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Fairness is not something that can be switched on just because the law requires it so, affirms Yvonne Chan, Head of People and Culture, Jardine Engineering (Singapore).
Singapore’s Workplace Fairness legislation is a necessary step forward. But compliance alone will not make workplaces fair.
Policies do not decide fairness. People do.
A hiring manager withdraws an interview without explanation. An employee returning from caregiving leave finds her responsibilities quietly reduced “to help her cope”. A promotion goes to someone perceived to be a “better fit”, rather than the person who has demonstrated capability.
These are not rare or extreme cases. They are everyday decisions. And they are often made without the intention to discriminate.
This is precisely the problem.
In many organisations, unfairness does not arise from deliberate bias, but from unexamined assumptions, convenience, or familiarity. Left unchecked, these decisions accumulate and shape how employees experience trust, opportunity and respect.
The Workplace Fairness legislation sets a baseline. But if organisations respond by becoming overly cautious, filtering every word out of fear — they risk creating workplaces that are compliant, yet not genuinely respectful.
Fairness cannot be switched on because the law requires it. It must be embedded in how leaders think and act.
This responsibility sits squarely with those who represent the organisation — leaders, managers and HR practitioners who make decisions that affect people’s careers and livelihoods.
"Ultimately, fairness is not tested in policy manuals. It is tested in decisions, especially when they are inconvenient, uncomfortable, or made under pressure."
If we want fair workplaces, we must move beyond compliance and examine how decisions are really made.
Because in the end, fairness is not what organisations declare.
It is what leaders are prepared to stand behind.
Photo / Yvonne Chan, Linkedin
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