace frustration—you can respond with more understanding.

• Learning: Empathy also involves paying close attention to non-verbal cues such as body language, tone of voice, and facial expressions. These subtle signs help you understand how your team members are feeling, even if they aren’t voicing it directly. 

Tip: Active listening 

One of the most powerful tools for cultivating empathy is active listening. To practise active listening, don’t just listen to respond—listen to understand. Some key techniques include:

• Maintaining eye contact during the conversation to show that you’re fully engaged.
• Asking open-ended questions that encourage the other person to share more.
• Paraphrasing what they’ve said to confirm understanding. (e.g. “It sounds like you’re feeling overwhelmed with the project deadline. Can you tell me more about what’s contributing to that stress?”)
• Validating their emotions by acknowledging how they feel. (e.g. “I can understand why that would be upsetting. It sounds like you’re dealing with a lot.”)

5. Interpersonal skills

Interpersonal skills are our abilities to build and maintain meaningful relationships with others. By improving your interpersonal skills, you can better support your team, inspire commitment, and create psychological safety at work. 

One key aspect of interpersonal skills is positive body language. Non-verbal cues such as smiling, maintaining eye contact, and having an open posture can make you appear more approachable and engaged. For example, crossing your arms may unintentionally signal defensiveness, making it harder for team members to feel comfortable approaching you. 

Another critical component is taking a genuine interest in your team members. Rather than always focusing on your own thoughts or ideas, make an effort to ask questions and learn about the experiences, challenges, and perspectives of your employees. People appreciate managers who show curiosity and truly listen. 

Tip: Perfect small talk

Small talk gets a bad rap, but it’s an indispensable tool for leaders to bridge the power gap and build rapport with their team. Casual conversations can pave the way for deeper discussions and help both parties feel more at ease.

Here are a few tips to help you master small talk with your team:

• Find common ground: Look for shared interests or experiences, such as discussing the event you’re attending.
• Keep it light: Stick to neutral topics like hobbies, movies, or travel—avoid heavy subjects such as politics or religion.
• Know when to wrap up: End the conversation gracefully with something like, “It was great talking to you. Hope we can chat again soon.”

Becoming a leader with emotional intelligence

Becoming an emotionally intelligent leader is an ongoing process, one that requires continuous growth in self-awareness, self-regulation, motivation, empathy, and interpersonal skills. As you refine these qualities, you evolve from simply holding a leadership position to becoming a leader who inspires, connects, and empowers others to achieve success.

No matter where you fall on this spectrum, mastering these conversations with emotional intelligence is essential. When approached thoughtfully, they’re not just about resolving issues—they’re opportunities to strengthen relationships with coworkers.

Here’s a 5-step guide to help you navigate these conversations with confidence and tact.

How to have difficult conversations

1. Identify your emotions

Before diving into a difficult conversation, a simple pause—like taking a deep breath—can create the space you need to gather your thoughts. Ask yourself, What am I feeling right now? Be specific: Are you calm, nervous, frustrated, or angry? Tools like James Russell’s mood meter can help you pinpoint your emotions based on their pleasantness and intensity.

Once you’ve identified your emotions, ask yourself:

• Explore their root cause. For instance, if you’re feeling nervous, could it stem from a fear of being misunderstood? If you’re angry, is it because you feel you’ve been treated unfairly?

• Anticipate how you might react if your emotions escalate. This helps you prepare and decide if now is the right time to proceed. If you’re not in the right headspace, it might be better to postpone the discussion.

• Continue checking in with yourself during the conversation. Periodically asking, How am I feeling right now? helps you stay self-aware and assess whether your emotions are influencing your tone, word choice, or non-verbal communication, such as body language and facial expressions.

2. Listen actively 

Active listening is about paying attention, showing genuine interest, and empathising with the other person. Here’s how to practise active listening during a difficult conversation:

• Maintain eye contact: Follow the 50/70 rule by making eye contact 50% of the time when you speak and 70% of the time when you listen. Do so in 4- to 5-second intervals.

• Ask open-ended questions: Rather than questions that elicit only yes or no answers, ask open-ended questions like, “Can you tell me more?” or “How can we best proceed?” to encourage dialogue and deeper understanding. 

• Paraphrase: Restate what you hear in your own words to confirm your understanding. For example, “What I’m hearing is that you’re concerned about meeting the deadline.”

• Validate the emotion: Validation doesn’t mean agreeing—it simply means acknowledging your coworker’s feelings. Statements like, “I can see why you’re worried,” or “It makes sense that you feel upset because of this,” make them feel seen and heard.

3. Express yourself clearly 

Now that it’s your turn to speak, consider how you can express your thoughts, feelings, and needs in an honest, respectful, and constructive way. The SBI—Situation, Behavior, Impact— framework is a structured approach to do just that. 

Situation

Start by describing the context clearly and objectively. Be specific about details such as the time, location, and any relevant background. This sets the stage and ensures both parties are aligned on what you’re referring to.

• Do say: “During yesterday’s client meeting, when I was making my pitch”
• Don’t say: “Every time we have a client meeting…”

Avoid using generalisations like “always” and “never,” as they make your statement vague, emotional, and critical right from the start.

Behaviour

Next, focus on the actions or words you observed from the other person without making assumptions or interpretations. 

• Do say: “You were on your phone the entire time and appeared disengaged.”
• Don’t say: “You were disrespectful.”

Impact

Finally, use “I” statements to explain how their behaviour affected you or others. This focuses on your experience, demonstrates accountability for your reactions, and leaves room for other perspectives.

• Do: “I felt dismissed because I had spent hours preparing for the presentation, and I’m worried that it would undermine our synergy as a team.”
• Don’t: “You made me feel dismissed because you weren’t paying attention. You made us look bad in front of the client.”

In contrast, “You” statements can come across as accusatory, triggering defensiveness and shutting down open dialogue. Avoid phrases like “I feel like you…” too, as these are essentially “You” statements in disguise.

4. Seek solutions 

Next, find a mutually acceptable resolution that addresses the issue while preserving the relationship.

• Explore perspectives: Acknowledge the other person’s point of view without necessarily agreeing. For example, “I understand you may have felt it was urgent to reply to your messages—would you mind sharing what led to that during the pitch?”

• Focus on the problem: Address the behavior, not the person, and work toward shared goals. For instance ,”I’d like to ensure everyone in the team receives the attention they deserve during presentations.”

• Communicate and clarify: Clearly state your expectations and confirm understanding. For example, “In the future, it would be helpful if you stepped out of the room if something urgent comes up. Does that work for you?”

5. Review and reflect 

Once the conversation is over, take time to review and reflect on the experience, ensuring you process both the practical and emotional aspects.

• Acknowledge and appreciate: Recognise the efforts, contributions, and perspectives of the other person. This reinforces mutual respect and strengthens the relationship. (e.g., “I really appreciate you taking the time to discuss this with me. Your openness made it easier for us to find a way forward.”)

• Evaluate the process: Reflect on what worked well for you and what could be improved for future conversations. For example, could you have been more succinct, asked more questions, or chosen another time or place to have such a difficult conversation?

• Assess the outcome: Consider the results and whether both parties are satisfied. Reflect on how the conversation may have impacted your working relationship.

• Manage residual emotions: If you still feel tension, try grounding techniques like the Five Senses exercise, the STOP technique, or visualise a calming place to process any lingering emotions. This helps you reset and avoid carrying unresolved feelings into other interactions.

How Intellect can help 

Navigating difficult conversations with emotional intelligence is a skill that grows with practice, and tools like active listening and the SBI framework can empower you to approach these moments with confidence. 

For more strategies, check out Intellect’s in-app content on topics such as assertiveness and conflict resolution. And if you’ve got coaching credits as part of your EAP, rehearsing a difficult conversation with a professional in a safe space can go a long way too. 

Download Intellect today. 

Other cultures have their own word for this feeling. In Japanese, Natsukashii conveys joy and gratitude for the past. In Chinese, 回味 (Huíwèi) describes savouring memories in the present. Rather than pain, these terms evoke comfort.

Emotions are universal, but language shapes how we express them and connect with others. This influences our relationships, including the bond between a coach or mental health professional and their client. But do individuals see more progress when receiving native language coaching? Intellect decided to find out. 

Is native language coaching more effective?

Methodology

To explore the difference native language coaching makes, Intellect analysed nearly two years worth of data (starting December 2022) from 535 users of coaching, a subset of our larger user base. The sample included 60 users from predominantly English-speaking countries (Australia and New Zealand) and 475 users from the following countries where English is not the primary language:

• United Arab Emirates
• Bangladesh
• Brunei
• China
• Hong Kong
• Indonesia
• India
• Japan
• Cambodia
• South Korea
• Laos
• Malaysia
• Myanmar
• Pakistan
• Philippines
• Singapore
• Thailand
• Taiwan
• Vietnam

Wellbeing outcomes were assessed using the PHQ-4 (Patient Health Questionnaire-4), a screening tool that evaluates symptoms of depression and anxiety. 

Findings

The results revealed a clear trend: native language coaching led to better outcomes across the board. 

In non-English-speaking countries, 39% of users who received native-language coaching saw their PHQ-4 scores improve, compared to 33% of those who coached in English. 

(There’s a possible reason for the small difference in improvement rates: In countries where English isn’t the primary language, some users’ native language might still be English (e.g., an American working in Asia). However, our analysis would have categorised them as English-speaking users from non-English-speaking countries.) 

But here’s the kicker: In English-speaking countries, the effectiveness of native-language coaching is nearly doubled. 60% of users who received native language coaching saw their PHQ-4 scores improve, compared to just 35% of those coached in English. 

This nearly twofold difference challenges the assumption that individuals in English-speaking countries fully adapt to English and have little need for native language coaching. On the contrary, it suggests that these settings are where native-language coaching makes the greatest impact.

Why native-language coaching is more effective

Our findings align with a 2015 study on expatriate coaching, which identified coaching language as a key factor in coaching success, alongside trust and confidentiality.

Participants noted that native language coaching provides several key benefits:

1. Linguistic ease

Even fluent speakers find that communicating in a second language requires extra mental effort. While they may have the vocabulary for everyday or professional conversations, articulating internal experiences can be much more challenging. Native language coaching removes this cognitive burden, allowing clients “a greater freedom of expression”—a view supported by HR representatives who participated in the study. 

2. Being “seen”

Imagine hearing a familiar accent abroad—that is the sense of comfort and familiarity native-language coaching can evoke. The study even referred to native language coaching as a “safe harbour in the midst of challenges of expatriate life.” This sense of psychological safety helps strengthen the therapeutic alliance, a critical factor for achieving successful outcomes.

3. Cultural assumptions

The study also highlighted that coaches fluent in multiple languages are better equipped to navigate different cultural assumptions. For example, a coach from a Chinese-speaking background might have a deeper understanding of 孝顺 (xiàoshùn), the concept of filial piety, and its associated pressures. This cultural awareness allows coaches to validate and address clients’ struggles more effectively. 

Implications for employers

As Nelson Mandela once said, “If you talk to a man in a language he understands, that goes to his head. If you talk to him in his own language, that goes to his heart.” But despite the growing focus on Diversity, Equity, and Inclusion (DEI), it seems many Employee Assistance Programmes (EAPs) still fall short in one critical area: language. 

Many EAPs are one-size-fits-all solutions that prioritise scalability over personalisation, offering services only in their main languages and leaving non-native speakers with limited access to meaningful care. The result? EAP utilisation rates hover at a low 3 to 5%, failing to support the very employees who might need it most.

Localise mental health support with Intellect

At Intellect, we believe breaking down language barriers is key to creating truly inclusive mental health support. That’s why we provide hyperlocalised services across 100 countries and 100 languages. This multilingual approach isn’t limited to coaching—it extends to counselling, therapy, and a 24/7 crisis helpline. 

When employees can access care in their preferred language, higher EAP engagement, improved mental health outcomes, and a more inclusive workplace will follow. 

Reach out to us for a demo today.