Singapore HR leaders called to prioritise 'meaningful' work: university professor

Singapore’s workplaces are undergoing a shift. In the wake of COVID-19 disruptions, the rise of automation, and the entry of Gen Z into the workforce, conversations about purpose are no longer confined to motivational posters or corporate retreats.

Workers want to know that their roles matter, and they’re asking employers to prove it.

The question of what makes work meaningful has taken on renewed urgency. As industries evolve and traditional career paths become less linear, many employees are reevaluating what they want from their careers.

Pay and stability remain important, but so too do fulfillment, contribution, and the ability to grow.

This shift is not just about values. It's shaping how people choose jobs, commit to organisations, and define success. For HR leaders, the pressure is on to make purpose more than just a poster.

To unpack what meaningful work really looks like, HRD Asia spoke with Dr. Kim-Lim Tan, a senior lecturer at James Cook University Singapore.

From personal reflection to research

Dr. Tan’s interest in meaningful work began in 2016, when he left a secure role mid-career to pursue doctoral studies. That decision, he says, prompted deep reflection.

"I found myself questioning what truly mattered to me in my work and what I hoped to contribute through it."

He quickly saw that while the term “meaningful work” wasn’t always used, the concept had long existed, woven into classic psychological theories like Maslow’s hierarchy of needs.

"At the top of Maslow’s pyramid is self-actualisation. Underlying that is the need to find meaning in the activities we engage in. And for most of us, that activity is work."

The pandemic, he adds, forced many others into similar reflection. "People began asking, 'Is this what I want to be doing?' 'Does this work align with my values?'"

Technological shifts have added to the urgency. As AI and automation replace routine tasks, organisations must think carefully about how to align remaining roles with higher-value, purpose-driven contributions.

What 'meaningful work' really means

To move beyond slogans, Dr. Tan points to six characteristics that define meaningful work. These aren’t tied to job titles or pay grades, but to how individuals see their roles.

First, it’s personal. “Meaningful work is a deeply individual experience. It’s about how each person understands and values what they do,” he explains.

One person may see their job as routine; another may view the same task as a chance to make a lasting contribution.

Second, it’s about contribution beyond the self. Teachers, social workers, and healthcare professionals often describe their work as 'meaningful,' not because it benefits them, but because it helps others.

Third, it requires a growth mindset. "If someone lacks confidence but is open to learning, they can start to find meaning even in difficult roles."

Fourth, it is constructed over time. "Meaning often comes through reflection... At year-end reviews, project debriefs, or milestone events."

Fifth, it’s fleeting. "Meaning is not a permanent emotion. It fades, especially amid daily pressures. That’s why organisations must reinforce it regularly."

And finally, it can be a double-edged sword. Deeply meaningful work can also lead to burnout. "When people tie their identity too closely to their jobs, they struggle to set boundaries."

A good case would be social workers, where many join the profession due to the inherent meaning the work brings.

According to Dr. Tan, we so often hear that social workers cannot detach themselves from their roles, resulting in them suffering from burnout or experiencing symptoms of post-traumatic stress disorder.

Likewise, we hear how individuals, due to the meaningfulness of their work, are underemployed or work in organisations that offer less than ideal work environments, for instance, Doctors Without Borders.

Why values statements fall short

HR teams often try to build purpose through vision exercises, CSR programs, or branded slogans. But these efforts, says Dr. Tan, can backfire if they aren’t matched by action.

"Employees today are smart and discerning. They look for authenticity in what organisations say and do."

He recalls one project where employees were given a new digital tool meant to improve their work. "But many saw it as imposed without consultation. One person even asked if it was a PR stunt."

What makes the difference, he says, is consistency. "Howard Schultz, the former CEO of Starbucks, consistently tied the company’s strategy back to human connection. His open letters and actions reflected that belief. That’s what makes a purpose-driven culture believable."

From job redesign to job crafting

Some leaders argue that meaning is a personal matter, or something employees must find on their own. Dr. Tan disagrees.

"Work meaningfulness is indeed personal, but that doesn’t mean organisations have no role. In fact, they can either enable or prevent meaningful experiences."

One structural tool is job redesign, which has been promoted by Singapore’s Ministry of Manpower and Workforce Singapore. Redesigning jobs to offer autonomy, variety, and significance can help employees feel more connected to their roles.

But Dr. Tan urges HR leaders to go further. "Job redesign is often top-down. We also need job crafting... A bottom-up approach where employees can shape their own roles."

Whereas job redesign is typically initiated by HR or leadership to restructure roles at scale, job crafting allows individuals to personalise how they approach tasks, use strengths, or build relationships.

He offers the example of a teacher who, feeling bogged down by administrative tasks, is given space to innovate with new teaching methods.

"That shift lets her reframe her role from just delivering curriculum to shaping future citizens."

The role of culture and generation

Meaningful work does not look the same across cultures or age groups. In Singapore, Dr. Tan says, many workers define meaning through collectivist values: duty, contribution to the team, and economic security.

Older employees may prioritise loyalty and stability, while younger generations seek values alignment, flexibility, and authenticity.

He cites the Deloitte 2025 Gen Z and Millennial Survey, which found that these groups value money, meaning, and well-being equally. "They are unafraid to reject jobs that don’t align with their values."

To respond, HR must look beyond one-size-fits-all programs. "Visioning isn’t just about painting a big picture. It’s about helping employees see how their daily work contributes to larger goals."

Making it part of the system

Dr. Tan encourages HR leaders to integrate purpose across touchpoints, not just leave it to chance.

"Celebrate small successes. Build in regular recognition. Support mental health. Offer autonomy. Assure financial security."

He calls this the 6 A’s:

• Aligning tasks with vision
• Attention to well-being
• Autonomy
• Authentic leadership
• Acknowledging contributions, and
• Assuring financial security.

He shares an example from a major Singaporean bank. "They introduced a digital platform for career growth, a corporate university for tailored learning, and spaces designed for collaboration. They also maintained clear ESG principles. It was a consistent, system-wide effort."

This includes flexible work arrangements, a flexible benefits scheme, and a dedicated communication channel that enables employees to engage directly with senior leadership.

In addition, the organisation actively promotes transformational leadership, not just as a concept, but as a set of leadership behaviours practised at all levels.

The bank has also reimagined its physical workspaces to enable cross-functional collaboration, encouraging open communication, co-creation of ideas, and cross-team interactions.

Where should HR start

Asked what mindset HR leaders need most, Dr. Tan keeps it simple: "Invest time in helping employees understand the 'why' behind their work."

Purpose is not a one-off initiative, he says. It must be reinforced in team meetings, performance reviews, and daily interactions.

"Even employees who already understand their purpose need reminders. That’s what keeps it alive."

As companies move forward in a rapidly changing world of work, meaningfulness is no longer a luxury.

It’s a vital part of engagement, performance, and retention. And according to Dr. Tan, it’s not just possible to build; it’s necessary.

"It takes two hands to clap. Organisations must enable it, and individuals must pursue it. But when both sides commit, work becomes more than just a job. It becomes something worth showing up for."