New report also finds widespread discomfort when it comes to pay discussions
Employees in Singapore do not feel meaningfully rewarded at work, as many report being dissatisfied with their compensation despite being paid fairly.
This is according to a new report from Jobstreet by SEEK, which found that just 37% of employees in Singapore feel satisfied with their salary, ranking among the lowest when it comes to pay satisfaction in the Asia-Pacific region.
The low pay satisfaction comes despite 71% of employees thinking they are paid fairly or well by their employers.
"What stands out in the data is that many workers are not necessarily saying 'I'm underpaid' – they are saying 'I don't feel meaningfully rewarded,'" Samantha Tan, HR Business Partner, Jobstreet by SEEK, told HRD.
Tan said the findings indicate that benchmarking alone is no longer enough.
"Pay dissatisfaction can signal something deeper, a disconnect or lack of purpose at work," she told HRD.
"Employees are increasingly judging pay based on whether it reflects their contribution, recognises their growth, and supports the life they are trying to build outside of work."
Employees uncomfortable with pay talks
Despite low satisfaction with their pay, the report found widespread discomfort among Singaporeans when it comes to pay conversations.
Only seven per cent of Singaporean professionals feel extremely comfortable asking for a pay raise, according to the findings.
This is despite 73% of employees who asked for a pay raise reporting that they were successful in their request.
Employees who are most confident in asking for a pay increase include men and workers in senior positions.
On the other hand, women and entry-level employees are the least confident in asking for a pay increase, according to the report.
"The challenge for employers is therefore less about encouraging negotiation and more about removing the stigma and anxiety surrounding these pay discussions," Tan said.
Transparency, communication are key
Addressing the issues of pay satisfaction and discomfort with pay talks will require transparency and clear communication from employers, according to Tan.
She highlighted that improving transparency around pay decisions will be necessary to boost pay satisfaction as employees increasingly expect openness around how remuneration decisions are made.
According to Tan, other practical ways to improve pay satisfaction at work include making progression feel tangible.
"Employees are more likely to feel satisfied with their pay when they can see clearly how performance, skill development, and increased responsibility translate into career and salary growth," she said.
"This does more than manage expectations – it strengthens an employee's sense of purpose at work. If progression or purpose feels stagnant, pay dissatisfaction tends to rise even when salaries remain competitive."
Similarly, Tan underscored that transparency is also crucial in building trust for employees in conversations surrounding pay increases.
"Transparency builds trust even when the answer is not the one employees hoped for," Tan said. "Employees are generally more accepting of difficult outcomes when they feel the process was fair, clear, and consistent."
She added that communicating pay decisions clearly and respectfully is important to help employees feel informed.
"When salary increases are declined or fall short of expectations, employees should not be left guessing the reasons why," she said.
"Practical explanations around performance expectations, business conditions, progression requirements, or areas for development help employees feel informed rather than dismissed."
Changing the stigma and anxiety around pay discussions ultimately begins with managers, according to Tan.
"The most effective organisations make salary discussions feel like a normal part of career development rather than a confrontational or emotionally charged event. That starts with managers," she said.
According to the expert, direct reports are far more likely to speak openly when their managers create regular opportunities to discuss progression, expectations, and development, not just during annual review cycles.
"Ultimately, conversations about salaries should be a two-way street grounded in transparency, where employees feel heard and managers are able to offer clarity, context, and guidance," Tan said.
