POLICY THOUGHTS, #01, Jan 2015
Jobs of the Future: Gen Z in 2025
By Phua Chao Rong, Charles, Yvonne Guo, Samuel Ngiam and Mavis Tan 1
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At the dawn of the 21st century, Singapore is faced with a deluge of new challenges that
have redefined public perceptions of quality jobs. In a landscape defined by
globalisation, new technologies, demographic changes, and shifts in global economic
power, millennials with different expectations of the ‘ideal’ career have entered the
workplace. What kind of jobs will satisfy the evolving demands of our youths?
This paper will focus on jobs for Singaporeans in 2025, especially its ‘Generation Z’ 2.
We chose to focus on this group as a lens to reflect how youth expectations regarding
quality jobs will evolve in the coming decade. Our analysis is in three parts. Firstly, we
map out the characteristics and aspirations of Generations X, Y and Z from existing
literature on the future of work 3 to derive ideal criteria for ‘quality jobs’ – jobs which
provide a high level of job satisfaction 4. Secondly, we examine the megatrends that set
structural constraints for policymakers and firms. Finally, taking into account Singapore’s
comparative and competitive advantages, we propose examples of quality jobs for
Singaporeans. In particular, we advocate a focus on information-based, customised
services and the creation of cross-disciplinary ‘hybrid’ jobs.
From Pragmatism to Passion: Gen Z’s Job Aspirations
As an open city, Singapore is extremely affected by global trends which have shaped
Generation Z’s mentalities and desires. In Figure A, we show that each generation has
experienced different trends during their formative years, closely following those of the
1 Phua Chao Rong, Charles is NUS Lee Kong Chian Graduate Scholar and PhD Candidate in Public Policy at
LKYSPP. He is Editor-in-Chief of Asian Journal of Public Affairs and Founder/President of Association for Public
Affairs. Yvonne Guo is PhD Candidate in Public Policy at LKYSPP. Samuel Ngiam is an Economics undergraduate at
SMU. Mavis Tan is an undergraduate at NTU Public Policy and Global Affairs and is President of NTU Public Policy
and Global Affairs Society.
2 Generation Z is defined as children born between 1995 and 2010, as shown in Figure B.
3 Bollier, D. (2011). The future of work: what it means for individuals, businesses, markets and governments.
Washington, DC: The Aspen Institute; Frey, C. B., & Osborne, M. A. (2013). The future of employment: how
susceptible are jobs to computerisation? Sept, 17, 2013; Gratton, L. (2010). The future of work. Business Strategy
Review, 21(3), 16–23; Hines, A. (2011). A dozen surprises about the future of work. Employment Relations Today,
38(1), 1–15; Karoly, L. A., & Panis, C. W. (2004). The 21st century at work: Forces shaping the future workforce and
workplace in the United States (Vol. 164). Rand Corporation; Morgan, J. (2014). Future of work: how mobile
employees, the death of traditional leadership, and the millennial... [S.l.]: John Wiley; O’Neill, M. (2009). Future Work
and Work Trends. Knoll Workplace Research, Knoll Inc, April; Störmer, E., Patscha, C., Prendergast, J., Daheim, C.,
Rhisiart, M., Glover, P., & Beck, H. (2014). The future of work: jobs and skills in 2030.
4 Definition from European Parliament (2009). Indicators of Job Quality in the European Union. Retrieved from
http://www.europarl.europa.eu/document/activities/cont/201107/20110718ATT24284/20110718ATT24284EN.pdf
[Accessed 4 Jan 2015]
West5. In Figure B, in accordance with Maslow’s Hierarchy of Needs, as subsequent
generations of Singaporeans enjoy increasing affluence, their needs have evolved from
physiological to self-actualisation needs. 6 We thus deduce that Singapore’s Gen Z will
desire more balanced and fulfilling careers, although concerns about financial security
and status are likely to persist.
5
Friesner, T. (2014, May 8). The Six Living Generations In America. Retrieved from:
http://www.marketingteacher.com/the-six-living-generations-in-america/ [Accessed 4 Jan 2015]
6 George, J. M. & Jones, G. R. (2012). Understanding and managing organizational behaviour. Singapore: Pearson.
Previous research on the predicted motivations of Generation Y and Z corroborates this
extrapolation. For example, a 2013 survey showed that 92% of Generation Y
respondents “identified flexibility as a top priority when selecting a workplace” 7. In
addition, the average tenure of U.S. workers aged 25 to 34 years is 3 years 8, which
suggests that job quality is linked to the ability to switch jobs easily, and reflects a desire
for increased mobility and opportunities to learn diversified skills. This underlines Gen
Z’s aspiration for challenges and fulfilment in their jobs 9 throughout their lives.
Furthermore, according to the OSC Survey 10 (Figure C), younger Singaporeans value
risk-taking and an enterprising spirit more than their older counterparts. They also
prioritise passion over financial security, placing less importance on wealth than other
aspects of entrepreneurship. However, in an Asian context, pragmatic and social
concerns still remain relevant.
7 Adaci, B., Gretczko, M., and Pelster, B. (2013). Human Capital Trends 2013: leading Indicators. Deloitte. Retrieved
from: www.deloitte.com/view/en_US/us/Services/consulting/human-capital/human-capital-trends/index.htm [Accessed
4 Jan 2015]
8 Bureau of Labor Statistics, U.S. Department of Labor. (2014). Employee Tenure in 2014. Retrieved from:
http://www.bls.gov/news.release/pdf/tenure.pdf [Accessed 4 Jan 2015]
9 Pink, D.H. (2009). Drive: The Surprising Truth About What Motivates Us. Penguin Group.
10
Final
Report,
Our
Singapore
Conversation
Survey
(2014).
Retrieved
from
http://www.reach.gov.sg/Portals/0/Microsite/osc/OSC-Survey.pdf [Accessed 4 Jan 2015]
Megatrends: Structural Opportunities and Constraints
With the intensification of information, human and capital flows 11, Singapore has
become increasingly intertwined with the rest of the world. Table 1 identifies major
trends, as well as potential disruptive forces, that will shape Singapore’s job market in
the next decade. Economically, while Singapore is located in a booming region, it has to
contend with slower rates of economic growth and compete with other regional hubs.
Environmentally, Singapore faces a scarcity of natural resources and is bound by a
number of international climate agreements. Technologically, Singapore must adapt to
the rise of ICT and digitalisation, harnessing the potential of automation and 3D printing.
Socially, Singapore’s workforce is more diverse, and desires a greater work-life balance,
while jobs are becoming increasingly mobile and autonomous.
Quality Jobs of the Future: Three Suggestions for Singapore
Confronted with these megatrends and challenges, Singapore has to choose its
response carefully, balancing between reactive and proactive responses. Firstly,
Singapore should leverage on its comparative and competitive advantages 12 when
creating jobs in the tertiary, quaternary and quinary sectors (Figure D)13, in addition to
strengthening its existing efforts in the secondary sectors of biomedical, construction,
and high-tech manufacturing. For instance, Singapore can leverage on its
multiculturalism to serve as a hub for intercultural research and education, and
capitalise on its excellent infrastructure, networks and skills to create the “Silicon Valley
of Asia” for broad-based entrepreneurship. An overview of sectors based on these
advantages, together with policy implications and risk assessments, is provided in Table
2.
11 Bollier, D. (2011). The Future of Work: What it Means for Individuals, Businesses, Markets and Governments.
Washington D.C.: Aspen Institute, p. 38.
12 Following Linda Lim's definition, we define 'comparative advantage' to be resource-based and 'competitive
advantage' to be location-specific. See Lim, L (July 2009). Opinion: Singapore's Economic Growth Model: Too Much
or Too Little?. Ethos, 6. Retrieved from https://www.cscollege.gov.sg/Knowledge/Ethos/Issue%206%20Jul
%202009/Pages/Singapores-Economic-Growth-Model-Too-Much-or-Too-Little.aspx [Accessed 4 Jan 2015]
13 The quaternary sector comprises information-based and intellectual services while the quinary sector comprises
non-profit activities. See Hatt, P., & Foote, N. (1953). On the expansion of the tertiary, quaternary, and quinary
sectors. American Economic Review.
Secondly, riding the wave of the ‘on-demand economy’, Singapore can be a hub for
‘workers on tap’14, referring to services like Uber and Airbnb that connect clients with
freelancers who meet their needs in a customized way. Reflecting the evolution of
traditional career structures, these jobs are inherently flexible, promote autonomy and
choice, and appeal to Gen Z’s desire for instant gratification. Similarly, Singapore can
serve as a global hub for high-end services – including lawyers, accountants, architects
and designers – that can be contracted out from other countries.
Thirdly, Singapore can create cross-disciplinary ‘hybrid’ jobs, capitalising on Gen Z’s
increasing interest in double degrees and multiple specialisations. Such jobs – including
Engineer-CEOs, Neuro-Economists, Doctor-Researchers, and Teacher-Activists – will
appeal to Gen Z’s desire for creative, purposeful and multifaceted careers. Ideally,
Singapore should promote dual-purpose industries that are both profitable and fulfil vital
social needs, such as silver healthcare.
Conclusion
Underlying the strategies we have outlined is cultivating a spirit of lifelong learning. One
possible powerful symbol is creating a Sim Wong Hoo Global School of
Entrepreneurship. Partnering the private sector, it could offer programmes at secondary
and tertiary levels, including continuing education. Moreover, students’ entrepreneurial
skills could be enhanced through honing cross-disciplinary and multi-sectoral expertise,
such as healthcare and hospitality, with apprenticeships at Changi Business Park, future
home to SUTD and many start-ups. Other incentives could include lifelong CPF funding
for continuing education that would support older generations and ensure their
continued relevance in the new economy. Beyond specific jobs, it is ultimately passion
for one’s job that leads to success and happiness. As Confucius wisely said, "Choose a
job you love, and you will never have to work a day in your life". 15
14
The
Economist.
(2015,
Jan
3).
Workers
on
tap.
The
Economist.
Retrieved
http://www.economist.com/news/leaders/21637393-rise-demand-economy-poses-difficult-questions-workerscompanies-and [Accessed 4 Jan 2015]
15 孔子《论语·雍也》:「知之者不如好之者，好之者不如乐之者。
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