Latest news with #meaningfulwork
Independent Singapore
2 days ago
- Business
- Independent Singapore
'Two years off the job?': How layoffs and bad bosses are making Singaporean job seekers extra cautious
Singapore: Two years without a full-time job is a long time in a city where the cost of living is among the highest in the world. For some, it's a sign of the labour market's realities, and for others, it's a deliberate choice in the face of toxic work environments. On r/askSingapore, a recent discussion peeled back the layers behind why some Singaporeans are still looking for meaningful work after one to two years. One commenter described a friend who had taken a break from work to care for a child. When they tried to return, they hoped to match their previous salary. It didn't happen and as the months ticked on, the gap between what they used to earn and what they could now command only widened. From fresh graduates to mid-career professionals, many emphasised a shift in values. The traditional trade-off for many older Singaporeans — long hours, taking calls on weekends, and tolerating toxic bosses for the sake of stability doesn't hold the same appeal for the new generation. 'It's less of 'I want a cushy, comfortable, high-paying job,'' one commenter wrote, 'and more of 'If the company can [short-change] my parents and me over, I'm not going to benefit them anymore.'' This generation grew up watching their parents give everything — bodies, time, sometimes even their health to companies that rewarded loyalty with eventual layoffs, or eroded it through diminishing payoffs. One story in the thread captured the lasting scars such experiences can leave. The commenter had ignored red flags at a new job, only for the entire company to be retrenched 'for business reasons' as operations were moved overseas. 'Some of my ex-colleagues have yet to recover from this, mentally and financially. And in a way, I have also yet to,' they admitted. Now, they treat every small red flag from the interview to early workplace as a potential warning. To many netizens, a one or two-year job search might look like an inflated self-esteem. But threads like this shine an alternative perspective — many are not waiting for the perfect job, but for safety and the assurance that they won't walk into a workplace that drains them dry, only to discard them. In a labour market where retrenchments can come without warning, where the promise of loyalty has worn thin, perhaps the caution exercised by those abstaining from certain work environments is not indulgence, but self-preservation. Since Covid-19, many have lived through the shock of seeing their livelihood vanish. Holding out for the right fit isn't just about wanting a meaningful job but about making sure you don't lose your sanity and peace in the process.
Independent Singapore
01-07-2025
- General
- Independent Singapore
Social worker, lab officer, speech therapist, librarian: Singaporeans who love their jobs share what they do for a living
SINGAPORE: A local Reddit user asked others on the platform who love their job what they do for a living — apparently in a bid to counter the usual negative talk about work, though that may be legitimate. In a post on r/askSingapore on Sunday (Jun 29), u/ piopiolink wrote, 'I love hearing people talk about why they enjoy doing what they do… makes me feel like being cynical or jaded is not the only way to be.' In 2022, when the National University of Singapore's (NUS) Institute of Policy Studies (IPS) conducted a survey on which careers are the most meaningful or fulfilling, it found more professionals, managers, executives, and technicians (PMET) tended to find purpose and meaning in their work than clerical or service workers and cleaners and labourers, Channel NewsAsia reported at the time. Most of those who commented on u/ piopiolink's post, however, did not necessarily fall into the PMET category. The most upvoted comment came from a laboratory officer, who wrote, 'Essentially, one of my duties includes preparing baby-sized blood bag for a newborn!! I enjoy doing it knowing it's gonna save a baby!!!!' Another came from a funeral director, who wrote that 'the thank yous and appreciation from families are always a feeling I hold close to my heart.' A social worker who admitted that their job comes with 'ups and downs' wrote, however, that they are 'still loving it,' complete with a heart emoji. In response, another social worker who works in the mosque sector added, 'I love what I'm doing too.' One chimed in to say they are a speech language therapist and that they 'absolutely love' what they do. A third agreed, writing, 'Social worker, I love my clients, and there's really no other job I'd rather do. The only thing I'd change about my job would be that we had more manpower to serve our clients; the need is much greater than what we have.' A Reddit user who also helps others weighed in to say, 'I help persons with disabilities to find jobs/internships, and I also conduct training workshops for companies that are keen to hire inclusively. I am a PWD (person with disability) myself, so I feel it's my calling to help build and contribute to a more inclusive Singapore :).' Another commenter who loves their job is a librarian, who wrote, 'I wake up each day and can't wait to get to work and be with my books muahaha.' Unlike in other parts of the world, some Singapore teachers say they love what they do. 'Taking pride to mould the next generation of SG!' wrote one, while another agreed and added, 'Hi-five! Honestly, one of the very best things is to really see and hear kids' perspectives on things. So refreshing! Love seeing the 'eureka!' moment light up their face when they understand a concept.' Another teacher, albeit one who works at a tuition centre, wrote, 'All the fun of teaching without too much admin work. Watching students actually improve and learn things that their schoolteachers neglect is very rewarding.' There was at least one commenter who works in a corporate setting who said they enjoy what they do. 'Business Analytics and Intelligence for a bank. More on the discovering insights side. It's like solving puzzles and finding answers that no one else can. I'm on the spectrum, so it fits me perfectly. I gladly work late and on weekends, cos it rejuvenates me.' /TISG Read also: Burnt-out S'porean looks for recommendations for jobs that are 'low-stress, not demanding or exploitative'
Entrepreneur
10-06-2025
- Business
- Entrepreneur
Here's What Most Leaders Get Wrong About Employee Engagement
While you're throwing money at perks and bonuses, your best employees are leaving because they're starving for something no paycheck can buy: purpose. Opinions expressed by Entrepreneur contributors are their own. Only 21% of employees worldwide are engaged at work. Let that sink in. In today's workforce, more than half of employees (62%) feel disconnected from their work, while 17% report being actively disengaged. This isn't a motivation problem — it's a meaning problem. And it signals a critical opportunity for leaders to rethink how we create environments where people can thrive. Here's what's striking: It's not just about pay. Or perks. Or even flexible hours. According to the latest State of the Global Workplace report, 50% of employees are watching for or actively seeking a new job, and meaningful work is consistently among the top factors driving these decisions. This is where most leaders get it wrong. In today's workforce, culture is no longer a bonus — it's a baseline. The modern employee is asking: Does this work matter? Do I matter? If the answer isn't clear, they're already halfway out the door. Related: The Key to Employee Engagement Is Purpose. Here's Why — and How to Foster It in Your Workplace. The leadership clarity gap The disconnect between what leaders think drives engagement and what actually does is staggering. Research reveals that while most executives believe their organizations provide clear purpose, only about a third of employees experience that purpose in their daily work. This perception gap explains why so many well-intentioned engagement initiatives fail. In my own leadership journey, I've found that clarity isn't just a nice-to-have — it's everything. Leadership isn't about charisma or command; it's about being deeply grounded in your own values and purpose. When that happens, people don't need to be pushed, they're naturally pulled toward something meaningful. The manager connection Here's what I see too often: managers who want to lead well but were never given the tools. According to Gallup, 70% of team engagement comes down to the manager, but most have never had real training. So instead of leading with purpose, they're left guessing. And when managers are unclear, so are their teams. That's not just a statistic; it's a signal that we've prioritized the wrong things. If we want people to stay, grow, and contribute at a high level, we need to start by equipping the people we expect to lead them. From transactional to transformational The shift from transactional to transformational leadership doesn't require a radical overhaul, it starts with small, consistent actions grounded in purpose. I've seen teams change dramatically simply because a leader started having honest conversations, listening more deeply or sharing the "why" behind the work. The data reflects this: Employees who have meaningful check-ins with their managers are nearly four times more likely to be engaged. Those who feel their opinions matter are far more likely to bring their full selves to the work. But at the core, it's not about stats — it's about connection. Transactional leadership keeps people compliant. Purpose-driven leadership makes them come alive. Related: Workers Are Disengaged. Here's How Employers Can Win Them Back. Beyond the quarterly cycle One of the most revealing insights from my work with leadership teams is that engagement isn't primarily driven by compensation or even work conditions. The real differentiator is leadership clarity, the extent to which employees understand how their work contributes to something larger than themselves. This explains why so many well-compensated professionals still feel disconnected from their work. It's not about the paycheck; it's about the purpose. And purpose isn't something you can manufacture with team-building exercises or mission statements on the wall. It emerges from authentic leadership that connects daily tasks to meaningful outcomes. The path forward So, what does this mean for you? If you're a leader still relying on perks, pizza parties and performance bonuses to drive engagement, it's time to rethink your approach. Ask yourself: Do your people know why their work matters? Do they feel seen and heard? Do you? Purpose isn't a perk. It's your leadership advantage, the one thing competitors can't replicate. And in a world where disengagement is the default, leaders who get this right will be the ones who win. As workplace research makes clear, the great workplace shift isn't about resignation or quiet quitting. It's about purpose seeking its proper place. Leaders who recognize and respond to this fundamental human need won't just retain their teams, they'll unleash their full potential. Related: 5 Ways Employee Engagement Makes Your Company More Competitive The ripple effect Here's what happens when you get this right: Engaged employees don't just stay longer, they become your strongest advocates. They refer top talent, go the extra mile without being asked and create the kind of culture that competitors can't poach or replicate. I've watched organizations transform not through expensive restructures or flashy initiatives, but through leaders who finally understood that their people weren't looking for more benefits. They were looking for more meaning. The companies thriving in today's market aren't the ones with the best perks packages. They're the ones where Monday morning feels different because people wake up knowing their work matters. Where managers have real conversations instead of checking boxes. Where purpose isn't a poster on the wall, but a living, breathing part of how decisions get made. Every day you delay this shift, you're not just losing talent. You're losing the battle for the future of work itself. The leaders who act now, who choose connection over control and purpose over process, won't just survive the engagement crisis — they'll use it as their competitive advantage while everyone else is still wondering why their people keep leaving.
Forbes
15-05-2025
- Business
- Forbes
The Four Pillars Essential To Work After Retirement
The colonnade and arches on the Stamford University campus, a 19th century building, Stanford ... More University, California, 1943. (Photo by Smith Collection/Gado/Getty Images) It is hard for many people to know when to retire. While I believe there is a shelf life for leaders, most of us struggle with letting go. Unless there is an early retirement incentive package with a deadline, there is often not a definite date to retire. For my monthly podcast 'Becoming a Sage,' I interviewed Dave Ulrich, the Rensis Likert Professor at the Ross School of Business, University of Michigan. He is the author of The Why of Work. We talked about how retirees miss the social aspect of working. His experience has informed him that 'retirees miss the people more than the work.' Yet even if we don't miss our day jobs, retirement can be uncomfortable because we often don't know what to do next. Ulrich described it this way: 'We thought the 60s and 70s would be an age of certainty, but it is an age of absolute uncertainty. The 20s are more certainty because you have a pattern of college, work, and life patterns.' He continued, 'Most [retired] The key is to be pulled into something meaningful rather than feel pushed out. The question becomes: What are we being pulled into? Since retirement and how we spend our time is personalized, it takes time and intentional thought to figure out what's next. In The Why of Work, Urich describes four Bs or pillars of why people work. Retirees, he argues, would be smart to know these pillars so they can replace them outside of work. We are not retiring from life, but we are moving onto something else. After you leave your career, you must go somewhere, but where are you going? Where will you belong, and what will you believe? Through my work, I've learned that fulfilling the next phase of life is not about being smart or having a lot of money. It is about being intentional with how you allocate your resources of time, energy, and money. And the most precious resource is time and where we put our attention. Several tools have helped me decide how to spend my time and attention. First, I evaluated my values to help me create a personal mission statement which I use as a sieve. When I am asked to do something that requires my time and attention, I drop the ideas into my 'sieve.' If they fit my values and mission statement, I am likely to agree to do them. If not, the sieve is there to block them. Second, I look for role models. I seek out people who are living a life in ways that is attractive to me. Then I ask myself, 'What is it about how they are spending their resources that interests me?' I may or may not know these role models, but I can learn a lot through observation. Urich said he has learned to stop chasing the uncertainty to focus on about what he is certain. He is certain, for instance, that he is 'committed to learning to grow.' His personal mission statement is: 'Learning that creates value for others.' He does this through his consulting, teaching, and writing. Then he asked me about what I was certain. I told him we were soul mates as my personal mission statement is: Continue to learn and share what I am learning with others. I do this through writing, a monthly podcast and newsletter, teaching, workshops, speaking, and coaching. I am certain about continuing to learn and grow. This requires me to be curious, proactive, and engaged. At heart, I am a seeker who learns by asking questions of others. For most of my life, I've been fortunate to have mentors and Sages from whom I have learned and I want to continue this pattern. When I asked Ulrich for his definition of legacy, he responded, 'Legacy is about certainty. Find certainty for yourself. Help people discover their certainty.' After people leave their jobs, Urich advises them to: Be safe. Become. Belong. Believe. In every presentation, he ends with this question: What is the best year of your life? His answer: If you follow the four Bs, the next 12 months will be the best.
