The rapid advancement of AI and automation is undeniably transforming industries worldwide. A World Economic Forum survey revealed that 41 percent of employers are planning to downsize their workforce because of AI automation. This shift is already visible, with more companies increasing their investments in AI and tech-driven processes. It extends beyond manual tasks to more skill-based domains like research, coding, and writing, signalling that traditional skill sets are increasingly becoming obsolete.
Despite 71 percent of employees in Singapore reporting access to training and development opportunities that they want, according to a Randstand study, only half felt their employers were actively helping them develop skills for the future. This disconnect creates both vulnerability and opportunity. Companies that implement strategic, personalised AI upskilling will gain a competitive advantage in the long term.
Personalised AI upskilling: tailoring training to specific roles
In this era of work, companies must move away from the “one-size-fits-all” approach to AI upskilling. According to Workato’s Work Automation Index 2024, 74 percent of teams now leverage enterprise automation across multiple business units. The widespread adoption demands tailored approaches across different roles, whether it is in-depth training on advanced tools and prompt engineering for technical roles or focused skills in data-driven decision-making and AI-optimised customer engagement for business roles.
When employees understand how AI directly enhances their specific functions, motivation and adoption rates increase. By integrating training into existing workflows rather than treating it as separate from daily operations, organisations can foster continuous learning while minimising disruption.
Balancing technical training with critical human skills
As AI takes over repetitive tasks, uniquely human capabilities become more valuable. Business leaders need to ensure a balanced approach that integrates AI training with the development of problem-solving, creativity, and strategic thinking. This approach enables employees to focus on higher-level activities while maintaining human judgement as the core pillar of decision-making and innovation.
PRISM+ exemplifies this balance, successfully leveraging automation platforms to reduce manual workloads and empower teams to engage in more strategic initiatives. The result is a powerful combination of technology and human expertise to drive sustained competitive advantage in the marketing department, with 26 percent marketing cost savings and better customer conversion rates.
Maximizing returns on upskilling investments
We have highlighted the significance of a symbiosis where technology and human expertise are optimal. Next, one key consideration is the fact that it would be a greater risk not to upskill a workforce that stays rather than fret about investing in employees who may leave the company. Building transparency about the impact of AI on job security and evolving skills requirements, creating collaborative forums where employees contribute to AI application decisions, and valuing deep institutional knowledge as a critical asset to identify AI optimisation opportunities are just some of the ways to maximise returns on training investments.
In Singapore, government initiatives like SkillsFuture for Digital Workplace 2.0 and the recent Workato The Work Revolution Developer Challenge, supported by IMDA, provide valuable resources for businesses committed to workforce development. These programs reflect recognition that digital transformation requires coordinated effort across the public and private sectors.
The way forward
As AI continues to reshape industries, companies must recognise that it is fundamentally transforming how we work. Organisations that approach this shift not as a technological challenge but as a human opportunity will thrive. By developing personalised upskilling pathways that balance technical capabilities with irreplaceable human judgement and capabilities, companies can build resilient workforces that are prepared for whatever comes next.
The future belongs to organisations that invest in continuous learning – not as a response to change, but as its catalyst.
About the author
June Lee is the Senior Vice President and General Manager for Asia Pacific at Workato, leading strategy, planning, and growth across the region. With over 20 years of leadership experience, she has a proven track record in customer success and regional expansion in enterprise technology. At Workato, she focuses on helping organisations transform complexity into business opportunities through seamless automation.
