以“技”取胜 “韧”行致远

The latest world ofwork insights CONTENTS INTRODUCTION KEY FINDINGS In 2024, I underscored the need for leaders andemployees to foster open dialogue to navigateeconomic uncertainty and maximize workforcepotential. One year on, the challenges persist—but sotoo do opportunities to reimagine talent strategies inresponse to shifting business landscapes and thegrowing complexity of workforce needs. Flexibility is another key consideration. Ashybrid and remote work become the norm,employees are increasingly valuing work-lifebalance and autonomy in their roles. A growingsegment is also exploring contractopportunities, choosing project-basedengagements that allow them to prioritiseflexibility while commanding competitive rates. OVERVIEW Organisations across Asia are recalibrating theirpriorities to address critical skill gaps, particularly as thepace of technological change accelerates. Artificialintelligence and automation are no longer futurepossibilities; they are active forces shaping jobfunctions and operational models. In this environment,attracting and retaining the right talent has become adecisive factor for success, with 62 per cent oforganisations having faced moderate to extreme skillshortages last year. Intermediate-level roles are provingparticularly difficult to fill, as they demand acombination of technical expertise, adaptability, andleadership potential. In this evolving landscape, the stakes are highfor both businesses and professionals.Organisations must not only address currentskill gaps but also build long-term resilience byaligning their workforce strategies with thedemands of a rapidly changing market. Forprofessionals, the focus will be on staying agileand future-ready, embracing opportunities toupskill and remain competitive. Together, theseefforts will shape a more innovative, adaptable,and forward-thinking workforce as we navigatethe challenges of 2025. This year, organisations appear determined to addressthese shortages with a more aggressive approach totalent acquisition and retention. Plans for headcountgrowth are accelerating, and businesses are signalling awillingness to offer more competitive salaries to securetop candidates. Professionals can expect meaningfulpay increases, with the majority of organisationsplanning increments. This reflects a growing recognitionamong employers that competitive remuneration iscritical, as 46 per cent of professionals cite salary andbenefits as their primary motivation for seeking newroles. UNLOCK STRATEGIC GROWTHWITH ENTERPRISE SOLUTIONS ABOUT US165 Methodology Our Asia Salary Guide insights are based on asurvey conducted online across six weeks in late2024. It was completed by a representative sampleof n=8,790 working professionals from China, HongKong SAR, Japan, Malaysia, Singapore, andThailand. We also heard from 3,670 respondentswho represented their organisations in the survey ashiring managers, and from them, we heard thebusiness perspective on hiring trends, salary policy,and business objectives for 2025. This data issupplemented with recommendations, expertcomments and remuneration analysis. Retention, however, requires more than financialincentives. Over half of professionals are activelyseeking or planning to look for new opportunities in2025—a sharp rise from last year. Lack of careerprogression remains the most significant driver ofturnover, with 62 per cent of professionals in Asiabelieving they have reached a ceiling in their currentroles. This sentiment is prompting organisations torethink their approach to leadership pipelines, upskillingprograms, and internal mobility, ensuring they offer theclear pathways to advancement that today’s workforcedemands. MARC BURRAGE Managing Director,Hays Asia Let's connect SALARY TRENDS Anticipated salaryadjustments for 2025 Salary insights from 2024: 30%% For 2025, respondents surveyed have varied expectations forpay increases, and in general are more realistic. In today’s competitive landscape, wheretalent is a top priority amidst persistentskills shortages, understanding andadapting to pay dynamics is essential formaintaining employee morale andproductivity throughout 2025. didnot receive a salary increase Expect an increaseby 2.5% - 5% 27% Expect an increaseby up to 2.4% received a salary increasefrom between 2.5% - 5% Expect anincreaseby 6% - 10% 52% said they weresatisfied with their salary In contrast,organisational projectionsare more or less in linewith expectations of working professionals. 42% Expect pay rates tostay the same ordecrease felt theirsalary was not alignedwith theirresponsibilities From between2.5% - 5% Interestingly, 30 per cent of employees whoreceived a pay increase attributed itto theirindividual performance, rather than promotions,switching jobs, or standard annual increases. Thishighlights the growing importance ofperformance-based pay. From between6%-10% Bridging the expectation gap Any disparity between the expectations of emp