"Given the country's limited resources, there is a strong focus to build Singapore's workforce capabilities. ParkRoyal adopted a proactive approach, utilising JR to upgrade its workforce, leading to increase in business performance, profitability, employee salaries and career health. Two 24-hour functions (call centre and fire command centre) were merged into 1 function. This led to savings of 20% to 30% of manpower and salaries, increasing the business profitability due to manpower cost savings. Also, employees in the new merged function are paid more. Gains from the merger were shared with employees in the form of more time-offs.

HR's role needs to evolve to start 'educating leaders' on the benefits of investing in job redesign. As most businesses start without a focus on reskilling, there is a need to convince business leaders and use ROI and/or business measures for the job redesign initiatives."

Kung Teong Wah

General Manager, ParkRoyal Pickering Collection & Co-Chairperson for JR Expert Panel

"The evolution of jobs is a continuous journey and job redesign is an approach to adapt roles and employee skills to the evolving job demands, rather than boxing them into the job descriptions. PwC's continuous reconfiguration of roles and investment in upskilling, learning and development has enabled the organisation to do more and be more.This includes increasing productivity and business performance with the same number of employees.

A prior example includes the impact in digital transformation that was accelerated by the COVID-19 pandemic. PwC identified skills shifts in our back-office function. Through a combination of targeted upskilling and job-redesign, and with the support of Workforce SG, over 50 employees whose roles were disrupted by technology underwent a career conversion programme. Today, they are providing renewed value to the business."

Yee Deng

Chief HR Officer for PwC Singapore

"In an Insuretech setting, there is no way you could find someone with a 100% match to the organisation's roles, which are unique. Enlarging roles through job redesign has been our approach to providing broad exposures for people to upskill and deliver roles effectively.

As we scale up, the HR Business Partner wears the hat of an Organisational Development specialist by identifying high critical tasks and skill sets required. Then we hire for work that matters, rather than chasing a profile that may be an ideal 100% fit to the standard role. This approach has shortened our hiring time for key leadership positions."

Vinod Dontimalla

Head of People & Culture (Asia), Igloo