Commentary: Workers shouldn’t have to figure out AI on their own

The Economic Strategy Review (ESR) released recommendations in May, acknowledging AI as a national workforce challenge rather than just a technology issue. These recommendations aim to bolster AI literacy, alongside critical thinking, communication, and empathy, while enhancing support for lifelong learning and career transitions. However, turning these national priorities into tangible changes for workers requires redesigning work, job by job, according to NTU's Trevor Yu.

Employees often experience economic transformation through new systems and shifting job scopes, rather than a shift to entirely new jobs. For instance, a customer service officer using an AI assistant must decide whether to trust AI suggestions, probe further, and respond empathetically when a customer's situation falls outside AI capabilities. This technology doesn't eliminate the need for human judgment.

The challenge lies in managers asking workers to "use more AI" without providing clear guidance on what using AI well entails. Managers also grapple with questions like which tasks to delegate to AI, how to evaluate performance with AI assistance, and how to encourage experimentation when they themselves are still learning the technology.

While upskilling and reskilling are crucial, they are insufficient on their own. Organisations must redesign work to ensure people and AI complement each other. Practical questions need answers: which tasks should AI perform and which should remain human-led? How should responsibilities change, and how should performance be measured when workers use AI tools?

Meaningful support for workers adapting to AI should manifest through redesigned work, not just through courses and workshops. Workers need time to practise, permission to experiment, colleagues to learn alongside, and managers capable of coaching rather than mere supervision. This shift places new demands on HR leaders, who must continually review job descriptions, competency frameworks, career pathways, and performance management systems as technologies reshape work.

Managers face immediate challenges in creating the conditions for teams to confront uncertainty and learn together. Rather than simply instructing employees to "use more AI," effective leaders explain the purpose of change, encourage experimentation, acknowledge uncertainty, and involve employees in redesigning work. This approach fosters trust more effectively than top-down directives.

Employers must make job redesign a deliberate effort. Those organisations most likely to succeed are those that integrate AI into core processes, where 3.8% have begun adoption according to a recent Ministry of Manpower report. However, the risk is that AI may merely add to existing job demands, making it feel like an additional burden rather than a supportive tool.