Rethinking work-life balance in high-pressure roles
Published on 1 April 2025
Dr Alina Tan from the NUHS Wellbeing Office shares how individuals and organisations can build sustainable ways of working in demanding industries.
For many professionals, the idea of completely disconnecting from work feels unrealistic. Whether in healthcare, finance, technology or education, the pressure to remain constantly available has become the norm, blurring the lines between work and personal life.
“We are all guilty of this,” said Dr Alina Tan, Deputy Chief Wellbeing Officer at the National University Health System (NUHS). Prioritising wellbeing – both professionally and personally – must be a conscious choice, she added.
“It’s not just up to individuals; organisations play a pivotal role too,” she said. “When workplaces prioritise wellbeing, employees feel more engaged and fulfilled, which benefits both them and the organisation.”
Rethinking work-life balance
The traditional notion of work-life balance implies a clear boundary between the two. But for many, particularly in demanding professions like healthcare, such boundaries are unrealistic. Unexpected long hours, unpredictable demands and the emotional weight of the job often spill over into personal time.
This raises a critical question: If fully disconnecting is not feasible, how can we make work more sustainable?
Employees are often encouraged to develop resilience and push through challenges, while systemic issues – such as overwhelming workloads, inefficient processes and insufficient psychological safety – often go unaddressed.
True workplace wellbeing is a shared responsibility. Organisations must create environments that support employees, rather than leaving them to manage stress alone.
“Just like the safety instructions on an airplane – put on your oxygen mask first before helping others – workplace wellbeing operates the same way,” explained Dr Tan, who is also a Senior Resident Physician in the Department of Anaesthesiology (Anaesthesia), National University Hospital (NUH).
“Leaders must build systems that enable employees to take care of themselves while still meeting their responsibilities.”
In healthcare, the stakes are particularly high. Employee wellbeing does not just impact the workforce – it directly impacts patient care, safety and outcomes. Research shows that burnout among healthcare professionals increases the risk of errors, decision fatigue and reduced quality of care. Prioritising employee wellbeing is not just a workplace initiative; it is a critical factor in sustaining high-quality healthcare.
Making work more sustainable
Addressing inefficiencies goes a long way towards maintaining a sustainable work environment. At NUHS, one solution has been the “Get Rid of Stupid Stuff” (GROSS) initiative, which invites employees to flag redundant tasks and suggest improvements. Since its launch in 2024, NUHS has identified and removed more than 200 redundant tasks through staff feedback – improving efficiency and reducing workplace frustration.
“It empowers staff to address inefficiencies and suggest fixes to unproductivity,” said Dr Tan. “It’s not just about streamlining processes – it fosters a sense of shared responsibility for workplace wellbeing.”
Beyond improving workflows, a truly supportive workplace must also provide an environment where employees feel safe to express concerns and seek help when needed.
Fostering trust and value
Psychological safety is in the foundation of a workplace where employees feel empowered to speak up. Research by Prof Amy Edmondson, a leading expert on psychological safety, highlights that open communication is critical in fields like healthcare, where it can prevent errors and enhance patient outcomes.
Medicine is a traditionally hierarchical industry, and the pressure to perform is high. Team compositions change constantly, while staff are expected to carry out complex and high-stakes tasks. If mistakes happen or concerns arise, employees must feel safe to speak up without fear of judgment or repercussions.
To build this culture of openness, NUHS raises awareness about workplace wellbeing through employee education and leadership engagement. In addition, feedback mechanisms – such as dedicated platforms for escalating concerns and a network of Wellbeing Champions embedded within teams – provide safe spaces for employees to normalise conversations about mental health, work pressures and team dynamics.
“Employees need to know their voice matters,” said Dr Tan. “When people feel safe to discuss challenges or share ideas, they become more engaged, resilient and effective.”
Thriving in all seasons of life
True balance is not about achieving perfection; it is about adapting to the changing demands of work and life. “People often think that achieving balance is static, but that’s not true,” noted Dr Tan.
“Work responsibilities shift, and so do personal commitments. We have to regularly ask ourselves, ‘Is this working for me now?’”
Wellbeing extends beyond just managing workload or stress. It encompasses multiple domains of life. Recognising the five key areas encourages individuals to reflect on which areas need attention and make small, meaningful adjustments. Flexibility, setting realistic boundaries and focusing on what can be influenced are essential for maintaining balance in high-pressure environments.
Practical ways to safeguard wellbeing
For those in demanding fields, where stepping away completely is rarely an option, small but impactful adjustments can help maintain wellbeing.
| 1. Set micro-boundaries. | Create mental separation by setting “no-work” zones or times, such as avoiding work-related discussions during meals or designating specific areas at home as work-free spaces. |
| 2. Reclaim brief moments and plan recovery time. | Long breaks may not always be feasible, but even short moments of rest can make a difference. Try the 5-5-5 method: Take five breaths, focus on something five metres away and stretch for five seconds. When possible, have a meal with loved ones or schedule time for a hobby or exercise. |
| 3. Build a support network. | Workplace stress is worsened by isolation. Connecting with mentors, colleagues or peer support groups fosters a sense of community. Dr Tan, for example, joins an informal monthly running group in her department. |
| 4. Find meaning in your work. | Reflect on moments that remind you why you chose your profession. Acknowledging small wins – whether a task completed well or a simple “thank you” – helps shift focus towards purpose and satisfaction. |
| 5. Recognise when help is needed. | If stress becomes overwhelming, seek help. A conversation with a trusted colleague or professional counselling can go a long way towards resetting and sustaining wellbeing. |
Wellbeing as a shared responsibility
Workplace wellbeing is crucial for a high-performing system and requires a collective effort. While individual self-care is essential, lasting change happens when organisations and employees work together to foster a healthy culture.
Encouraging open conversations, implementing thoughtful policies and embracing incremental change can build a workplace that truly values its people. Dr Tan concluded: “Wellbeing is about constant progress, not perfection. When individuals and workplaces take shared responsibility, employees are more likely to thrive – in both their professional and personal lives.”
In consultation with Dr Alina Tan, Deputy Chief Wellbeing Officer, NUHS, and Senior Resident Physician, Department of Anaesthesiology (Anaesthesia), NUH.