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

The Economic Strategy Review (ESR) has identified artificial intelligence (AI) as a national workforce challenge for Singapore, beyond just a technology issue. The review emphasizes the need for AI literacy alongside critical thinking, communication, and empathy, while supporting lifelong learning and career transitions. However, turning these national priorities into real changes for workers requires redesigning work, job by job.

For many workers, AI introduces uncertainty. They may feel like they need to do more with fewer resources or worry about their jobs being automated. When their employer asks them to use AI, workers often question how to use it effectively. Managers also face challenges: determining which tasks should be delegated to AI and which should remain with their teams, evaluating performance with AI-assisted employees, and encouraging experimentation when they themselves are still learning the technology.

The ESR recommendations recognize AI's impact on the workforce, but turning these suggestions into tangible improvements for workers is crucial. Singapore has managed previous economic transitions, but AI presents a different challenge. Workers may not need to move into entirely new jobs; instead, their existing jobs are evolving.

For example, a customer service representative using AI assistance still needs to decide whether to trust AI recommendations, probe further when necessary, and respond empathetically when a customer's situation goes beyond AI's understanding.

Managers must balance productivity improvements with worker adaptation. Simply adding AI to existing jobs without redesigning work will likely lead to frustration. Instead, organizations should answer practical questions about AI's role in tasks, how responsibilities should shift, and how performance should be measured. Meaningful support should enable employees to develop new skills, practice using AI tools, experiment, learn from colleagues, and receive coaching from managers rather than just providing courses and workshops.

However, employees cannot figure out AI on their own. Employers must redesign work to complement AI and human strengths. This requires HR leaders to review job descriptions, competency frameworks, career pathways, and performance management systems as technologies reshape work. Managers, in particular, face immediate challenges in redesigning work and supporting their teams through uncertainty.

Effective leadership in this environment involves creating conditions for teams to confront uncertainty, learn together, and build trust.