What is the hiring process like at Singtel?

- Singtel is a reputable organisation with strong brand recognition (but not after how they treat candidates).

- I was offered and signed a contract to join Singtel, only for the offer to be retracted a day later. This created uncertainty and put me in a very difficult position, as I had already committed and turned down other opportunities. - The hiring process felt disorganised — it seemed the necessary approvals were not in place before extending the contract. - Communication between Singtel and their recruitment partner was not aligned, leaving me updated only much later by the agency.

The onboarding process was exceptionally smooth, with ample resources and career advancement opportunities readily available to all employees.

None at this time; further observation is required.

The HR process quite smoothly and helpful

The company’s KPIs appear to lack relevance. The probation extension was implemented abruptly and seems intended merely to increase workload. The existing system is significantly outdated, with some tasks being manually generated. It is surprising that billing tasks are still produced via PDF in this era, requiring revision and editing through PDF formats, which is inefficient and impractical. At the director and managerial levels, there seems to be a lack of openness. Engaging in casual conversation or laughter at the office is often questioned. There are occasions where staff are reprimanded publicly, which can affect morale. Although medical and optical claims are provided as benefits, the processing time is excessively long—often up to six months—with some claims still pending. The management environment can be described as challenging, with noticeable issues related to anger management among several leaders. Despite claims that the company incorporates AI technology, this does not reflect reality, as system failures are frequent and reliance on PDF-based task management remains. Opportunities for career progression appear to be absent. There also appears to be a lack of trust within the organization, as is required for system access. When system glitches occur, staff are often blamed, with management threatening to involve legal authorities. If employees have extra time, Management tends to disapprove when staff appear to enjoy their time at the office, often making remarks that can be discouraging and may lead employees to consider resignation. Irrelevant questioning is common, and the official working hours are longer than standard, typically exceeding 8.5 hours

Free phone and number given by the company

There is no human resource planning. New resources are hired and 1-2 years later they are asked to force resign to cut costs, and that too in such a bad job market. There are no layoffs because people are asked to resign by force, to avoid getting negative publicity and to avoid paying the severance.

Well-known company name on CV • Exposure to credit management processes • Stable company overall

• Severe workload overload due to understaffing • Zero-tolerance mistake culture (even minor errors are not allowed beyond a very small number) • Lack of manager support — staff are blamed even when issues are caused by system or process gaps • No psychological safety; fear of making mistakes affects performance and morale • Learning culture is weak; mistakes are punished instead of coached

Office location is good .

Employees aren’t rewarded for the hard work. Bonus <1 month, increment of 2.5%. That’s not what I was told during the interview process. It’s a huge mess. I felt so miserable when I was in SingTel. There are a lot of meaningless meetings that brings NO solutions lol, a lot of manual work & endless reconciliations to try to make some sense out of the mess. I come from a professional services client facing background and I have met fair share of people, I gotta say, SingTel people are really one of a kind, I have to work with many nasty and rude colleagues from other department. Avoid working at this place at all cost. Bad organisation culture, minimal growth, bad compensation & 5 days WFO. RUNNNNN!!

- Multiple office locations available for work

- RTO policy, everyday in office - Uncompetitive salary, HR claims their "research" on market value more accurate than government data - minimal year on year salary increment - Lack of proper full time placements for conversion - Hiring for headcounts, not for talent

listed on sgx, should be good for retirement

no human touchpoints during the interview process and I have very little idea on how far along i am at the interview process. be prepare to be very patient if you interview here

Decent starting wage if you're MAP (non-specialist MA). Decent management if you're in NCS - good company direction and changes.

Lately, Singtel's Glassdoor reviews have been bombarded with negative feedback about the MA program, particularly concerning the management and the company as a whole. The entire cohort of Year 1 and Year 2 MAs were then gathered for a town hall to address these concerns. Despite this, the real problems remain unaddressed. I want to share my two cents on the operations of the MAP in general, for fresh graduates looking for new opportunities, and for the senior executives at Singtel who are making the decisions. Let's face it, if a proper feedback system were implemented and the concerns of MAs were adequately addressed, the Glassdoor incident would have been reduced to an email requesting suggestions. An MA, supposedly an elite new hire given extra care and resources, wouldn't feel the need to write a manifesto and create several Glassdoor accounts to bash Singtel. When this happens, it's pretty clear that something is seriously wrong with the company. To put it simply, MAs aren't given enough attention. In most MNCs, there are around 6-8 MAs per region at most. In Singtel, it's 60. With two cohorts, that means 120 people. These 120 future leaders are given only two P&Cs (HR) to host MA events and handle their logistics. And if you plan to increase the intake even further, how are you going to convince these young professionals that their offer is harder to get than admission to Harvard when you barely provide any support for each of them? You keep feeding their egos by saying how precious this opportunity is and how much exposure they will get, yet there are barely any meaningful training opportunities provided. There is no point in having 180 choices when most managers and roles are not suited for MAs. Many roles are traps that do not offer any exposure or management insights. The only insight they offer is how little the company cares about ensuring a meaningful learning journey for MAs. Moreover, this year's rotation was horrendous. Some managers had their roles cancelled out of the blue despite MAs having already selected their choices. Some MAs were informed not to reach out to those managers and received no role assignments. Many were rejected by all three choices and had to cold-call managers to hire them. This is absolutely unacceptable. We were never given any explanation other than excuses for what happened this year. It is a known fact that the retention rate for MAs is really low, and many have already left mid-program for other opportunities. Knowing this for years, Singtel's solution has been to increase the intake. This is like trying to fill a leaky bucket by pouring in more water instead of fixing the holes. Come on, Singtel, you have the money and budget. If you want actual loyal hires, hear me out: Decrease the intake to 10 people or less, no more than that. Trust me, I know it's scary to hire less than two school buses of kids. But the decrease in number means more care and resources. Give them at least $8k per person and up to 6 months of bonuses, and fire the person with the lowest rating every year. Provide meaningful rewards for their hard work. Offer meaningful training about the structure and management of the company, not just MBTI in colours. They are supposed to be elites, not just two classes of flashy, cocky teens with the "management" tag. Let them make decisions, put them in management meetings, and most importantly, give them a feedback channel. There is no better feedback a company can get than from a pair of fresh eyes that actually care about the institution. I like this program, I met some amazing people during my journey and I honestly think it has a lot of potential. If we want to empower a new generation, there is a lot of work to be done. Let's start by taking the first step.

Strong learning and exposure You get hands-on experience with: End-to-end procurement (P2P) processes Vendor onboarding, compliance, and banking validation Systems like SAP, Acubuy, World-Check This builds solid, transferable skills.

Complex systems and workflows Systems like SAP/Acubuy can be complex to navigate initially Requires time to fully understand end-to-end processes