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https://www.channelnewsasia.com/singapore/gen-z-young-workers-job-hop-career-switch-5217766 A CNA survey finds that on average, Singapore’s Gen Z workers prefer to stay in a job for 2.9 years – the shortest duration among their peers in Asia. SINGAPORE: When Ms Kumar, 27, told her parents she planned to leave her first job, her mother was taken aback and questioned her lack of “loyalty" to the company. Ms Kumar, who preferred to be known by her surname only, found this sentiment “quite ridiculous”. She left her job as a university administrative executive early last year. “You have to be loyal to yourself ... what you deserve and how you want to improve. If the company’s not serving you, it’s okay to leave,” she told CNA. Her point of view appears to be shared by working-age peers in Gen Z – loosely defined as the generation born from 1997 to 2012, and aged 13 to 28 this year. In a survey by CNA's Money Mind programme, Gen Z workers in Singapore aged 21 to 28 reported the shortest mean optimum period – 2.9 years – for staying in a job, compared to their counterparts in Asian countries. It was 3.5 years for workers in Indonesia, Thailand and the Philippines; 3.7 in Malaysia; and the longest of 4.6 in China. Staying for three to four years was the most popular option for Gen Z workers in most countries, including Singapore. China and the Philippines bucked the trend, with most choosing to stay for five years or more. In Singapore, 37 per cent of Gen Z workers would choose to stay for a shorter period of one to two years. This was higher than all other countries, particularly China, where just 5 per cent chose this option. Out of the 508 respondents in Singapore, only 14 per cent chose five years or more as the optimum duration in a job. This was by far the lowest proportion among countries surveyed. Gen Z workers have a strong desire for higher salaries and career growth, and changing jobs every two to three years is seen as an effective way to develop their careers, said Mr David Blasco, country director at recruiter Randstad Singapore. But individual motivations aside, structural reasons may also be a factor. “The pandemic and economic instability, marked by a surge in ‘revenge hiring’ quickly followed by global restructuring and a slowing economy, have made traditional job security feel less attainable,” said Mr Blasco. “As a result, Gen Z’s tendency to job-hop is better understood as a rational response to a more volatile market, not simply a lack of commitment.” NOT RESTING ON LAURELS Ms Kumar, now a programme executive in a non-profit, cited job satisfaction and personal and career development as her main reasons for switching both job and industry. The Money Mind survey found that in Singapore, work-life balance (65 per cent), high wages (62 per cent) and flexible work arrangements (53 per cent) were Gen Z workers’ top reasons for staying in a job. On the flip side, work-related stress (48 per cent), lack of career advancement (44 per cent) and unhappiness with a superior or colleague (44 per cent) were their top reasons for quitting in Singapore. Other Gen Z workers interviewed by CNA cited similar motivations as Ms Kumar. Mr Heng T J, 28, a public servant in healthcare who asked to be identified by his initials, has changed jobs three times in five years. Since he started working in 2020, his longest role has been for about two years in a university, while his shortest stint has been around half a year in a bank. Mr Heng said he did not intentionally set out to change jobs so frequently. But in the early stages of his career, learning is a priority. “(After) two, two-and-a-half years, if I’m not learning in my role, I guess the hesitation to leave will not be that high,” he said. “I don’t think I should be resting on my laurels.” His reasons for switching jobs include being a poor fit with the job and workplace culture; lack of growth potential; and dissatisfaction at his scope of work changing after a company reorganisation. Another Gen Z worker, a 29-year-old advertising and public relations account manager who did not want to be named for this story, has worked in four agencies since 2020. She stayed for about a year in each position. “At each step, I already know what exactly I want to do, and what I want to achieve out of this agency,” she said. For example, her goal could be to manage a marketing campaign budget of a certain size, or to run an offline campaign. “If I’ve already achieved it, whether it’s one year or less than a year, I’ve done what I came here to do. I’ll just move on.” Human capital experts said Gen Z workers’ priorities differ from those of older workers. Flexible work arrangements, learning opportunities and quality of management matter more to Gen Z workers, while older workers focus on pay and benefits, job security and job location, according to Aon’s head of talent solutions for Asia-Pacific Puneet Swani. Mr Blasco said professional and career progression are especially important to Gen Z. “They expect clear growth and development opportunities, seeing each job as a stepping stone rather than a long-term destination.” Job-hopping also presents an opportunity to negotiate for a higher salary, which was a consistent outcome for the Gen Z workers CNA spoke with. The account manager said the salary hikes from each job switch outpaced what she would have got from yearly increments if she had stayed put. Mr Heng, who also got a salary increment each time, recalled a senior’s advice that "the hiring budget at most companies is always higher than the retaining budget”, which he said shaped his thinking. Mr Swani stressed however that workers should consider job changes for the sake of learning and exposure rather than a salary boost to perform the same role. “Is it merely a 5 to 10 per cent salary increase, or is it the pursuit of new skills and competencies by transitioning to a different organisation? “Research indicates that employees who remain with one company tend to perform well, prompting the organisation to invest in their development, fast-track their career progression, and enhance their skills,” he argued. But organisations must in turn invest in their employees and support skills acquisition, or workers are likely to look elsewhere, he said. WHAT THIS MEANS FOR WORK Job-hopping is naturally a challenge for employers because of the substantial costs associated with training and acclimatising new workers, said Mr Swani. Employers can also see job-hopping as a sign of instability and lack of experience on the part of the potential employee, said Mr Blasco. “Rather than focusing solely on individual tenures, employers should focus on the clear upsides that Gen Z workers bring,” he said. “Gen Z’s creativity, comfort with technology and openness to new ideas can accelerate digital transformation, reinvent and strengthen existing processes, and introduce more collaborative, inclusive ways of working.” Employers should also think about retaining younger workers by aligning with their expectations for competitive salary increases, work flexibility, clear opportunities for career advancement and a “people-centric” workplace culture, added Mr Blasco. As for workers, “what matters more is being able to show that each job move was made thoughtfully and that you brought commitment and credibility to every role”, he advised. The Gen Z workers told CNA that although their peers have fears and worries over job-hopping, they themselves have not felt disadvantaged in their job searches so far. The account manager said that in her industry of advertising and public relations, employers collectively consider the amount of work, clientele and experience she has, rather than looking into how long she was in one company. This only changed when she was being considered for in-house marketing roles rather than agency ones, with companies in the former category questioning her short stints. “It says a lot about them as well,” she said. “It’s a two-way street – I am reviewing them as they are reviewing me.” Mr Heng felt the same. “If the hiring manager is of a very traditional and rigid kind of mindset, would you really want to join such a company?” Both however expect their attitude and approach towards job-hopping to evolve, with more time spent in the workforce. Mr Heng said his priorities will change as he goes through different life and career milestones, such as starting a family or becoming a manager. The account manager said changing jobs every year would not be sustainable in the long run, and believes this is probably “the last year” she can do this. “Moving forward, I would also like to find an environment that I will be happy with for two years,” she said. “It’s not that I want to leave every one year to earn more money or something. If I can do that in a comfortable place, why would I want to leave?”

https://today.duke.edu/2023/03/managers-exploit-loyal-workers-over-less-committed-colleagues A loyal worker gets more extra work than the fair, honest, or disloyal DURHAM, N.C. – Company loyalty is a double-edged sword, according to a new study. Managers target loyal workers over less committed colleagues when doling out unpaid work and additional job tasks. “Companies want loyal workers, and there is a ton of research showing that loyal workers provide all sorts of positive benefits to companies,” said Matthew Stanley, Ph.D., the lead researcher on the new paper and postdoctoral researcher at Duke University's Fuqua School of Business. “But it seems like managers are apt to target them for exploitative practices.” That’s the main conclusion from a series of experiments conducted by Stanley and his colleagues Chris Neck, Ph.D. and Chris Neck, father-and-son researchers at Arizona State University and West Virginia University, respectively. The findings appeared online January 6 in the Journal of Experimental Social Psychology. For the study, Stanley recruited nearly 1,400 managers online to read about a fictional 29-year-old employee named John. The mangers all learned that John’s company was on a tight budget, and to keep costs down, had to decide how willing they would be to task John with extra hours and responsibilities without any extra pay. (Participants handing out the unpaid work in Stanley’s study were compensated $12 an hour.) No matter how Stanley and his colleagues framed the scenario, branding John as loyal always resulted in managers being more willing to ask him to shoulder the unpaid labor. Managers were more willing to exploit Loyal John over Disloyal John. And when a separate group of managers read a letter of recommendation about John, the letters praising John as loyal led to an increased willingness to recruit him for unpaid work over versions of John extolled for honesty or fairness. The reverse was true, too: when John was portrayed as having a reputation to accept extra hours and workload, managers rated him as more loyal than a John who had a reputation to decline the same workload. Agreeable John and Refusal John were rated as similarly honest and fair however, demonstrating that loyalty but not closely related moral traits is bolstered by a history of doing free labor. “It’s a vicious cycle,” Stanley said. “Loyal workers tend to get picked out for exploitation. And then when they do something that's exploitative, they end up getting a boost in their reputation as a loyal worker, making them more likely to get picked out in the future.” One reason managers preyed on loyal workers over others is their belief that it’s just the price to pay for being loyal. Stanley and his team found that managers targeted loyal workers because they believe that loyalty comes with a duty to make personal sacrifices for their company. It’s not all malicious, though. Exploitation may be in part just due to ignorance, or what psychologists call “ethical blindness.” “Most people want to be good,” Stanley said. “Yet, they transgress with surprising frequency in their everyday lives. A lot of it is due to ethical blindness, where people don’t see how what they're doing is inconsistent with whatever principles or values they tend to profess.” The study doesn’t provide a quick fix to eradicate employers’ exploitative practices, but one partial cure might be simply having managers recognize the error of their ways and point out these ethical blind spots, Stanley said. While company loyalty seems to come with consequence, Stanley cautions that it doesn’t mean we should just abandon work commitments or dodge uncompensated overtime. This is just an unfortunate side effect of a mostly positive trait, which Stanley recently found also happens with other aspirational traits, like generosity. “I don't want to suggest that the take-away of the paper is to not be loyal to anybody because it just leads to disaster,” Stanley said. “We value people who are loyal. We think about them in positive terms. They get awarded often. It's not just the negative side. It's really tricky and complex.”

just before xmas, a colleague gave me a bar of toblerone ...on easter I came back and it was no longer on my desk. last Saturday, I left half a big bar of Cadbury in a container on my desk .... today I come back, its gone too ! only left my half packet of square cream crackers. I really think my office is haunted - by tam jiak kwee !! anyone got haunted office also ?

Hi guys, want to impress yr gf or female friends? try this. https://www.sc.com/sg/promotion/2014/uber/index.html Quote: Make an impression at any occasion with Uber limousines. Enjoy a complimentary first ride on us (worth up to $40) and get 10% off subsequent rides1 with your Standard Chartered Card. Standard Chartered Priority Banking Visa Infinite Cardholders: Enjoy a complimentary first ride (worth up to $50) and 15% off subsequent rides2.

http://singaporeseen.stomp.com.sg/singaporeseen/this-urban-jungle/the-dream-and-the-reality-every-guy%E2%80%99s-fantasy-colleague-versus-the-one-he-really I would like to recommend my boss to hire the following Dream Colleagues: 1. Emma Watson 2. Scarlett Johansson 3. Blake Lively As well as the first few ladies in the video! Link is SFW-ish.

Come across this and found it really interesting, quite lengthy if you read all at once. http://lifestyle.xin.msn.com/en/worklife/c...-of-you#image=1

Bro/sis, I'm driving 2 male colleagues age 25 & 28 from India for a 1/2 day trip (10am - 9pm). What do you think will interest them? Beside Geylang Some items I have in mind: - Singapore Zoo - Sim Lim Square Shopping - Makan @ Little India - Shopping @ Mustafa - Sri Mariamman Temple & China town - Singapore Flyer - Dinner @ Geylang & "explore" around

Hiz guys, hope tis is the right place to post tis new topic. not to flame anybody but juz wanna share your "wonderful" colleagues @ your workplace. hope tis will be a interesting topic to share among all ppl. (mod, if tis topic is way too off, pls let me know & i'll will remove it)

This is about some funny/unique incidents about your charbo colleagues. Tell you about my previous lady 'boss'......... Description: lets just call her not-too-young mei mei..... Background: fastfood marketing senior position before current post, not my direct boss, but got 'dotted-line' linking my position with hers Physical: shape: ok 的, nothing to shout about, nothing to complain also, 1.52m, average built, nehneh? <-------- not the first thing you'll notice Hair: long freezy, should be about 20years out-of-date Dressing: ocassionally normal, usually 'weird' colour combo Cars: sometimes 6-series, something a 4x4 Face: 马马虎虎 aka horse-horse-tiger-tiger ie so-so Best part: still searching Potential: should be backward-potential ie in her younger days, maybe could pass (just) as a chio bu Funny incident: 2009, 13th Aug or there about, a Friday, she co-chaired a meeting, which ended up lasting 4.5 hours long (what the hell, so long!?) .... this is her 'trademark' as far as the length of meetings chaired by her goes.... As this was a Friday, she also dressed down..... some kind of lacey, semi-see-thru (not that there's much to see-thru) blouse with a similar flower pattern short and filmsy skirt (OMG........) About halfway thru the meeting, her hp rang, she picked it up, and spoke to the caller, from her tone, we guessed someone from the Board called.... she looked abit kang-chiong, stood up and walked out of the room, but as soon as she stood up from her chair and turned her back towards us, her flimsy skirt got stuck to her buttock but rode all the way up, exposing almost her entire thighs from the back (maybe missed her panties by 1mm)........ all the men in the room (about 6 of us) were like "eyes popped out", mouth wide-open........... and all controlling hard not to burst into laughters.......... not say her thighs not nice or what, in fact smooth and fair, just that it's something we neither expected nor desired............. once she disappearted into the corridor outside the room, we all made all kinds of faces at each other... and the boring meeting finally gave us some reliefs... Strangely, during the remaining 2 hours, the Board members called twice again, and she did the same............. The above is true, although not very funny, just good enough to give us men a much needed break during the meeting

This is what i call Dee Siao Sim Keng Tee, 39, pleaded guilty on Wednesday afternoon to two charges of mischief where he tainted two of his female colleagues' drinking water with his semen. This is just two of the ten offences he pleaded guilty to in court. The names of victims are not revealed to protect their identities. The civilian officer in the Singapore Police Force mixed semen into his colleagues' drinking water on two separate occasions in 2008 at his office along Irrawady Road. He has since been relieved of his position in the police force. On February 21 2008, he masturbated to a photograph of his female colleague, and collected the semen in a small bottle. He recorded himself doing this on his handphone. He then returned to his office and waited for her to leave her desk temporarily. When she did, Sim mixed his semen with the drinking water in her water bottle. He also recorded this. As the water bottle was tinted red the victim did not realised the water was no longer clear. Sim then struck up a conversation with the victim when she returned to her desk and secretly recorded her drinking the tainted water. Two months later, on April 2, 2008, Sim repeated his actions with a second female colleague. This time, instead of pouring the semen into her water bottle, he poured it into her bottle of green tea. As the bottle was wrapped in plastic, the victim did not realize the difference. Again Sim, struck up a conversation with his victim while he recorded her drinking the water mixed with his semen. Sim saved these videos on his personal computer at home. These videos and more were discovered in a police raid conducted in 2009 when a third female colleague reported him to the authorities after she caught him taking up-skirt photos of her. The police raid also revealed that Sim had taken videos of four of his colleagues and had organized the videos on his personal computer into separate folders named after each victim. How he was discovered On September 10, 2009, Sim approached a colleague at her desk and asked her to pass him a stack of documents. While she was standing up, Sim squatted on the opposite side of the desk. When she turned around she noticed that the accused was holding his mobile phone under her skirt. After a struggle, she managed to grab the phone and discovered the upskirt shots of herself She then reported the matter. Further to the ten charges that Sim pleaded guilty to, he consented to another 149 charges which will be taken into consideration for sentencing to be held on December 1, 2010. Sim pleaded for leniency saying he has voluntarily put himself through medical check ups and counselling sessions. Deputy Public Prosecutor Kumaresan s/o Gohulabalam requested for a substantial jail term because of the sheer number of charges brought to light. For intending to intrude upon the privacy of a woman, Sim faces imprisonment for a term which may extend to one year, or a fine, or both for each of the eight charges at hand. He also faces imprisonment for a term which may extend to one year, or a fine, or both for each of the two charges of mischief faced.

i mean not 15 to 20 mins late but one hour to one hour and a half late...

Would you take a pay cut to keep jobs or would you rather the company retrench employees?

Hey bros, my colleagues traded in their Markx for sunny because markx has high road tax, high fc and high maintenance. However, they claimed that when Markx is traveling on NSH, it's FC is soooooooooooooo much better than Sunny during city driving. Sighz