may2025

countryreport

singapore.

3

10

14

20

27

executivesummarykeydrivers

job-switchingbehaviour

annualtopics:equity,AIandmotivation&engagement

appendix

employerbrandresearch2025–singapore2

executivesummary.

3

employerbrandresearch2025–singapore

4

employerbrandresearch2025–singapore

employeeprioritiesinSingaporeremainlargelystablebutvarybygenerationandjobrole.

EVPdrivers

TheidealemployerprofileinSingaporehas

remainedlargelyconsistentoverthepastthreeyears,withwork-lifebalancecontinuingtobethetoppriorityforemployees,followedcloselyby

salaryandbenefits.Despitetheirimportance,

thesetwofactorsreceiverelativelylowratingsintheassessmentofcurrentemployers,withjustoverhalfofemployeesviewingthempositively.

Employeesplacehighvalueonfinancialstabilityandastrongemployerreputation—bothintheircurrentrolesandwhenenvisioninganideal

employer.Thisalignmentsuggeststhattheir

currentemploymentexperiencealreadymeetsseveralfundamentalexpectations,reinforcingasenseofsecurityandtrustintheirorganization.

7in10employeesratetheiremployerpositivelyin

financiallyhealthy

generations

ForGenZandMillennials,work-lifebalance

remainsthemostimportantdriver,followed

closelybyattractivesalaryandbenefits.GenX,however,placesslightlymoreemphasison

compensation.

GenZstandsoutforvaluingstrongtraininganddevelopmentopportunities,whiletheimportanceofafinanciallyhealthycompanygrowswithage,withGenXratingitthehighest.

Atthesametime,oldergenerationstendtobemorecriticaloftheiremployers—particularly

whenitcomestofosteringapleasantwork

atmosphere.Thesegenerationaldifferences

highlighttheneedforemployerstotailortheirstrategiestomeetthedistinctprioritiesofeachgroup,helpingtodriveengagementand

retention

specializations

Acrossalljobtypes,salaryandbenefits,alongwithwork-lifebalance,remainthetoppriorities.However,otherfactorsvaryinimportance

dependingonspecialization.Fordigitaltalent,

jobsecurityandworkingatafinanciallyhealthyorganizationstandoutaskeydrivers,alongwithcareerprogression—aprioritytheysharewith

professionals.Whileevaluationsofcurrent

employersarebroadlyconsistentacross

specializations,digitalworkersarenotablylesspositiveaboutlong-termjobsecurityand

workplacelocation.

5

employerbrandresearch2025–singapore

bothintentiontoswitchjobsandactualjob-switchinghavedecreased,reskillingremainscritical.

retentionandreskilling

Job-switchingintentions(-3%)andactual

job-switching(-2%)haveseenandecreasethisyear.However,marketvolatilityoverthepastfiveyearssuggestsemployersshouldremainvigilantandstrengthentheirvalueproposition.

Theprimarydriverforemployeesconsidering

leavingtheircurrentrolesisthedesirefora

betterwork-lifebalance,significantlyoutweighingotherreasonssuchaslowcompensationorlackofcareergrowthopportunities.Thisunderscoresthegrowingimportanceofwork-lifebalanceasakeyfactorinemployeeretentionstrategies.

Reskillingisseenasaprioritybyfour-fifthoftheworkforce,alsothoseactivelyseekingnewrolesin2025(79%).Thishighlightsalinkbetween

reskillingopportunitiesandcareeradvancement.Employerscanleveragethisdemandforreskillingasakeyelementintheirtalentattractionand

retentionstrategies,offeringdevelopmentalopportunitiestobothcurrentemployeesandpotentialrecruits.

generations

Youngergenerationsaremorelikelytoconsiderandmakejobchanges,withGenZleadingin

actualjobmovesat21%,comparedtojust13%forGenXsuggestingthatyoungerworkerstendtoprioritizeflexibilityandexploration,whileolderemployeesplacegreatervalueonstability.

Whenitcomestojobsearchtools,jobboardsarethego-toacrossallgenerations.However,GenZshowsastrongerpreferenceforjobfairsand

GoogleforJobs,whileGenXreliesmoreonrecruitmentagenciesthantheiryounger

counterparts.

specializations

Job-switchingintentionishighestamongdigitalworkers,reflectingastrongopennesstonew

opportunities.However,operationaltalentleadsinactualjobchanges,with21%havingmovedtoadifferentemployerinthepastsixmonths.Fordigitalemployees,inadequatecompensationduetorisingcostsoflivingisamoreprominenttriggerforleavingcomparedtootherroles,

highlightingtheirsensitivitytofinancial

pressuresandtheimportanceofcompetitivepayinretainingthisgroup.Beyondthis,the

motivationsforleavingarelargelyconsistentacrossjobspecializations.

6

employerbrandresearch2025–singapore

singaporeemployersdeclineacrossallequitystatements.

equity

EquityratingsamongHongKongemployershavedeclinedacrossallkeystatementscomparedtothepreviousyear.Nonetheless,overhalfoftheemployersremainpositiveaboutall

equity-relatedstatements.Whilethepercentageofemployeesfacingobstaclesduetotheir

identityhasimprovedslightly,bothforminorityandnon-minorityworkers,theexperienceof

suchobstaclesremainsmorepronouncedamongthe32%oftheworkforceidentifyingasa

minority.

Althoughemployeeexpectationsaroundequityhaveincreased,itseemsemployers'effortsarelessvisibleandimpactfulthanbefore.Toaddressthis,employersmustprioritizeinclusivityand

visiblydemonstratetheircommitmenttoequity.Withoutthis,theyriskunderminingtheireffortsandworseningemployeeperceptions,especiallyamongminority-identifyingworkerswhostillfacegreatercareerobstacles.

generations

Theproportionofworkerswhoidentifyaspartofaminorityhasdecreasedfrom37%to32%,withadeclineseenacrossallgenerations.GenZstillreportsthehighestlevelofminority

identificationat38%,althoughthisisdownfrom43%lastyear.

Despitebeingmorepositiveabouttheir

employer’sequityefforts,GenZandMillennialemployeesreportencounteringmorecareer

progressionbarrierslinkedtotheiridentitythanolderminorityworkers.

Thesefindingsunderscoretheimportanceoftargeteddiversityandinclusionstrategies,

especiallyforyoungergenerationswhomayexperiencedistinctworkplacechallenges.

Effectivelyaddressingthesebarriersisessentialtocreatingatrulyinclusiveenvironmentwhereeveryonehastheopportunitytosucceed.

specializations

Operationalemployeesgenerallyreportthe

mostpositiveviewsontheiremployer'sequityefforts,particularlyuniqueattributes,

characteristics,skills,experienceand

backgroundbeingvaluedintheirorganization.Conversely,digitaltalentreportsencounteringmoreobstaclestocareerprogressionduetotheiridentity.

Thisdisparityhighlightstheneedforemployerstotailortheirinternalequityinitiativesto

addressthespecificchallengesfacedbydifferentjobroles.

myorganizationprovidesequalpayforequalwork

56%

operational

51%

49%

digital

professional

7

employerbrandresearch2025–singapore

motivationandengagementishighamongstsingaporeemployers.

motivation&engagement

Overhalf(62%)ofSingaporeemployeesreportfeelingengagedintheircurrentroles,withnearlyhalf(49%)experiencinggreatermotivationthantheyearbefore.

Work-lifebalancestandsoutasakeydriverofengagement,whileadesireforbettersalary&benefitsisthetopreasonfordisengagement.

Whilesalaryisn’talwaysflexible,employerscanboostmotivationbyfocusingonotherkeydrivers,suchasappreciation,recognition,and

opportunitiesforgrowthanddevelopment.

Toboostretentionandmotivation,employers

shouldfocusonsupportingahealthywork-life

balanceandcreatinganenvironmentthatfosterscareerdevelopmentandfeelingvaluedand

appreciated.

generations

GenZreportsthehighestmotivationand

engagementintheircurrentroles,with68%

feelingmotivated,followedbyMillennialsat61%andGenXat58%.GenZandMillennialshavealsoseenthelargestyear-on-yearincreasesinmotivation—risingto51%and52%

respectively—comparedtoasmallerincreaseof43%amongGenX.

Despitethesegenerationaldifferencesinoverallengagement,trendsdrivingengagementremainrelativelyconsistentacrossagegroups.However,GenZandMillennialsstandoutinattributingtheirdecreasedmotivationtodesireforbettersalary&benefits(60%)significantlymorethanGenX

(26%).

specializations

Engagementlevelsandthekeydriversofbothmotivationanddisengagementremainrelativelyconsistentacrossdifferentjobroles.However,operationaltalenthasseenanotablyhigher

increaseinmotivationoverthepastyear(58%)comparedtoprofessionaltalent(49%).

8

employerbrandresearch2025–singapore

AIismoreoftenused.

AI

TheproportionofSingaporeemployeeswho

regularlyuseAIatworkhasseenamodest

increase,risingfrom30%to32%overthepastyear.ExpectationsaroundAI’simpactinthe

workplacehavealsogrown,with44%now

anticipatingasignificanteffectontheirrole—upfrom36%in2024.

Despiteaslight2%dip,overallsentimenttowardAIremainspositive,withhalfofemployeesstillviewingitfavorably.Negativeperceptionshaveheldsteady,suggestingastable,ifcautious,

outlook.ThispresentsavaluableopportunityforemployerstoshapeattitudesandbuildtrustinAI’spotential.

Tomakethemostofthis,employersshould

continuetoshowcasethepracticalbenefitsofAIandcommunicatehowitcansupportemployeesintheirday-to-daytasksaswellasintheir

long-termgrowth.

generations

AgenerationalshiftinAIadoptionisemerging.WhileMillennialspreviouslyledinregularAIuseat43%,theirusagehasdroppedto

36%—suggestingpossiblegrowingskepticismorarethinkingofAI’sroleintheirwork.Incontrast,GenZhassurgedahead,risingfrom29%to

37%,withGenXalsoincreasingfrom15%to22%.

ThisshiftsuggestsemployersshouldtailortheirAIstrategiestodifferentgenerations.WithGenZadoptionrisingandMillennialusagedeclining,

targetedsupportandcommunicationwillbekey.Highlightingrelevantusecasesandaddressingconcernscanhelpbuildtrustanddrivebroaderadoptionacrossroles.

Millennials(56%)nowholdamorepositiveviewofAI’sworkplaceimpactcomparedtoGenZandGenX(both44%),whoremainmoreneutral.

Yet,withdecliningusage,Millennialsmaybere-evaluatinghowAIsupportstheirdaily

work—underscoringtheneedforemployerstore-engagethisgroupwithclearervalueand

practicalrelevance.

specializations

AIadoptionismostadvancedamongdigital

professionals,whonotonlyuseAImore

frequentlybutarealsomoreoptimisticaboutitspotentialtoenhancetheirroles.Incontrast,

operationaltalentarethemostskepticalaboutAI’simpactintheworkplace.Thiscontrast

highlightsagrowingdivideinperceptionsandengagementwithAIacrossjobtypes.Toclosethisgap,employersshouldimplement

role-specificinitiativesthatdemonstratepractical,relevantAIapplications—particularlyfor

operationalteams—tobuildconfidenceanddriveadoptionwhereitlags.

keydrivers.

9

employerbrandresearch2025–singapore

10

Q.ThinkingaboutyourideaIempIoyer,pIeasepickthoseeIementsthatthisorganizationshouIdmostdefiniteIyhave?empIoyerbrandresearch2025-singapore

theideaIempIoyerprofiIeinsingaporehasremainedconsistentoverthepastthreeyears.

Work-IifebaIancecontinuestobethetoppriorityforempIoyees,sIightIyextendingitIeadoversaIaryandbenefits.However,bothhighIighttheimportanceofmeetingbothfunctionaIandemotionaIneeds.

2025

2024

2023

*newin2024:、offersempIoyeesequaIopportunitiesregardIessofage,gender,ethnicityetc.,

howtoreadtheaboveindexedscores:

150:driverischosen50%moreoftenthantheaveragedrivertobeimportant

75:driverischosen25%Iessoftenthantheaveragedrivertobeimportant

11

Q.Thinkingaboutyouridealemployer,pleasepickthoseelementsthatthisorganizationshouldmostdefinitelyhave?employerbrandresearch2025–singapore

whilework-lifebalanceandsalaryaretopprioritiesacrossallspecializations,theimportanceofotherfactorsvariesbyspecialization.

Thoughtheseprioritiesaremorecloselyalignedforprofessionals,comparedtotheotherjobtypes.Strongmanagementisauniquepriorityforoperationaltalent,whereasfinanciallyhealthyisfordigitaltalent.

operational

professional

digital

sixintenemployeesratetheiremployerspositivelyonequity,showingprogressandroomtogrowinfosteringinclusivity.

evaluationofcurrentemployerprofileofidealemployer

1.work-lifebalance

2.

attractivesalary&benefits

3.

jobsecurity

4.

careerprogression

5.

diversity&inclusion

6.

strongmanagement

7.

financiallyhealthy

8.

pleasantworkatmosphere

9.

goodtraining

10.

possibilitytoworkremotely/fromhome

1.financiallyhealthy

2.

verygoodreputation

3.

equity

4.

isconvenientlylocated

5.

long-termjobsecurity

6.

pleasantworkatmosphere

7.

work-lifebalance

8.

attractivesalary&benefits

9.

interestingjobcontent

10.

careerprogression

11.givesbacktosociety11.isconvenientlocated

Employeesappreciatetheircurrentemployers'financialstabilityand

strongreputation,whicharealso

consideredimportantaspectsofanidealemployer.Thisindicatesthatthecurrentemploymentexperiencealreadyfulfillssomekey

expectations.

However,thereisclearroomfor

improvementinwork-lifebalance

andsalary&benefits—bothseenastopprioritiesintheidealemployerprofile,yetratedrelativelylowin

theevaluationofcurrentemployers.

wouldrateemployereachoftheattributesbelow,scalefrom1(notatalltrue)to5(completelytrue)?

12

employerbrandresearch2025–singapore

Q.Howyouyourownonona

Q.Thinkingaboutyouridealemployer,pleasepickthoseelementsthatthisorganizationshouldmostdefinitelyhave?

13

employerbrandresearch2025–singapore

job-switching

behaviourinfocus.

14

employerbrandresearch2025–singapore

Q.Didyouchangejobsinthelast6months?

Q.Doyouplantochangejobswithinthenext6months?

comparedtolastyear,feweremployeeshavechangedjobs(-2%)orplantodoso(-3%).

Whileemployersmayfindsomereliefinthisdecline,jobmarketvolatilityoverthepastfiveyearssuggeststheyshouldremainvigilantandstrengthentheirvalueproposition.

havechangedemployerinthelast6monthsof2024

31%

17%

isplanningto

changejobswithinthenext6months

havechanged

employerinthelast6months

changedplanningtochange

15

employerbrandresearch2025–singapore

Q.Didyouchangejobsinthelast6months?

Q.Doyouplantochangejobswithinthenext6months?

digitaltalentdisplaythestrongestintentiontoswitchjobs,butactualjobswitchingishighestamongoperationaltalent.

12%

operationalprofessionaldigital

17%

havechanged

employerinthelast6monthsof2024

22%

30%

43%

isplanningto

changejobswithinthenext6months

36%

16

Q.Forwhatreasonsdidyouorwouldyoudecidetoleaveyouremployer?employerbrandresearch2025–singapore

thedesireforabetterwork-lifebalanceremainsthekeymotivatorforleavingone’scurrentemployer.

Thisfactor,alongwiththeotherleadingreasonsforleavingtheirjobs,hasremainedstable

comparedtolastyear.However,motivationsdifferslightlybyrole:whilework-lifebalanceisthetopreasonforbothoperationaland

professionaltalent,digitaltalentisslightlymoreinfluencedby

insufficientcompensationduetorisinglivingcosts.Incombinationwiththehighintentionofdigitalworkerstoswitchjobs,thereisapotentialriskofelevatedturnover.

reasonsforleaving

total

operational

professional

digital

17

Q.Throughwhichofthefollowingjobsearchchannelsdidyoufindajob?

Q.Throughwhichofthefollowingjobsearchchannelshaveyouusedtolookforajob?employerbrandresearch2025–singapore

jobboardshavethehighestreachamongjobseekers,andprovemostsuccessfulforfindingajobforthosewhochangedemployer.

sourcesforjobopportunities

changedemployer

planningtochange

OverhalfofSingapore’sworkforcereliesonjobboardsfortheirjobsearch,withconsistentusage

acrossallgenerations.However,professionalstendtousejob

boardsmorethanoperational

talent.LinkedInfollowsasthe

secondmostpopularchannelforjobsearches,withitsusagealsoconsistentacrossgenerations.

Notably,professionalsshow

significantlyhigherusageof

LinkedIncomparedtooperationalworkers,makingjobboardsandLinkedInthetoptwochannelsforjobsearchesacrosstheworkforce.

reskillingisimportanttofour-fifthsoftheworkforce,especiallyforinternalmovers,youngerworkers,andthehighlyeducated.

importanceofreskill

80%

professional

80%

digital

5–veryimportanttome●4

●3●2

1–notimportantatalldon’tknow

%top-2-box:important&veryimportant

operational

81%

Employeesseekinginternaljobchangesplacemorevalueonreskillingthanthoselookingtomoveexternally,suggesting

thatinternalmoversviewitasakey

driverofcareerprogression,while

externaljobseekersmayprioritizeotherfactors.

Thistrendisespeciallystrongamong

youngergenerations,with79%ofGenZand81%ofMillennialsratingreskillingasimportant—significantlyhigherthanGenXat71%.Thispointstoaclear

generationalshiftinprioritiesand

underscorestheimportanceofstronginternaltrainingprogramstosupportgrowthandretainemergingtalent.

importantisitforthatemployerofferstoreskillyourself(learningskillsofdifferentjob)tofurther

18

employerbrandresearch2025–singapore

Q.Howyouyouryouayourcareerprogression?

annualtopics:

equityandAI.

19

employerbrandresearch2025–singapore

20

Q.Howwouldyourateyourownemployeroneachoftheattributesbelow,onascalefrom1(notatalltrue)to5(completelytrue)?employerbrandresearch2025–singapore

employershavedeclinedacrossallequitystatements,highlightinganneedfororganizationstoreassessandreinforcetheirequityandinclusioninitiatives.

whichofthefollowingstatementsdoyouconsidertobetrueforyourcurrentemployer?

20252024

myuniqueattributes,characteristics,skills,experienceandbackgroundarevaluedinmyorganisationseniormanagersarefairwhenitcomestohiringorcareeradvancementsofthosethatreportintothematmyorganisation,thebestopportunitiesgotothemostdeservingemployees

myorganisationprovidesequalpayforequalwork

seniormanagersarefairwhenitcomestoreskillingandupskillingopportunitiesofthosethatreportintothem

Althoughequityremainsarelatively

strongareaincurrentemployer

evaluations,scoreshavedeclined

acrossallrelatedstatementsthisyear.Thesharpestdropsareseenin

perceptionsthatuniqueattributesarevaluedwithintheorganisationandthatequalpayisprovidedforequalwork.Thissignalsagrowingconcernamongemployeesaboutwhethertheir

contributionsarefairlyrecognisedandrewarded

Torebuildtrustandfosteraninclusiveculture,employersmustrenewtheircommitmenttoequitablepractices.

21

Q.Doyouconsideryourselftobelongtoaminority?

Q.Howwouldyourateyourownemployeroneachoftheattributesbelow,onascalefrom1(notatalltrue)to5(completelytrue)?employerbrandresearch2025–singapore

minority-identifyingworkersaresignificantlymorelikelytofaceobstaclestiedtotheiridentitycomparedtonon-minorityemployees.

Comparedtolastyear,perceptionshaveslightlyimprovedforboth

minorityandnon-minority

employees,suggestingthat

employersmaybeplacinggreaterfocusondiversityandinclusion.Currently,32%oftheSingaporeworkforceidentifiesaspartofaminoritygroup,adecreasefrom36%in2024.GenZcontinuestohavethehighestminority

representationat38%.

IhavefacedobstaclesinmycareerprogressioninthisorganisationwhichIbelieveareduetowhoIam

yes,Iconsidermyselftobelongtoaminority

●no,Idonotconsidermyselftobelongtoaminority●20252024

22

Q.TowhatextentareyouusingArtificialIntelligenceinyourworktoday?employerbrandresearch2025–singapore

regularAIusagehasseenamodestriseof2%inthelastyear,growingfrom30%to32%.

operational

34%

professional

31%

everydayregularly

everynowandthen●once

●never

don’tknow

%regularusers(everyday®ularly)

54%

digital

usage

Lastyear,Millennialsledinregularusageat43%,butthisdroppedto36%.Meanwhile,GenZrosefrom29%to37%,andGenXfrom15%to22%.Thissuggestsa

generationalshift,withMillennialspotentiallygrowingmoreskepticalandreevaluatingtheirrelationshipwithAI.

Digitaltalentcontinuetoleadin

adoption,whileregularusage

amongoperationalandprofessionaltalentremainscomparable.

23

Q.AnddoyouexpecttheimpactofAIonyourjobsatisfactiontobe:

Q.DoyouexpectthatArtificialIntelligencewillhaveanimpactonyourjobinthenextfiveyears?employerbrandresearch2025–singapore

AIadoptionisshiftingacrossgenerations,withgrowingrecognitionofitsworkplaceimpact—44%ofemployeesnowanticipateaconsiderableeffect.

Thisisupfrom36%lastyear.AttitudestowardAIhavebecomemoreneutral,asfavorableviewsdeclinedby2%whilenegativeperceptionsremainedunchanged.

expectedimpactofAIonyourjobimpactofAIonjobsatisfaction*

*askedtothosewhoseeAIhavingalittletoaconsiderableimpactontheirjob.

significanthigher/lowercomparedtolastyear

24

Q.Usingthesame5pointscale,howhasthischangedinthepastyear?

Q.Ona5pointscale,currently,howmotivated/engagedareyouinyourcurrentjobrole?employerbrandresearch2025–singapore

62%ofSingaporeanworkersfeelmotivatedorengagedintheircurrentrole,andnearlyhalfreportfeelingmoremotivatedthantheydidlastyear.

Thereisc