Jocelyn goodjob, Author at Good Job Creations

Cultural Intelligence (CQ): The Key for Japanese Companies to Succeed in Singapore

Jocelyn goodjob on August 20, 2025

Written by: Ryo Miwa | Edited by: Rose Tan

In today’s increasingly globalised business environment, Cultural Intelligence (CQ) has become indispensable for organisational success. CQ refers to the ability to collaborate effectively with people from diverse cultural backgrounds, significantly improving cross-cultural communication and operational efficiency.

Singapore, an Asian business hub where multiple ethnicities and cultures coexist, is an international city that attracts companies and talent worldwide. For Japanese companies operating in this diverse environment, enhancing cross-cultural understanding and adaptability is crucial in establishing a sustainable competitive advantage.

Understanding Cultural Differences: A Comparison of Japan and Singapore

Cultural values, beliefs, communication styles, decision-making processes, and work-life balance in the workplace vary significantly by country and region. For example, the following differences can be observed between Japan and Singapore:

Communication Styles and Etiquette

Singapore: Direct communication is valued, and individuals are encouraged to express their opinions frankly in meetings and discussions.
Japan: Indirect expressions and a “culture of intuiting” [察する文化 – sassuru bunka] are deeply rooted, with careful word choice emphasised to maintain group harmony.

Decision-Making Processes

Singapore: Speedy decision-making is often required, and on-site personnel frequently have discretionary authority.
Japan: A top-down approach is common, and decision-making involves a careful consensus-building process.

Career Perspectives and Employment Practices

Singapore: Meritocracy is prevalent, and changing jobs is a common means of career advancement. Performance-based evaluation and reward systems are widely adopted.
Japan: A culture of long working hours and lifetime employment remains strong, and many companies still use seniority-based wage systems.

Understanding and respecting these cultural differences is the first step towards building a harmonious working environment.

Practical Approaches to Enhancing Cultural Adaptability

Flexible thinking and self-awareness are essential for embracing cultural differences. To achieve this, let’s be mindful of the following points:

Conscious Observation and a Proactive Learning Attitude

In cross-cultural environments, it is crucial first to carefully observe the behaviour and communication styles of others. For example, in Singaporean business meetings, open discussion is welcomed, so rather than remaining silent, as might be common in a Japanese workplace, actively expressing opinions may be required.

Accept Feedback and Do Not Be Afraid to Ask Questions

To reduce cross-cultural misunderstandings, it is essential to accept feedback actively. Particularly in Singapore, where there is a culture of seeking constructive feedback, proactively asking, “Why is it done that way?” is key to adaptation.

Utilise Cultural Intelligence Training

Attention is being given to cultural intelligence training, workshops on inclusive language, and the development of culturally neutral and applicable materials. For example, LearnUpon’s blog details the benefits of cross-cultural training.

Benefits Brought by Cultural Intelligence

By addressing cultural differences, companies can gain the following benefits:

Improved Operational Efficiency and Productivity: Smoother communication with colleagues and business partners from different cultural backgrounds reduces misunderstandings and improves project progression efficiency.
Promotion of Frank Communication: As mutual understanding deepens, psychological safety is ensured, promoting a free exchange of opinions.
Building Strong Relationships with Teams from Diverse Cultural Backgrounds: Respecting different values strengthens collaboration with teams from diverse cultural backgrounds.
Fostering Innovation and Creativity: In an environment where diverse cultural perspectives are respected, psychological safety is ensured, making it easier for innovative ideas to emerge.

'A more innovative and inclusive business expansion is possible by leveraging cross-cultural differences not merely as barriers but as organisational strengths.'

Making Cultural Intelligence an Organisational Strength

In the global business environment, particularly in a multicultural society like Singapore, strategically enhancing cultural intelligence is key to sustainable success. A more innovative and inclusive business expansion is possible by leveraging cross-cultural differences not merely as barriers but as organisational strengths.

Companies and individuals can build a better working environment by proactively introducing and practising training to enhance cultural intelligence.

Ryo Miwa

Ryo Miwa began his recruitment career in April 2022, specializing in business development and account management. He works with Japanese, multinational, and local companies in Singapore to support their hiring needs and build long-term client relationships.

Building Bridges: Culture as the Foundation of Success

Jocelyn goodjob on August 20, 2025

Interviewer: Rose | Interviewee: Kimiya Shibazaki

In this inaugural issue of G exploring ‘Culture as a Catalyst,’ we examine how organisational culture shapes not just companies but the individuals within them. I sat down with Kimiya Shibazaki, who has navigated the complex waters of cross-cultural leadership for over a decade, building a Japanese recruitment firm in Singapore’s multicultural environment. Our conversation revealed how transparent communication, teamwork, and cultural understanding contributed to GJC’s success.

The foundation of GJC culture

Reflecting on your decade-plus leading GJC in Singapore's dynamic environment, what's the most significant shift you've observed in understanding what makes a workplace culture thrive? And how has GJC proactively adapted to that shift?

When I arrived in 2013, GJC already had a strong foundation, a culture built on dedication to service and a close-knit team. We met every candidate, accompanied them on their first day, and prioritised personal connection. The most significant change I’ve observed, which GJC has embraced, is moving from an internal focus on culture to a focus on external cultural awareness.

At the outset, our teamwork aimed at internal support and building a positive atmosphere. While that remains crucial, we’ve learned that a thriving culture must also be deeply attuned to the market and our clients’ evolving needs. It’s not enough to be good within our walls; we must adapt continuously to the external landscape.

This has led to a shift towards more specialised technical collaboration. It’s not just about being helpful. It’s about sharing sourcing strategies, market intelligence, and insights with clients and each other. We’ve moved from a culture of ‘caring’ to one of ‘caring and competing.’

This isn’t cutthroat; it pushes us to improve and deliver great value. Transparency is still key. Now, it focuses on sharing market insights and competitive strategies. This helps everyone stay ahead.

We’ve also cultivated an environment where we don’t criticise mistakes, what’s done is done but instead focus on what’s next. This forward-looking transparency has been fundamental to our growth.

‘We need to recognise that our assumptions might be unique to us. We shouldn't assume others understand things the same way we do, regardless of background, culture, nationality, or even gender.’

Can you elaborate on how this "don’t criticise mistakes" culture works? How do you ensure accountability without placing blame?

Navigating this process requires careful management. Rather than assigning blame for the error, we focus on minimising external repercussions.

Next, we would initiate a learning session internally, this is not an investigation. It’s important to remember that this is a facilitated dialogue, not an interrogation. It should stay objective. We acknowledge the errors that have taken place. The focus is on learning from these mistakes to prevent their recurrence. We share these errors to learn together and ensure they don’t happen again. It is a shared duty to identify solutions and implement preventive measures if necessary. It also creates a space for people to admit to and learn from mistakes.

Would your approach differ if you were introducing GJC's brand culture to new employees from different cultural backgrounds?

Not significantly.

Our hiring process thoroughly explains our culture and operational style up front. We choose candidates who share our values, no matter their nationality.

This way, we ensure a strong fit from the start. The key is not to assume cultural fit based on nationality, we look for individuals who resonate with our organisational culture. Our team members come from different backgrounds but share similar views on our core values. This helps keep our culture consistent as we grow.

During my decade at GJC, I've seen a vibrant evolution in our brand culture. Yet, it transcends mere cultural boundaries. This unique culture is a key reason I continue to thrive here. What do you think drives employees to build long careers at GJC?

The recruitment industry can indeed have a high turnover. At GJC, we’ve noticed that people stay when they feel they make a meaningful contribution. We stress our impact – the positive effect we have on candidates and clients. This resonates with our team, no matter where they come from.

This sense of purpose fosters a strong sense of belonging. We support each other, celebrate wins, and learn from setbacks. This refers to our learning and collective growth approach. We encourage teamwork across departments, which creates a very supportive and inclusive atmosphere.

The emphasis on genuine personal growth is crucial. It’s not only about climbing the corporate ladder. It’s also about being a better recruiter, leader, and person. We put a lot of resources into building technical skills and soft skills. These include communication, empathy, and problem-solving. We urge our team to own their growth. We also give them resources and mentorship to reach their goals. Many employees tell us they feel like a more confident and capable person now than when they started. That’s the true measure of retention.

Insights into leadership and talent development

At GJC, many individuals quickly move into mid-level management roles. What key advice do you have for these new leaders? They need to translate GJC's cultural values into daily actions for their teams.

My core advice, and the crucial skill, is adaptive communication. It’s about far more than just being ‘transparent’; it’s about tailoring your communication to each individual and situation while consistently reinforcing GJC’s core values.

There’s no single ‘right’ way to lead, and I encourage new managers to experiment with different approaches. Start with an authentic style, but be prepared to adjust based on feedback and results. The key is to view leadership not as a fixed set of behaviours but as a dynamic process of learning and adaptation.

However, this experimentation must be coupled with incredibly clear and consistent communication. Before implementing any changes, explain your reasoning to your team. Don’t just say, ‘We’re doing this now.’ Explain why this approach will be beneficial, what challenges you anticipate, and how it aligns with GJC’s overall goals. Invite your members to voice any concerns that they have early on.

Leadership can be isolating, particularly during tough times. That’s why I always encourage seeking support. I tell every new manager, ‘Welcome to the management team; you are not alone.’

Lean on your peers, share your struggles, and learn from their experiences. We have a strong network of leaders at GJC, and collective wisdom is invaluable. In the end, adaptive communication helps all members stay on the same path towards a common goal.

Many leaders struggle with gathering honest feedback. What methods work best for building psychological safety and promoting honest communication? How do you think culture plays a part?

Obtaining truly honest feedback poses significant challenges. Leaders must understand that it is almost impossible to get completely unfiltered answers. But, building strong relationships can narrow the gap. Remote work and flexible arrangements have made things tougher. Still, we’re in the people business, so relationships matter.

Relationships are fundamental. The COVID pandemic and flexible work have made things tougher. Still, in the people business, building relationships is key. Simple actions like having lunch or coffee together, going for dinner, or creating other informal interactions make a difference. Leaders must initiate these communications and demonstrate genuine care for team members.

Organisations can create formal feedback systems but need strong connections and trust between managers and their teams to work well. My recommendation to ‘go on the ground’ is here. Shared experiences or similar experiences naturally kick off communication and build trust. Rather than facing issues from different perspectives, you’re looking in the same direction together. It allows them to face challenges from a shared viewpoint.

Singapore’s Environment Through a Multicultural Lens

Operating a Japanese recruitment firm in multicultural Singapore presents layered challenges. Could you share an example of a cultural misunderstanding you've encountered?

The most dangerous thing in a mixed-culture environment is assumption. We all make unconscious assumptions based on our backgrounds. We need to recognise that our assumptions might be unique to us. We shouldn’t assume others understand things the same way we do, regardless of background, culture, nationality, or even gender. Even after 10 years in Singapore, I still encounter situations similar to those I faced a decade ago. I constantly remind myself: “Don’t assume.” Pay close attention to others’ reactions, and when in doubt, explain and engage in constructive communication.

Is GJC's multicultural perspective an advantage rather than a disadvantage for innovation and performance?

Absolutely. Our diverse nationalities, cultures, and thinking styles bring new ideas and highlight strengths and challenges. When we share all positive and negative perspectives, we gain a more complete understanding.

A situation that one person might view as serious and negative, another might see as an opportunity for change. Diverse perspectives can unlock unexpected possibilities.

Insights into cultural and organisational success

As we explore "Culture as a Catalyst," what's one final thought you'd like readers to take away regarding the power of culture in driving organisational success?

My advice is this: Define, articulate, and live your cultural advantage. Regardless of origin or industry, every organisation has a unique cultural strength, a ‘secret sauce’ that sets it apart. Don’t be defined by perceived limitations or industry stereotypes. Instead, identify what makes your culture uniquely valuable to employees and then relentlessly amplify that.

For many Japanese companies, myself included, this might be our emphasis on long-term growth over short-term gains, our commitment to meticulous craftsmanship and quality, or our deeply ingrained sense of collective responsibility and continuous improvement applied to processes and people. These are powerful attractors, particularly in a world increasingly craving purpose and stability. But this isn’t just about Japanese companies. It’s about any company understanding its cultural DNA.

So, don’t just write your values on a wall; demonstrate them in every hiring decision, performance review, and client interaction. Make your cultural advantage so clear and tangible that it becomes a magnet for the right talent, the people who resonate with your values and will thrive in your environment. That’s how culture becomes a true catalyst for success.

‘Define, articulate, and live your cultural advantage.’

Is GJC's multicultural perspective an advantage rather than a disadvantage for innovation and performance?

A situation that one person might view as serious and negative, another might see as an opportunity for change. Diverse perspectives can unlock unexpected possibilities.

Harmony in Diversity: GJC’s Approach to Building Successful Japanese-Singaporean Teams

Jocelyn goodjob on August 20, 2025

Written by: Gabriel Chua

Edited by: Destiny Goh

In a globalised business landscape, cultural diversity is more than a buzzword—it’s a strategic advantage. For companies like Good Job Creations (GJC), navigating the cultural nuances between Japan and Southeast Asia has unlocked new levels of collaboration and innovation. By blending Japanese dedication with Singaporean pragmatism, GJC has transformed cultural differences into a cornerstone of their success.

When Kota, a senior Business Development Executive, first moved to Singapore, cultural differences made him rethink his client engagement approach. Accustomed to the Japanese emphasis on holding clients in high esteem, he struggled with his local team’s varied perspectives. Yet, observing his Singaporean colleagues – drawing on their diverse cultural backgrounds – skillfully building partnerships based on mutual trust and realistic expectations broadened Kota’s understanding. This fusion of Japanese dedication with local pragmatism resolved early challenges and ultimately forged stronger client relationships, demonstrating how diverse cultural intelligence became a key driver of business success.

This scenario—one we’ve encountered countless times at Good Job Creations (GJC)—illustrates why diversity is more than a corporate value but a strategic advantage that drives business success in Southeast Asia.

Japanese companies moving into Southeast Asia often hit a big hurdle: the cultural gap between Japanese and the region’s business practices. At Good Job Creations (GJC), we’ve spent more than a decade making this challenge a strength. A 2019 McKinsey research concluded companies with greater cultural diversity were 36% more profitable than those with low diversity.

My tenure at GJC began a decade ago; I started as a Consultant in 2014 and worked my way up, and in 2020, I was promoted to General Manager.

Being on the leadership team has given me a vantage point of the transformative power and the experience to tackle the inevitable challenges of building and leading diverse teams.

In teams from Japan and Singapore, communication is the biggest challenge. In Singapore, people often prefer directness in the workplace. In contrast, Japanese communication is typically more indirect and subtle. For example, Japanese employees tend to place greater importance on context, where the message’s meaning depends on the situation and type of relationship between the communicators to prevent conflict and preserve work harmony. This causes misunderstandings as some may misinterpret their intentions and misread body language. These issues often arise from different views on ‘right’ or respectful communication. At GJC, our solution to this is to show, not just tell, and it begins with the management and leaders practising open communication or dialogue during work settings, creating a ripple effect for the rest to follow.

On one occasion, our team of Consultants and Business Development personnel encountered an issue that resulted in disagreements while working on a project; after much digging, we realised the root cause was differing expectations and misinterpretations. To resolve this effectively, we appointed a neutral third party—an experienced leader who has worked with Japanese and locals and understands the nuances of both cultures.

As a result, both parties reached a sustainable agreement through the suggested alternatives provided to solve the problem amicably.

In Singapore, the business culture often emphasises direct communication and efficient decision-making. Using clear and simple language is important. Building relationships is still key, but the pace of business and solving problems can be quicker than in Japan. The Japanese value punctuality as a sign of respect, but the locals are more flexible with autonomy.

One of our Japanese team members was used to the informal, behind-the-scenes consensus-building process often practised by Japanese businesses [根回し: nemawashi]. Before making an official business decision, our members will engage in light-hearted informal meetings to understand our client’s business nature and needs. That’s why he found it surprising how fast Singaporean clients made their decisions. He later said, ‘I found that Singaporean businesses value careful planning. They often focus on being efficient and making quick decisions.’ Adapting to this more direct approach has been crucial to our success here.

Cultural immersion builds genuine relationships and provides direct insights into cultural norms. This includes ideas like maintaining a harmonious relationship and the need to maintain [面目を保つ: menboku wo tamotsu] in Japanese business. Despite cultural differences, our members complement each other. Our Japanese members are known for being meticulous and detailed and are often complemented by our Singaporean members’ efficiency and speed, leading to high-quality and on-time deliveries.

The shared value of hierarchy in Japanese and Singaporean cultures manifests in distinct yet strategically advantageous ways. The deep respect for seniority in Japanese culture ensures decisions are rooted in experience and a long-term vision. While respecting seniority, Singaporean culture fosters a more open dialogue where junior team members feel empowered to contribute creative solutions.

This creates a dynamic where Japanese professionals can gain exposure to diverse perspectives and agile thinking.

At the same time, Singaporean juniors benefit from the guidance and stability provided by a clear hierarchical framework, ultimately leading to more robust and well-rounded outcomes.

Leaders who advocate harmonious cultural diversity have seen its power, and to realise its power, they must help their organisation see what it can do for them. When people are curious about something (cultural and different business etiquettes), they remember details better. At GJC, ‘fun’ at work is important to us; it makes learning interesting. We involve members by appointing key people to plan interesting activities to encourage mingling between the multicultural teams. One of them came up with the idea of group lunches.

This informal setting allowed members to have honest, heartfelt conversations that bridged the cultural gap. Some claimed to have ironed out their differences and become open to accepting their nuances because they understood each other better. Members will then summarise interesting points from these group lunches and share them on GJC’s shared network.

For formal settings, direct reporting managers host one-on-one monthly meetings that let members discuss or give feedback on their learning points working within multicultural teams. This safe space encourages our members to share their challenges and areas where they need help. If the problem is unresolved, managers are responsible for proposing the best solutions. At GJC, we also encourage members to progressively learn through trial and error.

Our managers are well-equipped with knowledge and have experience leading multicultural teams.

We entrusted them with the responsibility to advocate for harmonious collaboration by educating both cultures and helping our members understand, respect, and adopt different business etiquette.

The diversity of our team at GJC is a unique selling point. It helped us reach many regional and global clients. We tailor our approaches to fit each market’s culture, and our industry insights and cultural knowledge support this.

‘The diversity of our team at GJC is a unique selling point. It helped us reach many regional and global clients.’

In today’s interconnected business world, failure to embrace cultural diversity limits business opportunities and makes attracting and retaining top talent from various cultural backgrounds difficult. Companies risk creating a homogenous environment that stifles innovation and limits their ability to compete globally. Organisations can fail due to cultural misalignment; a recent example was when a multicultural team created an HR resource booklet for clients.

‘Failure to embrace cultural diversity limits business opportunities and makes attracting and retaining top talent from various cultural backgrounds difficult.’

Some individuals had differing perspectives on how things should be done, despite both having the same goal. When neither chooses to compromise, it results in a productivity decline and leads to a project delay.

Cultural diversity will continue to challenge traditional management practices. Leaders must adopt a more joint and tailored approach, and that is to lead by example. For example, they should challenge biases between cultures to bridge cultural gaps and exercise flexibility when managing diverse teams. Encourage dialogue by creating forums so employees feel comfortable sharing their perspectives.

Leaders should embrace different perspectives when making decisions. Having more options helps us make better choices and plan before we act. Strong corporate cultures value a clear mission, vision, and core values. The Japanese idea of continuous improvement values culture, teamwork, and growth.

Gabriel Chua

Gabriel Chua is the General Manager at Good Job Creations. He has over a decade of recruitment experience since 2011. His expertise lies in Sales and Marketing within the FMCG/Services sectors, where he has a proven track record of consistent success and progressive leadership since 2015.

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

Find out why you should ask for feedback here.

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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