share on
In this exclusive with HRO, Patrick Tay, Assistant Secretary-General, NTUC advocates for HR professionals to move from the backseat to the boardroom using the 3R approach.
Is your HR buried in paperwork or powering work? A recent study commissioned by the Institute for Human Resource Professionals (IHRP), revealed a startling truth: 74% of HR respondents in Singapore said operational work formed the core of their responsibilities.
Senior HR practitioners are caught up in reactive, day-to-day tasks, with limited time for strategic activities. What do these mean for our firms and workforce?
In today’s fast-evolving economic landscape, the strength of our human capital is the bedrock of Singapore’s competitiveness. As we navigate technological disruptions, demographic shifts, and global uncertainties, we must invest in developing the capabilities of our workforce to meet today’s needs and tomorrow’s opportunities.
To do this well, we must focus on how firms invest in, manage and develop their people. This is where Human Resources (HR) plays a pivotal role.
"HR professionals are more important than just organising welfare and cultural activities. They are key in shaping how organisations attract, develop, and retain talent. They are the stewards of human capital, the explicit and implicit knowledge and, above all, skills embodied by workers, gained through education, training and experience. How well HR functions are empowered and equipped directly influences how effectively firms manage and develop their people."
When empowered to act strategically, HR professionals can help firms build fairer, more progressive workplaces that support better wages, clearer career pathways, and more inclusive hiring practices that prioritise local talent. Their efforts can ensure that workers are equipped with relevant skills to stay employable and progress, even as industries transform, especially in a world where technology is developing rapidly.
While unions have long advocated for fair treatment, better wages, and sustainable employment, we need strong HR teams working along our unions to truly uplift lives and livelihoods of workers.
For HR professionals to evolve from being in the back seat to having a say in the board room, and driving initiatives that benefit both workers and companies, I suggest we adopt a 3R approach: recognise, reskill, and reinvent.
Recognise HR as strategic partners
Human capital must be seen as a competitive advantage, not a cost. This means recognising HR not as a back-office function, but as a strategic partner in business transformation.
When HR professionals are involved in business strategy and exposed to organisational challenges and goals, they can craft workforce strategies that align with business goals and needs. This includes championing initiatives such as job redesign, inclusive workplace practices, and targeted training programmes.
Increasingly, it is also about embedding a skills-first approach where hiring, development, and progression are based on skills and competencies rather than just academic qualifications or job titles. This shift enables more agile workforce planning and opens firms to opportunities for a broader pool of talent.
Reskill HR for strategic impact
To fulfil their strategic role, HR professionals must be equipped with the right knowledge, skills, and mindset. This begins with a deep understanding of Singapore’s unique operating environment—our tripartite model, evolving labour legislation, and the socio-economic forces shaping our workforce.
Professional certification is one way to build this foundation. The Institute for Human Resource Professionals (IHRP) offers pathways such as the IHRP-CP, which equips HR practitioners with essential competencies in fair employment practices, workforce planning, and regulatory compliance. To date, over 9,000 HR professionals have attained IHRP certification. While this is promising, we must do more to encourage widespread certification adoption.
Certification is not just a compliance checkbox. It signals a commitment to professional excellence and equips HR with the tools to strategise and implement policies that are both business-aligned and worker-centric. Certified HR professionals are better positioned to navigate complex workplace issues, foster inclusive cultures, and drive sustainable workforce strategies.
Encouraging more HR professions to attain the IHRP certification was one of the key recommendations from the Joint NTUC-SNEF PME Taskforce in 2021. The taskforce recognised that raising HR standards is essential, not only to uphold fair employment practices, but also to enable HR to play a transformative role in shaping the future of work.
Yet, certification is only the starting point. HR professionals must also deepen their capabilities by developing stronger business acumen, applying data-driven insights, and leading organisational change with confidence. Exposure to diverse industries and global perspectives will further sharpen their ability to design workforce strategies that are both forward-looking and grounded in practice.
Reinvent HR with technology
As technology continues to reshape the world of work, HR professionals must also embrace technology and AI in a way that is purposeful and context-driven. Firms should assess their own needs, capabilities, and workforce profiles to determine what HR tools are most relevant and feasible for them. It is time to free up HR from admin.
Many firms may be unsure about which technological tools to adopt or how to implement them effectively. Thus, we need a coordinated approach to help companies experiment in low-risk environments, build confidence, and scale what works.
A shared commitment to uplift HR
Having worked closely with workers, unions, and employers over the years, I have seen first-hand the critical role HR plays in shaping fair and forward-looking workplaces. I have also seen the important strategic role that HR plays in developing workers to their fullest potential in support of firms’ goals.
As a union leader, I am deeply committed to developing the capability of human capital. I am heartened that our tripartite partners share this vision and have decided to convene the Tripartite Workgroup for Human Capital Capability Development (TWG-HC) this year.
Together, we are consulting employers, HR professionals, unions, and workers, to understand the ground realities and craft recommendations that will uplift the HR community, enhance business resilience, and benefit workers. We look forward to the positive impact our tripartite efforts will bring.
"Ultimately, human capital capability development is not a 'nice-to-have', it is a must-have. It is the key to building a resilient, inclusive, and future-ready workforce. And it starts with empowering HR to lead the way."
share on
