Management and leadership deficit drives job-hopping in Singapore

Global recruiters Hudson's 'Salary & Employment Insights 2014' reveals that four in ten of people surveyed changed jobs in the last two years and 71.4% are currently looking, highlighting a possibly significant increase in job change intentions.

Global recruitment company Hudson’s Salary & Employment Insights 2014 for Singapore reveals that four in ten of the people surveyed have changed jobs in the last two years and 71.4% are currently looking, highlighting a possibly significant increase in intentions to change jobs.However, the survey findings - based on 477 employers and 1,292 employees in Singapore - suggest that the quality of hiring companies’ leadership and management will play a fundamental role in successful hiring.Over two-thirds (68.3%) of the respondents reported having left a job because of a poor manager. Furthermore, 63.3% are currently thinking about leaving their job because of their poor manager and 46% of those that currently have a poor manager are actively looking for a new job because of it.The report also indicates that employers are aware of leadership shortcomings; 36.7% of respondents say they don’t have the training they require to successfully perform a leadership role nd 32.5% reported not having a budget allocated towards professional development.Interestingly, 60.4% of managers also stated that they would prefer to undergo leadership training rather than take a standard pay rise.“There is a potentially significant issue regarding the need for more effective leadership within Singaporean organisations,” said Andrew Tomich, executive general manager, Hudson Singapore.“It’s clear that strong leadership impacts engagement, driving productivity and increased employee retention. This is something that should not be ignored, particularly in a climate where there is increasingly high potential for movement within the workforce.”The survey also offered clear feedback regarding what employees view as the most important leadership qualities, with respondents citing:
  • treats staff fairly (67.2%)
  • is supportive of staff (65.1%)
  • provides clear and transparent communication (57.5%)
  • has a clear vision of what to achieve (45.9%)
“Our findings clearly demonstrate that the workforce is willing to move, and move quickly,” Tomich added.“The impact to the business and cost of replacing, training and up-skilling new workers is likely to be much higher than retaining and developing staff that are already performing well; particularly when high performing individuals leave the business.”

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