Employers urged to share gains with workers as Singapore's economy outperforms: National Wage Council

A recent study on Singapore workplaces revealed a significant discrepancy between employers' claims of providing burnout support and the reality faced by employees. Conducted by Milieu Insight among 600 employees and jobseekers, and 200 hiring decision-makers, the Jobstreet by SEEK Singapore Workplace Culture Study 2026 discovered that 50 percent of employees receive no organizational support to cope with constant demands, while only 22 percent of employers admit to offering none.

The 28 percentage point difference between the help bosses believe they provide and the help workers can actually find is striking. Similarly, when it comes to other types of support, half of employers report holding structured workload conversations, but only 22 percent of employees claim to have experienced them. Boundary protections, such as rules shielding time off, are provided by 36 percent of employers but noticed by only 19 percent of employees.

Confidential feedback channels are known by just 13 percent of employees. Despite recognizing the long-term downsides and potential short-term productivity gains at the cost of eventual burnout, 48 percent of employers have no plans to introduce supportive policies. Budget priorities reflect this, with AI and digital skills training taking the top spot at 34 percent, while workload management improvements and extra hiring both receive 13 percent.

When organizations do not build recovery into the working week, employees resort to taking leave to recover from always-on demands, with 43 percent of workers doing so. This turns annual leave into scheduled maintenance, masking the cost of always-on culture. The study found that 36 percent of employees are already exploring new jobs due to wider workplace concerns.

The gap between policy and practice often lies with line managers, who have a significant influence on employee wellbeing. Simple recommendations include holding alignment conversations, conducting regular workload audits, and ensuring handovers before leave to allow employees to switch off. These measures are relatively inexpensive or even free, yet their absence highlights a lack of responsibility in implementing them.

The issue extends to startups where lean teams lack slack, and founders often serve as both managers and employees. The study's findings suggest a simple test for Singapore employers: anonymously ask team members which support policies they have used in the past six months. If the response differs from what employers believe, it indicates a perception gap, and the answer may surprise them.