How Companies in Asia Retain Top Talent: Insider Secrets
Written by: Destiny Goh
In Singapore’s competitive talent landscape, retaining high-performing employees requires more than just recognition or compensation-it demands a holistic approach to workplace culture and employee growth. Key strategies include fostering open channels for innovation, empowering staff through trust and delegation (not micromanagement), consistently recognising achievements, providing clear career advancement opportunities, and ensuring strong alignment between company values and employee expectations. By addressing these critical factors, business owners can proactively reduce attrition, boost engagement, and create an environment where top talent chooses to stay and thrive.
George began as a junior at a reputable firm and was awarded the best employee two consecutive years. He worked long hours and took on miscellaneous tasks. His boss praised his reliability, and his colleagues liked him because he was the go-to person for help.
He took courses to upskill in hopes of receiving a promotion or raise because of the new skills he acquired and implemented. When the time for promotions came, he received another employee of the year award and a voucher for a free meal.
Defeated, he finally submitted his resignation letter to his surprised boss. When asked why, George claimed it was due to a lack of work recognition and career growth. As business owners in Singapore, you’ve likely poured your heart and soul into building your company. You celebrate successes, navigate challenges, and understand that employees are your greatest asset. So, what happens when those who exceed expectations and drive your business forward hand in their resignation that you didn’t see coming?
The reasons high-performing employees leave run deeper. Ignoring underlying issues drains talent, impacts productivity, team morale, and your bottom line. In a market where talent is mobile, understanding and addressing these issues is more critical than ever.
What are these underlying factors, amplified by the current job market dynamics, and what can you do about them?
1. Preventing Innovation Bottlenecks to Retain Top Talent
High performers are often filled with ideas to drive innovation and improve processes. If their suggestions are constantly dismissed or resisted without reason, it sends a message that their contributions are not valued, which can cause frustration and stagnation. Why remain where their initiatives are suppressed when other companies may be more receptive?
Gabriel Chua, General Manager at Good Job Creations, shared that our employees use the one-on-one monthly meeting with their direct reporting managers to share their ideas, challenges or areas they need help.
Creating channels for employees to share their ideas shows that you value their input and fosters a culture of continuous improvement. Though not all ideas will be implemented, providing feedback about your decision is significant. Employees who feel heard can be a significant differentiator in a competitive market.
2. Delegate Instead of Micromanage to Build Trust in Employees
When micromanagers constantly monitor and control their employees’ every action, they send a message: ‘I don’t believe you can do anything without my constant intervention.’ Your actions dampen their productivity and disregard their skill sets, diminishing their trust and respect for you. An important point to note is that sometimes, it depends on the employees’ capability and experience. Some may require more parameters/guidelines/regular check-ins, but it does not mean micromanagement, though some employees may think that way.
To avoid this occurrence, it’s crucial to delegate tasks with clear expectations that empower your team. Leaders should define their expectations, provide resources, and then step back to give the team autonomy.
Psychologists Edward Deci and Richard Ryan theorised that intrinsic motivation is driven by self-fulfilment and genuine curiosity. When people feel empowered over their actions, they’re much more likely to be intrinsically motivated to engage. Employees who are given ownership of their work leverage their skills and take pride in their accomplishments
3. Recognising Employees Achievement Makes Them Feel Valued
Most high performers are self-driven, and the lack of recognition of their contributions can be demotivating. It creates a feeling that their extra effort is expected, not appreciated. It isn’t about grand gestures every week; it’s about consistent, genuine acknowledgement of the impact of their work. Positive reinforcement impacts their morale and team spirit.
Public praise and acknowledgement from leaders make employees feel valued. Generic recognition may feel impersonal and less impactful. Understand what motivates individuals; genuine care and understanding create engaged and productive employees.
4. Empowering Employees to take Ownership of their Growth
Most high-performing individuals are often driven by a desire for continuous growth and development, so if there’s a lack of advancement opportunities, they will look for it elsewhere. 43% of professionals in Asia cited a lack of future opportunities as a reason to leave, a significant increase from 35% in 2024.
Today, job seekers are asking about growth opportunities during interviews. If interviewers provide vague or unclear answers, these potential individuals will move on to the next company that does. The markets are evolving, and there’s a need to invest in employee development to keep the organisation competitive.
Employee development initiatives range from relevant workshops, mentorship opportunities with key leaders, to cross-functional projects. It’s important to make career progression pathways explicit.
Good Job Creations’(GJC) Recruitment Agency, Managing Director, Kimiya Shibazaki, said employees stay when they feel they make a meaningful contribution. This sense of purpose fosters a strong sense of belonging. Leaders should encourage employees to take ownership of their personal growth, creating confident and capable individuals.
Providing avenues for growth demonstrates your commitment to your employees’ future and keeps them engaged and challenged. It strengthens your talent pool and reduces the need to recruit externally, which can be particularly challenging given that 62% of Asian organisations experienced moderate to extreme skill shortages in 2024, with Japan and Thailand facing the most severe deficits (71%).
5. The Holistic Impact of Company Cultural Values
Employees seek workplaces where their values align with a company’s culture and ethics. When high performers recognise a disconnect between the company mission and core values and what it does, it could be their reason for departure if they witness unethical behaviours or practices.
Oversights often lead to toxic work environments, such as high competition and performance pressures–the ‘kiasu’ culture in Singapore, driven by the fear of getting left behind.
The overtime culture is still deeply ingrained in the minds of many Asian countries because of unspoken pressures to stay longer than required at work to show their commitment to the role.
In a globalised world where many demand transparency, strong ethical foundations have become non-negotiable for companies seeking to attract and retain top talent.
Leaders should clearly define and communicate their company values and practice what they preach to ensure those values are consistently reflected in their leadership decisions, company policies, and daily operations.
Gabriel Chua shares that our leaders prefer the ‘show, not tell’ method. ‘We prefer to openly communicate or dialogue in work settings, for example, communicating company values while practising what we preach to ensure those values are also reflected in our leadership decisions, policies or daily operations. This creates a ripple effect for the rest to follow. ‘
A strong and authentic company culture fosters a sense of belonging and purpose. When employees feel their values align with the organisation’s values, they are more likely to be engaged, committed, and willing to contribute.
Navigating the Evolving Talent Landscape
Retaining your top talent isn’t just about preventing departures. It’s about cultivating a thriving environment. Understanding the real reasons why high-performing employees leave is crucial.
It’s within your power to create a workplace where your best people are retained and empowered to drive your business forward.
At Good Job Creations, understanding the nuances of talent management in this evolving landscape is our forte. If you’d like to discuss how our HR solutions can help your organisation’s recruitment or SEA hiring (Hong Kong, Malaysia, Singapore, Japan and Thailand), we’re here to partner with you. Let’s build a future where your best employees choose to stay and grow with you.
For business queries or finding the right fit, please email us at: enquiry@goodjobcreations.com.sg
