Upskilling and reskilling are career buzzwords that have been often used in the last few years. There has been an increased importance in skills building in order to remain relevant in an ever-changing job market. As more workers continue to build up their competence, this not only increases their ability to do their job well, but also their confidence and connection.
According to the 2025 Global Talent Barometer report by ManpowerGroup, workers confidence rose since 2024, with one of its key drivers being increased career development. Workers are more likely to trust their managers when they feel supported in their growth.
So how does skills-building fuel not just competence, but also confidence and connection? And how can employers and workers better leverage development as a bridge to engagement and retention? We get the inside scoop from Ms Linda Teo, country manager for ManpowerGroup Singapore.
How is career development shaping employee trust in Singapore workplaces today, based on what you’re seeing with your clients?
Based on findings from ManpowerGroup’s recent Global Talent Barometer report, there is a correlation between career development opportunities and employee trust.
Employees in Singapore who report having access to development pathways are also more likely to trust that their managers have their best interests in mind. This suggests that trust is built through consistent support, transparent communication, and visible investment in growth.
We’ve also observed that organisations prioritising career development — whether through structured learning programmes, mentorship, or internal mobility — tend to foster stronger manager-employee relationships. Employees interpret these efforts as a sign that their leaders, and by extension the organisation, are committed to their long-term success, which in turn enhances engagement and retention.
Conversely, when development is limited or unclear, trust can erode. Employees may begin to question whether their managers are invested in their future, especially in a fast-paced and competitive market like Singapore. In this context, career development is not just a benefit — it’s a trust-building mechanism that directly influences how employees perceive leadership.
Why is development now seen as a key signal of organisational commitment, and how do workers interpret its absence?
Findings from the 2024 Quest for Meaning at Work survey by Manpower and Jobs_that_makesense Asia revealed that 48% of employees in Singapore identified salary and job stability as their top priorities. This is driven largely by the desire to provide comfort and security for their families. In this context, development is closely tied to stability — employees understand that with today’s rapid pace of change, staying employable is essential to achieving financial and personal security, and they look to their employers for support in that pursuit.
Hence, when development is consistent and well-communicated — through structured learning, career conversations, or internal mobility — it reinforces a sense of organisational commitment. Employees are more likely to trust that their employer is invested in their success, which strengthens engagement, loyalty, and long-term retention.
However, when development is absent or unclear, employees may interpret it as a lack of strategic foresight or care. This perception can be particularly damaging in sectors undergoing transformation, where workers are seeking reassurance and guidance.
What practical strategies are successful companies using to support continuous growth, especially in resource-constrained environments?
Where resources are constrained, employers will have to find creative ways to embed learning into daily work. For example, stretch assignments, cross-functional projects, peer mentoring, lunch-and-learn sessions are cost-effective strategies that offer hands-on development while fostering collaboration. These approaches enable employees to build practical skills in real work settings, contributing directly to business outcomes and strengthening internal networks.
Digital platforms are another cost-effective way for employers to support continuous growth. Organisations can leverage online learning tools to offer scalable, self-directed training where employees can learn at their own pace and focus on areas most relevant to their roles and career aspirations, making development more personalised and efficient.
A common challenge in resource-constrained settings is that employees often lack the time to prioritise development. This is where AI can play a valuable role, automating routine or repetitive tasks to enable employees to work more efficiently, freeing up time for learning and growth. When introducing these tools, it’s also important for employers to position them as tools for augmentation rather than replacement. Clear communication about how AI supports — not threatens — employee development can help build trust and encourage adoption.
To maximise the impact of these strategies, employers should clearly communicate how each opportunity supports career growth and long-term employability. When employees understand how these initiatives contribute to their development, they are more likely to engage with them meaningfully and view them as part of a broader commitment to their future.
How can middle managers be empowered to support the development of their teams, especially when they’re under pressure themselves?
Middle managers are often the bridge between strategy and execution, and their role in employee development is critical. They help provide clarity and direction — without which employees may feel uncertain or disengaged. When empowered effectively, managers can play a pivotal role in translating organisational goals into meaningful growth opportunities for their teams.
To empower middle managers, organisations need to provide practical tools — such as coaching frameworks, conversation guides, and access to learning resources — that make it easier for them to support their teams’ growth.
Training managers in coaching and feedback techniques can also help build confidence and capability. When development is integrated into performance expectations and recognised as a leadership strength, managers are more likely to prioritise it, even amid competing demands.
The good news is, ManpowerGroup’s recent Global Talent Barometer report found that even under pressure and uncertainty, managers continue to build trust — 66% of workers believe their managers have their backs. This trust presents a strong foundation for organisations to build on — by equipping managers with the right tools and support, they can continue to play a pivotal role in fostering growth and engagement across their teams.
What are some common mistakes you see companies make when implementing development programmes that end up eroding, rather than building, trust?
Development efforts can fall short when they lack clear goals or alignment with employee needs. If initiatives feel generic or disconnected from actual career progression, employees may perceive them as superficial. This can lead to scepticism about the organisation’s intentions and diminish trust rather than strengthen it.
While it may be challenging to implement a comprehensive and personalised programme — especially when resources are limited — organisations can still make a meaningful impact by ensuring that development efforts are relevant and thoughtfully designed. Even small-scale initiatives can be effective when they are clearly linked to employee growth and aspirations.
The key is to communicate the purpose and value of these programmes transparently. While engaging employees, it’s important to ensure these development plans are positioned thoughtfully, with clearly articulated benefits, especially if they involve taking on additional responsibilities without immediate benefits. This helps prevent employees from associating development plans with extra work, leading to frustration and eroding trust, reducing engagement with future initiatives.
Ultimately, employees are more likely to embrace development opportunities when they understand how these efforts support their career goals and long-term employability. That’s when they begin to see them as a genuine investment in their future.
What are some signs that an organisation genuinely prioritises employee development and growth?
Employees can observe their day-to-day experience for signs of a development-oriented culture. These include structured learning programmes, transparent promotion criteria, and access to internal job postings or cross-functional projects, all of which serve as strong indicators that the organisation supports internal mobility.
Equally important is the quality of communication with their direct manager. Regular career conversations, constructive feedback, and support for development goals often reflect a culture that values growth. If managers are proactive in discussing aspirations and helping employees navigate opportunities, it’s a good sign the organisation is invested in long-term development.
Additionally, observing how colleagues progress — whether they’re promoted, mentored, or given stretch assignments — can also offer insight into how seriously the organisation supports internal advancement. It’s also a strong signal when companies prioritise internal candidates — informing employees about open roles and encouraging them to apply before looking externally. This demonstrates a genuine commitment to growing talent from within.
For jobseekers evaluating a potential employer, it’s helpful to ask about internal mobility during interviews. Questions about how performance is managed and how employees are supported in their growth can reveal a lot about the organisation’s priorities.
It’s also helpful to review employee testimonials on platforms like Glassdoor or LinkedIn, and to look for signs of internal promotions or development programmes in company announcements or social media. Organisations that are transparent about growth opportunities and showcase internal success stories often have a stronger track record of investing in their people.
What advice would you give to organisations looking to retain talent in a competitive market through development-led trust-building?
A key step in retaining talent through development-led trust-building is for organisations to listen to their employees. Understanding their aspirations, challenges, and preferred learning style is essential for designing development strategies that are both relevant and impactful.
But it doesn’t stop there. Organisations should ensure they act on these insights by implementing programmes that are accessible and visible. This could mean offering a mix of formal and informal learning, aligning growth opportunities with business needs, and making development part of everyday work.
Additionally, employees should be able to see that their voices have been heard and understand how learning translates into real career progression. One tangible way to reinforce this is by prioritising internal talent for new roles and promotions before looking externally. When employees see that the organisation actively considers them for advancement opportunities, it sends a strong signal that their growth is valued and supported.
To ensure these initiatives remain relevant, aligned, and visible in the long run, organisations should establish regular feedback mechanisms — such as engagement surveys, stay interviews, or informal check-ins — and act on what they learn. When employees see that their input consistently leads to meaningful action, it reinforces trust and signals that development is a shared priority.
Finally, it is just as important for leaders and managers to lead by example. When they actively engage in their own development and champion growth within their teams, it sets a powerful tone and helps embed a culture of continuous learning across the organisation.
This article is done in collaboration with ManpowerGroup Singapore.
