Beyond the Pay Cheque: What Singapore Employees Really Want in 2026

ManagementFebruary 24, 2026 09:00

Singapore employees discussing career priorities, hybrid work expectations, and job sustainability in 2026.

This article is written in English for readers in Singapore. Chinese and Japanese translations are available on our website.

Introduction: Salary Still Matters, But It Is No Longer Enough

Many Singapore employers still believe that competitive pay is the primary driver of attraction and retention.

In 2026, workforce data tells a more nuanced story.

Salary remains important, but it is no longer the sole factor shaping career decisions. Singapore employees are increasingly evaluating roles through a broader lens that includes workload sustainability, flexibility, management quality, and long-term career security.

These shifts are not driven by changing attitudes alone. They reflect a workforce navigating economic uncertainty, rapid technological change, and rising expectations around work-life integration.

Insights from the Beyond the Pay Cheque: Singapore Employee Sentiment Study 2026, developed in collaboration with Rakuten Insight, reveal how employee priorities are evolving and what employers must adapt to stay competitive in the year ahead.

Salary Still Anchors Decisions, But It Rarely Decides Them Alone

The study confirms that salary continues to anchor job decisions, but its role has changed.

  • 69.1% of Singapore employees say they are open to making trade-offs involving pay
  • However, most respondents indicate that any reduction must be limited and justified
  • The majority are unwilling to accept pay cuts beyond 10%, even when non-pay benefits improve

This signals a pragmatic mindset rather than a rejection of compensation. Employees are not seeking novelty perks or symbolic benefits. Instead, they are asking whether a role supports sustainable performance and personal wellbeing over time.

When salary differences narrow across the market, job quality becomes the deciding factor.

The Rise of the Silent Job Browser

One of the most significant shifts highlighted in the study is how employees approach job searching.

  • 71.8% of respondents are engaged in some form of job-search activity
  • This includes browsing opportunities, networking, and benchmarking roles, even if they are not actively applying

This behaviour reflects caution, not restlessness. Employees are staying informed and keeping options open while assessing whether their current roles still align with evolving expectations.

For employers, this means retention risk often emerges long before resignations occur. Engagement issues are increasingly quiet, gradual, and invisible in traditional metrics.

Weekly Experience Now Matters More Than Annual Promises

Employees are no longer evaluating jobs based only on annual benefits or long-term incentives.

Instead, decisions are shaped by how work feels week to week.

Across the study, the following factors consistently rank as important or very important:

  • Workload sustainability
  • Manager quality and communication
  • Flexibility and autonomy
  • Psychological safety and respect
  • Clarity around expectations and progression

When daily work feels overwhelming, unclear, or unsupportive, long-term rewards lose their persuasive power. This explains why some organisations struggle with retention despite offering competitive packages.

Hybrid Work Has Become an Expectation, Not a Differentiator

Hybrid work is now firmly embedded in employee expectations.

  • 61.7% of respondents indicate a preference for hybrid arrangements
  • What employees value most is predictability, not unlimited flexibility

Hybrid work breaks down when policies are vague, inconsistently applied, or poorly supported by managers. Employees respond more positively when hybrid arrangements are clearly structured and aligned with the purpose of in-office collaboration.

The data suggests that hybrid success depends less on policy design and more on manager capability and clarity.

AI, Skills, and the Search for Career Security

Technology continues to shape how employees view their future at work.

  • 65.9% of Singapore employees report being comfortable using AI tools in their roles
  • Approximately three in four respondents rate upskilling as moderately to highly important

Comfort with AI does not eliminate concern. Employees want reassurance that technology adoption will enhance their roles rather than quietly erode them.

The study highlights a growing emphasis on career security, not just job security. Workers want confidence that their skills will remain relevant and that development opportunities lead to tangible progression.

Why This Shift Matters in 2026

Together, these insights point to a recalibration of workforce expectations.

In 2026, successful employers in Singapore will be those who:

  • Treat salary as a foundation, not a differentiator
  • Design roles that are sustainable in practice, not just attractive on paper
  • Equip managers to lead with consistency, empathy, and clarity
  • Offer flexibility with structure rather than ambiguity
  • Link upskilling initiatives to real career pathways

Improvements must be tangible and experienced week to week, not framed solely as future promises.

What This Means for Singapore Professionals

For employees, the findings offer reassurance.

Browsing the job market, reassessing priorities, and questioning fit are no longer signs of disloyalty. They are rational responses to a more complex and cautious labour market.

Professionals are encouraged to evaluate roles beyond salary alone and consider how management quality, flexibility, and skill development shape long-term career outcomes.

 

Frequently Asked Questions (FAQ)

Is salary still the most important factor for Singapore employees?

Salary remains a key anchor, but it is no longer sufficient on its own. Employees increasingly weigh pay alongside job sustainability, flexibility, and management quality.

Are Singapore employees willing to accept pay cuts?

Around 69% are open to trade-offs, but most are unwilling to accept reductions beyond 10%. Any pay adjustment must come with clear and tangible improvements.

Why are so many employees browsing jobs but not applying?

Many employees are benchmarking and exploring options without immediate intent to resign. This reflects cautious decision-making rather than dissatisfaction alone.

Is hybrid work still a competitive advantage?

Hybrid work is now an expectation. What differentiates employers is how clearly and consistently hybrid arrangements are implemented.

 

For Employers
If you are reviewing your hiring or retention strategy for 2026, speak with Reeracoen to understand how Singapore employee expectations are shifting and what practical changes can deliver measurable impact.

👉 Speak with Reeracoen Singapore about your hiring and retention strategy

For Professionals
If you are benchmarking your role or exploring your next career move, register for a confidential career conversation with our consultants.

👉 Start a confidential career discussion with Reeracoen Singapore

 

🔗 Related Articles (Singapore)


📚 References


✅ Final Author Credit
By Valerie Ong, Regional Marketing Manager, Reeracoen Group
Published by Reeracoen Singapore, a leading recruitment agency in APAC.

 

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