Putting skills at the centre of workforce decisions

As businesses and job requirements change, the Skills-First Framework for Action (FfA) outlines how workers and employers can better utilize demonstrated skills. HSC Pipeline Engineering, a firm specializing in pipeline infrastructure, adopted new technologies during its digital transformation. This helped 33-year-old project coordinator Nelson Lai transition into a new role, despite lacking a traditional engineering background.

By mastering utility mapping data and trial-hole information, Mr Lai improved project delivery timelines and budgeting. Recognising his new technical skills, HSC created a hybrid project coordinator-engineer role for him. The FfA, launched on Oct 19 by the Centre for Skills-First Practices (CSFP) at the Institute for Adult Learning, aims to ensure skills are consistently identified, developed, applied, and recognised in career and workforce decisions.

Singapore has made significant progress in lifelong learning and skills development, and the FfA builds on this by shifting focus from training access to skills-first practices in action. The FfA proposes 12 pilot ideas with three key shifts to promote skills-first adoption: regular inclusion of skills-first approaches in career decisions, integration into systems, processes, and infrastructure, and increased opportunities for employers, practitioners, and partners to develop and share knowledge.

For individuals, the FfA encourages pursuing opportunities beyond formal qualifications by reviewing transferable skills, identifying new pathways, and taking proactive steps before disruptions occur. Employers are urged to consider roles as sets of competencies rather than job titles or specific qualifications, allowing for the consideration of overlooked talent, such as existing employees who bring institutional knowledge and transferable skills.

HSC's adoption of a skills-first approach enabled them to create a role for Mr Lai in 2021, promoting him to senior engineer and assistant project manager in subsequent years. Since implementing workforce transformation, HSC has moved 11 employees into redesigned or newly created roles based on demonstrated competencies, recording operational gains such as reduced trial holes and freed-up hours for billable work.

The FfA is a starting point, with pilot ideas being tested and refined through collaboration with various stakeholders. The ultimate goal is to build a society where skills open opportunities for people and support business growth.