Two in Three Gen Zs are not confident that Singapore employers are sufficiently prepared to hire them

Overview of Singapore’s Gen Z market 

Organisations

• While 70% of organisations are open to hiring Gen Z professionals, 4% are hesitant – the highest among countries surveyed in Southeast Asia. 

• 69% of organisations believe that Gen Z employees possess strong digital literacy and tech-savviness, which are seen as highly beneficial.

• 49% of organisations provide mentorship and guidance to better manage their Gen Z professionals.

Gen Z professionals 

• 67% of Gen Z professionals feel that companies are not prepared or just slightly prepared to meet their needs. 

• Close to half (45%) of Gen Z professionals expect to stay with one employer for up to 2 years, while another 40% plan to stay with one employer for 3-5 years before seeking new opportunities.

• Gen Z professionals are highly focused on job security and stability (56%), followed by well-being support (33%). 

• The most valued types of learning and development opportunities for Gen Z professionals are on-the-job training (50%), followed by mentorship programmes (29%).

Research from global talent solutions partner Robert Walters across selected countries (Singapore, Indonesia, Malaysia, Philippines, Thailand, and Vietnam) shows that while 71% of organisations in the region are open to hiring Gen Z employees, 47% of hiring managers face challenges managing them effectively. Among the countries, companies in Singapore are taking a more measured approach – while generally open to hiring Gen Zs, 4%, the highest among the countries surveyed, are hesitant to hire Gen Z professionals. These are among the findings in Robert Walters latest eguide on Gen Zs in Southeast Asia, launched in April 2026. 

 
What does Gen Z want?

The data highlights clear priorities for Gen Z professionals when it comes to employment, with job security (56%) being most valued, followed by well-being support. The preferences reflect a trend of young professionals being acutely aware of economic volatility, seeking “safe harbour” employers who can guarantee long term stability. The expectations for well-being support also reflect how they are setting boundaries – seeking success but not at the expense of burnout. There was a lack of interest in diversity & inclusion (which was offered as an option), indicating that this is not a primary concern for them. 

When it comes to tenure and loyalty, 45% of Gen Z professionals in Singapore expect to leave their employer within 2 years. While this fares better than their peers in SEA (58%), the tendency towards shorter tenures underscores the need for employers to adapt retention strategies. There is also a lack of confidence among Gen Z professionals that their needs would be adequately met by companies – with 31% believing that companies are not prepared, while another 36% of professionals believe companies are only “slightly prepared”.  

Learning opportunities are another key priority for Gen Z professionals. Half (50%) identify on-the-job training as the most effective form of learning, followed by mentorship programmes (29%) and external courses (14%). This highlights Gen Z's preference for practical, hands-on experiences that build skills while contributing to their roles. Organisations should integrate immersive learning into the workplace to attract top talent and foster long-term engagement and growth.

 
Challenges in managing Gen Z

While companies recognise that Gen Z professionals bring strengths like digital literacy (69%) and creativity (14%), integrating them into organisations poses unique challenges. As digital natives, they excel in technology and innovation, but their distinct work preferences and communication styles can create friction in multi-generational teams. 

Despite these challenges, organisations in Singapore generally value the potential of this generation, even though they are taking a measured approach. While 70% of companies are very or somewhat open to hiring Gen Z professionals, 26% are neutral. Employers in Singapore also show the highest level of hesitancy at 4%. To bridge generational divides, businesses are prioritising strategies such as proving mentorship and guidance (49%) and encouraging open communication (35%) to better integrate Gen Z into the workforce.

 
Kirsty Poltock offers her suggestions for organisations aiming to better adapt to working with Gen Z:

To bridge the gap between Gen Z expectations and organisational readiness, businesses should adopt strategies aligned with this generation’s values and preferences. Here are some steps organisations can consider: 

• Foster flexibility: Offer hybrid or remote work options alongside structured roles to meet Gen Z’s expectations. However, ensure these arrangements are implemented thoughtfully and only when they align with your organisation’s structure.

• Prioritise practical and soft skills training: Provide on-the-job training, workshops, and seminars to align with Gen Z’s preference for hands-on learning. Incorporate soft skills development, such as problem-solving, leadership, and communication.

• Support well-being: Introduce mental health programs, financial support, and other initiatives to build trust and foster a positive workplace culture.

• Invest in mentorship and collaboration: Pair Gen Z employees with mentors to provide guidance and develop soft skills. Promote cross-generational teamwork to foster understanding, skill-sharing, and bridge generational divides.

• Offer timely feedback: Provide constructive reviews that go beyond targets, addressing soft skills with clear expectations and improvement suggestions. Regular feedback helps Gen Z employees identify strengths and areas for growth.

• Equip with the right tools: Provide access to modern technology and resources, along with training to ensure effective use. This supports productivity, confidence, and aligns with Gen Z’s tech-savvy nature.

 
Looking ahead

Kirsty Poltock remarks, 'Singapore is a highly mature, high-cost market where productivity and “job-readiness” are paramount. The higher level of hesitancy to hire Gen Zs likely stem from a perceived “skills gap” or concerns regarding the “soft skills” of recent graduates. In a market where every hire is a significant investment, Singaporean employers may be more selective, seeking Gen Zs who can prove their corporate readiness immediately. 

Yet Gen Z professionals can bring digital fluency, creativity and innovation, and adaptability to businesses here. In a country where digital skills are the most prized currency, Gen Zs can contribute to transforming workplaces in Singapore. By offering security through transparency in communication, mentorship to foster growth, and autonomy through structured flexibility.

Companies can work towards building trust that fosters long-term commitment with Gen Z - the future of Singapore’s workforce.

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