Ask an Expert: The Future of Work

This month's Ask an Expert focuses on The Future of Work, a timely topic in conjunction with the launch of of 'Decoding the D.N.A.S of Australian Businesses in Singapore', a Workforce Strategy Playbook on navigating talent management. We have Dr. Tan Kim-Lim, Senior Lecturer at James Cook University (Singapore Campus) and Head of Centre of International Trade and Business in Asia (CITBA), to answer your questions on this topic. 

Q: What skills will be most crucial for future workers given the increased adoption of automation and AI technologies?

A: First, digital and AI literacy. This is foundational, especially on how to use the different AI tools effectively. Apart from this, human-centric skills are becoming equally important. Skills such as critical thinking and collaboration are essential for employees to navigate new workplaces. These are even more important now, as they complement AI’s technical capabilities and help ensure AI tools are used correctly. Finally, the ability to unlearn and relearn. The workplace will continue to evolve, jobs will be redesigned, skills will become obsolete, and new skills will be needed.

Q: What do you think the “future of work” will look like in terms of flexibility, work-life balance, and employee well-being?

A: This question is best answered by referring to a recent CNA article on overqualification. The headline drew significant attention: “Nearly 1 in 5 workers in Singapore ‘overqualified’ for their jobs.” However, it tells only part of the story. A closer reading shows that the vast majority was voluntary overqualification. That is, many workers are consciously choosing roles below their formal qualification level. Greater emphasis is now on flexibility, personal fulfillment, work-life balance, and roles that better align with their stage of life or personal circumstances. In other words, career decisions are becoming more individualized and centered on overall well-being, rather than defined solely by status or compensation.

Q: How do you think Singapore’s regulatory environment, particularly around employment law and workers’ rights, will evolve in the next decade? What should Australian businesses be doing now to prepare for these potential changes?

A: Singapore’s employment landscape is moving toward a more inclusive, fair, and competitive labour market. One that seeks to utilise the local workforce more effectively, particularly the “latent workforce” (i.e., older workers, people who have been incarcerated, women returning to work, and persons with disabilities), while also remaining attractive to high-quality foreign talent. On what basis do I draw this conclusion?

First, in 2024, Singapore’s tripartite partners introduced the Tripartite Guidelines on Flexible Work Arrangement Requests, which required employers to institutionalize a system for employees to request flexible work arrangements and for employers to consider such requests properly. This was followed by the Workplace Fairness Act, which strengthens protections against workplace discrimination based on protected characteristics, including nationality. At the same time, salary thresholds linked to work passes will be increased, reinforcing that its foreign manpower policy is no longer centered on quantity but on quality. In other words, Singapore is positioning itself to attract higher-skilled global talent that complements domestic capabilities.

Therefore, I think it will be timely for Australian businesses to re-examine their human resources policies to ensure their employment practices comply with legislation while remaining internationally competitive. At the same time, businesses should leverage AI-enabled strategies to automate tasks, so jobs can be redesigned to focus on higher-value work. As it is, there are several funding schemes available for technology adoption and job redesign that businesses in Singapore can leverage.

Q: What do you think are the implications of Singapore’s government push for technological adoption in workplaces (e.g., through grants or incentives) on the future of work here?

A: The nature of work will change. This is not just a local trend, but a global phenomenon. We have seen news of many high-profile businesses reporting job redundancies due to automation and digitisation. 

In Singapore, efforts are made to prevent this as much as possible through various schemes, and we should view it holistically to appreciate its future implications. For instance, grants and incentives are available not only to support employers in redesigning jobs and adopting technology, but also to help individuals upskill. To illustrate further, Workforce Singapore offers SkillsFuture Workforce Development Grant (Job Redesign+) to support job redesign and workforce transformation. At the same time, it also provides SkillsFuture Credit, which supports employees in acquiring new competencies, with additional training incentives for Singaporeans aged 40 and above. The renewal of SkillsFuture Enterprise Credit cushions employers’ impact by offsetting up to 90% of out-of-pocket costs for supported programs and courses. 

Hence, when viewed in its entirety, it reflects Singapore’s broader strategy that technology should augment workers, not render them obsolete. From this perspective, I believe the implication is likely that jobs are redesigned rather than removed, and that employees are expected to learn and adapt continuously.

Q: What unique challenges do businesses in Singapore face when it comes to employee engagement, and how can they overcome them, particularly with the ongoing shift toward digital and flexible work environments?

A: Every organisation wants engaged employees. But I am reminded that recent events such as the COVID pandemic, geopolitical tensions, and the growing influence of technology have added a layer of complexity to employee engagement. As highlighted in earlier responses, the increasing individualisation of career aspirations signals a change in employees’ priorities and expectations. Employers are now facing the challenge of creating a compelling employee experience that meets the needs and expectations of different generations. Simply, a one-size-fits-all policy no longer works. Therefore, I believe that engaging today’s employees requires a more personalised, flexible, and human-centred approach.

Q: Do you foresee any changes in how leadership is defined in the future, particularly with younger generations prioritising social and environmental issues in the workplace?

A: I do not necessarily foresee any fundamental changes in leadership approach. At the end of the day, the core qualities of good leadership remain timeless. And this includes providing a vision, leading with integrity, exercising sound judgment, demonstrating adaptability, and bringing out the best in people. What change, however, is the context in which leadership is exercised. For instance, younger employees will prefer more inspiring leaders who act with authenticity and go beyond the business’s balance sheet. However, these are additional considerations rather than a redefinition of leadership. After all, business leadership, regardless of time or workplace type, is always about balancing competing priorities, making the right decisions, and guiding organisations through times of change.

Ask an Expert is a monthly series in which we call on subject experts within the AustCham Singapore community to answer questions that we may have on a specific topic. The strength of our community is in the diverse expertise within our membership, and we want to use this initiative to tap on the knowledge of our members to enrich the community as a whole.

Our expert for this month is Dr. Tan Kim-Lim, Senior Lecturer at James Cook University (Singapore Campus) and Head of Centre of International Trade and Business in Asia (CITBA).

Dr. Tan’s research seeks to develop actionable interventions that deliver impact and drive sustainable behavioral change on the most pressing issues in organizations. His research interests lie primarily in contemporary issues such as the future of work, employee attitudes, and human-technology interfaces.

In addition to empirical research, he has been commissioned by organisations such as Connected Women Singapore, Mandai Wildlife Group, and Far East Hospitality Group to undertake applied research projects. These projects have focused on areas such as workforce development, employee engagement, diversity and inclusion, and the impact of technology on work practices, with the aim of translating research insights into practical, evidence-based organizational strategies.

Connect with Dr. Tan on LinkedIn.