Over 70% of Singapore employees in job-search mode, exposing hidden retention risks

A striking finding is the scale of quiet job-market activity. About 71.8% of employees report engaging in some form of job search behaviour, including passive browsing, according to a new study by Reeracoen Singapore in partnership with Rakuten Insight. 

This suggests employers may be facing a much larger retention risk pool than traditional resignation signals reveal. 

The report titled, 'Beyond the Paycheque: Singapore Employee Sentiment Study 2026', surveyed working adults across the city-state and found a clear shift in workforce decision-making. While compensation remains important, professionals are increasingly balancing it against broader employment conditions. The additional insights from the report inlcude: 

Pay still leads, but no longer decides alone: Base salary remains the single strongest anchor, with 47.5% of respondents ranking it as the top factor when choosing a new role. However, the study shows that non-salary elements now form a decisive second tier. Work-life balance, job stability, flexible or hybrid work, and manageable workloads are increasingly shaping final decisions. Employees are evaluating offers as a total employment experience, rather than a checklist of benefits.

“As workforce conditions grow more complex, employment decisions are no longer driven by a single factor,” said Kenji Naito, Group CEO of Reeracoen Group. “Employees are balancing compensation with sustainability, wellbeing, and long-term security.”

Conditional openness to pay trade-offs: The research also reveals a nuanced mindset around compensation. While many employees say they would consider lower pay for better conditions, tolerance is tightly bounded. The report finds that nearly 70% would accept or consider a pay cut depending on the overall package, 80.7% would limit any reduction to 10% or none, and Trade-offs are most acceptable when improvements are tangible in day-to-day work. Importantly, the report notes these responses reflect stated intent rather than observed behaviour.

Hybrid work becomes baseline expectation: Flexibility continues to shape job attractiveness, but the bar has shifted. 61.7% of employees prefer hybrid arrangements, with predictability now valued more than unlimited flexibility. Consistent manager practices are emerging as a critical factor in how employees actually experience flexible policies.

Upskilling and AI readiness offer retention leverage: The study also highlights opportunities in capability building - 73.6% rate training and upskilling as moderately important or higher, and 65.9% say they are comfortable using AI tools at work. 

The findings point to a workforce that is more deliberate, more observant and less driven by pay alone. For HR leaders, the message is clear: compensation remains necessary but no longer sufficient.

Employers that invest in workload sustainability, manager capability, transparent career pathways and clearly communicated total rewards are likely to be better positioned to retain talent in an increasingly watchful labour market. The report is intended to provide directional insight into employee sentiment rather than predict individual behaviour.