Your questions about job redesign in Singapore answered
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What common mistakes are organisations making when it comes to job redesign?
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How should job redesigns for SMEs and MNCs differ?
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Wha tips would you give to a HR manager when it comes to implementing job redesign?
The Economic Strategy Review (ESR) committee warned in early 2026 that economic growth no longer automatically translates into job creation, prompting a rethink of what constitutes a “good job”. This reassessment extends beyond traditional roles to include skilled and technical positions.
The committee’s key areas of focus include:
- Strengthening Singapore’s global competitiveness
- Leveraging technology and innovation
- Nurturing entrepreneurship
- Enhancing human capital
- Managing the impact of restructuring
When it comes to jobs, its goal is to broaden the range of “good jobs” across the economy, aiming to
- Uplift and transform jobs in sectors that can better withstand global shifts
- Include jobs in skilled trades, and care and social services
- Nurture a new generation of founders to build the next wave of enterprises and jobs
Their findings shape manpower and economic plans, goals, and outcomes for Singapore in the near future.
Prime Minister Lawrence Wong said during his Budget 2026 speech in Parliament that the committee had recommended that Singapore review its approach to job organisation, adding that the government will “move decisively to act on their recommendations.”
But are employers making the right redesign choices?
As it stands, at the 2025 Committee of Supply, Manpower Minister Tan See Leng introduced a new SkillsFuture Workforce Development Grant (WDG), which provides funding support of up to 70% (with the current cap at $30,000 to be reviewed and raised), for companies to engage pre-approved consultants on job redesign.
There are also other avenues and resources supporting companies and employers on workforce transformation, and worker reskilling and upskilling initiatives.
But despite these, companies and organisations can still get it wrong when it comes to kickstarting job redesign in their organisations, according to Amelia Ching, founder of AgilenLite.
Her expertise spans cloud and cybersecurity as well as project management, where she has worked as both a consultant and trainer. This experience has enabled her to oversee training courses in fraud risk and anti-money laundering. Currently, she is charting a job redesign programme for a global insurance company.
Here’s her advice for companies looking to avoid mistakes when it comes to job redesign.
What common mistakes are organisations making when it comes to job redesign?
Organisations often face a range of challenges, including shortages in manpower and talent, rising operating costs, the need for rapid speed to market, and maintaining competitiveness and relevance.
In response to these pressures, there is a tendency for organisations to seize new opportunities that promise solutions with minimal investment and effort. This prompts quick adoption of artificial intelligence-driven methods (AI) to maintain a competitive edge.
Although AI-centric solutions can appear to offer quick and cost-effective connections across multiple business needs, they introduce uncharted areas and gaps that organisations may not fully understand.
AI-powered tools are frequently seen as enigmatic, with users placing trust in their outputs without a clear understanding of their reliability, safety, or intelligence.
This misplaced trust is further complicated by reports of data poisoning, AI hallucinations, and the risk of sensitive data leakage when prompts contain confidential information.
A growing misconception within organisations is that domain experts are no longer necessary. However, this is a myth.
It remains essential for domain experts to be involved in validating and confirming the accuracy of AI-generated outputs.
When considering the adoption of AI, organisations must carefully rationalise their use cases, weighing the risks of blind adoption and the potential costs related to security.
Failure to do so may result in slow but considerable damage to the business.
On the other hand, how are organisations who are not factoring AI into their job redesign plans missing out?
It is vital to recognise that the era of artificial intelligence is not only present but is rapidly becoming a fundamental part of our daily lives across social, corporate, and governmental spheres.
It has become crucial in all positions to think about ways to incorporate AI into everyday tasks.
Employees are increasingly required to work alongside AI, viewing it as an essential resource as well as a collaborator.
As a result of this change, it is essential to thoroughly redesign job roles and tasks so that they work seamlessly alongside AI-powered operations.
Despite the increasing prominence of AI, human intelligence and critical decision-making remain indispensable.
Outputs generated by machines require careful human oversight, review, and interpretation.
This ensures the accuracy of information and helps prevent the spread of misinformation, highlighting the continued importance of thoughtful human involvement in an AI-augmented workplace.
That said, organisations that hesitate to embrace AI technologies and persist with outdated systems place themselves at significant risk.
As the pace of innovation accelerates and industry leaders deploy advanced AI solutions to streamline operations and elevate service delivery, those relying on legacy practices face mounting obstacles.
The gap between market frontrunners and slow adopters is widening, threatening not only competitiveness but also the long-term viability of organisations unwilling to act.
Swift adaptation and strategic investment in AI are no longer optional; they are essential for maintaining relevance and securing a sustainable future in today’s rapidly evolving business landscape.
How should job redesigns for SMEs and MNCs differ?
Small and medium-sized enterprises (SMEs) frequently operate with constrained budgets and limited resources, particularly during phases of growth. A practical approach is to select ready-made solutions that quickly provide measurable improvements. Proven job redesign methods help SMEs achieve results without high costs or overusing resources.
Furthermore, engaging consultants for guidance enables SMEs to navigate the complexities of job redesign more effectively.
Ready-packaged solutions, which often include training, consulting, implementation, and ongoing support, are particularly attractive and effective for SMEs.
This comprehensive approach allows them to access the expertise and tools necessary for successful job redesign, while maintaining cost-efficiency and minimising disruption to their day-to-day operations.
When it comes to multinational corporations (MNCs), they benefit most when they use a hybrid strategy that blends internal knowledge, teamwork, and purposeful alliances. This approach works especially well because their activities take place in many different regions and serve clients of varied cultures and business settings.
For these organisations, formal project-based initiatives are most appropriate, as they provide structure and clarity when navigating complex operational landscapes.
By leveraging the unique strengths of in-house domain professionals—who possess a deep understanding of the company’s ecosystem—and pairing them with external specialists with specific AI expertise, MNCs can ensure that job redesign outcomes are well-aligned with their organisational context and needs.
How can employers use frameworks such as Workforce Singapore’s (WSG) Jobs Transformation Maps (JTMs) in order to execute job redesign in their organisations effectively?
Amelia: WSG’s JTMs provide a useful resource for employers looking to begin job redesign efforts in their organisations. By consulting these maps, organisations can pinpoint relevant Career Conversion Programmes (CCPs) that support the commencement of job transformation efforts.
In addition, it is essential to establish clear and consistent internal communications. Keeping employees well-informed throughout the transformation journey is crucial.
Employers should regularly update staff on the planned upskilling initiatives, clearly outlining the objectives, the rationale behind the changes, and the intended outcomes.
This approach ensures that the workforce understands both the transformation process and the overarching goals, fostering engagement and alignment with organisational changes.
Lastly, what three tips you would give to a HR manager/officer when it comes to implementing job redesign?
- Conduct a Thorough Mapping Exercise
Amelia: Begin by systematically identifying pain points or challenges that the organisation is currently facing, or may anticipate facing, in relation to job roles and service delivery. This mapping exercise helps identify areas needing focus as the business landscape changes.
- Rank Risks and Assess Impact
After identifying the challenges, assess each one for risk and prioritise them accordingly. Consider the potential impact on the company should these challenges remain unaddressed. This step ensures that the team is aware of the urgency and significance of resolving each concern.
- Prioritise Actions and Assemble a Project Team
With the risks ranked, prioritise the critical needs by categorising them into ‘quick wins’ and long-term strategies. This distinction allows for immediate action on pressing issues, while also planning for sustained improvements. Finally, assemble a dedicated project team with clear accountability to drive the job redesign process and deliver on immediate priorities and long-term goals.
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