In Singapore, workplace friendships are more than just watercooler talk

Would you quit your job if you felt like a stranger in your own workplace? For many in Singapore, the answer is a resounding yes.

In fact, 62% of workers in the city state would quit if they didn’t feel a sense of belonging at their workplace, according to new research from Randstad Singapore.

Among Gen Z employees, 67% would be quick to hand in their notice if they lacked that connection.

According to the survey, 84% of respondents consider some of their colleagues as friends, and 73% regularly socialise with co-workers outside of office hours.

While the numbers tell a clear story of the importance of workplace culture, they also raise questions about how businesses are cultivating environments where employees feel they truly belong.

This emphasis on connection at work goes beyond just swapping weekend stories at the pantry. Nearly all respondents agreed that a strong sense of workplace community boosts their productivity and performance.

The value of these relationships even outweighs financial rewards. In fact, 43% said they would accept a lower salary if it meant having meaningful friendships at work. For these employees, a well-rounded work experience isn’t just about paychecks and promotions – it’s about being part of a team.

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Trust deficit – a generational divide

However, while many Singaporean workers value a connected workplace, trust in employers to foster such an environment remains shaky, especially among younger employees.

Only 49% of all respondents said they trusted their employer to create a workplace culture where everyone flourishes. The generational split is particularly striking, with just 37% of Gen Z workers expressing confidence in their employers compared to 51% of Baby Boomers.

This trust gap extends to transparency and authenticity. When employees feel they can’t be their true selves at work, the consequences can be swift – 37% of Gen Zs and 35% of Millennials have walked away from roles where they felt stifled. In contrast, only 16% of Gen Xs and 13% of Baby Boomers reported doing the same.

It’s a reminder to organisations that today’s younger workforce demands more than just lip service when it comes to inclusive and empowering cultures.

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Employees speaking up and pushing back

Another area where Gen Zs stand apart is their willingness to challenge the status quo: 52% said they have spoken out about their company’s equity, diversity, and inclusion efforts. In comparison, only 26% of Baby Boomers said they had done the same.

Younger employees are thus unafraid to raise concerns and demand accountability – a trait that businesses would be wise to embrace rather than suppress. Their perspectives often highlight gaps in workplace policies, providing organisations with opportunities for genuine growth and improvement.

Employees, particularly younger ones, are no longer content with superficial gestures of inclusion. They seek workplaces where they can be authentic, connect meaningfully, and feel valued.

How to nurture workplace connections

For business and HR leaders, fostering a sense of belonging requires intentional effort. Here are some approaches to consider:

Invest in community-building

Encourage team bonding through regular social events, mentorship programmes, and cross-departmental collaborations. A sense of belonging thrives when employees engage beyond their immediate teams.

Champion psychological safety

Create spaces where employees feel comfortable expressing themselves without fear of judgment. This can involve inclusive leadership training, open forums, and active listening practices.

Prioritise transparency

Communicate clearly about company values, goals, and progress on EDI initiatives. Authenticity from leadership sets the tone for a culture of trust.

Recognise and reward connections

Celebrate employees who contribute to workplace culture, whether through peer recognition awards or spot bonuses. Valuing relational capital can boost overall morale.

Bridge the generation gap

While younger employees may be more vocal about their expectations, older generations also have valuable insights. Encourage intergenerational dialogue to foster mutual understanding and strengthen workplace culture.

With hybrid work becoming the norm, nurturing a sense of belonging is not a “nice to have” – it’s a business imperative. After all, employees who feel connected are not only more productive but also more likely to stay.

For companies that prioritise belonging, the dividends will be well worth the investment. And for those that don’t? They may find themselves watching talent walk out the door – resignation letter in hand.