Indonesia
Malaysia
Philippines
Singapore
Thailand
Vietnam
Job promotions
report 2017
Promotion strategies to engage,
motivate and retain top talent
SEEK Asia Signature Content Series Vol. 3
1
Contents
2 About us
3 Executive summary
9 Hong Kong
11 Indonesia
13 Malaysia
15 Philippines
17 Singapore
19 Thailand
21 Vietnam
23 Methodology
24 Our offices
About us
JobStreet and jobsDB are part of SEEK Asia, the leading
online employment marketplace in Asia. SEEK Asia covers
7 countries: Hong Kong, Indonesia, Malaysia, Philippines,
Singapore, Thailand, and Vietnam. SEEK Asia is the extension
of the Australian Securities Exchange listed company called
SEEK. As Asias best talent sourcing partner, our companys
purpose is to help improve peoples lives through a better
career. SEEK Asias database consist of over 500,000
corporate hirers and over 24 million candidates.
3
Executive summary
Regional insights
Great expectations
Our job promotions survey reveals that employees across Agree
5.5 with hirer
the region link increased responsibility and expanded job
scopes to promotion. In fact, both employees and hirers 5
agree that the top intervention for promotion is taking on
more responsibility. 4.5
Agree with
(%) employee
100 6
16%
21%
5.5
80
41%
60% 5
60
84% 4.5
40 79%
59% 4 Neutral
20 40%
3.5
0
Added Expanded Increased Promoted 3
responsibilities job scope job grade
Regional
Regional Promotion Indicators Yes No HK ID MY PH SG TH VN average
Interventions for promotion (hirer: 1 being not very important, 4 neutral and 7
very important)
1 2 3
Hirers
5
4.5
4.11 1 2 3
4 Neutral
3.91
3.5
3.48 3.77 Employees and hirers agree that having influential friends
or relatives do not help with promotions. Employees also think
3 3.21 3.23 3.25 that putting in extra work hours and length of time since last
promotion matter little. Hirers debunk luck and formal groups as
2.5 2.64 key promotion factors.
2
HK ID MY PH SG TH VN
Employees in Singapore and Hong Kong stood out, as Employees and hirers agree that the top three influencers of
both placed the circle of influence at the topmost rung, a promotion are top management, immediate supervisor and
whereas hirers in both countries slid it to the lowest rung. The department head. Peer and subordinate ratings were viewed
mismatched opinions give rise to speculations on promotion as the least influential.
practices leading to negative sentiments in these two
competitive and matured job markets. Most influential for employees: Thailand and Hong Kong
voted for immediate supervisor. Singapore and Malaysia
Regional rankings: went for department heads. Indonesia and Vietnam view top
management as the most influential. Philippines placed all
Employees Hirers three as even picks.
1 Leadership traits 1 Leadership traits Most influential for hirers: All hirers agreed on top
2 On-the-job-skills 2 On-the-job-skills management except for Indonesia (immediate supervisor) and
3 Performance/attitude 3 Performance/attitude Malaysia (department head). Top management and immediate
4
Circle of influence 4
Tenure supervisor tied closely in the Philippines.
5
Tenure 5
Circle of influence
(%)
40
35
30
25
24
Leadership traits: On-the-job skills: Tenure:
Leadership ability, showing Relevant experience, Tenure, length of time 20 20
good judgement, alignment having the right skills for since last promotion 20
17
to company values the new job position
16
15 14 14
10
HK ID MY PH SG TH VN
Performance/Attitude: Circle of influence:
Working long hours, exceptional Having friends or relatives higher
Salary increments by position (in percent)
work, good attendance, good up, supervisor liking you, formal
performance reviews, coming up group employee is in, informal Middle manager Upper level manager / executive
with lots of ideas, having good friendships with co-workers, luck Professional / technical Average
ideas, taking initiative
Supervisor / first line manager
HK ID MY PH SG TH VN
Feelings towards present company - average score of promoted and not
promoted (1 being strongly disagree, 4 neutral and 7 strongly agree)
1
NP P NP P NP P NP P
Regional
average ID SG TH
Feelings towards present company (1 being strongly disagree, 4 neutral and
7 strongly agree)
NP Not promoted
P Promoted
Promotions are channels
Affinity and loyalty to present company (Average scores of questions below)
for employees to progress I would be very happy to spend the rest of my career with
within companies, either this company.
I feel a strong sense of belonging at this company.
vertically or horizontally. I am emotionally attached to this company.
It benefits the company Willing to leave present company (Average scores of questions below)
I do not intend to quit my job.
and motivates employees At the present time,I am actively searching for another job in a
to strive towards career different company
I am willing to leave my company for a better job in another company
progression goals.
7
70 53 out of 100
60
hirers do not have fixed budgets
23 out of 100
50
20
15 out of 100
HK ID MY PH SG TH VN hirers can only promote
Average time to a promotion (estimated & actual in months) upon resignation
Estimated: Actual:
Expectation of time to be Actual wait time when promotion
promoted (never promoted occurs (have been promoted in
in present job) current jobs)
Hong Kong
Business opportunities abound as Hong Kong maintains its
status as Asias financial and commercial hub. It is currently
Promotion indicators
the employees job market and Hong Kongers are latching (%)
onto companies with strong track records and sound hiring and 100
promotion policies. The net growth of job vacancies was 1.8% 14%
18% 18%
in 20162. 80
56%
The respondents represent a fair gender and position level 60
mix. Bachelor Degree holders make up 48% and 28% possess 86%
Masters Degrees. 40 82%
82%
There is a lack of loyal sentiment and strong indication to leave 20 44%
the company from both the candidates who are promoted and
not promoted Voluntary churn rates in Hong Kong for the first 0
Added Expanded Increased Promoted
half of 2016 was 10.2%. The sector registering the highest responsibilities job scope job grade
turnover rate of 20.6% in the first half of 2016 was Business / Hong Kong Promotion Indicators Yes No
Professional Services3.
To retain employees, employers must have clear and open Top 3 interventions for promotions
communications, consistent and transparent promotion
practices and policies, given the negative sentiments on Employees Hirers
promotion process and outcome. This is especially important
considering the country is experiencing a job market boom,
1 More responsibility 1 More responsibility
where employment opportunities abound.
2
Coaching/mentoring 2
Volunteering for
3
Volunteering for company projects
company projects 3
Coaching/mentoring
Promotion practices/fairness
Hong Kong (4.10)
Region (4.11)
1 Being to small extent 4 Neutral 7 To a large extent
Hong Kong - Fairness of promotion rated for outcome (promoted and not promoted)
1
NP P NP P
Regional
Top 3 influencers for promotion average HK
Hong Kong - Feelings towards present company (1 being strongly disagree, 4
neutral and 7 strongly agree)
Employees
NP Not promoted P Promoted
Affinity and loyalty to present company
Willing to leave present company
1 2 3
Hirers
Hirers promotion policy
1 2 3
42 out of 100
Top management Department head Immediate supervisor hirers do not have fixed budgets
29 out of 100
hirers have strict budgets for
Reward trends headcount
58.5%
Promoted Average 21 out of 100
without salary hirers can only promote
benefits increase is 16% upon resignation
Time to promotion
Hong Kong - Estimated (36 months)
Region - Estimated (34 months)
Hong Kong - Actual (35 months)
Region - Actual (33 months)
0 10 20 30 40 50 2&3
The Hong Kong Institute of Human Resource Management conducted the
Average time to promotion for all positions (estimated & actual) Manpower Statistics for first half year in July 2016.
11
Indonesia
As one of the emerging economies of ASEAN, Indonesia has
a young population and a burgeoning middle class. Industries
Promotion indicators
growing at breakneck pace tend to dish out large salary increases (%)
to attract and retain talent.4 Competition for talent abounds, 100
which contributes to increasing turnover rates. The priority for 17%
20% 41%
companies has now shifted from recruitment to retention and 80
counter offers to stem talent loss. 62%
60
The average salary rise for promotions is 20%, and 65% of 83%
them have received additional promotion benefits; the top three 40 80%
being additional allowance and bonuses as well as upgraded 59%
medical plans. Indonesia rates second highest in the region after 20 38%
Vietnam for pay rise and benefits packages not surprising since
Indonesia posts one of the lowest base salaries in ASEAN. 0
Added Expanded Increased Promoted
responsibilities job scope job grade
Respondents are predominantly male (73%) and are from the Indonesia Promotion Indicators Yes No
professional/technical levels. The majority (62%) have attained a
Bachelors degree, which signifies a growing educated workforce.
Indonesia (3.55)
Promotion strategies for hirers: Region (3.48)
Design better remuneration packages to stem talent loss and 1 Being to small extent 4 Neutral 7 To a large extent
Indonesia - Fairness of promotion rated for process (promoted and not promoted)
focus on retention. Introduce non-financial benefits, which can
improve talent retention.
Focus on career development and training and create Scored Highest in the region for
awareness of career progression paths.
6.02 willingness to leave (promoted
Implement effective performance reviews to address turnover
over 7 and not promoted)
and reward good performers. Only country in the region
Clearly communicate promotion definitions, practices, policies, where owners/investors
processes and outcomes. Owner/Investor influence promotions
1
NP P NP P
Regional
Top 3 influencers for promotion average ID
Indonesia - Feelings towards present company (1 being strongly disagree, 4
Employees neutral and 7 strongly agree)
Hirers
Hirers promotion policy
1
Immediate supervisor
2
Top management
3
Owner/Investor
53 out of 100
hirers do not have fixed budgets
24 out of 100
hirers have strict budgets for
Reward trends headcount
35.7%
Promoted Average 10 out of 100
without salary hirers can only promote
benefits increase is 20% upon resignation
Time to promotion
Indonesia - Estimated (31 months)
Region - Estimated (34 months)
Indonesia - Actual (32 months)
Region - Actual (33 months)
4
Michael Pages 2016 South East Asia Salary & Employment outlook.
0 10 20 30 40 50
5
Average time to promotion for all positions (estimated & actual) Kelly Services - biennial review as reported in emerhub.com article 13/1/2017
13
Malaysia
As a major oil and gas and commodities linked producer, the
long-term economic indicators for Malaysia are positive, with
Promotion indicators
difficult challenges expected in 2017. Employers are challenged (%)
by their constriction to dish out increments. Voluntary turnover 100
10%
rates in Malaysia, at 13%6 in 2016, are quite high for the region. 15% 40%
80
Respondents comprise a fair mix of gender, and 31% are from the 57%
professional/technical levels. The majority (53%) have attained 60
Bachelors degrees. The largest group represent the banking and 90%
commercial and professional services industries. 40 85%
60%
Malaysians report that 43% are formally promoted. Juxtaposed 20 43%
against a very high percentage (90%) taking on added
responsibilities and increased job scopes, it is a cause for 0
Added Expanded Increased Promoted
dissatisfaction. This is probably due to the current scarcity of good responsibilities job scope job grade
talent and the resource crunch to hire more. The average salary Malaysia Promotion Indicators Yes No
rise for promotions is 17%, and only half have received additional
promotion benefits the top three being additional allowance and
bonuses as well as increased days off. Companies are already Top 3 interventions for promotions
looking to non-monetary benefits to address the limited budgets
for promotions. The consistent theme seems to be doing more Employees Hirers
with less, optimising costs wherever possible.7
1 More responsibility 1 More responsibility
Malaysians rated fairness of promotion poorly and promotion 2
Volunteering for projects 2
Volunteering for projects
outcome unsatisfactory, below the regions average. There is
3
Coaching/mentoring 3
Coaching/mentoring
room for improvement with communicating promotion policies
and transparency. Candidates who are not promoted showed
a stronger willingness to leave their company. Those promoted
record a neutral sentiment on affinity and loyalty to their company, Promotion practices/fairness
and are also willing to leave for better opportunities.
Malaysia (3.91)
Region (4.11)
1 Being to small extent 4 Neutral 7 To a large extent
Malaysia - Fairness of promotion rated for outcome (promoted and not promoted)
Malaysia (3.21)
Region (3.48)
Promotion strategies for hirers: 1 Being to small extent 4 Neutral 7 To a large extent
Malaysia - Fairness of promotion rated for process (promoted and not promoted)
Focus on talent retention programmes and career coaching
and mentoring
Create innovative remuneration adjustments using instruments only 43% were formerly promoted and 60%
other than salary increases8 to engage and retain employees. received job upgrades.
1
NP P NP P
Regional
Top 3 influencers for promotion average MY
Malaysia - Feelings towards present company (1 being strongly disagree, 4
neutral and 7 strongly agree)
Employees
NP Not promoted P Promoted
Affinity and loyalty to present company
Willing to leave present company
1 2 3
Hirers
Hirers promotion policy
1 2
22 out of 100
hirers have strict budgets for
Reward trends headcount
49.6%
Promoted Average 9 out of 100
without salary hirers can only promote
benefits increase is 17% upon resignation
Time to promotion
Malaysia - Estimated (30 months)
Region - Estimated (34 months)
Malaysia - Actual (35 months)
6
Region - Actual (33 months) Aon Hewit 2016 - reflecting the volatility and instability of the market conditions
in Malaysia
7
Aon Hewit TCM 2015 Survey in Malaysia www.hrinasia.com
0 10 20 30 40 50
8
Average time to promotion for all positions (estimated & actual) According to Mercer Malaysia head in www.seeds.theborneopost.com
15
Philippines Pilipinas
Filipino hirers and candidates share consensus on the hierarchy
of all the five categories of factors for promotions: leadership
Promotion indicators
traits, on-the-job skills, performance/attitudes, tenure and circle (%)
of influence. Employees rate good attendance (5.62 out of 7) 100
as an important factor to promotion, same as for Indonesians 15%
20% 39%
and Vietnamese. This could be related to traffic conditions in the 80
metro areas. 58%
60
There is further agreement between employer and employee on 85%
the top intervention for a promotion, which is taking on added 40 80%
responsibility. The respondents polled that the outcome of 61%
promotions is fairer than the process. 20 42%
Employee turnover rates in companies in the Philippines Top 3 interventions for promotions
continued to increase in 2015 as more employees sought better
pay opportunities and flexible work arrangements.9 Employees Employees Hirers
who have and have not been promoted both indicate willingness
to leave their companies.
1 More responsibility 1 More responsibility
2
Mandatory trainings 2
Voluntary training and
Respondent demographics are skewed towards professional / offered by company volunteering for company projects
technical positions (43%). There is a fair mix of gender and 86%
3 Coaching/mentoring 3 Coaching/mentoring
possess Bachelors degrees or Masters Degrees and higher,
signifying a growing educated workforce.
Promotion practices/fairness
Philippines (4.16)
Region (4.11)
1 Being to small extent 4 Neutral 7 To a large extent
Philippines - Fairness of promotion rated for outcome (promoted and not promoted)
Philippines (3.66)
Region (3.48)
1 Being to small extent 4 Neutral 7 To a large extent
Philippines - Fairness of promotion rated for process (promoted and not promoted)
1
NP P NP P
Regional
Top 3 influencers for promotion average PH
Philippines - Feelings towards present company (1 being strongly disagree, 4
neutral and 7 strongly agree)
Employees
NP Not promoted P Promoted
Affinity and loyalty to present company
Willing to leave present company
1 2 3
Hirers
Hirers promotion policy
Top management
2
Immediate supervisor
3
Department head
45 out of 100
hirers do not have fixed budgets
27 out of 100
hirers have strict budgets for
Reward trends headcount
42.6%
Promoted Average 18 out of 100
without salary hirers can only promote
benefits increase is 20% upon resignation
Time to promotion
Philippines - Estimated (32 months)
Region - Estimated (34 months)
Philippines - Actual (32 months)
Region - Actual (33 months)
0 10 20 30 40 50 9
Results of the 2015 Total Rewards Survey by Willis Towers Watson
Average time to promotion for all positions (estimated & actual) www.business.inquirer.net
17
Singapore
Demographic of Singaporean respondents presents a fair mix
of gender, with a majority in first and mid-level management (a
Promotion indicators
combined total of 71%). (%)
100
Singapore, like Hong Kong, is a bustling financial and trading 19%
24% 24%
hub of the region. Its job market is more mature and employment 80
trends point in favour of the employee. Singaporean employees 59%
vote for the human quotient factor the circle of influence as the 60
number one factor for promotion followed by leadership traits, 81%
performance/attitude, on-the-job skills and tenure. Hirers, on the 40 76%
other hand, believe on-the-job skills are the most important, and 52%
place circle of influence at the bottom. 20 41%
Singapore (2.64)
Region (3.48)
1 Being to small extent 4 Neutral 7 To a large extent
Singapore - Fairness of promotion rated for process (promoted and not promoted)
Map job redesign options and focus on coaching and mentoring Highlights
Clearly communicate promotion definitions, practices, policies, 14% Lowest salary increase for
processes and outcomes
(average) promotions in the region
Offer fair compensation and innovative non-monetary benefits to
Longest actual time to
match the increased cost of living and better work-life practices
to attract and retain the best in class (Mercer Architect
46 promotions in the region
Compelling Careers 2016)
months (Region: 33 months)
1
NP P NP P
Regional
Top 3 influencers for promotion average SG
Singapore - Feelings towards present company (1 being strongly disagree, 4
Employees neutral and 7 strongly agree)
Hirers
Hirers promotion policy
Top management
2
Immediate supervisor
3
Department head
50 out of 100
hirers do not have fixed budgets
36 out of 100
hirers have strict budgets for
Reward trends headcount
58.4%
Promoted Average 11 out of 100
without salary hirers can only promote
benefits increase is 14% upon resignation
Time to promotion
Singapore - Estimated (66 months)
Region - Estimated (34 months)
Singapore - Actual (46 months)
Region - Actual (33 months)
0 10 20 30 40 50 60 70
Average time to promotion for all positions (estimated & actual) 10
Micheal Page Employee intention report 2015.
19
Thailand
The majority of polled Thais are in professional or technical
roles (41%). Almost all surveyed (98%) possess Bachelors and
Promotion indicators
Master Degrees or higher education. (%)
100
Set against the backdrop of a flourishing job market, employees in 18%
28% 53%
Thailand are finding that the mild deceleration of the economy end 80
of 201611 is leading to fewer promotions. Only 44% respondents 56%
have been formally promoted and 47% havent received an 60
increased job grade, despite taking on more responsibility and job 82%
scopes. Rewards for promotion is an average salary increment 40 72%
of 14%, the same as Singapore, which ranks the lowest in the 47%
region. 20 44%
Promotion practices/fairness
Thailand (4.14)
Region (4.11)
1 Being to small extent 4 Neutral 7 To a large extent
Thailand - Fairness of promotion rated for outcome (promoted and not promoted)
Thailand (3.59)
Promotion strategies for hirers: Region (3.48)
Focus on career coaching and mentoring, plan and award 1 Being to small extent 4 Neutral 7 To a large extent
Thailand - Fairness of promotion rated for process (promoted and not promoted)
promotions where it is most deserved, especially since 67%
have no fixed budgets
1
NP P NP P
Regional
Top 3 influencers for promotion average TH
Thailand - Feelings towards present company (1 being strongly disagree, 4
neutral and 7 strongly agree)
Employees
NP Not promoted P Promoted
Affinity and loyalty to present company
Willing to leave present company
1 2 3
Hirers
Hirers promotion policy
1 2 3
67 out of 100
Top management Immediate supervisor Department head hirers do not have fixed budgets
20 out of 100
hirers have strict budgets for
Reward trends headcount
59%
Promoted Average 7 out of 100
without salary hirers can only promote
benefits increase is 14% upon resignation
Time to promotion
Thailand - Estimated (39 months)
Region - Estimated (34 months)
Thailand - Actual (35 months)
Region - Actual (33 months)
11
Focus Economics panel analyst, published in www.focus-econimics.com
0 10 20 30 40 50 12
AonHewitt Total Compensation Measurement (TCM) Study and Benefit Survey
Average time to promotion for all positions (estimated & actual) 2016, www.apac.aonhewitt.com
21
Promotions follow the trend of the region, with only four out 0
Added Expanded Increased Promoted
of ten formally promoted and five out of ten bumped up a job responsibilities job scope job grade
grade. Despite that, eight in ten have increased job scope and Vietnam Promotion Indicators Yes No
responsibilities. Average salary increase is 24%, the highest in
the region. The upper level management have recorded up to
35% increment on promotion. Top 3 interventions for promotions
The promotion process and outcome was rated as unfair. Employees Hirers
Uniquely, Vietnamese employers and employees have rated
coaching and mentoring as a key intervention for achieving a
1 More responsibility 1 More responsibility
promotion. With the Vietnamese economys fast-paced growth,
2
Coaching/mentoring 2
Coaching/mentoring
the learning curve is very steep and hence this is a common
3
Volunteering for projects 3
Taking mandatory training
method for on the job training.
Vietnam (3.25)
Region (3.48)
1 Being to small extent 4 Neutral 7 To a large extent
Vietnam - Fairness of promotion rated for process (promoted and not promoted)
1
NP P NP P
Regional
Top 3 influencers for promotion average VN
Vietnam - Feelings towards present company (1 being strongly disagree, 4
neutral and 7 strongly agree)
Employees
NP Not promoted P Promoted
Affinity and loyalty to present company
Willing to leave present company
2 3 1
Hirers
Hirers promotion policy
1 2
20 out of 100
hirers have strict budgets for
Reward trends headcount
30%
Promoted Average 22 out of 100
without salary hirers can only promote
benefits increase is 24% upon resignation
Time to promotion
Vietnam - Estimated (36 months)
Region - Estimated (34 months)
Vietnam - Actual (28 months)
Region - Actual (33 months)
0 10 20 30 40 50 13
According to Mary Anne Thompson, President and Founder of GoingGlobal,
Average time to promotion for all positions (estimated & actual) www.goingglobal.com
23
Methodology
Methods and sampling
The following report is based on a survey of employee and hirers More than 10,000 respondents and 518 hirers answered
regarding job promotions across seven countries: Hong Kong, the survey, with candidates from a wide range of industries,
Indonesia, Philippines, Malaysia, Singapore, Thailand and including fresh graduates and those in top management
Vietnam. The purpose of this report is to gain detailed insight positions. The questions in the survey were standardised, but
into the regional promotion trends covering areas as below: translated with descriptions for each market, allowing the survey
to be understood in a local context. Surveys were conducted via
What are the expectations and attitudes of employees toward online survey forms.
promotion practices? How does it affect morale?
What are the factors, interventions and influencers that affect
promotion decisions?
What are the salary increases, and additional benefits
associated with promotions?
What are wait times for promotion?
Hirers promotion policies
Definition of promotion
32
Juniors Interventions and strategies to
respondents Supervisors influencers for promotion engage,
Managers Fairness motivate
and Reward trends
Top industries and retain
518 hirers management Attitude towards
present company
top talent
Hirers promotion policy
Our offices
Indonesia Thailand
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Pioneer Avenue,
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