[SINGAPORE] When a Singaporean employee recently described her boss’s habit of correcting mistakes in front of colleagues, the story struck a nerve. While being corrected at work is universal, the how matters more than ever. In an era where mental health and burnout dominate workplace headlines, public criticism is not just a matter of etiquette—it’s a strategic risk. As Singapore’s workforce faces rising stress, disengagement, and turnover, the case for rethinking feedback culture is urgent. The question is no longer whether criticism is necessary, but whether our methods are fit for a future where talent and well-being are inseparable.
1. Public Criticism: A Legacy Practice at Odds with Modern Workplaces
Public criticism—whether in meetings, group chats, or open-plan offices—remains surprisingly common in Singapore’s hierarchical work culture. Employees report that being “talked down to” in front of peers is not only demoralising but also a frequent occurrence, especially in traditional management settings. This approach, often rationalised as a way to “make lessons stick,” is increasingly out of step with the realities of today’s workplaces.
Recent data paints a stark picture: 61% of Singaporean employees report feeling burnt out, with Gen Z and millennials most affected. Poor management and leadership, cited by 33% of workers, are among the top drivers of workplace stress. When feedback is delivered harshly or publicly, it doesn’t just sting—it erodes trust, lowers morale, and accelerates disengagement. In fact, research shows that public criticism can undermine productivity and happiness, making employees less likely to take risks or contribute new ideas.
The stakes are high. High turnover, rising absenteeism, and a disengaged workforce are not just HR problems—they are existential threats to business performance in a tight labor market. As companies compete for scarce talent, the cost of a toxic feedback culture is no longer invisible.
2. The Science of Feedback: Constructive Criticism vs. Public Shaming
Feedback is essential for growth, but the delivery determines the outcome. Constructive criticism—delivered respectfully, privately, and with clear intent—can boost learning, motivation, and team cohesion. When employees feel supported, their confidence and productivity rise, and the workplace becomes a site of continuous improvement.
Contrast this with public shaming, which research links to decreased self-esteem, increased stress, and resistance to feedback. Employees subjected to public criticism are more likely to disengage, doubt their abilities, and even consider leaving their jobs. In Singapore, only 52% of workers say they are satisfied with their jobs, and more than half feel their mental health is not well supported by employers—the highest rate in Southeast Asia. This disconnect is amplified when managers use public forums to highlight mistakes, reinforcing a culture of fear rather than growth.
The market is responding. A growing number of companies are investing in mental health programs, with 78% planning to increase funding for well-being initiatives in 2025. Yet, the impact will be limited unless feedback practices evolve in tandem. Employees are increasingly seeking workplaces where psychological safety is more than a buzzword, and where feedback is a tool for development, not discipline.
3. The Path Forward: Building a Feedback Culture for the Future
The future of work in Singapore—and globally—demands a new feedback paradigm. The best-performing organisations are already moving beyond legacy practices, training managers to deliver criticism constructively and privately, and embedding well-being into performance management. They recognise that feedback, when handled well, is a driver of both performance and retention.
Key trends for 2025 include:
Personalised Feedback: Leveraging data and technology to tailor feedback to individual roles, strengths, and development needs.
Managerial Accountability: Integrating mental health and feedback quality into manager KPIs, ensuring leaders are evaluated not just on results, but on how they support their teams.
Formalised Support Systems: Expanding access to mental health resources, employee assistance programs, and confidential counselling—addressing the current gap where only 45% of Singaporean employees have such access.
Culture of Recognition: Shifting from criticism to recognition as a core engagement tool, with regular, private, and specific praise driving belonging and motivation.
The evidence is clear: workplaces that prioritise psychological safety, respectful feedback, and employee well-being outperform those that cling to outdated, punitive models. In a rapidly evolving labor market, the ability to attract, develop, and retain talent will hinge on building cultures where feedback is a catalyst for growth—not a source of dread.
What We Think
Singapore’s workplaces stand at a crossroads. The old logic that public criticism “toughens up” employees is being decisively debunked by data on burnout, disengagement, and talent loss. In a knowledge economy where people are the primary asset, how feedback is delivered is a strategic differentiator. The future belongs to organisations that treat feedback as a craft—delivered with empathy, privacy, and purpose. For leaders, the message is simple: if you want performance, start by protecting dignity. The time for “tough love” in public is over; the era of constructive, human-centered feedback has arrived.
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