The New Shape of Work interview series addresses the challenges and uncertainty in the current business environment with a focus on how to transition to a more agile workforce for the future.
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In this episode, Kate Bravery, Global Leader of Talent Advisory at Mercer, is joined by Dr. Andrew Tay, Chief Wellbeing Officer at the National University of Singapore (NUS). They discuss the role of the Chief Wellbeing Officer and the evolving mental health challenges faced by NUS students, including insights into the value of in-person collaboration. Additionally, they explore the implications of these challenges for businesses concerning the next generation of talent emerging from universities.

Interesting moments:

  • Who owns well-being?

    At the end of it all well-being is a whole organization approach. It is not an HR problem. It is not a manager problem. It's not a CEO problem. It’s everybody's problem, everybody has a role to play.

  • Value of in-person

    When students learn remotely their risk of developing self-esteem issues increases. Think of your remote work policies. The in-office arrangement allows the community to connect socially, improve connectivity and reduce isolation.

  • Psychological safety

    We started to track the concept of incivility. Those teams with a low incivility score were more likely to have higher psychological safety. What does that mean? It means you need to manage the behavior of your colleagues. You cannot tolerate remarks aimed at hurting people.

  • Anticipating workforce needs 

    We are training the next batch of the workforce who will be entering your workplace. It is important for HR to anticipate the kind of issues that young people are facing before they enter the workforce and the kind of support that can help them thrive.

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