Workplace Wellbeing Score in Indonesia: A Wake-Up Call for Companies 

Recent global workplace wellbeing data indicates that Indonesia is still lagging in key aspects such as employee productivity, organizational support, and work engagement. The Workplace Wellbeing 360 Report 2025 reveals that Indonesia's employee productivity score is only 43.48%, significantly below the global average of 46.08% (Intellect, 2025). Additionally, employee wellbeing in Indonesia stands at 53.26%, trailing behind Malaysia (67.89%) and Singapore (68.23%) (Intellect, 2025). 

This trend is concerning—while employee wellbeing is improving globally, productivity levels in Indonesia remain stagnant. The report also highlights that presenteeism in Indonesia is at 41.2%, five times higher than absenteeism at 7.69% (Intellect, 2025). This means that many employees are physically present but not mentally engaged in their work. In contrast, Japan has the highest employee productivity score (55.62%) with a significantly lower presenteeism rate, demonstrating a direct link between mental wellbeing and productivity. 

The Negative Impact of Poor Workplace Wellbeing 

High absenteeism and presenteeism rates result in billions of dollars in losses for businesses globally. The average cost of absenteeism per employee per month is USD 318, whereas presenteeism costs USD 990—three times higher (Intellect, 2025). In Indonesia, stress management scores are also below the global average (50.98% vs. 58.62%), directly affecting productivity (Intellect, 2025). 

The lack of stress management training contributes to low employee engagement. Many Indonesian employees report feeling overwhelmed by excessive workloads, leading to burnout and decreased motivation (Oxford Wellbeing Research Centre, 2023). 

A study by Johns (2010) found that long-term mental pressure can reduce productivity by up to 40% per year. Organizations that fail to invest in employee wellbeing risk high employee turnover rates. In Indonesia, recruitment costs due to employee turnover can increase by up to 25% per year (Howard, Howard, & Smyth, 2012). This proves that investing in employee wellbeing is not just an ethical decision but also a smart business strategy. 

The Role of Leadership in Workplace Wellbeing 

Leadership plays a crucial role in creating a workplace wellbeing culture. Studies show that organizations whose leaders actively promote mental health see a 30% increase in employee engagement compared to those that do not (Baran, Shanock, & Miller, 2012). 

However, in Indonesia, only 47% of employees feel supported by their leaders regarding mental wellbeing (Intellect, 2025). This highlights the urgent need for leadership training to foster a healthier and more inclusive work environment. 

At Training-Indonesia.org, we offer the Leadership Wellbeing Coaching Program designed to help managers build a workplace culture that supports employee-mental wellbeing. 

Solution: Investing in Workplace Wellbeing Training 

One of the most effective ways to improve workplace wellbeing is through training focused on mental health, stress management, resilience, and leadership. Research from the University of Oxford Wellbeing Research Centre shows that companies with strong wellbeing programs are not only more productive but also more profitable (Oxford Wellbeing Research Centre, 2023). Organizations prioritizing mental wellbeing can achieve an ROI of up to 1,543% due to improved performance and reduced absenteeism (Intellect, 2025). 

Benefits of Workplace Wellbeing Training 

•  Increased Productivity – Employees who receive stress management and mindfulness training experience up to a 20% improvement in focus and efficiency (Xanthopoulou, Bakker, Demerouti, & Schaufeli, 2009). 

• Reduced Burnout – Organizations implementing wellbeing programs see a 25% reduction in burnout cases (Johns, 2010). 

•  Stronger Organizational Support – Companies with structured mental health programs achieve up to 35% higher employee retention (Baran et al., 2012). 

• Higher Employee Engagement – Mental wellbeing is directly linked to work engagement, leading to increased innovation and creativity in the workplace (Howard et al., 2012). 

At Training-Indonesia.org, we provide a range of customized workplace wellbeing training programs tailored to the needs of companies in Indonesia: 

•  Stress Management & Resilience Training – Helping employees manage workplace pressure and prevent burnout. 

• Mindfulness & Work-Life Balance Programs – Enhancing emotional regulation and fostering a healthier work environment. 

• Wellbeing-Based Leadership Training – Empowering leaders to build a supportive and productive workplace culture. 

• Mental Health First Aid for Businesses – Training HR teams and managers to recognize early signs of mental health issues and provide appropriate support. 

Take Action Now 

With Indonesia’s workplace wellbeing scores still below global standards, now is the time for companies to take action. Investing in employee wellbeing training is not just an HR responsibility—it is a business strategy for long-term growth and competitiveness. 

Ready to improve workplace wellbeing? Explore our training programs at Training-Indonesia.org and start your journey towards a healthier and more productive work environment! 

Reference:

• Baran, B. E., Shanock, L. R., & Miller, L. R. (2012). Advancing organizational support theory into the twenty-first century world of work. Journal of Business and Psychology, 27(2), 123–147. https://doi.org/10.1007/s10869-011-9236-3

• Howard, J. L., Howard, J. W., & Smyth, R. (2012). Workplace wellbeing and employee turnover: The cost of neglect. International Journal of Human Resource Management, 23(5), 987–1005. https://doi.org/10.1080/09585192.2011.561236

• Intellect. (2025). Workplace Wellbeing 360 Report 2025. Intellect Pte Ltd.

• Johns, G. (2010). Presenteeism in the workplace: A review and research agenda. Journal of Organizational Behavior, 31(4), 519–542. https://doi.org/10.1002/job.630

• Oxford Wellbeing Research Centre. (2023). The economic impact of workplace wellbeing programs: A global analysis. University of Oxford.

• Xanthopoulou, D., Bakker, A. B., Demerouti, E., & Schaufeli, W. B. (2009). Work engagement and financial returns: A diary study on the role of job and personal resources. Journal of Occupational and Organizational Psychology, 82(1), 183–200. https://doi.org/10.1348/096317908X285633

• Photo by Anna Tarazevich: https://www.pexels.com/photo/a-woman-wearing-a-smartwatch-holding-a-smartphone-6173668/