Jensen Lim, Co-Founder of HeyRocket
As Singapore prepares to implement the Tripartite Guidelines on Flexible Work Arrangement Requests (TG-FWAR), which started on December 1, 2024, the workplace landscape is set to transform significantly. These guidelines aim to normalise flexible work arrangements (FWAs), requiring employers to establish formal processes to consider employees’ requests.
But what does this mean for businesses navigating a tight labour market and evolving employee expectations?
We sat down with Jensen Lim, co-founder of HeyRocket, to gain his expert perspective on how flexible work arrangements (FWAs) are reshaping the workplace, influencing recruitment strategies, and redefining the future of work.
How will the upcoming Tripartite Guidelines on Flexible Work Arrangement Requests impact talent attraction and retention in Singapore?
“The availability of FWAs is a significant factor for job seekers when evaluating job opportunities,” Lim began. “The guidelines will have a positive impact by requiring employers to accommodate FWA requests, giving businesses, especially SMEs, access to a larger pool of talent. This not only improves job satisfaction and retention but also helps employers save on recruitment and training costs in the long term.”
However, he pointed out that challenges remain: “Culture and communication can be hurdles, especially for workplaces that lack the proper tools and skillsets to minimise productivity disruptions. Labour-intensive industries like healthcare, logistics, and F&B will face additional difficulties in implementing such policies.”
How have employers balanced operational needs with employees’ FWA requests?
“Clear communication is key,” Lim emphasised.
He explained that when employees understand the business’s goals and operational needs, they are more likely to make fair and reasonable requests.
The HeyRocket team in Singapore connecting with their Malaysian colleagues during an online call
Can FWAs provide a competitive advantage in Singapore’s tight labour market?
Lim suggests that the effectiveness of FWAs as a competitive advantage depends on the industry:
“In high FWA adoption industries like IT and finance, FWAs are more of a baseline expectation than an advantage. But, in sectors like F&B and hospitality, where adoption is low, offering strong FWA policies can set companies apart. Still, employers shouldn’t over-rely on FWAs alone—career growth and company potential remain top priorities for most employees.”
Do you see FWAs becoming the norm or staying a niche offering?
“I believe FWAs will move toward becoming the norm as social and political forces continue to push for it,” he explained. “That said, certain industries will need more time to analyse how FWAs can complement their operations, and for now, it may remain a niche offering for some businesses.”
Why do some larger firms insist on a full return to the office, despite the growing demand for flexibility?
Lim identified several reasons, including productivity concerns, leadership preferences, and even real estate commitments:
“Face-to-face meetings often get things done faster and reduce miscommunication. Having everyone in the office makes it easier to access colleagues for discussions, which drives efficiency. However, with proper tools, infrastructure, and employee up-skilling, similar productivity levels can eventually be achieved with FWAs.”
Also Read: How the tech industry is redefining the remote work culture
What challenges might companies face if they enforce full-time in-office policies?
“No policy pleases everyone,” Lim admitted. “Companies enforcing full-time in-office policies risk losing talent to competitors offering FWAs. It can also lead to lower employee motivation and productivity. However, it’s always better to have employees who consider the company’s perspective when analysing a situation, rather than focusing solely on how it affects them personally.”
We also delved into how flexible work arrangements (FWAs) are influencing the perspectives of both candidates and employers and here’s what Lim had to say.
How significant is flexible working compared to factors like compensation and career growth when candidates evaluate potential employers?
“Flexible work arrangements are definitely a strong factor for many job seekers when evaluating a job,” Lim explained. “It’s a common question candidates ask. However, in my experience as both an employer and a recruiter, only about 1-2 out of 10 candidates prioritise flexibility over compensation and career growth. Employers should integrate FWAs with other key factors, like career progression opportunities, to maintain a competitive edge.”
This perspective underscores that while FWAs are important, they are often viewed as part of a larger package rather than a standalone priority.
Have you observed any demographic trends in candidates who prioritise flexible work arrangements?
Lim highlighted two specific groups:
“New parents, regardless of age, tend to value flexibility due to their new commitments and are more likely to choose roles that provide it. Gen Z is another group that highly prioritises FWAs, especially those who started their careers during the COVID-19 years. They’re tech-savvy and accustomed to work-life integration, making it a big adjustment for them to consider jobs without such practices.”
It does seem like a generational and lifestyle shift is shaping the way employers tailor their offerings to attract diverse talent pools.
How can employers measure the impact of FWAs on metrics like productivity, retention, and innovation?
“Employers need a mix of quantitative data collection, qualitative feedback, and benchmarking,” Lim advised. For productivity, he suggested tracking key performance indicators (KPIs), using time-tracking tools, and gathering employee feedback on outcomes.
“Retention can be analysed through turnover rates, exit interviews, and employee engagement surveys, comparing this data against industry benchmarks. As for innovation, monitoring idea generation, cross-department collaboration, and employee feedback on creativity can help gauge its impact.”
A multi-faceted approach enables companies to align their FWA policies with broader business goals.
What feedback have you received from employees about flexible work arrangements?
Lim shared findings from a recent internal survey:
“We asked our team about FWA as a factor when applying for jobs. While everyone agreed that some form of flexibility is favourable, the majority prioritised the company’s growth, potential career progression, and compensation over FWAs. Currently, we operate a full-time-in-office policy due to operational requirements, but we do evaluate FWA requests on a case-by-case basis.”
This feedback highlights the balancing act between operational needs and employee expectations, underscoring that flexibility is just one piece of the puzzle in creating an attractive workplace.
The workplace is undergoing a seismic shift, shaped by advancing technology, evolving employee priorities, and global dynamics. Lim outlined a compelling vision for the future, urging employers to embrace flexibility, harness the potential of AI, and adapt to emerging trends like the gig economy.
Employers must embrace flexibility, not just in physical workspaces (home or office), but also in meeting the diverse needs of their employees
By investing in the right tools, up-skilling their workforce, and rethinking traditional models, businesses can not only navigate these changes but thrive in the ever-evolving world of work.
The four-day work-week has been a topic of much debate. Do you think it could gain traction in Singapore, and what challenges do you foresee for its adoption?
“First, it’s important to clarify that a four-day work week doesn’t mean working fewer hours. The same contracted hours are usually distributed across fewer days, resulting in longer workdays that could impact productivity and increase stress levels,” Lim explained.
Also Read: How to keep your remote employees’ networks more secure
He also pointed to industry-specific challenges:
“For sectors like aviation and healthcare, which require 24/7 availability, a four-day work week would disrupt workforce planning and service levels. Companies would need to hire larger workforces, which may not be feasible.”
Additionally, Singapore’s global interconnectedness could complicate adoption:
“As a small country that thrives on global investments, Singapore relies on working closely with counterparts worldwide. If we adopt a four-day work week while others stick to five or six days, it could lead to service delays and inefficiencies, ultimately harming our competitiveness.”
How do you see flexible work arrangements evolving over the next five to ten years in Singapore?
“I believe FWAs will eventually become the norm, but there will be hurdles along the way,” Lim explained. “As technology continues to improve, it will help reduce some of the challenges associated with adopting flexible arrangements.”
Do you foresee any potential risks or downsides to the growing trend of flexible work arrangements?
“A significant downside is the challenge for industries like healthcare, F&B, logistics, and hospitality, where implementing FWAs seems nearly impossible,” Lim noted. “These sectors, already struggling with manpower shortages, may face additional retention challenges as employees move to industries that offer FWAs.”
He also highlighted the impact on onboarding and team integration:
“With fewer in-person interactions, it may take longer for new employees to get up to speed, increasing training costs and slowing career growth. Social bonding over lunch or coffee breaks, which helps with team integration, may also be harder to achieve.”
What skills or attributes will be most important for candidates in a workplace dominated by flexibility and hybrid models?
According to Lim, adaptability and communication skills will be paramount:
“Strong online communication, listening, and collaboration skills are essential in a hybrid environment where virtual interactions dominate. Candidates need to convey ideas clearly in written and verbal forms and be good listeners to ensure they capture their colleagues’ messages accurately. Being digitally savvy and able to adapt to new tools effectively is also critical.”
Discipline, he added, is another key attribute:
“Flexibility requires candidates to manage their time effectively and work independently without supervision. At the same time, discipline is important to avoid overworking, which could harm their health and well-being.”
What trends do you foresee shaping the future of work in Singapore, and how should employers prepare to stay ahead?
“One of the key trends is the increased adoption of hybrid or remote working,” Lim shared. “I foresee this becoming the norm in the long run, and employers need to start preparing to minimise disruptions to productivity and operations. This means investing in online collaboration tools and training staff to use them effectively. Additionally, companies should shift performance evaluations to focus on outcomes rather than inputs to reflect the new ways of working.”
Lim also highlighted the rise of artificial intelligence (AI) as a transformative force in the workplace:
“AI is not here to replace employees but to help them be more effective and efficient, enabling them to add more value to organisations. Employers should identify inefficiencies within their processes and invest in the right AI tools—not just adopt solutions for the sake of it. Up-skilling employees to maximise the benefits of AI is equally crucial.”
He also noted the growing significance of the gig economy:
“More professionals are seeking flexibility and autonomy in their work, choosing freelancing or contracting over traditional employment models. Employers will need to adjust their workforce strategies to accommodate these non-traditional workers if they want to tap into this talent pool.”
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Image courtesy: HeyRocket
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