Employees in Singapore are signalling their intent to move, with 67% or about 2 in 3 considering a job change within the next 12 months.

The figure surpasses the global average of 60%, according to Aon’s 2025 Employee Sentiment Study.

Such restlessness suggests a pressing challenge for Singaporean employers. That is, the need to rethink workforce strategies for retaining and engaging talent in an increasingly competitive market.

While job dissatisfaction is a global issue, the study reveals that Singaporeans feel particularly undervalued: 21% report not being adequately recognised for their contributions, compared to just 13% worldwide.

The disparity highlights an urgent need for businesses to invest more in their employees, not just to alleviate workload pressures but also to foster a culture of appreciation and retention, the findings suggested.

Total rewards and a trusted workplace

“In a competitive market, it is imperative businesses build a fair and equitable workplace in which employees are rewarded for their efforts and results,” said Rahul Chawla, partner and head of Talent Solutions for Southeast Asia at Aon.

“Employers in Singapore must rethink their total rewards strategy to address both professional and personal needs,” he said.

“Designing a holistic employee value proposition that recognises unique work motivations utilising data and analytics will help build a resilient workforce and enhance the employee experience.”

For one, Singaporean employees are increasingly prioritising benefits beyond salary.

While competitive pay remains a key driver for job mobility, less than half of respondents believe their compensation is fair.

Meanwhile, over a third lack confidence in their employer’s commitment to gender pay equality.

This trust deficit proves the need for businesses to go beyond market-aligned salaries – they must communicate their compensation philosophy clearly and transparently to instil confidence in employees, the findings showed.

What employees in Singapore value most

Singaporean employees place high importance on benefits that support their overall wellbeing. The top five valued benefits in the study are:

• Medical coverage
• Paid time off
• Work-life balance programmes
• Flexible benefits
• Career development opportunities

Generational preferences vary, however. While Gen Y and Gen Z place greater emphasis on paid time off, Gen X and Baby Boomers prioritise medical coverage. This reflects the varying needs of a diverse workforce and signals the need for organisations to offer customisable and flexible benefits that cater to different life stages.

Alan Oates, head of Global Benefits for Asia Pacific at Aon, stressed the importance of this shift.

“Employee benefits are so much more than programmes and initiatives; they are a long-term people and performance strategy, driving business goals over a sustained period,” Oates said.

“It is interesting that almost two-thirds of employees would be willing to sacrifice the value of existing benefits for a better choice of benefits.

“Understanding employee expectations through data-driven insights coupled with leadership support are critical factors in creating an innovative benefits strategy that can positively impact attracting and retaining talent,” the leader said.

Wellbeing, family support, and retirement security

The Aon study also revealed key expectations among Singapore’s workforce:

• 44% want greater employer support for employee wellbeing
• 24% expect assistance with eldercare or family caregiving
• 24% seek employer-backed savings schemes for retirement and long-term financial security

With an ageing population and evolving workforce demographics, these findings reinforce the need for an inclusive people-centric approach to employee benefits. Businesses that proactively address these expectations can differentiate themselves in the talent market and strengthen employee loyalty.

Upskilling and AI: The growing skills gap

With digital transformation reshaping industries, Singaporean employees are increasingly aware of the need to future-proof their careers.

However, 29% do not believe their employers are sufficiently investing in their skills development – a significantly higher concern than the global average of 17%. A looming skills gap is particularly concerning as businesses navigate the rise of AI-driven work environments.

At the same time, there is both uncertainty and motivation regarding AI’s impact. While 13% of Singapore employees are unsure about AI’s effect on their jobs, 35% are said to be eager to develop AI-related skills to remain competitive – a trend that mirrors global sentiments.

All this presents an opportunity for employers to invest in reskilling initiatives, not just to bridge the gap but also to foster long-term workforce agility.