Building Singapore’s future-ready workforce: Why the human element drives success

More than a decade ago, I made a pivotal career move—leaving a senior leadership role in the publishing and information services sector to join LinkedIn, a technology organisation that was new to me at the time. It was a deliberate shift into an industry reshaping the trends around the future of work. That decision taught me that true agility means knowing when to pivot, adapt, and redefine success.

That lesson feels even more relevant today as organisations in Singapore navigate rapid transformation.

Nearly 70% of the skills required for any given job in Singapore are expected to change by 2030, driven by AI and shifting business needs. Yet, in countless conversations I have had with business and talent leaders, one pattern stands out: the organisations and professionals navigating these changes best are starting to leverage emerging technologies like AI in their day-to-day and recognise that transformation begins and ends with the potential of people.

For the future, the most effective talent strategies rest on two pillars: building skills for the next era of work—through hiring, upskilling, and internal mobility—and making mentorship a core part of how people grow.

When hiring, upskilling and internal mobility become the competitive advantage

Business leaders in Singapore see a workforce that is ready to grow—professionals are stepping up with a renewed focus on reskilling and development. In fact, one in two Singaporeans now turns to online learning to upskill, choosing flexible formats that fit around busy lives.

Over the past year, we have seen a 212% surge in professionals here adding AI literacy skills to their profiles, showing just how quickly people are adapting and embracing new opportunities.

Professor Andrew Koh’s story captures this spirit. After a career in finance, he used LinkedIn Learning via NTUC LearningHub to explore generative AI (GenAI) and data science, which helped him transition into education at Nanyang Polytechnic. His experience shows how accessible, on-demand learning enables professionals to stay relevant and open new doors.

But it is not just about helping employees upskill; it is about helping them move into roles that play to their strengths.

Across South-East Asia, 87% of organisations are maintaining or increasing investment in career-driven learning. It not only helps employees feel more adaptable and engaged but also gives organisations the flexibility they need to keep growing.

As roles evolve, more employers are adopting skills-first hiring, supported by AI-enabled tools that help hiring teams look beyond job titles and identify candidates with the potential to grow into future roles. New solutions, such as LinkedIn Hiring Assistant (LIHA), help automate routine tasks so recruiters can spend more time on the human side of hiring, such as understanding a candidate’s motivations and assessing long-term potential.

Making mentorship part of the strategy

Upskilling, internal mobility and hiring for skills matter, but sometimes what people need most is a little direction.

In Singapore, 61% of professionals say they wish someone could help them figure out which skills to focus on for their career path. And more than half (53%) say they are unsure which skills (beyond AI) they should focus on next. And yet, 78% say there is still no substitute for human intuition and insight from trusted colleagues.

READ MORE: The superworker emerges: Asia’s workforce transforms to partner with AI

This tells us that mentorship should not be an afterthought or happen by chance. It works best when it is part of an organisation’s talent strategy, built into programmes that anyone can join. Whether it is a formal mentorship scheme, peer learning circles, or just regular coffee chats with experienced colleagues, having someone to talk to provide guidance and insight can make all the difference.

When mentorship is easy to access and encouraged, people feel more confident about their next steps. They get practical advice, honest feedback, and inspiration to try something new.

Small steps to building a future-ready talent strategy

1. Talk about learning and make mentorship a low-hanging fruit. When leaders and teammates share what they are learning and invite others to join mentorship programmes or just have a chat, it sends a clear message: everyone’s growth matters. Curiosity becomes a strength, and people feel comfortable trying something new because they know support is there.

2. Show how learning and mentorship lead to new opportunities. When employees see that acquiring new skills—and seeking advice from mentors—can open doors to future roles or projects, they are more motivated to grow. Tools like LinkedIn’s Career Hub help people see what’s possible and turn learning into real progress. Globally, 91% of L&D professionals say continuous learning is now critical for career success, and many cite learning opportunities as their top strategy for boosting engagement and retention.

3. Give people room to experiment and learn by doing. The best organisations encourage teams to test ideas, learn from mistakes, and help each other out. When employees feel that it is okay to try, fail, and improve together, they build confidence and adaptability.

Singapore’s advantage

What really gives me hope about Singapore’s workforce is that people here do not just wait for change—they get curious and jump in. I love that 44% of professionals say they started experimenting with AI tools to improve their work before those tools were even officially rolled out at their organisations. That is the kind of initiative and open-mindedness that sets Singapore apart and will help organisations operating here stay resilient and agile.

About the Author:

Elsie Ng is LinkedIn Head of Talent Solutions, Singapore and Malaysia.