A growing number of workers in Singapore are prioritising emotional and social connections over traditional incentives like salary, according to new research from Randstad Singapore. The study reveals that 62% of employees in Singapore would resign if they did not feel a sense of belonging at work, underlining the importance of inclusive and connected workplace cultures in today’s employment landscape.

The sentiment is even stronger among younger employees, with 67% of Gen Z workers indicating they would leave a job where they did not feel connected or valued. This trend speaks volumes about the evolving expectations of the workforce, particularly as organisations grapple with hybrid work models, growing demand for flexibility, and heightened calls for psychological safety.

Beyond the workplace environment, 84% of respondents shared that they consider some of their colleagues as friends, while 73% said they socialise with co-workers outside of office hours. These informal connections appear to significantly impact job satisfaction and performance. Nearly all respondents agreed that a strong sense of community at work positively contributes to their productivity and overall performance.

Interestingly, many workers now value social belonging as much as—or even more than—financial rewards. Nearly half (43%) of Singaporean employees said they would be willing to earn less if it meant having close friendships at work. This shift points to a broader trend where employee experience and emotional well-being are increasingly becoming core components of talent retention strategies.

However, the research also highlights a generational divide in trust towards employers. While 49% of the overall workforce trust their employer to create a workplace culture where everyone can thrive, only 37% of Gen Z respondents said they believe their organisations are fostering inclusive environments. In contrast, 51% of baby boomers expressed confidence in their employers’ cultural efforts.

This disparity suggests that younger employees are more sceptical of performative culture-building efforts and are perhaps more attuned to whether company values are lived or merely stated. It also signals a call to action for business leaders and HR teams to build genuine cultures of belonging—beyond just engagement surveys and diversity policies.

With workplace culture proving to be a crucial differentiator, especially in talent-tight markets like Singapore, companies that fail to invest in belonging risk losing their top talent. The findings offer a timely reminder that connection, trust, and inclusivity are not just “nice-to-haves” but are rapidly becoming strategic necessities in the future of work.

As organisations continue to navigate change, fostering authentic human connections and building inclusive workplaces may very well be the key to long-term performance and retention—especially among the new generation of workers who are reshaping the rules of employee engagement.