Singapore Workers Lag Global Peers in Engagement; Under-35s Most Disaffected, Study Finds

Singaporean workers, especially those under 35, exhibit significantly lower levels of workplace engagement compared to their regional and global peers, posing a potential "strategic liability" for the nation's economy, according to a new study.

The inaugural Singapore Workplace Report 2026, a collaboration between the Singapore Institute of Directors (SID) and analytics firm Gallup, revealed that only 14 percent of Singapore employees felt engaged in 2025. This figure lags behind the global average of 20 percent and the Southeast Asian regional average of 25 percent. Workplace engagement in Singapore has remained stagnant at low levels since a dip in 2019.

Minister of State for Manpower Dinesh Vasu Dash emphasized the need for high-level leadership to reframe human capital as a strategic issue, rather than merely a human resources function. "When human capital is treated with the same rigour and discipline as financial capital, for example, organisations make better decisions about their people, and these better decisions then translate directly into better long-term performance," he stated.

By comparison, other Southeast Asian nations showed higher engagement rates in 2025: Vietnam at 9 percent, Malaysia at 25 percent, Indonesia at 27 percent, and Thailand at 34 percent. The study defines employee engagement by how involved and enthusiastic workers are, assessing whether their basic needs are met, they have opportunities to contribute, feel a sense of belonging, and have chances to learn and grow. Managers were identified as the primary drivers of engagement, yet investment in their capabilities remains insufficient. The report warns that Singapore's "chronically low engagement" could increasingly impede its future economic competitiveness, particularly in its highly services-oriented economy, potentially costing billions annually in lost productivity.

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Reframing human capital as a strategic issue requires leadership at the highest level. When human capital is treated with the same rigour and discipline as financial capital, for example, organisations make better decisions about their people, and these better decisions then translate directly into better long-term performance.