Young, Engaged...and Ready to Leave?
EON Survey Warns of Retention Risk Among Singapore’s Most Driven Talents
- by EON Training
- Press Release
Table of Contents
High Engagement Does Not Equal Loyalty
They’re committed, capable, and emotionally invested — yet 4 in 10 professionals aged 21 to 40, plan to leave their jobs within the next three years. This finding from EON’s Workplace Talent Engagement Survey 2025 reveals a troubling disconnect: high engagement no longer guarantees loyalty. And why are they leaving? Limited career advancement and a lack of robust growth opportunities are the key reasons, cited by 30% of respondents in this age group.
The national survey, which gathered responses from over 400 employees across multiple industries between January and April 2025, found that 54.8% of all respondents expressed an intention to leave their current employer within three years. Most notably, 40.8% of these potential leavers are classified as highly engaged indicating that traditional engagement strategies are no longer sufficient to retain emerging talent.
“These are not your disengaged employees,” said William Thien, Principal Consultant of EON Consulting & Training. “They are motivated and productive — but without visible career growth, meaningful recognition, and supportive leadership, they’re walking away. This should trigger serious reflection in boardrooms and HR teams alike.”
About the Survey
The Workplace Talent Engagement Survey 2025 was conducted by EON Consulting & Training between January and April 2025, gathering responses from 416 employees across a wide range of industries and job levels in Singapore. The survey measured employee sentiment across six key dimensions of engagement, including job characteristics, leadership support, organisational culture, and career development. Using a six-point scale to minimise neutral responses, the study offers a robust snapshot of how Singapore’s workforce feels about their work, their leaders, and their future in the organisation — highlighting both strengths and areas that demand urgent attention from employers.
Key Survey Findings
Overall Engagement
While Singapore’s overall engagement score remains relatively healthy at 74.8%, it reflects a workforce that is generally emotionally connected to their work and organisation. However, this marks a decline from 79.1% in 2024. The drop reflects a shifting landscape shaped by economic uncertainty, digital disruption, and rising employee expectations. Today’s workers are not just seeking job satisfaction — they’re seeking meaning, mobility, and leadership they can trust.
Top & Bottom Engagement Drivers
The survey paints a nuanced picture of employee engagement across Singapore’s workforce. On the positive side, On the positive side, the top engagement drivers, with respective scores, include Job Characteristics (78.5%), Organisation Attributes (75.3%), and People & Culture (75.0%). These scores suggest that many employees find their roles meaningful, see alignment with the organisation’s mission and vision, and appreciate the collaborative, respectful work environment. However, the results also reveal areas where expectations are falling short. Rewards & Recognition (72.2%), Organisational Support (73.4%), and Leadership Support (74.5%) all scored below the overall engagement average – pointing to concerns about timely recognition, insufficient career development opportunities, and a desire for more inspiring and nurturing leadership. These are not mere technical shortfalls — they reflect the human side of work that employees value deeply: to feel seen, supported, and appreciated.
Perhaps most telling is the Employee Net Promoter Score (eNPS), which sits at -33.4%. This figure indicates that more employees would discourage others from joining their organisation than promote it. Notably, 60.5% of these “detractors” expressed plans to leave within the next three years. This low eNPS signals not just a branding issue, but a real risk to organisational stability and talent retention.
“We need to evolve the engagement conversation from satisfaction to strategy,” said Mr Thien. “Employees — especially early-career professionals — are no longer just seeking pay or perks. They’re asking: Is this a place I can grow, be recognised, and feel supported by leadership?”
Call-for-Action
To address these challenges, the report outlines five urgent shifts organisations must embrace – not just to engage, but to retain and grow future-ready talent.
1. Strengthen recognition frameworks through transparent pay structures and visible appreciation
2. Empower leaders with coaching skills, mentoring capacity, and regular feedback tools
3. Create career progression visibility for early-career professionals with structured pathways and growth milestones
4. Conduct stay interviews to address immediate flight risks and co-design retention plans
5. Turn employees into employer brand champions by involving them in innovation, branding, and workplace improvement.
These strategies are especially urgent given the report’s finding that over 40% of employees who plan to leave within three years are actually highly engaged, particularly among those aged 21 to 40. This underscores a critical shift: high engagement does not automatically translate to retention, especially when career advancement and growth opportunities are perceived to be lacking.
As the workforce evolves, organisations must evolve with it. “Engagement is no longer a feel-good measure,” Mr Thien emphasised. “It is the foundation of sustainable talent strategy.”
Next Steps
To access the full Workplace Talent Engagement Survey 2025 Report or arrange a consultation on how your organisation can respond to these insights, contact us at [email protected]
