Nearly two in three employees in Singapore (63%) feel pressure to be always-on at least a few times a week, even as flexible work becomes more common, according to a new Jobstreet by SEEK workplace culture study.

The Singapore Workplace Culture Study, conducted with Milieu Insight, surveyed 600 employees and jobseekers and 200 employers and hiring decision-makers. In the study, “always-on” means being responsive and reachable, including outside working hours.

Only 27% of employees say they have more flexibility and work-life balance than in 2019. Some 52% say workplace culture has become more stressful, and 46% say their job scopes are more demanding. Employers see much the same: 30% report greater flexibility, 48% have noticed more stress and 45% say job scopes have grown more demanding.

On the employer side, 85% say their organisations expect staff to be always-on somewhat often or often.

Employers and employees read performance differently

Among employees who feel always-on pressure, 63% say they respond quickly to requests and 52% stay available outside working hours. Only 32% say they show it by taking initiative.

Employers, however, say they are looking for ownership (49%) and outcomes (47%). Employees appear to hear something else: respond immediately, stay visible, stay reachable.

“The disconnect is less about what each side wants and more about whether organisations clearly communicate what good performance looks like,” said Esther Lee, Managing Director (Singapore) at Jobstreet by SEEK. “Responsiveness, initiative and commitment will always matter, but they should not become an unspoken expectation to remain constantly available. Employers need to make it clear what employees are expected to deliver, when they need to be available and how their contributions will be recognised.”

High personal cost, little career return

For employees under this pressure, 63% say it has drained their energy and 47% report lower job satisfaction.

The payoff is harder to find. Some 62% say being always-on has made no difference to their career progression, and 59% say the same about recognition at work. Just 6% believe it is how people get ahead.

The most common response, cited by 26% of employees, is to work intensely when it matters and protect their time the rest of the time.

Employers see the risk, but few plan to act

Among employers whose organisations expect always-on working, 81% see a long-term risk. About 66% see short-term gains but a longer-term risk of burnout, while 15% think the expectation can lead to disengagement and turnover.

Even so, 48% of employers say they have no plans to introduce related policies in the foreseeable future.

The support gap is wide. Half of employees say they receive none of the forms of support listed in the study, against 22% of employers who say their organisation offers none.

Shifting towards sustainable performance

Both sides broadly agree the responsibility is shared. Some 55% of employees and 45% of employers say each side contributes equally to always-on working. The study notes, though, that employers have more influence over workload, performance signals, manager behaviour and access to support.

The report points to three shifts:

• From availability to outcomes: recognising people for the value and results of their work.
• From flexibility to sustainable work design: backing flexibility with manageable workloads and clear boundaries.
• From support on paper to support in practice: making sure employees know what help exists and feel able to use it.