Singapore HR Faces the Same Hiring Headache as The World
Turns out, Singapore’s finance bosses are just scratching the surface of a global hiring blunder. A recent Robert Half survey of 150 CFOs across the city-state revealed that 98 % admitted they hired the wrong person. Even more, 24 % discovered the mistake within just two weeks.
Not Just a Local Problem
From Australia to Belarus, almost every leading nation grapples with similar setbacks. CFOs from Australia, Belgium, Brazil, France, Germany, Hong Kong, Switzerland, and the UK show rates between 97 % and 100 %—you guessed it, a global calamity.
Words from a Singapore Managing Director
Matthieu Imbert‑Bouchard, Robert Half Singapore’s managing director, summed it up: “Picking the wrong candidate isn’t unique to Singapore. It’s happening everywhere. The cost ripples: lost customers, lower productivity, and – oh yeah – a staff morale crisis.” He added that fixing a poor performer is way harder than building a solid vetting process. The smartest hires spend time curating the best talent pool before defaulting to someone who fits the role.
What Went Wrong? The Numbers Speak for Themselves
- Skills mismatched (43 %) – The candidate just didn’t line up with what the job demanded.
- Underqualified (37 %) or overqualified (35 %) – Either way, the fit was off.
- Attitude misalignment (34 %) – Culture clashes can be a recipe for disaster.
When faced with a mismatch, 35 % of CFOs cut ties outright. A third (33 %) rolled up their sleeves and set up a training plan, while 32 % tried to reposition the hire within the organization. About a quarter (28 %) simply waited to see if a performance turnaround would happen.
Clearing Up the Fallout
When a bad hire causes pain, the top complaints are:
- Colleagues take on extra workload (43 %)
- Managers feel stressed (43 %)
- Peers get uneasy (41 %)
Other pesky side‑effects include more manager workload (38 %), lost productivity (28 %), and elevated recruitment costs (27 %).
Skirting the Price Tag of a Bad Hire
Though the financial damage is clear, many Singapore firms can’t pin down the exact cost of a misstep.
Imbert‑Bouchard suggests the solution lies in a clear hiring checklist, solid interview prep, and a strict, repeatable evaluation cycle. Keep the hiring process on point, always adapt it to the market, and balance efficiency with thoroughness.
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This article originally appeared in The Straits Times. Reproduction requires permission.
