6.
We are similarly affected in Singapore. Because our economy is completely open and English is in widespread use, young Singaporeans enjoy much the same options as young Americans. The competition for talent is global whether we like it or not.
7.
For parents and employers, these trends are unsettling. The war for talent will force companies to organise themselves better, and to be more responsive to the market. Companies have to market themselves to employees as "voluntary investors" the way they market themselves to financial investors.
8.
The challenge is especially great for the public sector as an employer. We have no choice but to compete in the same arena for talent. How do we create schemes that are attractive enough so that individuals will want to invest their talent in the public service and grow with it? We are not just talking about risks and rewards, but also the quality of the work environment, opportunities for personal development and psychological and spiritual satisfaction.
9.
A career in the public service should not only be financially rewarding, it should also be a challenge to do good, to make a difference to the lives of ordinary Singaporeans. There are many ways to make a difference. In the MTI family, we help to build infrastructure, create capabilities and improve conditions for sustained economic growth. What we do affects the lives of many people. What we do can improve or diminish the life prospects of the next generation of Singaporeans. This is the larger purpose we work for beyond our individual job assignments. Unlike the private sector, the public service is also a calling. It can provide a special job satisfaction not found in the private sector.
We are similarly affected in Singapore. Because our economy is completely open and English is in widespread use, young Singaporeans enjoy much the same options as young Americans. The competition for talent is global whether we like it or not.
7.
For parents and employers, these trends are unsettling. The war for talent will force companies to organise themselves better, and to be more responsive to the market. Companies have to market themselves to employees as "voluntary investors" the way they market themselves to financial investors.
8.
The challenge is especially great for the public sector as an employer. We have no choice but to compete in the same arena for talent. How do we create schemes that are attractive enough so that individuals will want to invest their talent in the public service and grow with it? We are not just talking about risks and rewards, but also the quality of the work environment, opportunities for personal development and psychological and spiritual satisfaction.
9.
A career in the public service should not only be financially rewarding, it should also be a challenge to do good, to make a difference to the lives of ordinary Singaporeans. There are many ways to make a difference. In the MTI family, we help to build infrastructure, create capabilities and improve conditions for sustained economic growth. What we do affects the lives of many people. What we do can improve or diminish the life prospects of the next generation of Singaporeans. This is the larger purpose we work for beyond our individual job assignments. Unlike the private sector, the public service is also a calling. It can provide a special job satisfaction not found in the private sector.
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