Much of the current conversation around employment in Singapore focuses on macroeconomic challenges, shifting global trends and technology disruption. While it is undeniable that these are valid concerns, it also obscures a more fundamental issue that is still persisting till today. That is, the growing mismatch between the expectations of job seekers and the demands of employers.
This disconnect has been particularly prevalent among job seekers of the younger generation. In 2024, about 12.9% of fresh graduates in Singapore remained unemployed six months after graduation, presenting a rather worrying but unsurprising trend.
The truth is, this isn’t just an economic problem. It’s a cultural and behavioural one.
The shift of generations
The new generation of job seekers, specifically the Gen Zs, comes with a very different set of priorities than their predecessors. They no longer merely value monetary compensation; it is now also about job flexibility, mental well-being, opportunities for personal growth, and even the purpose of their career. Due to the upbringing and heavy influence of the “individualistic” culture presented in the United States, this batch of job seekers is no longer following the traditional “collectivistic” mindset Singapore used to value. Instead, they are extremely vocal and are unafraid to express their demands openly and view traditional structures as outdated and overly rigid.
Remote work, autonomy and digital collaboration are now perceived as the norm. Yet, when they enter the workforce, they realise quickly that much of the current workforce still operates on decade-old traditions, including the assumption that physical presence equals productivity, hierarchies dictate decisions and career progression is tied more to tenure than contribution.
Furthermore, current hiring systems are not kept up to date, with employers struggling to adapt. Traditional hiring processes were designed to filter out “risky” hires, rather than identify individuals with potential. While efficient in the past, this process now limits the company’s ability to hire diverse and unique talent.
The two sides of the same coin
Clearly, two existing pain points shape this divide.
Firstly, from the employer’s standpoint, they often resist hiring candidates who do not fit their traditional mould. If a potential talent comes in with a different way of speaking, dressing, or approach to navigating hierarchy, these are often seen as a warning sign or “red flags”. The tendency to equate conformity with reliability limits a company’s ability to tap into innovation and diversity, two very crucial traits to help businesses stay competitive.
Secondly, from the Gen Z employee’s standpoint, they tend to enter the workforce feeling underprepared and undervalued. They may possess the theoretical and technical skills to perform, but they often lack the interpersonal and resilience-based skills that typically come with experience. As a result, employers tend to perceive them as an entitled generation, while Gen Z feels misunderstood and ignored.
However, I don’t see this trend as a crisis. I view it as a natural evolution of the job market. Every generational transition comes with friction. The difference now is that both employers and employees need to adapt quickly simultaneously, and not simply wait for the other to change first.
Rethinking the one-size-fits-all candidate fit
It is now time for job seekers and employers to rethink what ‘fit” truly means.
For employers, this means modernising their hiring lens. A “perfect candidate” cannot be sought based on what they present on paper. Companies must learn to value a talent’s curiosity, potential and adaptability, traits that cannot be easily quantified but are important for a company’s long-term success.
For job seekers, it’s equally important for them to recognise that the “perfect fit” isn’t just about their comfort. It is also about their contribution. When they can show companies how they are of added value, companies would be more willing to provide the comfort they seek.
No shortcuts to success
Building credibility with any organisation takes time, consistency and tangible results. Young professionals need to understand one timeless truth, and that is, there are no shortcuts to success. While there are tools that exist to simplify or automate traditional work scopes, companies still want to see effort and accountability from their employees. The more effort and accountability the employee presents, the more credibility they build.
For employers, to help these employees create clearer career paths where they are able to grow with the effort they put in, mentorship, feedback and development opportunities must be provided for them. When young hires see a tangible commitment to their growth, they will see a point to invest their effort and loyalty in return.
The key is to meet in the middle
Ultimately, both sides have work to do.
Employers must be faster when it comes to evolving their hiring structures, while Gen Zs need to recognise that freedom and flexibility come with responsibility. Rather than looking at the relationship being transactional, it is key to now look at it as a collaborative process. Each side has to understand the pressure the other is facing and be willing to meet halfway.
Singapore’s workforce is now at a pivotal moment. The unemployment challenge cannot be solved solely through the efforts of the government; it requires the collective efforts of all stakeholders to work collaboratively.
The goal is not to compromise, but align. When both employers and Gen Z job seekers take equal ownership in overcoming the employment challenge, only then can we close the gap and build a labour market that truly works for everyone.
About the author
Joshua Woo Wei Liang is the Managing Partner and Director (Co-Founder) of Recruit Fast. He has more than 19 years of experience in recruitment, operations, business development, and executive search, specialising in the outsourcing of temporary, contract, and permanent staffing solutions.
He built his career in recruitment across U.S., Chinese, and Japanese multinational corporations, eventually being headhunted by a prestigious Japanese firm in 2018 to start-up a business till 2024. There, he honed a disciplined, relationship-driven approach to talent acquisition.
