Singapore Gen Z workers show fragile engagement at work, study finds
Kahoot! report finds nearly half of Singapore Gen Z workers disengaged or neutral, highlighting gaps in onboarding and workplace training.
A new report by Kahoot! finds that workplace engagement among early-career Gen Z professionals in Singapore remains uneven, with a large share of employees either disengaged or emotionally neutral towards their work.
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The study, titled Transition, Tension, and Talent Retention, surveyed 265 Gen Z office workers who have spent between 12 and 36 months in corporate roles. While 51% of respondents said they feel engaged at work, 20% reported being disengaged and 29% described themselves as neither engaged nor disengaged, pointing to a sizeable group with a weak connection to their roles.
Engagement remains uneven among early-career workers
The findings suggest that engagement among younger professionals is not defined by widespread dissatisfaction, but by inconsistency. A majority report some level of connection to their work, yet nearly half fall outside that group, either disengaged or uncertain.
This middle segment is identified as particularly fragile. Without stronger engagement, these employees may lack the motivation and commitment associated with higher performance, learning, and retention.
The report positions this as a key challenge for employers competing for professionals, managers, executives and technicians, as understanding the expectations and workplace experiences of Gen Z becomes more relevant to retention efforts.
Transition into work highlights structural gaps
The transition from university to corporate environments remains a friction point for many respondents. Workplace touchpoints such as onboarding and learning and development programmes were identified as areas where organisations can better support early-career employees.
Respondents pointed to a need for more structured onboarding (45%), clearer expectations and assessment criteria (44%), and greater access to mentors or coaches (40%). These preferences reflect familiarity with structured education systems, where learning pathways and feedback are more clearly defined.
The report notes that alignment between workplace training and educational models could help employees adjust more gradually and build confidence in their roles.
Training gaps linked to relevance and delivery
Workplace training itself is not widely rejected, but respondents raised concerns about how it is delivered. Many described existing programmes as passive, time-consuming, or lacking relevance.
To improve engagement, respondents highlighted the need for more engaging content (37%), greater real-life application and interactivity (31%), and more time to complete training (29%). Clearer learning pathways and role-specific training were also identified as priorities, both cited by 27% of respondents.
The findings also point to a preference for structured and personalised learning, alongside recognition and support. At the same time, gamified learning formats were seen as effective when aligned with practical outcomes, with 47% of respondents indicating a higher likelihood of engagement when content is presented as a game, challenge, or competition.
Workplace culture and leadership shape retention
Beyond training, workplace culture and leadership practices were identified as important drivers of engagement. Early-career employees highlighted the impact of workplace culture shocks, including fast-paced work expectations and office politics, which can contribute to disengagement.
Respondents also pointed to the importance of transparent communication from leadership (41%) and inclusion in decision-making (35%) in building trust and a sense of belonging.
“Gen Z employees are asking for what they know works: clearer expectations, structured onboarding, ongoing coaching, and learning experiences that are engaging, interactive, and connected to real work. Organisations that redesign workplace learning with intention, making it more human, motivating, and meaningful, will be the ones that earn long-term commitment from the next generation of talent” says Ahteram Uddin, Growth Director for Kahoot! in Asia and MENA, commented.
The report concludes that early-career engagement is sensitive to both structural and cultural factors, with organisations expected to take a more deliberate approach to onboarding, training, and communication if they want to retain younger talent.
