Singapore is facing a growing challenge in retaining and redeploying the expertise of mid-career professionals amid ongoing corporate restructuring and layoffs. In the first half of 2026, retrenchment rates increased significantly, affecting a large number of professionals, managers, executives, and technicians (PMETs), particularly those in their 40s and 50s.

Data from the Ministry of Manpower’s Labour Market Report indicates that employees in their 50s experienced the highest retrenchment incidence, rising from 3.1 to 3.6 cases per 1,000 resident employees, followed closely by workers in their 40s, whose rate increased from 2.3 to 3.0 per 1,000. Layoffs in the private sector have been compounded by notable cuts within the public sector, exemplified by the Government Technology Agency’s (GovTech) announcement on July 15 that 93 officers were retrenched during the first phase of a two-year restructuring exercise. Among those laid off, 42 percent were aged between 40 and 49, with another 30 percent over 50.

The situation poses distinct challenges for mid-career workers. Unlike younger professionals in their 30s, who may be viewed as entering the market with growth potential, individuals in their 40s and 50s must repurpose years—often decades—of accumulated knowledge, professional identity, and networks in an environment that offers fewer suitable opportunities. Many are finding their roles redefined or eliminated, leaving them to reassess how their skills translate in a shifting labor market increasingly influenced by digital transformation and evolving business models.

Career advisers observe that much of the expertise gained over years is difficult to quantify or convey through formal qualifications. The ability to navigate complex decisions, manage stakeholder relationships, and apply nuanced judgment is often embedded in experience rather than certification. However, shifting organizational priorities mean some traditional roles, such as project and vendor management, are being phased out in favor of product ownership and development teams. Similarly, routine analytical tasks once performed by professionals are increasingly automated.

While government initiatives like the Career Conversion Programmes and Mid-Career Pathways Programme aim to facilitate lateral moves and reskilling for mature workers, they depend on employer participation, which can be limited for those retrenched later in their careers. The Economic Strategy Review has proposed “career bridges” as structured pathways to help workers transition from vulnerable roles into more sustainable ones by combining training with career guidance and job placement.

Experts emphasize the importance of more tailored policy responses, including monitoring not just re-employment rates but also the quality and seniority of subsequent roles to identify underemployment. They also call for expanded support beyond training subsidies, such as dedicated career coaching and professional repositioning services. Employers are encouraged to recognize the value of transferable skills demonstrated through advisory or interim roles, rather than viewing such experiences as employment gaps.

The experiences of individuals like Mei, a 57-year-old former product quality specialist retrenched after decades in technology firms, highlight the disconnect between the value of accumulated expertise and recruitment practices that often favor younger candidates. Addressing these issues is critical not only for the individuals affected but also for Singapore’s broader economic resilience, ensuring that hard-won career capital is preserved and effectively redeployed in a rapidly evolving labor market.