Singapore, Netherlands' biggest growth opportunities lie in green and digital transitions, circular economy sectors: Grace Fu
[SINGAPORE] As Singapore and the Netherlands mark 60 years of bilateral relations, the future of their partnership could lie in areas such as green and digital transitions, climate and water management, circular economy and global supply chains.
Making this point was Minister for Sustainability and the Environment and Minister-in-charge of Trade Relations Grace Fu at an event on Monday (May 26) evening.
Speaking at this year's Winsemius Awards, which coincided with the 35th year of the Dutch Chamber of Commerce (DutchCham) in Singapore, she noted the growing ties between the two countries.
The Winsemius Awards, named after Dutch economist Dr Albert Winsemius, recognises excellence in areas such as innovation, sustainability and business achievement among Dutch and Singaporean companies operating in Singapore.
Today, the Netherlands is Singapore's second-largest European Union investor and its third-largest trading partner for goods, with nearly 2,000 Dutch companies operating in Singapore.
'Together, we have built globally connected ports, developed smart urban ecosystems, and advancing pioneering solutions in renewable energy and the circular economy,' said Fu.
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'Our partnership thrives because we share common values of openness, innovation and a commitment to sustainable growth.'
In her speech, she outlined four areas with strong potential for further collaboration.
The first is in transitioning to green energy and adopting technology to create smarter cities. 'Dutch innovations in areas like offshore wind and quantum computing pair naturally with Singapore's efforts to green our energy sources and build digital economies,' she said.
The second is climate adaptation and water management, priorities for Singapore as it develops long-term strategies for coastal protection and urban resilience, in which the Netherlands remains a global leader.
Fu also pointed to the circular economy as a promising space. Both countries are advancing sustainable urban living and there is growing scope for collaboration among businesses, researchers and policymakers to create solutions that make sustainability a reality today, she added.
Lastly, she noted the importance of supply chain resilience and building digital trade networks. As global supply chains face growing pressures from climate risks and geopolitics, she said that Singapore and the Netherlands as 'trusted, connected trading hubs' can collaborate.
Anneke Adema, ambassador of the Netherlands to Singapore and Brunei, described the investment relationship between Singapore and the Netherlands as a 'two-way street'.
She highlighted four key similarities between Singapore and the Netherlands that contribute to the successful relationship – both countries are outward-looking, driven by innovation, share a strong entrepreneurial spirit and have mutual trust.
Among the accolades presented at the awards ceremony organised by DutchCham was the Winsemius Red Orange Award, which highlights the longstanding partnership between the two nations. This was presented to sustainability consulting engineer Haskoning.
The Business Achievement Award recognises organisations for strong performance, sustained growth and meaningful innovation that has strengthened the Dutch business presence in Singapore. The award went to manufacturing company Walraven.
Fairmont Singapore and Swissotel Stamford clinched the Community Impact Award, which honours companies with notable contributions to local communities.
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Straits Times
12 hours ago
- Straits Times
Tastemakers: Former meat lover turns school canteen stall into $21 million vegetarian chain
Mr Fu Yong Hong, co-founder and chief executive of vegetarian chain Greendot, struggled to find wallet-friendly meatless meals as a student. ST PHOTO: HEDY KHOO SINGAPORE – At 22, Mr Fu Yong Hong opened a vegetarian stall – despite hating vegetables. Today, he helms Singapore's biggest plant-based restaurant chain. Now 36, he is chief executive of Greendot Group, which pulls in an annual turnover of $21 million from 15 outlets, including Lotus Vegetarian Restaurant. The group will open a 16th eatery – a Greendot outlet – at The Star Vista in July. Mr Fu co-founded the business in 2011 with his secondary school friend, Mr Justin Chou. At the time, Mr Fu was in his second year studying business at National University of Singapore and still a staunch meat lover. Mr Chou, a lifelong vegetarian who struggled to find wallet-friendly meatless meals as a student, proposed they tap his family's resources and set up a vegetarian food sta ll. His mother, Ms Rebecca Lee, 64, ran Lotus Vegetarian Restaurant and his family owns a vegetarian food manufacturing facility in Johor. Though he hated greens, Mr Fu was eager to test his classroom theories on real-world business. He agreed to the partnership – on one condition: 'We shouldn't limit ourselves to just vegetarian customers. I want to target non-vegetarians too.' Hands-on experience To win their parents' support and learn the ropes, the two worked part-time for a year in 2010 at Lotus Vegetarian Restaurant, which opened in 2003. They started with the basics – slicing vegetables and packing dishes – then moved on to running live stations for vegetarian laksa and chicken rice, and setting up buffet lines for catering orders. It was Ms Lee who told them to start small: one school canteen stall. She developed a pared-down menu of restaurant-quality dishes for a canteen setting. In December 2011, the pair pooled $20,000 with a third partner to launch Greendot at the canteen of Temasek Polytechnic's School of Design. The two of them cooked everythin g, using ingredients and sauces from the vegetarian food factor y M r Chou's family owned. They hired a full-time cook when they opened a third outlet. At the time, Mr Fu did not eat vegetables. 'If a burger had lettuce, I would remove it. If noodles had bean sprouts, I would pick them ou t. ' The first three months were rough. 'The neighbouring stalls told me the brinjal I cooked was too hard and tasted raw,' he says. 'I tasted it, a nd threw it out immediately. I felt very embarrassed.' But he focused on sharpening his cooking skills. By 2012, they ha d outlets at Raffles Girls' School and his alma mater, Chung Cheng High School (Main), where he was stationed full-time. There, tastin g v egetarian dishes became a daily routine. 'That changed my mind. I started enjoying what I was making,' he says. Still, his love for meat prevailed. Early menus leaned towards Western fare – burgers and fries – but feedback was clear. 'Justin's mother told us locals don't eat fast food daily,' Mr Fu says. Greendot adapted. It added rice sets and noodle dishes – hearty fare that drew longer queues tha n t he chicken rice and Western food stalls. The new staples accounted for 70 per cent of the company's revenue. It also had a range of vegetarian cooked dishes which customers could select for their b entos. To appeal to non-vegetarians, the team avoided overt vegetarian branding. 'We don't use the Chinese characters for vegetarian or name dishes things like 'vegetarian chicken rice',' he says. 'We call it what it is – crispy beancurd skin with sesame rice.' They also distanced themselves from fear-based messaging, such as making people feel guilty about eating meat because of animal cruelty, and did not associate their brand of vegetarianism with religious practices. 'We didn't want to make people feel guilty with posters about religion or animal cruelty. We told customers, 'Eat green, feel good.'' Despite packed lines, Greendot ran losses for the first two years. Ingredients cost as much as 50 per cent of revenue. In 2013, the third partner exited the business. But the duo pressed on. In December that year, they opened their first mall outlet at Bedok Mall – a 20-seat kiosk that marked the brand's transformation into a fast-casual chain. Mr Fu, who was in his final year at university, used the example of his business transitioning from canteen stall to mall outlet as a school project, which he passed with flying colours. Early struggles Greendot's pivot to fast-casual was born out of necessity and ambition. School canteens were viable only for about eight months a year. Exam periods and school holidays meant months of red ink. 'We couldn't keep the staff. We needed something sustainable,' Mr Fu says. Renting a kiosk at a mall – with air-conditioning, better work conditions and constant footfall – made sense. 'We wanted to attract the p ublic. We had to move beyond the vegetarian niche.' The team replaced the economy rice format wit h b entos and set meals, each featuring premium ingredients such as Signature Lion's Mane Mushroom Rendang with Turmeric Basmati Rice ($10.90). Signature Lion Mane Mushroom Rendang With Turmeric Rice at vegetarian chain Greendot. ST PHOTO: HEDY KHOO Customers who once turned up their noses at vegetarian food started returning three to five times a week. But Mr Fu – who had by then graduated with a business administration degree – was working 17-hour days, with little to show for it. He felt demoralised paying himself $1,200 a month, while his peers in other jobs were earning twice as much or more. His social life was in shambles. Friends had stopped asking him out because he was always working. But with 15 employees across the three canteen stalls and Bedok Mall outlet, he felt he could not let them down. His parents were supportive. His father, aged 70, is a retired operations manager at a toy wholesaler. His mother, 67, still works as a human resources and finance manager. 'My parents felt I should learn to endure hardship and find my own way. But my friends thought it strange for a carnivore like me to sell vegetarian fare. I did not even like cooking before. I used to eat only fried food and meat.' In December 2014, Greendot opened its flagship outlet at Paya Lebar Square, a 1,900 sq ft unit with 70 seats. The duo poured $350,000 into setting it up and hired a consultant to rebrand the business. Believing in the venture, both founders' families came on board as investors. Prices remained accessible – the average spend is $12 to $15 a head – with complimentary soup refills and dishes plated with care. Recipes and sauces are prepared at a central kitchen to ensure consistency. Popular items then and now include Laksa Noodles ($9.50) and Curry Mayo Konnyaku Burger ($14.90). Curry Mayo Konnyaku Burger at vegetarian chain Greendot. ST PHOTO: HEDY KHOO The vegetarian prawns in the laksa, made with konnyaku, are so springy that first-time diners sometimes question if they are really plant-based. Some mistake the sambal's soya mince for hae bee (dried prawn). Laksa Noodles at vegetarian chain Greendot. ST PHOTO: HEDY KHOO In 2014, they shuttered their school stalls and expanded into malls – Westgate, One Raffles Place, Nex, VivoCity and Northpoint City. A fast-casual chain had taken root. Outlets at Westgate, Star Vista, Nex and Northpoint City, earlier owned by franchisees, were re-acquired by Greendot Group in 2021. Still, not every move was a win. In 2016, Greendot introduced Taiwanese shaved ice desserts under the Smoothie House brand, which it bought as a franchise for nearly $1 million. These were served at kiosks located at their outlets at Westgate, One Raffles Place and Paya Lebar Square. 'We had borrowed heavily from our parents and the bank to supplement cash flow,' Mr Fu says. But it failed to turn a profit, leaving them saddled with debts till 2023. Personal reset In 2018, Lotus Vegetarian Restaurant merged with Greendot, with Mr Fu as chief executive. But he was emotionally drained from working 12-hour days. His girlfriend of two years had left him in 2017 for not having time for anything apart from work. With his monthly salary of $5,000, he was still earning less than his corporate peers. 'My phone was constantly ringing. Staff from outlets were asking about blown bulbs, broken brooms, leaking taps. I was fire-fighting every day,' he says. 'There was a big problem with the way I was managin g.' Then Mr Chou, who was a director at Greendot, staged an intervention. He booked Mr Fu a session with a personal trainer and dragged him to the gym. 'Justin told me I always take care of staff, customers and the company – but I didn't love myself,' Mr Fu says. Exercis e improved his mood and focus. He started reading business books and listening to Buddhist talks on YouTube. He learnt to delegate and empowered staff to solve day-to-day problems. 'I became a happier person,' he says. Mr Fu Yong Hong found a renewed purpose and zeal for his business after his business partner staged an intervention. ST PHOTO: HEDY KHOO He also read up on a plant-based lifestyle to understand its rationale. In 2019, he became vegetarian. 'I finally aligned with the meaning and purpose of my business. I no longer saw Greendot just as a business. It became a mission.' Renewed mission That year, Greendot began upgrading the aesthetics of its outlets. Previously, wooden panels and furniture featured heavily, with some walls painted in lime green. These were replaced with sleeker furniture in white and beige, and feature walls in pastel green. In 2021, changed its logo and rebranded to keep pace with changing tastes. It came up with a new tagline, going from 'Eat Green, Feel Good' to 'Sharing Goodness'. New dishes – such as Crunchy Fillet Wrap ($9.90), made with konnyaku fish fingers and tartar sauce – were introduced. Well-priced vegetarian bao ($3.60 to $5.50) and oat milk lattes ($3.90) drew steady traffic. Greendot underwent a rebranding exercise in 2021 to keep up with the market. ST PHOTO: HEDY KHOO All staff now get to see the financials of the outlets they work at and receive 10 per cent of profits – a move that boosted morale. In early 2021, Mr Fu met his wife, a private banking director. They got married in 2022 and now have two daughters, aged two and 10 months. Greendot is now a 200-staff operation. Mr Fu visits its outlets three times a week. 'I eat there to stay in touch with what customers experience. I know most of the employees.' The chain introduces new items every two months. A recent launch – Specialty Sauce Mee Pok Yong Tau Foo ($11.90) – runs until the end of June. He says: 'We're a platform to help people understand their diet options earlier in life and make better choices. 'The challenge for fast-casual is cost control. You cannot keep raising prices. But in a downturn, people want value, and we can offer that.' He hopes to have up to 20 outlets in Singapore eventually and expand to Malaysia in the next two years. His long-term ambition? 'To build Greendot into a world-class organisation that helps people take care of their health through plant-based meals.' Tastemakers is a personality profile series on food and beverage vendors who are creating a stir. Hedy Khoo is senior correspondent at The Straits Times. She covers food-related news, from reviews to human interest stories. Join ST's Telegram channel and get the latest breaking news delivered to you.
AsiaOne
16 hours ago
- AsiaOne
The surprising reasons some Singaporean buyers are choosing smaller condo units (even when they can afford more), Money News
Whether it's an HDB flat or a condo, the Singaporean mentality is to grab the biggest possible unit in budgetary range. Chalk it up to the lingering paranoia that - if we don't seize every square foot we can get now - it will just cost us more tomorrow. So it's always a surprise when some homebuyers, despite being able to afford a larger unit, decide to keep it modest. In the following, we talk to some realtors about these rare cases, and why it could make sense for the buyer: 1. Sometimes it's about layout and location, over square footage One agent shared that in a recent transaction, the clients were torn between a three-bedder (around 1,200 sq ft) and a two-bedder (around 700 sq ft). It was clear, from the earlier budget, that the client had the means to purchase the three-bedder. Instead however, the client eventually opted for the smaller unit. According to the agent: "For the project they wanted, there was nothing bigger than 700 sq ft, so we looked at other projects within the same idea. We found another three-bedder that was around 1,000 sq ft, but after the viewing they rejected it. The three-bedder unit was further from the MRT station, and the layout was not as good: No enclosed kitchen, quite stuffy inside, and no proper-sized service yard. The other alternative was to expand the search radius, but they didn't want to go further beyond the neighbourhood. So in the end, they still bought the 700 sq ft, even though they could have bought a bigger one elsewhere." These cases are also becoming more common in 2025, due to tighter resale supply. Buyers sometimes find an ideally positioned resale project; but then they find there's no availability of three-bedders, four-bedders, or larger sizes. This can pressure them into buying a smaller two-bedder unit, while they pocket the savings and look for another upgrading opportunity later. 2. Preparing for changes to the family structure Another reason for picking a smaller unit is a step toward right-sizing. Some agents said that, among older homebuyers, there's a possibility the children will soon be moving out. One example of this was a couple who recently sold a terrace house, where they'd been living with two of their children. The sale of the landed property left them more than enough to purchase a three or four-bedder condo unit. Instead, they rejected the recommendations and sought out a two-bedder unit. The agent said that: "One child was getting married and moving out within a year or two, the other child already had his own place. And one of their reasons for moving from landed was that they were older, and it was harder to upkeep a bigger home. So instead they went for a smaller unit, within walking distance to one of their children." From the couple's financial planning, opting for a two-bedder also helped to build a bigger retirement account. This made them confident enough to buy a condo, instead of right-sizing to a flat. 3. Getting a new launch instead of a resale unit One agent shared a case of a couple who opted for a new launch two-bedder at ELTA, instead of a three-bedder at the resale Clement Canopy. In this instance, both projects were quite close in the Clementi area, so location was not a key differentiating factor. The key difference was that the two-bedder ELTA unit was around $1.94 million, whereas the three-bedder Clement Canopy unit was around $2.18 million; a difference of around $240,000. For paying $240,000 less however, they got: A more efficient layout, as ELTA is a post-harmonisation project Better potential appreciation, as ELTA is a newer project by about six years No need to worry about renovation costs, as the savings from the price gap more than covers that need There's also fewer issues involving valuation. For new launches, the developer's price is taken to be the fair valuation. For resale, there's a possibility that the valuation may fall below the asking price, thus prompting a cash top-up. Coupled with the lack of urgency (the couple had a place to stay until ELTA would be completed), the smaller but newer two-bedder was the better choice. 4. For landlords, a smaller unit improves yields and lowers capital commitment An agent told us about a "sell one, buy two" scenario, where a couple were deciding on the second property. The sale proceeds, coupled with their savings, were enough to let them purchase a three-bedder (approx. 1,050+ sq ft) at DUO Residences. Upon further viewings nearby however, they changed their minds and opted for a smaller two-bedder (approx. 678+ sq ft) at The M. The reasoning was that the DUO Residences three-bedder cost about $2.1 million; and with projected rental income of $6,000 to $6,500 a month, it was a gross rental yield of 3.4 to 3.7 per cent. Conversely, the two-bedder at The M would only have come up to about $1.4 million. With projected rental rates of $5,200 to $5,800 per month, this is a higher yield of 4.4 to 4.9 per cent. Furthermore, the loss of living space was not a real issue to these buyers. They had already decided that the second unit was to be rented out for income; so it made no difference to their personal comfort. On top of the higher yields, the lower capital commitment also meant lower risk. This was a significant benefit, as the couple were nervous about each party taking on a separate mortgage. In these cases, foresight and clear intent - rather than an impulsive grab at the biggest unit - served the buyers' benefits. This is why it's important to talk through your intentions for the property. If the goal is long-term rental income, flexibility, or simply a lower-risk entry point, a smaller unit may serve you better even if it means giving up some space. Rather than just ask "What can I afford?" We suggest you ask: "What am I trying to achieve by buying this property?" Don't maximise square footage over maximising comfort or returns. [[nid:718516]] This article was first published in Stackedhomes .
Straits Times
16 hours ago
- Straits Times
Oversharing, AI posts and other faux pas: Why you're using LinkedIn wrong
Be mindful of the pitfalls of posting on LinkedIn, or it could lead to cringeworthy content. PHOTO: ISTOCKPHOTO Oversharing, AI posts and other faux pas: Why you're using LinkedIn wrong SINGAPORE – A widely circulated meme mocking LinkedIn entries goes like this: 'When I was a little girl, I always dreamed of growing up to satisfy user needs in a way that meets business goals for transformative outcomes.' While the post is satirical, its virality hints at how it captures the unique – and often cringeworthy – way that people write on LinkedIn. The professional networking platform, which launched in 2003, is where humble-bragging routinely meets oversharing . U sers find ways to draw leadership life lesson s from the most mundane of daily activities, such as conversations with a taxi driver or doing a presentation. Such oversharing is not without consequences. In May, Singaporean LinkedIn user Janney Hujic, who runs tour agency Elysian Expeditions, posted about a life lesson learnt from meeting former DBS Group chief executive Piyush Gupta – only for Mr Gupta to later comment: 'Sorry to disillusion you. That isn't me!' I f not for the mistaken identity, Ms Hujic's post would probably have gone unnoticed on the platform. LinkedIn has over one billion users worldwide – more than four million of whom are based in Singapore – all plugging their own professional and personal pursuits. Many of the initial comments lauded her for writing about this fortuitous 'chance encounter'. Even after Mr Gupta weighed in to dispute the account , some commenters suggested that the post , left up for a week, could draw attention to Ms Hujic's tour company. But at the end of May, her LinkedIn account was gone. What is the line between authenticity and misreading the room? Between clout-chasing and networking? Being vulnerable and oversharing? The Straits Times spoke to recruiters, public relations experts and LinkedIn's 'top voices' to find out why you are likely using LinkedIn wrong. Here are five questions to ask before you post. 1. Is it cringe or 'context collapse'? When you post on LinkedIn, for whom should you be writing ? Y our future boss? A potential recruiter or hiring manager? Your current colleagues? Perhaps your old schoolmates or industry acquaintances? While you might imagine a particular audience, the answer is really: 'All of the above.' Internet researchers have coined the term 'context collapse' to refer to how social media creates a form of communication that collapses many distinct social contexts into one. Offline, it is an easy feat to change your tone and language when schmoozing with your boss, sharing workplace gossip with a confidant or impressing a recruiter. Online, these contexts are flattened into a single feed that all of these potential audiences – and your mum and mother-in-law – can access. This partly explains why many LinkedIn posts feel 'cringe'. Users often post to impress future hiring managers or build a specific follower base, which is perhaps an expectation that current colleagues or general audiences might not share. It also explains why certain posts land their creators in hot water. Posts on LinkedIn are visible not only to one's target audience, but also to the public. PHOTO: LINKEDINLUNATICS Ms Bethany Bloch, managing editor at public relations firm Mutant Communications, says leaders need to be mindful of the opinions they share, as well as prevailing public sentiment. 'We saw what happened with the now former vice-president of the Law Society of Singapore , which is a classic example of oversharing that led to a PR crisis for them and a personal crisis for him ,' she says, referring to Mr Chia Boon Teck, who resigned from his position after he penned a LinkedIn post in March which was seen as casting blame on a rape survivor. Mr Chia likely expected his post to stay within a small circle of friends in the legal fraternity. However, context collapse meant that strangers – including those on Facebook and Instagram – who held divergent viewpoints became his audience, judge and jury. Recruitment experts speaking to ST affirm the importance of being wary about one's LinkedIn activity, noting that it is now common practice for recruiters to look through a candidate's posts to assess his or her personality and values , and identify potential red flags . 2. Are you authentic enough? Nearly all experts speaking to ST identified 'authenticity' as an important trait to project on LinkedIn , but it is an amorphous concept that defies definition. 'Beyond qualifications, cultural and personality fit are critical factors in the hiring process,' says Ms Jaya Dass, Asia-Pacific managing director at human resources firm Randstad Enterprise, who notes that she sees inappropriate jokes and personal rants as red flags. On the other hand, insightful content about personal takeaways – instead of merely posting often – and posts showing appreciation for colleagues are her green flags. Content that drives the most engagement on LinkedIn includes business news – earnings, mergers and organisational changes – as well as career advice and industry trend perspectives, says Ms Serla Rusli, a LinkedIn career expert and senior editor at LinkedIn News. Who is posting matters. She notes that more business leaders are using LinkedIn to explain the how and why behind major professional decisions, citing a 52 per cent increase in posts from chief executives over the past two years. These average eight times more impressions and four times more engagement than posts from others. There has been a 52 per cent increase in posts from chief executives in recent years, though engagement may not always be positive. PHOTO: LINKEDINLUNATICS Sharing videos is another approach to consider. Ms Rusli notes that video is a fast-growing format on LinkedIn, with time spent watching videos up by 36 per cent as at April. Ms Christel Goh, chief executive of local public relations agency Grow Public Relations, warns against overusing personal stories , a common trope on LinkedIn. 'There's a fine line between meaningful sharing and oversharing. When every moment becomes a 'teachable lesson', it can feel forced, cringey or overly dramatic,' she adds. An overemphasis on achievements, using the platform to shame and blame others, and an excessive dependence on artificial intelligence (AI) to generate content are other common mistakes on the platform . LinkedIn users' frequent overemphasis on achievements and 'teachable' moments is often satirised. PHOTO: LINKEDINLUNATICS 'LinkedIn is a professional networking space, and because of its nature, many users feel compelled to present a highly polished, positive image of themselves,' Ms Goh says. 'While this might seem appropriate for a professional platform, the overly curated and idealised tone can come across as unrealistic. People don't typically communicate in such a polished manner in everyday life. ' The key is setting editorial guidelines for yourself, says Dr Juliana Chan, a LinkedIn Top Voice with more than 100,000 followers, and former Massachusetts Institute of Technology scientist-turned-branding-coach who prides herself on speaking 'fluent LinkedInese' . ''Does this story serve my professional audience? Does it add value or context to my expertise and job as a branding coach?' If yes, I'll share it authentically. If it's just unnecessary personal drama or random life updates, it stays private,' she says. She points to a post she made in November about her father's death in 2024 because she had written about him on LinkedIn in the past. She sees this as professionally relevant context because it 'helped people see that I am only human and not some digital avatar'. The challenge lies in where to draw these lines. What constitutes oversharing versus insight? Bluntness versus offence? The inherent risk of using LinkedIn as a platform is that not everyone agrees on boundaries. Unfortunately, any misjudgments are linked to your employer and a detailed resume. For another LinkedIn Top Voice and founder of career development organisation The Mindgem, Ms Ratna Juita, the answer lies in understanding that you cannot please everyone. 'In today's attention economy, appealing to everybody means appealing to nobody,' she says. ' Embrace strategic polarisation. Take clear stands on industry issues, share your unique perspectives and don't be afraid to repel the wrong audience while attracting the right one.' 3. How are you using your connections? One of LinkedIn's most important functions is the ability to connect with others. But this, too, can be a potential source of networking faux pas. Ms Yeo Sha-En, a professional speaker and LinkedIn Top Voice, considers immediately asking for something upon reaching out to be a networking red flag. 'In the case of networking or mentorship, this is equivalent to meeting someone for the first time and expecting him or her to give you something,' she says. 'People need time to get to know you before they can mentor you.' Similarly, Dr Chan thinks it is a common networking mistake to send connection requests without adding a custom note. 'If I receive 100 connection requests, often only two to three of them have a thoughtfully written custom note attached to it,' she says. ' Every single time, I consider these requests first.' Ms Juita says: 'Strategic networking isn't about collecting contacts. It's about building a community of mutual support and shared professional growth.' She highlights the importance of finding ways to turn online connections into offline ones and setting healthy boundaries on what you should share . Being retrenched in 2018, she adds, taught her a hard lesson on the importance of establishing a personal brand that extends beyond a single company or employer . 'The traditional employment contract where loyalty guaranteed job security no longer exists,' she says. 'Companies restructure, industries evolve and even the most dedicated employees can find themselves unexpectedly looking for new opportunities. 'When that happens, your LinkedIn network isn't just helpful, but it can also be your lifeline.' 4. Is sharing your layoff a good idea? Posting about being #opentowork or a recent layoff has become a common LinkedIn trope, but is sharing such news online a good idea? Nearly all recruitment experts who spoke to ST say being open about a layoff is a useful way to put yourself on the radar of recruiters – and get some much-needed support from others . 'From a recruiter's perspective, layoffs are rarely seen as a negative mark, especially given today's economic climate,' says Ms Kris Tan, an associate partner at recruitment firm Page Executive. 'Authenticity is a valued quality in candidates, and many employers appreciate when individuals are transparent about their job search efforts.' Recruiters say it often comes down to discoverability. 'Recruiters monitor these posts, and such announcements can increase visibility and encourage referrals,' says Ms Ilse Clement, senior consultant for human resources and business support at recruitment agency Robert Walters Singapore. ' Be tactful and forward-looking. Frame it as a transition rather than a setback,' she adds. Ms Clement also notes that active LinkedIn users who post regularly and engage with others are more likely to appear in search results due to the platform's algorithm. As recruiters use keywords to find candidates, it is important that your profile includes relevant industry terms, skills and certifications. Candidates can also use LinkedIn's built-in 'Open to Work' feature to discreetly signal to recruiters that they are open to opportunities. Not everyone agrees with this approach. Dr Leon Qiu, a PhD graduate from the Singapore Management University and prolific LinkedIn poster , believes that signalling you are #opentowork – using the platform's built-in profile frame – can be 'self-sabotage '. 'It hurts your chances and negotiating power. It signals to the job market you are of poorer labour quality,' he says. ' Conversely, if you are open to hire, you have greater power and are perceived to be more capable. But it's just my hypothesis.' 5. Falling for the 'thought leadership' trap? Considering the effort required and the many reputational risks, why post on LinkedIn at all? The answer usually revolves around 'thought leadership', one of LinkedIn's most persistent buzzwords. The term refers to establishing oneself as an authority in a field. Advocates see it as genuine expertise that influences industries and drives change. Sceptics argue it is little more than dressed-up self-promotion, recycled ideas and meaningless business jargon. The desire for 'thought leadership' has created a lucrative industry around it , where it has become common practice for public relations agencies to sell thought leadership as a service – meaning the creation of op-eds and, at times, LinkedIn posts for a tidy sum . Ms Charu Srivastava, co-founder of communications consultancy firm TriOn & Co, says her firm works with clients on LinkedIn strategy and thought leadership content development. 'The main reason they come to us is to ensure quality, authenticity and a consistency of LinkedIn engagement,' she says. 'The clients have full oversight of the content, and we incorporate their personal voice and nuances in the content development process. This provides our clients with the balance of strategy and guidance with full ownership of their profiles.' But AI also adds a new dimension to this , with many users turning to generative AI tools like ChatGPT to create posts and insights. Nearly all experts ST spoke to highlighted mindlessly using AI without supervision to create a flood of generic content as a flaming red flag. 'One of the biggest mistakes is posting content just for the sake of it,' says Ms Srivastava. 'There is more of this happening on LinkedIn these days, due to the increasing use of GenAI to create content.' 'There is a running joke about how people post about the most mundane professional developments with a 'LinkedIn flair',' she adds, noting that many users inflate achievements, and conflate their personal and professional lives. Recognising the reality that many posts are not written by users themselves – the platform has even introduced a feature to use AI-generated responses as comments – is key to understanding that not all engagement on the platform is meaningful. As such, the quest for engagement on the platform can sometimes be a performative trap, reinforcing that virality is far from the equivalent of becoming a thought leader. This is especially true for those who create generic listicles and inspirational quotes without a clear point of view, say experts. Dr Chan says 'not everyone needs to build an audience on LinkedIn'. For entrepreneurs, consultants and executive coaches – as well as those seeking speaking opportunities or board positions, or being headhunted – active engagement makes sense. For others, it may not. Her advice: Focus on 'signature content' that stems from your unique experience and cannot be replicated by others . 'Likes on LinkedIn don't pay the bills,' she says. 'It is more financially productive to attract people who want to collaborate with you. Every post should increase your 'surface area of luck' if done correctly.' Check out the Headstart chatbot for answers to your questions on careers and work trends.
