Jocelyn goodjob, Author at Good Job Creations

Your number one DEI Guide For Successful Employer Branding

Jocelyn goodjob on July 31, 2025

Written By: Destiny Goh

Why is Diversity, Equity and Inclusion (DEI) a business imperative in Singapore? DEI gives Singaporean companies a competitive edge and strong employer brand in a crowded market when they value individuals’ differences, backgrounds, and experiences.
How can DEI contribute to a company’s employer branding and hiring efforts? Implementing diverse interview panels and reviewing job descriptions for bias broadens the applicant pool and strengthens the company’s value proposition.
Why do DEI initiatives often fail? DEI is treated as a superficial, one-time compliance exercise. There is a lack of genuine leadership commitment and structural changes.
What are some strategies to promote a diverse and inclusive workplace? Companies can create inclusive language guides and audit job descriptions to remove biased language

Singapore is a vibrant Asian global business centre, sustained by a rich tapestry of competitive talent. In June 2025, the national business registry of Singapore, ACRA, recorded a whopping 613,204 local and foreign companies.

In this robust market, organisational culture success hinges on Diversity, Equity, and Inclusion (DEI) as a driver of sustainable growth. Beyond compliance, DEI empowers C-suite leaders, HR professionals, and SME owners to unlock innovation, cultivate successful employer branding, and bolster their company’s ability to adapt and thrive.

GJC recognises that implementing effective DEI can be complex With our deep understanding of the Singaporean talent landscape and specialised expertise in diverse communities, GJC helps businesses not just articulate DEI goals, but actively implement them through inclusive recruitment strategies and talent acquisition, helping companies build truly inclusive organisations from the ground up.

Beyond the Trend: Why DEI is a Business Imperative in Singapore

The journey of DEI, while seemingly a contemporary phenomenon, goes back to the civil rights movements of the mid-20th century.

Developing from affirmative action initiatives to remedying historical injustices, DEI has broadened its scope to encompass a holistic approach to workplace equality and a sense of belonging.

In today’s modern marketplace, it’s about valuing differences in thought, background, and experience to create an environment where everyone feels respected, heard, and empowered to maximise their impact. This gives Singaporean companies implementing DEI a competitive edge and strong employer brand in a crowded market. Despite its clear business benefits, common myths persist.

Some may dismiss DEI as just another piece of Western propaganda ill-suited for the Asian context. This perspective fundamentally misunderstands DEI’s universal principles of fairness and maximising human potential. Others claim it’s too resource-intensive, demanding significant time, effort and a hefty budget.

While comprehensive DEI strategies can be robust, many high-impact initiatives are remarkably low-cost, relying more on intentionality and cultural shifts than financial outlays. The real cost, we argue, lies in not embracing DEI – a cost borne in missed opportunities, stifled innovation, and employee turnover. Hewlett-Packard (HP) Singapore demonstrates the power of comprehensive diversity and inclusion strategies. Their success stems from diverse hiring practices, including varied interview panels, unconscious bias training for nearly 1,000 employees, alongside a commitment to strengthening women in leadership. This cultivated an inclusive team environment where employees felt diversity was valued and felt a sense of belonging; engagement rates increased by 75%. HP’s proactive DEI approach significantly boosted its employer branding value proposition.

The Perils of Superficial DEI in A Diverse Organisation

While many organisations strive for DEI, some stumble due to a superficial approach without solid structures to support the implementation or continuation of DEI initiatives. Just because a company is compliant does not mean its initiatives are connected to the organisations’ growth strategy. Superficial DEI fail due to several reasons:

Lack of leadership buy-in: Despite publicly endorsing DEI, senior leadership does not actively champion or integrate any initiatives into their core business strategy.
Treating it as a checkbox exercise: DEI is viewed as a compliance exercise rather than a continuous journey of organisational culture transformation. Once training completes, the topic fades, and no action is implemented.
Absence of structural changes: Beyond training, there are no systemic changes to the recruitment process, performance management, or promotion pathways to address potential biases.
Ignoring employee feedback: Employees, particularly those from minority groups, may feel their concerns are not genuinely heard or acted upon. Informal feedback channels are absent, and formal grievance mechanisms are perceived as ineffective.

DEI is not a sprint, but a marathon, requiring sustained commitment and systemic change, not just isolated interventions.

Where Do I Start: Building A Diverse and Inclusive Organisation

Building an inclusive organisation begins with an honest internal analysis.

Leaders must assess their business context and understand their employees’ needs and concerns. This requires active listening, anonymous surveys, and open-floor dialogue. They should create a safe space where everyone feels genuinely safe speaking up.

Before scaling a new challenge, every leader should ask themselves: ‘From a business to personal, why does DEI matter to me personally? Where do we plan to go with this?’

The answer should not be a corporate cliche, but a genuine reflection of how DEI aligns with their organisation’s values, strategic goals, and long-term vision for success.

The Journey to DEI Maturity: Strategies to Promote Diversity and Inclusion

Harvard Business Review offers a strategic framework for leaders who are ready to embark on this transformative journey or are about to embark on it.

Passive: Minimal awareness with no structured initiatives in place.
Reactive: DEI efforts are improvised and often used in response to issues or complaints.
Proactive: Intentional efforts, such as training programs and diversity hiring goals, begin.
Integrated: DEI is rooted in core business strategy, metrics, and leadership accountability.
Sustainable: DEI is a self-regulated aspect of the organisational culture that continuously evolves and adapts.

Most Singaporean organisations are likely in the Reactive or Proactive stages. The goal is progressively moving towards Integrated and Sustained DEI, an intrinsic part of business.

Four Low-Cost, High-Impact DEI Initiatives to Start Today

In Singapore’s dynamic and competitive landscape, DEI is no longer optional but a fundamental pillar of resilient and high-performing organisations. It is not about idealism but pragmatism – unlocking innovation, attracting and retaining top talent, and ultimately, driving sustainable growth.

The good news is that starting your DEI journey, or enhancing existing initiatives, doesn’t require a radical overhaul or exorbitant budgets.

Start an inclusive language guide: Develop a simple internal guide promoting inclusive language in all communications, from emails to meeting discussions. This will foster a respectful environment and cost nothing but time and thought.
Create informal feedback channels: Establish anonymous suggestion boxes or regular ‘coffee chats’ where employees feel safe sharing feedback on their sense of belonging and any challenges they face. This provides invaluable insights for little to no cost.
Champion one diverse holiday celebration: Choose one culturally diverse holiday relevant to your workforce (e.g., Deepavali, Hari Raya Aidilfitri, Christmas, Chinese New Year) and organise a simple, inclusive celebration. This can be as informal as a potluck or sharing session, fostering connection and appreciation for different backgrounds.
Review your job descriptions for bias: Conduct a quick audit of your current job descriptions for potentially biased language (e.g., gender-specific terms, and overly aggressive adjectives). You can align your reviews with TAFEP’s Guidelines on Fair Employment Practices. This ensures the broadening of your applicant pool and adhering to the best established practices expected of all Singapore-based employers.

Ready to turn DEI into a key part of your employer brand strategy? Book a free consultation with a GJC expert today to assess your needs and discover impactful opportunities.

How Companies in Asia Retain Top Talent: Insider Secrets

Jocelyn goodjob on April 30, 2025

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

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Unlock Salary Negotiation, Your Worth: Succeeding in the Singapore Job Market

Jocelyn goodjob on March 28, 2025

written by Destiny Goh

As your talent enabler, GJC understands the importance of connecting talents to the right jobs and being compensated fairly for your skills and experience, so we created a valuable resource to walk you through this journey. If you’re looking to negotiate your salary or faced with a tricky negotiation process, download GJC’s 2025 Singapore Salary Guide for our data-driven insights.

Singapore’s dynamic economy presents both opportunities and challenges for job seekers. The city-state is known for its innovation and finance. But, global changes and new industry trends need a proactive way to manage your career. One crucial aspect often overlooked is salary negotiation. In a climate where the cost of living is rising and talent is valued, a reluctance to negotiate can be a costly mistake.

According to a recent survey by the Monetary Authority of Singapore (MAS), Singapore’s economy is projected to grow by 2.6% in 2025. While this growth is lower than the 4.4% recorded in 2024, it still presents opportunities for job seekers. Industries like transportation, healthcare, and IT are driving job growth.

What were the factors that influenced salary negotiation for professionals across the world?

The stigma and attitude toward salary negotiation have greatly shifted. Today, employers view negotiations as a sign of confidence in those who take charge of their careers.

Singapore’s job market is competitive, with a shortage of skilled talent. This situation allows candidates to negotiate better when salary data is available.

Salary negotiation isn’t approached the same way everywhere. Cultural background affects how people communicate. Some cultures value directness, but others prefer a more indirect style. Economic conditions can also impact confidence. Your research and using tools like our Salary Guide, can give you a solid, unbiased base no matter the background.

Why should you negotiate your salary?

Negotiating your salary has positive implications for your career trajectory. Taking charge of your pay shows how much you value your work during your job. Good salary negotiations can significantly affect your career income and financial health.

What should you do before you negotiate your salary

Determine your market value and research

Strategic preparation is key to successful negotiation. Research salaries for your role and industry. Use online resources, industry reports, and salary guides. Also, talk to professionals in your field. Doing so helps you define an acceptable salary, the ideal target, and a realistic range.

Most employers want to see results as numbers. So, take time to highlight your contributions and show your value. For example, you can say: ‘In this project, I proposed this initiative, which saved the company xxx amount instead of the usual xxx. That’s a difference of xxx%.’

Finally, practice the salary negotiation process with people who can give helpful feedback. This will help you gain confidence as you prepare and refine your opening statements and frame your counterarguments.

Understand the company’s financial position

If you plan to negotiate a salary raise, thoroughly evaluate the company’s recent performance and overall financial health. This important context gives you insights. It can help you decide when to bring up the topic. It also allows you to adjust your negotiation strategy to fit the company’s current situation. Demonstrating an understanding of their financial position can also strengthen your overall argument.

What to do during the negotiation

Actively listen and be professional:

Do your best to maintain a positive outlook and professionalism throughout the conversation. This reinforces the idea that you intend to have a mature conversation and not make demands.

Pay close attention to your employers’ responses and concerns. Often, their explanations might reveal their constraints or areas where they have more flexibility. When you see things from their point of view, you can gather information and respond in a way that is impactful during critical moments.

Be open to negotiations:

Be prepared to discuss future contributions

Employers often look to invest in talent that will drive organisational success. Outline your goals for the coming months and how you plan to contribute to the company’s success. This shows your ongoing commitment and justifies a long-term investment in your talent.

You may not get your exact desired salary immediately. Be prepared to discuss a range or explore other forms of compensation. This may include bonuses, career growth chances, or better benefits such as insurance and wellness programmes. Tactfully frame your negotiation as a way for the company to retain a valuable employee and for you to be fairly compensated for your contributions.

If a higher base salary is not attainable due to a company’s budget constraints, you can still make room to negotiate secondary benefits. They could be more flexible in providing benefits like health insurance, transport allowances, or wellness programmes.

The most crucial part of the negotiation is your response to their offer. Start by showing your gratitude. Then, share your desired number: “Thank you for the offer! I’m excited to keep contributing to this organisation. Based on my recent research and my years of experience, I was hoping for a salary increment of xxx to my current salary.”

Understanding your value is key. It helps you provide a clear explanation of why you want a raise. You can frame your request like this: “My skills are in demand, and I have a strong track record of success in this area. Here are the key results to support this statement.”

Employers are primarily concerned with what you can do for the organisation. Frame your desired salary around the value you can and will bring to the company rather than your personal or financial needs.

If it’s a ‘No’

Not all salary negotiations work out, even after inquiring about other benefits or flexibility. Being polite and courteous during the conversation is key. This helps you avoid burning professional bridges. It is your choice if you wish to revisit the subject at a later date or look for other opportunities that can compensate for your skills. Through this process, you will be well-equipped to advocate for your value.

Knowing your market value is key. It’s not about getting better pay, but setting yourself up for future career success. GJC’s 2025 Singapore Salary Guide offers the insights and data you need to kick off your journey.

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