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Last week, EBC's CEO Richard Bradshaw and Managing Director Shalynn Ler joined the CFO Leadership Forum 2026 to share what we're seeing on the ground in finance leadership hiring. The conversation centred on one big shift: the CFO role has fundamentally changed. The 2026 CFO isn't hired to protect the business. They're hired to transform it. The briefs landing on our desks reflect this. Skills like AI fluency, finance-to-data team translation, and change leadership are no longer nice-to-haves. They're the whole conversation. And yet most finance functions know AI matters but very few are operationally ready for it. That gap, between awareness and execution, is exactly where the hiring challenge lives right now. Richard and Shalynn also walked through the key dilemma facing finance leaders today: do you build capability from within, buy specialist talent from the market, or redesign your workflows first? There's no single right answer, but knowing which path fits your organisation is half the battle. It was a great room, full of sharp questions and honest conversation about where the finance function is heading. It was a great room, full of sharp questions and honest conversation about where the finance function is heading.  If you're thinking about your finance leadership team and want a perspective from the market, reach out to us at fs@ethosbc.com
As part of our ongoing content collaboration with Workforce Singapore, Ethos BeathChapman continues to share market intelligence and hiring insights to support professionals and employers navigating Singapore’s evolving talent landscape. Employers continue to face familiar challenges, including talent shortages, changing workforce expectations, and ongoing market uncertainty. Increasingly, organisations are rethinking who they hire, with experienced senior professionals emerging as a valuable source of stability, expertise, and mentorship. Our experienced consultant, Vivian Tay, Director, Consumer Asia Sales & Marketing, recently contributed insights to Workforce Singapore’s (WSG) article on why senior workers deserve greater consideration in workforce planning. Rethinking the Value of Senior Talent Senior workers are increasingly being recognised for more than their years of experience. Today, professionals aged 60 and above bring institutional knowledge, resilience, and practical judgement that can strengthen businesses navigating transformation and uncertainty. At a recent workforce engagement, Desmond Tan, Deputy Secretary-General of NTUC and Senior Minister of State in the Prime Minister’s Office, highlighted three broad profiles of senior workers employers are seeing today. Some wish to continue working for as long as they are healthy, others seek more flexibility while contributing meaningfully, and some require additional support after re-entering the workforce following job loss. For employers, this reinforces the importance of moving beyond a one-size-fits-all hiring strategy. Flexible work arrangements, thoughtful job design, and inclusive workforce planning are becoming increasingly important in engaging senior talent effectively. The Business Impact of Experienced Professionals Senior workers offer more than technical experience. They bring stability, sound judgement, and the ability to guide teams through periods of change. Vivian explains, “Across Singapore and the wider APAC region, many employers are trying to do several difficult things at once. They are preserving deep industry knowledge, driving business transformation, and keeping up with rapid AI, digital and market shifts, all against a backdrop of geopolitical and policy uncertainty.” She adds, “This is where senior talent can make a very real difference. They bring depth of experience, sound judgment, and a level of resilience that is hard to replace. In my experience, they are less focused on titles or fast promotions, and more motivated by meaningful contribution, mentoring others, and maintaining a sense of purpose and self-worth.” When matched to the right roles, senior professionals can reduce learning curves, strengthen team stability, and contribute meaningfully in advisory, leadership, and specialist capacities. Where Senior Workers Add the Greatest Value Rather than traditional full-time positions, many senior professionals excel in roles where experience, stakeholder management, and strategic thinking matter most. According to Vivian, “We consistently see strong impact in areas such as advisory and governance roles, compliance, operations excellence, client relationship management, mentoring, training, and project-based assignments.” Many organisations are increasingly engaging senior workers as part-time advisors, transformation consultants, interim managers, and mentors who support succession planning and leadership development. Vivian also notes, “Flexible work arrangements, such as reduced hours, work-from-anywhere setups, or fixed-term contracts, work particularly well. These models allow companies to tap critical expertise while respecting the lifestyle preferences of senior professionals. When done well, it is genuinely a win-win arrangement.” How Employers Are Approaching Senior Hiring Differently Some organisations are already redesigning roles to better attract and retain senior talent. Businesses such as Mandai Rainforest Resort by Banyan Tree have adopted alternative hiring approaches, including hobby-based recruitment, to align work with seniors’ personal interests and encourage meaningful employment. Similarly, organisations such as The Courage Chapter have shown how experienced professionals, known as “Reternees,” can contribute as strategic stabilisers, mentors, and capability builders. These professionals support organisations through coaching, business transformation, succession planning, and project-based work. The shift reflects a growing understanding that senior workers can create impact beyond traditional employment models, particularly in flexible, specialist, or advisory capacities. How the PTRG Supports Employers For employers looking to engage senior workers more effectively, the Part-Time Re-Employment Grant (PTRG) provides up to $125,000 to organisations offering part-time re-employment, flexible work arrangements, and structured career planning. Vivian shares, “From an employer’s perspective, the refreshed PTRG helps lower both the psychological and financial barriers to engaging senior talent.” She explains, “PTRG helps bridge that gap by encouraging employers to move from good intentions to practical action, whether that means reshaping roles, piloting flexible work models, or rethinking how productivity is measured beyond the traditional full-time setup.” More importantly, Vivian believes the grant reinforces age-inclusive hiring as, “not a short-term fix, but a strategic response to Singapore’s long-term realities.” Practical Steps Employers Can Take For employers looking to strengthen workforce planning, the first step is to rethink how work is designed and measured. Vivian recommends focusing on outcomes rather than hours worked, “Shift the focus to deliverables and impact rather than time spent. This immediately opens up more opportunities for senior professionals to contribute meaningfully.” She also encourages employers to introduce flexible engagement models, create opportunities for mentorship and capability transfer, and redesign roles to better align with the strengths and preferences of senior workers. Why 2026 Is the Time to Prioritise Senior Talent As organisations prepare for the year ahead, senior workers are proving to be far more than a short-term solution to labour shortages. They offer stability during uncertainty, mentorship in multi-generational teams, and valuable expertise during times of transformation. For employers willing to rethink who they hire and how they structure work, experienced senior professionals may become some of the most strategic hires they make in 2026. This article incorporates insights from Vivian Tay, shared in collaboration with Workforce Singapore. Read the full original article here. If you would like to discuss current market trends and reports, please reach out to us at marketing@ethosbc.com .
