Our workforce cannot be future-ready without HR leading the way
Summary
Patrick Tay (NTUC) argues HR must move from a back-office, operational role to a strategic seat at the boardroom table to prepare a future-ready workforce. A recent IHRP-commissioned study found 74% of HR respondents in Singapore focus on operational tasks, limiting time for strategic workforce planning. Tay proposes a 3R approach — recognise, reskill, reinvent — to empower HR to shape hiring, career pathways, inclusive practices and skills-based progression as firms adapt to technological and demographic shifts.
The article highlights practical steps: recognise HR as a strategic partner; reskill HR through certifications (eg. IHRP-CP), business acumen and data skills; and reinvent HR by adopting technology and AI to cut admin and support strategic decision-making. It also notes tripartite efforts (TWG-HC) to consult stakeholders and uplift HR capability across employers, unions and workers.
Key Points
- 74% of HR professionals in Singapore report operational work dominates their role, limiting strategic activity.
- Patrick Tay recommends a 3R framework: recognise HR as strategic, reskill HR practitioners, and reinvent HR with technology.
- Certification (IHRP-CP) and professional development are urged to raise HR capability and credibility.
- A skills-first approach to hiring and progression helps firms become more agile and widens access to local talent.
- Tripartite collaboration (employers, unions, government) via the TWG-HC aims to produce recommendations to uplift HR and benefit workers and businesses.
Why should I read this?
Short answer: because if HR stays buried in paperwork your firm will lose the race for talent and skills. This piece is a quick, no-nonsense brief on how to push HR into strategy — the 3R checklist is tidy and usable whether you’re an HR pro, a leader or a union rep. Read it to get the argument and practical next steps without wading through policy-speak.
Context and relevance
This article matters for anyone involved in workforce planning or business transformation. As technology and AI reshape jobs, and as labour markets tighten, HR must be empowered to design fairer pay, clearer career ladders and inclusive hiring. The arguments align with wider trends: skills-first hiring, professionalising HR, and using HR tech to shift time from admin to strategy. Singapore’s tripartite model provides a unique national context, but the recommendations are applicable to organisations elsewhere seeking resilience and inclusivity.
Author style
Punchy: the piece makes a clear case that HR’s elevation is not optional. It pairs diagnosis (HR overload with operations) with practical prescriptions (certification, tech adoption, tripartite action) — useful for leaders who want an evidence-backed call to action.
