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Skills Become the New Currency: Salary Polarisation Deepens as AI and Semiconductor Talent Command Up to 30% Pay Increases in Taiwan

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Robert Walters Taiwan’s 15th anniversary report Reveals Structural Shift in the Local Talent Market

  • Taiwan’s talent market has officially shifted from an employer-driven to a candidate-driven market, with critical skills increasingly replacing tenure and job titles as the core measure of talent value.
  • AI adoption and global supply chain restructuring are accelerating salary polarisation. Professionals in semiconductors and high-tech industries are seeing salary increases of 15–20% when changing jobs, while those with AI, HPC and cross-border supply chain expertise can command increases of up to 30%.
  • Career priorities are evolving beyond compensation. 54% of professionals cite learning and development opportunities as a key reason for staying with their current employer.
  • By 2030, Gen Z is expected to account for 30–33% of Taiwan’s workforce, making flexibility, work-life balance and transparent workplace culture critical factors in talent attraction and retention.

TAIPEI, TAIWAN – Media OutReach Newswire – 29 May 2026 – Taiwan’s talent market has gradually shifted from an employer-driven to a candidate-driven market through globalisation, digital transformation and pandemic-driven disruption. Meanwhile, the rapid advancement of technology and AI is not only accelerating demand for critical skills, but also reshaping industry structures and redefining the rules of talent competition.

Robert Walters, the world’s most trusted talent solutions business, said in its latest 15th anniversary report, Taiwan’s Talent Market: The New Rules of Competition, that “critical skills” are increasingly replacing tenure and job titles as the primary indicators of talent value and compensation. Particularly as Taiwan’s semiconductor industry strengthens its strategic position within the global technology supply chain, professionals with in-demand capabilities are seeing salary growth significantly outpace the broader market, making salary polarisation an increasingly structural feature of Taiwan’s labour market.

As competition for high-skilled talent intensifies, candidates are placing greater emphasis not only on compensation, but also on Career Value Proposition (CVP), including career development, workplace flexibility and management culture. The report also highlights the rise of a candidate-driven market, where professionals are becoming increasingly selective about what they expect from employers.

In today’s market, growing uncertainty and increasing business complexity are shifting competition away from workforce scale towards the ability to secure critical capabilities and high-value talent. John Winter, Country Manager of Robert Walters Taiwan, noted: “Since entering the Taiwan market in 2011, we have seen talent strategy evolve into a core business strategy. Organisations that can identify critical capabilities early, integrate talent effectively and continuously strengthen organisational resilience will be best positioned for long-term success.”

Global Supply Chain Restructuring Accelerates the Shift Towards a Skills-Based Talent Market and Salary Polarisation

Amid geopolitical uncertainty and ongoing global supply chain restructuring, organisations are increasingly reshaping their structures and global workforce strategies to strengthen resilience and competitiveness. As a result, hiring priorities are shifting away from narrow technical expertise towards cross-functional integration, strategic thinking and problem-solving capabilities. At the same time, talent assessment is moving beyond tenure and job titles, with greater emphasis placed on practical capability, skill scarcity and immediate business impact.

Rapid AI adoption is further accelerating demand for critical skills, driving increasingly concentrated salary growth across the market.

In semiconductor and high-tech industries, professionals changing jobs may see salary increases of 15–20%, while talent with expertise in AI, High-Performance Computing (HPC), Edge Computing and cross-border supply chain management may achieve salary growth of up to 30% reinforcing the growing shift towards a labour market increasingly defined by “skills value”. In contrast, salary growth among execution-focused roles has remained relatively moderate. According to Taiwan’s Directorate-General of Budget, Accounting and Statistics (DGBAS), nearly 70% of employees in 2025 earned below the average salary level — the highest proportion on record — highlighting widening salary polarisation across the labour market.

Candidate-Driven Market Takes Shape:

Career Value Proposition Emerges Alongside Salary as a Key Driver of Employer Attractiveness

The rise of in-demand skills is accelerating Taiwan’s shift towards a candidate-driven labour market, with professionals becoming increasingly selective about what they expect from employers. According to Robert Walters Taiwan’s 15th Anniversary Report, candidates are moving beyond a compensation-led mindset and placing greater emphasis on Career Value Proposition (CVP), including career growth, workplace flexibility and management culture.

As AI adoption and industry transformation continue to reshape the workforce, professionals are placing greater importance on long-term career development and employability. Robert Walters Taiwan’s research found that 54% of professionals view continuous learning and development opportunities as a key reason for staying with their current employer.

Expectations around workplace culture and working models are also evolving. The report shows that beyond salary and benefits (75%), professionals increasingly prioritise flexible working arrangements (36%) and an open, effective management culture (32%) when evaluating employers. Meanwhile, Taiwan’s National Development Council projects that Gen Z will account for approximately 30–33% of the labour force by 2030. As the influence of this generation continues to grow, priorities such as work-life balance, workplace flexibility and transparent organisational culture are becoming defining factors in employer attractiveness.

Reflecting on the findings, John Winter noted: “The rise of a candidate-driven market reflects a broader shift in how professionals evaluate employers. Beyond compensation, talent is increasingly prioritising long-term growth, flexibility and organisational culture. Companies that can provide meaningful career development and adaptability will be better positioned to attract and retain top talent.”

Five Strategies Reshaping Talent Competition:

Building Organisational Resilience Through Critical Capabilities and Skills Value

As geopolitical uncertainty, global supply chain restructuring and rapid AI adoption continue to reshape business environments, organisations are increasingly competing on critical capabilities and organisational resilience rather than scale alone. In this context, talent strategy is no longer a back-office HR function, but a core driver of transformation, competitiveness and long-term business sustainability.

Robert Walters Taiwan’s report identifies five key strategies organisations should focus on to remain competitive in a rapidly evolving market:

1. Shift from workforce expansion to critical capability planning
Hiring success will increasingly depend on the ability to identify and secure high-value talent with in-demand, business-critical skills.

2. Build compensation strategies around skills value
As skills replace tenure as the key measure of talent value, organisations must redesign salary structures and talent evaluation frameworks to remain competitive.

3. Strengthen long-term learning and capability development
AI-driven transformation will require organisations to proactively build reskilling and upskilling cultures to reduce future capability gaps.

4. Redesign workplaces around flexibility and employee experience
Beyond compensation, organisations must strengthen career development, flexibility and workplace culture to attract and retain high-performing talent.

5. Elevate talent strategy to a core business priority
Future talent competition will increasingly shape organisational agility, transformation capability and long-term competitiveness.

Reflecting on the evolving talent landscape, John Winter said: “In the past, talent strategies were largely designed to address immediate hiring needs. Today, the nature of talent strategy has fundamentally changed. Organisations must shift from asking ‘Who do we need now?’ to ‘What capabilities will we need in the future?’ The businesses that can continuously build adaptable talent and resilient organisations will be the ones best positioned for long-term success.”

-END-

About Taiwan’s Talent Market: The New Rules of Competition

Published as Robert Walters Taiwan’s 15th anniversary report, Taiwan’s Talent Market: The New Rules of Competition explores how globalisation, digital transformation, the pandemic, AI adoption and geopolitical uncertainty have structurally reshaped Taiwan’s labour market over the past 15 years.

The report combines Robert Walters Taiwan’s long-term market observations, talent insights and findings from the Salary Survey 2026, covering key sectors including semiconductors, high technology, manufacturing, digital transformation and cross-border operations. It also examines the major workforce trends redefining talent competition, salary structures and employer attractiveness in Taiwan’s evolving labour market.

To access the full report, please visit: https://reurl.cc/9W97bn

Hashtag: #RobertWalters

The issuer is solely responsible for the content of this announcement.

About Robert Walters

Robert Walters is the world’s most trusted talent solutions business. Across the globe, we deliver recruitment, recruitment process outsourcing and advisory services for businesses of all shapes and sizes, opening doors for people with diverse skills, ambitions, and backgrounds. We help organisations find the skills and solutions to reach their goals and assist talented professionals to power their unique potential.

The Taipei office specialises in placing candidates in the following specialities: accounting & finance, electronics & industrial, healthcare, human resources, IT & digital transformation, marketing, manufacturing, sales, semiconductors, software, supply chain, logistics & procurement.

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SIM Global Education Students Connect with Industry Mentors Through Campus Life

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17 hours ago

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19/06/2026

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SINGAPORE- Media OutReach Newswire – 19 June 2026 – For many students considering higher education, choosing an institution is not only about selecting a programme or qualification. Students are also looking for a learning environment where they belong, receive support, build confidence and connect with people who can help with understanding future career pathways.

At SIM Global Education (SIM GE), campus life is designed to complement academic learning by helping students develop networks, soft skills, career awareness and a stronger sense of community. SIM GE’s holistic learning approach and culturally diverse environment aim to equip students with an all-rounded global education, while student life, career development and networking activities help students build competencies needed to thrive in the real world.

This is increasingly important in higher education. UNESCO’s International Institute for Higher Education notes that student wellbeing is critical to academic success and personal development, and that inadequate support can affect learning outcomes, career readiness and students’ ability to contribute meaningfully to society.

Addressing student concerns beyond the classroom
Students exploring higher education often face several practical concerns. They may wonder whether they will make friends, whether they will be supported if they struggle, whether they will have opportunities to develop leadership skills, and whether they can access career guidance before entering the workforce.

SIM GE addresses these concerns through a campus ecosystem that combines student clubs, leadership development, peer support, wellbeing programmes and career services. Through Project 1095, SIM GE highlights that education extends beyond books, exams and qualifications, encompassing knowledge, skills and activities both inside and outside the classroom. This approach supports students who want a fuller higher education experience to grow personally, socially and professionally.

Building networks through clubs and co-curricular activities
Student clubs and co-curricular activities are among the first ways SIM GE students build connections on campus. SIM offers nearly 80 student clubs across areas such as arts and culture, international student clubs, student councils, special interest groups, sports and fitness. These activities allow students to broaden their interests, discover new talents and interact with peers beyond their academic programmes.

For students, these communities can make networking feel more natural. Instead of viewing networking only as a formal career activity, students can begin by working with peers on events, competitions, club projects and leadership initiatives. These experiences help students develop communication, teamwork, confidence and relationship-building skills that are valuable in both campus life and the workplace.

Developing leadership and workplace-ready skills
Leadership opportunities are another important part of the SIM GE student experience. Project 1095 states that SIM aims to prepare every student to be a leader, with opportunities ranging from leadership positions in clubs, to workshops that help students take charge of their learning journey.

These experiences are relevant to students who want to strengthen their employability before graduation. By organising activities, leading teams, managing projects and engaging with different student groups, students can develop confidence and practical skills that support their future careers. Such skills are increasingly valued by employers. The World Economic Forum’s Future of Jobs 2025 report identifies skills such as analytical thinking, resilience, flexibility, agility, leadership and social influence as important for the future workforce.

Connecting students with career guidance and industry networks
For students seeking more direct career support, SIM Career Connect helps students develop a competitive edge, build industry networks and professional connections, and align their career aspirations with real-world opportunities. This is a key part of helping students transition from academic learning to career readiness. Through career guidance, networking opportunities and employer engagement, students can better understand industry expectations and explore potential career pathways.

SIM’s Employer Engagement team also works with industry partners to connect employers with SIM GE students, supporting employers in finding the right fit from its pool of talent, and provides. For students, this access to industry networks can help reduce uncertainty about life after graduation. It also gives them opportunities to gain exposure to professional environments, employer expectations and potential career directions while still studying.

The role of mentoring in student career development
Mentoring and professional guidance are important because students often need perspective as much as information. Research on employability-oriented higher education programmes has highlighted that higher education has increasingly focused on developing students’ employability competences through mentoring programmes.

Within SIM GE’s broader campus life and career ecosystem, students can connect with peers, student leaders, career advisors, employers and industry opportunities. These touchpoints help students build confidence, ask the right questions, learn from others’ experiences and make more informed decisions about their future.

Helping students make a more confident higher education choice
As students consider their higher education options, many are looking for more than a classroom experience. They want to know whether they will be supported, whether they can build friendships, whether they will have access to career resources, and whether they can connect with people who can help them understand the world of work. At SIM Global Education, student life plays an important role in addressing these concerns. Through clubs, co-curricular activities, student leadership, peer support, wellbeing services, career guidance and employer engagement, SIM GE provides students with opportunities to build meaningful connections and develop future-ready skills.

For students choosing their next step in higher education, these experiences can make a significant difference. They help you move from uncertainty to confidence, from participation to leadership, and from academic learning to stronger career readiness.

Reference

  1. SIM Global Education – https://www.sim.edu.sg/degrees-diplomas/sim-global-education/university-partners-sim-ge/sim-ge
  2. New insights on countries’ objectives to support student well-being in higher education – https://www.iesalc.unesco.org/en/articles/new-insights-countries-objectives-support-student-well-being-higher-education
  3. Project1095 – https://project1095.simge.edu.sg/
  4. Future of Job Report – https://www.weforum.org/publications/the-future-of-jobs-report-2025/
  5. SIM Career Service – https://www.sim.edu.sg/degrees-diplomas/life-at-sim/career-services
  6. Measuring mentoring in employability-oriented higher education programs: scale development and validation – https://pmc.ncbi.nlm.nih.gov/articles/PMC10170025/
  7. Wellness and Counselling – https://www.sim.edu.sg/degrees-diplomas/life-at-sim/student-care

Hashtag: #SIMGlobalEducation #SIMGE #GlobalEducation #InternationalDegree #CareerReady #FutureSkills

The issuer is solely responsible for the content of this announcement.

About SIM Global Education

SIM Global Education (SIM GE) is a leading private education institution in Singapore and the region. We offer more than 140 academic programmes ranging from diplomas and graduate diploma programmes to bachelor’s and master’s degree programmes with some of the world’s most reputable universities from Australia, Canada, Europe, United Kingdom, and the United States. SIM GE’s cohort is made up of 17,000 full- and part-time students and adult learners, of which approximately 41% are international students hailing from over 50 countries.

SIM GE’s holistic learning approach and culturally diverse learning environment aim to equip students with knowledge, industry skills and employability competencies, as well as a global perspective to succeed as future leaders in a fast-changing, technologically driven world.

For more information on SIM Global Education, visit

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Thailand’s “trust capital” a potential strategic advantage amid global realignment: NUS Business School Dean

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18 hours ago

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19/06/2026

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BANGKOK, THAILAND – Media OutReach Newswire – 19 June 2026 – As geopolitical tensions reshape global trade, supply chains and investment flows, Thailand’s long-standing reputation as a trusted and neutral regional partner could become one of its strongest competitive advantages, according to Distinguished Professor Andrew K. Rose, Dean of NUS Business School.

NUS Business School Senior Lecturer Ms Usa Skulkerewatana (foreground, first from left) and Distinguished Professor Andrew K. Rose, Dean of NUS Business School with Thai media representatives.

Speaking to the media during a visit to Bangkok, Professor Rose said economies with deep international trust and stable regional relationships are increasingly well positioned as businesses rethink where they invest, manufacture and expand.

“In a world where global alignments are shifting and supply chains are being redrawn, trust becomes a strategic asset,” said Professor Rose. “Thailand has spent decades building strong relationships across Asia and beyond. That foundation becomes more valuable in periods of uncertainty.”

A pivotal moment for Thailand
Thailand’s current environment is demanding, and the International Monetary Fund’s World Economic Outlook (April 2026) projects growth of 1.5 per cent in 2026.

Professor Rose noted that rising energy costs, softer long-haul tourism demand and rapid AI adoption are creating near-term pressure across key sectors of the Thai economy. However, he said periods of disruption often create the conditions for long-term competitive repositioning.

“The economies that emerge stronger are usually the ones that adapt earliest,” as Professor Rose. “Leadership capability, agility and the ability to navigate change will determine who captures the next decade of growth.”

The comments come as businesses across Southeast Asia accelerate investment in AI, digital transformation and workforce reskilling amid growing global economic fragmentation.

A 2026 Milieu Insight study of 3,000 workers across six Southeast Asian markets including Thailand found that 53 per cent ranked over-dependence on AI as their top concern, ahead of privacy risks and job displacement. This suggests that organisations in Thailand and across the region must do more to guide, not just deploy, new technology.

Building regional leadership capability
Addressing these challenges requires more than a policy response alone. Professor Rose emphasised that both multinationals and SMEs must build their adaptation strategies around talent and leadership development to power Thailand’s growth engine.

Ms Usa Skulkerewathana, Senior Lecturer at NUS Business School, said Thai organisations should consider focusing on strengthening talent development and practical AI readiness rather than treating technology as a standalone solution.

“This is not a wait-and-see moment,” said Ms Skulkerewathana. “Thai businesses that invest early in leadership, digital capability and workforce resilience will be better positioned to compete regionally and internationally.”

Singapore’s role as Asia’s financial and educational hub offers Thai professionals and organisations a natural gateway to build regional leadership capability. Thai professionals and executives have, for decades, benefitted from NUS Business School’s MBA, MSc and executive education programmes, including the Stanford–NUS Executive Programme and other senior leadership initiatives developed with global academic and industry partners. Thai enrolment has remained steady over the past five years as professionals seek regional exposure and globally benchmarked leadership training.

Thailand’s “trust capital” is intact, and its position within a reorganising ASEAN is reinforced by the changes underway. The Thai institutions and business leaders that treat “trust capital” as a competitive asset, and build the leadership depth to deploy it, will define the country’s next chapter of growth.

Hashtag: #NUSBusinessSchool





The issuer is solely responsible for the content of this announcement.

About NUS Business School

With 50,000 alumni and 60 global chapters, the National University of Singapore (NUS) Business School is known for providing management thought leadership from an Asian perspective, enabling its students and corporate partners to leverage global knowledge and Asian insights.

The school has consistently ranked first in Asia by independent publications and agencies, such as The Financial Times and Quacquarelli Symonds, in recognition of the quality of its programmes, faculty research and graduates.

The school is accredited by AACSB International (Association to Advance Collegiate Schools of Business) and EQUIS (European Quality Improvement System), endorsements that the school has met the highest standards for business education.

For more information about NUS Business School, please visit .

To discover our MBA, MSc or Executive Education courses, visit , or

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Dayos Releases Athena: Agentic Replacement for Oracle and Workday AMS Contracts, Now Generally Available

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1 day ago

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18/06/2026

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Hero performs full end-to-end report development, Application configuration, and token management, closing tickets at no marginal cost on top of the platform fee while customers keep their existing systems, controls, and access model.

SINGAPORE –

The release addresses four structural problems with the AMS model that enterprises running Oracle and Workday have lived with for two decades.

Time to deploy. Traditional AMS engagements take months to scope, onboard, and ramp to full coverage. Athena Starter deploys in two weeks – from contract execution to production agents running inside the customer’s Oracle or Workday tenant.

Quality of work. Hero’s agents reason through tickets in the customer’s actual tenant – exploring, planning, and validating before posting. Report development tickets, historically the worst offenders on enterprise SLA reports, complete 70% faster on Hero. Plain English in, validated SQL out, executed inside the tenant.

Long-term support drag. Hero reduces Oracle ticket backlogs by 50% in the first 30 days for Starter customers, with a sustained 60% reduction in the active ticket queue by the end of year one for Pro customers. SLAs across customer engagements run 50% faster. Every ticket Hero closes is a ticket the customer’s AMS provider does not bill for.

Proof. Dayos used Hero internally to retire its own ServiceNow ITSM environment in 45 days, with 60% of Tier 1 tickets now resolved autonomously. The deployment is documented as a reference case in Section 2.1 of the IMDA Model AI Governance Framework for Agentic AI, published by Singapore’s Infocomm Media Development Authority at ATxSG in May 2026, alongside case studies from AWS, DBS, Google, Workday, OCBC, Tencent, PwC, and GovTech.

“AMS providers bill per ticket or per hour. Hero closes tickets at no marginal cost on top of the platform fee. Every ticket Hero closes is one your AMS provider doesn’t bill for,” said Brad McElhannon, Founder and CEO of Dayos.

AVAILABLE NOW AND AHEAD

Athena Starter is available at USD 60,000 per year, delivering 50% Oracle ticket backlog reduction in 30 days, 70% faster report development, and 50% faster SLAs. Athena Pro is available at USD 150,000 per year, adding custom agent development and a contractually committed 60% sustained reduction in the active ticket queue by the end of year one. Plan details and outcome breakdowns by tier are at dayos.com/plans (https://www.dayos.com/plans).

The Athena Hero release ships with full support for Oracle and Workday. SAP availability is targeted for January 2027.

Hero is built on Google’s Agent Development Kit (ADK) with Gemini as the lead reasoning model, and operates under ISO 42001-aligned governance with SOC 2 Type II controls. Athena enters general availability, with active enterprise deployments across the Asia-Pacific region.

Hashtag: #AgenticAI #Oracle #Workday #SAP #EnterpriseAI #AMS



The issuer is solely responsible for the content of this announcement.

About Dayos

Dayos is an AI-native platform company headquartered in Singapore. Its platform, Hero, automates the Oracle and Workday application-managed services work that enterprises have historically outsourced, including configuration, report development, reconciliations, transaction entry, monitoring, and incident resolution. Rather than replacing a customer’s systems, Hero works inside their existing Oracle and Workday environments and respects their established controls and role-based access model.

Dayos is ISO 42001 and SOC 2 Type 2 certified and was published as a reference deployment in the IMDA Model AI Governance Framework for Agentic AI. The company was founded by Brad McElhannon, who spent more than 20 years in enterprise Oracle implementation across 200+ clients and led Finance Engineering at Robinhood through its IPO. Learn more at www.dayos.com.

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