As Singapore is undergoing major transformation driven by advancements in technology, the biggest question today is: Are organisations ready to navigate the AI-driven changes that will redefine job roles and skill requirements in the coming years? This pivotal moment calls for leaders, HR professionals, and employees alike to not only anticipate these shifts but actively embrace the transition, ensuring a future-ready workforce equipped to thrive in an era of rapid change.

According to a recent Indeed survey, around 70% of Singaporean respondents expect their job roles to change within the next five years. To explore the evolving job roles and skill requirements in Singaporean workplaces amidst rapid technological changes, People Matters, in partnership with Indeed, hosted a virtual session on ‘Navigating Workplace Evolution: Evaluating AI, Skills, and Job Roles in Singapore Organisations.’ 

The session featured a distinguished panel of experts, namely Anu Anand, Head HR Business Partner, Google Cloud, Asia Pacific; Toi Chia, Chief of People, Organisations and Communications at Starhub; and Katie Birch, Senior Director of Sales - Asia, Indeed Singapore. The session was moderated by Pallavi Verma, Senior Editor, People Matters.

Several crucial areas, including Singapore's preparedness for future workplace changes, comparisons with global data, and how organisations are adapting to AI and technological advancements were discussed. The experts also examined the current level of employee support in Singapore, along with strategies to better align workforce readiness with the needs of both employers and students. Some of the key takeaways were:

Evolving Job Roles and the Enduring Value of Human Skills

Experts felt that data entry and processing roles, such as payroll and invoice processors, would undergo significant transformation due to increasing automation. Customer service roles would also see major shifts with the rise of chatbots and virtual assistants. Other sectors, including manufacturing, production, and transportation, are also likely to evolve as automation and robotics advance.

"AI will transform job roles across sectors, but it won't replace the need for human skills like empathy, decision-making, and creativity. Our goal should be to leverage AI to elevate these qualities, not sideline them," said Anu Anand, Head of Business Partners, Google Cloud, Asia Pacific.

The panel agreed that human skills, particularly empathy, relationship management, and intelligent oversight, will remain critical. As AI grows more capable, it will create new opportunities for people to guide and improve how it functions. This evolution presents an opportunity for humans to shift from repetitive tasks to roles that require greater creativity, decision-making, and emotional intelligence.

Balanced Approach for Adapting AI-Driven Changes

Many organisations are forming centres of excellence (COEs) or cross-functional committees to guide AI integration. These groups serve as a central point for advice on AI use across the organisation, addressing important questions related to data ethics, implementation guidelines, and usage rules. Toi Chia shared that the goal is to ensure AI is applied in a way that aligns with the organisation’s pace, allowing innovation without overwhelming the workforce. This balanced approach helps companies leverage AI effectively without overestimating its immediate capabilities or underestimating its long-term impact.

Toi Chia, Chief of People and Communications, Starhub felt, "The challenge isn’t just adopting AI but ensuring our workforce is ready for it. Companies must foster a culture of learning, where employees feel supported in developing the skills needed to work alongside AI."

On the subject of developing key skills to remain competitive in an AI-driven job market, experts emphasised on the importance of blending technical and soft skills. Technical skills such as data analysis, programming, cloud computing, and cybersecurity are crucial, they felt.

Soft skills like critical thinking, problem-solving, adaptability, and a commitment to lifelong learning to remain vital. Emotional intelligence, project management, leadership, and collaboration skills will also play a key role in ensuring teams stay cohesive and innovative.

Katie Birch, Senior Director of Sales - Asia, Indeed Singapore said, "Staying competitive in an AI-driven world isn't just about technical skills; soft skills like adaptability, critical thinking, and emotional intelligence are equally crucial for success."

Bridging the Gap in Employer Support for Upskilling and Reskilling

The Indeed survey also revealed that only 49% feel their organisations are supporting them in adapting to these new technologies. This disconnect raises questions on gaps in employer support for upskilling and reskilling in Singapore.

Toi Chia pointed out a hard reality for companies operating in Singapore, where talent is scarce. It’s no longer viable for organisations to only hire people with the perfect skill set; they must also focus on developing their existing employees. This creates a sense of assurance for workers, knowing that their employers have a vested interest in upskilling them. However, the real challenge lies in identifying which specific skill sets will drive the most significant impact.

Given the current economic climate, companies are cautious with spending and can’t afford to invest in every potential skill. Therefore, it’s crucial for employers and employees to engage in meaningful conversations about which skills to prioritise. To bridge this gap, Toi Chia suggested that organisations need to develop the courage and psychological safety to engage in ongoing, transparent conversations—even if the final decisions haven't been made yet. This collaborative approach would allow both employers and employees to jointly discover which skills will be most beneficial, creating a plan that works for everyone involved.

Enhancing Learning and Development Strategies

HR professionals can enhance the effectiveness and value of their learning and development programmes by focusing on both immediate needs and long-term skill development. Anu Anand highlighted several actionable strategies that HR can adopt.

Katie Birch suggested conducting a skills gap analysis, which involves identifying current skill levels and gaps, then mapping out future skills needed by analysing industry trends and technological advancements. Personalised learning paths are also essential, as every employee has unique needs. These paths should emphasise leadership and project management, allowing employees to leverage their existing strengths while helping others develop.

It’s important to consider diverse learning preferences, combining online courses with on-the-job training to address skill gaps effectively. Offering recognised certifications can enhance the perceived value of the training, helping employees see the benefits of their learning journey. Fostering a culture of continuous learning and encouraging cross-functional collaboration are crucial for promoting an engaging learning environment.

Leadership's Role in Guiding Organisations

Anu Anand emphasised that while the traditional “Holy Trinity” of leadership often included the CEO, CFO, and CHRO, it’s crucial to recognise the CIO’s role in today’s work landscape. The agenda must begin with the CEO, who should believe in AI's potential and maintain an external perspective on industry trends and government policies, she said.

The CFO’s role involves financial planning and investment strategies, while the CIO focuses on data integrity, privacy, and the technological infrastructure needed for successful AI integration. HR has a significant influence on shaping the conversation around AI. HR leaders should encourage discussions that go beyond fears of job displacement and explore how AI will transform specific industries.

To simplify the approach for leadership, Anu Anand suggested four key actions: first, accept that change is happening and advocate for it; second, build a solid business case for AI initiatives; third, stay grounded in customer centricity and organisational culture; and finally, drive the change by guiding the organisation through the transformation.

Embracing Change for a Future-Ready Workforce

The insights shared during the session highlight the pressing need for organisations in Singapore to proactively embrace the changes brought about by AI and technological advancements. As job roles evolve, fostering a culture of continuous learning and upskilling becomes paramount for both employers and employees.

By prioritising open communication, personalised learning paths, and strategic leadership involvement, organisations can ensure their workforce is not only prepared for the future but also empowered to thrive in it. The collaboration between HR, leadership, and employees will be crucial in navigating this transformation, ultimately leading to a more resilient and adaptable workforce ready to meet the challenges of tomorrow.

To watch the full session, click here.