Nearly two in three employees in Singapore feel pressure to remain reachable and responsive outside normal working hours, even as workplace flexibility has increased, a new Jobstreet by SEEK study has found.
The Jobstreet by SEEK Singapore Workplace Culture Study, conducted with Milieu Insight, found that 63 per cent of employees feel the need to be “always-on” almost every day or a few times a week.
The finding comes as employees report mixed experiences of workplace change. While 27 per cent say they have greater flexibility and work-life balance compared with 2019, 52 per cent say workplace culture has become more stressful and 46 per cent report more demanding job scopes.
Employers report a similar trend. About 30 per cent say their organisations have greater flexibility and work-life balance than in 2019, while 48 per cent have observed increased workplace stress and 45 per cent say job scopes have become more demanding.
The study surveyed 600 employees and jobseekers and 200 employers and hiring decision-makers in Singapore. It examines how flexibility, economic uncertainty, technology and changing expectations are reshaping workplace culture.
Work pressure extends beyond working hours
The study defines “always-on” as being responsive and reachable, including outside working hours. While 63 per cent of employees experience this pressure regularly, the expectation is also recognised by employers: 85 per cent say their organisations expect employees to be always-on somewhat often or often.
The findings point to a gap between how employees demonstrate commitment and what employers say they value.
Among employees experiencing always-on pressure, 63 per cent say they demonstrate commitment by responding quickly to requests, while 52 per cent remain available outside working hours. Only 32 per cent say they demonstrate always-on behaviour by taking initiative.
Employers, meanwhile, say they value ownership (49 per cent) and outcomes (47 per cent).
The findings suggest that employees may interpret expectations around ownership and performance as a need to remain visible and immediately responsive, rather than focusing solely on outcomes.
“The disconnect is less about what each side wants and more about whether organisations clearly communicate what good performance looks like,” said Esther Lee, Managing Director (Singapore), Jobstreet by SEEK.
She said responsiveness, initiative and commitment remain important, but should not become an implicit expectation that employees remain constantly available.
“Employers need to make it clear what employees are expected to deliver, when they need to be available and how their contributions will be recognised,” Lee added.
Always-on working comes with a personal cost
For employees who experience pressure to stay connected, the reported personal impact is more apparent than any career benefit.
63 per cent say always-on working has reduced their energy levels, while 47 per cent report lower job satisfaction.
However, the perceived professional payoff is less clear. 62 per cent say staying always-on has made no difference to their career progression, while 59 per cent say it has had no impact on recognition at work.
Only 6 per cent believe always-on working is how people get ahead in their careers. Employees are also setting their own boundaries. The most common approach, cited by 26 per cent, is to work intensely when needed while protecting their personal time at other times.
Employers recognise burnout risk but many have no plans for new policies
Employers appear aware of the longer-term risks associated with always-on expectations. Among organisations where employees are expected to remain always-on, 81 per cent recognise a long-term risk.
Of these, 66 per cent see potential short-term gains alongside a longer-term risk of burnout, while 15 per cent associate always-on expectations with disengagement and turnover.
Despite this awareness, 48 per cent of employers say their organisations have no plans to introduce related policies in the foreseeable future.
There is also a gap between employee and employer perceptions of workplace support. Half of employees say they receive none of the forms of support examined in the study, compared with 22 per cent of employers who say their organisations provide none.
Shifting the focus from availability to outcomes
Employees and employers broadly see always-on working as a shared responsibility, with 55 per cent of employees and 45 per cent of employers saying both sides contribute equally.
The study argues, however, that responsibility is not necessarily distributed equally. Employees can clarify expectations and establish boundaries, while employers have greater influence over workloads, performance measures, manager behaviour and access to support.
The report identifies three shifts that could support more sustainable performance: moving from availability to outcomes, so employees are recognised for the value and results of their work; from flexibility to sustainable work design, where flexible arrangements are accompanied by manageable workloads and clear boundaries; and from support on paper to support in practice, ensuring employees understand what support is available and feel able to use it.
The findings suggest that greater flexibility does not automatically translate into healthier work boundaries. As work becomes less tied to fixed locations and hours, organisations may need clearer expectations around availability and performance to prevent flexibility from becoming an implicit expectation of constant connectivity.