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1、SKILLS DEMANDFOR THE FUTURE ECONOMY2022SkillsFuture Singapore(SSG)drives and coordinates the implementation of the national SkillsFuture movement,promotes a culture of lifelong learning and strengthens the ecosystem of training and adult education in Singapore.Through a holistic suite of national Sk
2、illsFuture initiatives,SSG enables Singaporeans to take charge of their learning journey in their pursuit of skills mastery.SSG also works with key stakeholders to ensure that students and adults have access to high quality and industry-relevant training that meet the demands of different sectors of
3、 the economy for an innovative and productive workforce.For more information,visit https:/www.ssg-wsg.gov.sg.SkillsFuture Singapore1 Paya Lebar Link#08-08 Paya Lebar Quarter 2Singapore 408533Tel.:(65)6785 5785https:/www.ssg-wsg.gov.sg 2022 All rights reserved.No part of this publication may be repro
4、duced or transmitted in any form or by any means,including photocopying and recording,or by any information storage and retrieval system without consent from SkillsFuture Singapore.?The SkillsFuture Movement was launched in 2015,and has been gaining momentum since then.Workers and companies have hee
5、ded the call to continually upskill themselves,to seize opportunities in a rapidly changing business environment.The Institutes of Higher Learning,private training providers,SkillsFuture Queen Bee companies,and the Labour Movement have all contributed to a dynamic lifelong learning ecosystem that ca
6、ters to different needs across our population and economy.Against this backdrop,the inaugural Skills Demand for the Future Economy report was first published in 2021 to achieve three goals.First,it encourages citizens to be aware of global trends that can impact their own career growth,and that the
7、best way they can prepare and adapt is to acquire the right set of knowledge and skills.Second,it articulates the specific skills that employers are asking for,and ranks these skills based on how transferable they are across job roles,so that citizens can prioritise and take specific action to upski
8、ll themselves.Third,the report also serves to guide SSG,as well as providers of continuing education and training,to respond and adjust the courses and training to meet the needs of the economy,in a timely fashion.This 2022 edition is a significant enhancement from the inaugural report,as SSG contin
9、ually improves its methods,and strengthens the network of experts and collaborators that contribute to the report.Using big data,quantitative analysis,and research methodologies,the report provides readers with more detailed information on the skills that matter,and on what employers seek.The report
10、 also provides links to the relevant courses that can help citizens gain these needed skills.It is of course not possible for such a report to have the full breadth and depth to describe the skills needs of all sectors in the economy.Nor can it be fully up-to-date with the myriad innovations in tech
11、nology and business models.Therefore,to complement SSGs skills analysis work,the Government is also piloting a model where industry sector intermediaries are formally appointed to go deep into each sector,aggregate sectoral skills needs,and provide training that closely match the career needs of ind
12、ividuals and enterprises,big and small.The ultimate objective is for lifelong learning to enable Singapore and Singaporeans to thrive in a world that is becoming ever more dynamic and unpredictable.This will require companies,unions,trade associations,adult educators,and of course Singaporeans thems
13、elves to work together,pool our knowledge and industry understanding,and support one anothers upskilling journeys.This report is an example of how we can do so,and for that I am thankful to all who contributed.?In the 2022 edition of the Skills Demand for the Future Economy Report,we continue to foc
14、us on the three high growth economies in Singapore the Green Economy,the Digital Economy,and the Care Economy(Chapters II-IV).In each of these chapters,we update readers with the recent developments and trends in Singapore,and highlight key changes in skills demand,by analysing and presenting the de
15、mand growth and transferability of priority skills.In addition,we decided to feature the application of priority skills in two ways.Firstly,we provide a sectoral perspective of how these skills are demanded in the advanced manufacturing sectors in Singapore(Chapter V).Readers will be able to appreci
16、ate the demand of Industry 4.0 skills,digital skills,and green skills across various job roles in the advanced manufacturing sectors.Secondly,we provide a population-specific perspective of skills demand;specifically,we examine upskilling options for the mid-career workforce(Chapter VI),in support o
17、f our efforts to support this group in their career planning.An important objective of this chapter is to show how they can take advantage of priority skills to access growth roles in the three economies,and the resources available to them.Critical Core Skills(CCS)continue to be important,more so fo
18、r enterprises embarking on transformation which require communication,coordination and management.In the report,we share a recently completed study on the use and development of CCS in Singapore workplaces(Chapter VII).I encourage readers to try out the online CCS profiling survey,so that we can con
19、tinue to enhance the tool and deepen our understanding of CCS usage in various job roles.Readers can learn about the analytical methodologies deployed for the report in the Methodology chapter(Chapter IX).Supplementing this report,we also provide the full list of priority skills for interested reade
20、rs.I encourage readers to follow SSG on our LinkedIn,Facebook and Instagram pages for announcements on upcoming workshops and webinars.More importantly,I hope the report will catalyse further thinking by readers on their own career and learning goals,encouraging them to partake in upskilling and res
21、killing opportunities.This report is the culmination of efforts from multiple stakeholders in Singapore.SkillsFuture Singapore is deeply grateful to the many colleagues from government,industry partners,Institutes of Higher Learning,and fellow Singaporeans who have contributed to this report.I invit
22、e more professionals and experts to join us in the co-creation of jobs-skills insights.I look forward to hearing from you.?I.Executive Summary 5II.Green Economy 8III.Digital Economy 24IV.Care Economy 40V.Jobs and Skills in Industry 4.0 Implementation 56VI.Growth Opportunities and Skills-based Pathwa
23、ys for Mid-career Workers 78VII.The Use and Development of Critical Core Skills in Singapore 96VIII.Charting Your Skills Development Journey 108IX.Methodology 114X.Glossary 119XI.Acknowledgements 121In 2021,the inaugural Skills Demand for the Future Economy Report identified the Green,Digital and Ca
24、re Economies as growth engines that will create new job roles,change existing job content and bring about new skills requirements across a large swathe of the economy.It also introduced the idea of priority skills,which are skills that are highly transferable across job roles within each of the thre
25、e economies.In other words,these skills are applicable in many job roles and will contribute significantly to the individuals long term career versatility.Since then,there have been redoubled efforts to green Singapores economy;post-COVID tailwinds have quickened the pace of digitalisation and autom
26、ation;on the care economy front,there has been increased focus on preventive healthcare,lifelong learning and mental well-being.SkillsFuture Singapore has,therefore,decided to maintain the spotlight on these three economies in the 2022 report.Building upon the inaugural report,this years analysis of
27、 skills demand has been enriched in three ways.First,a new dimension on skills demand growth has been added and analysed alongside skills transferability.Demand growth captures the relative scale of the increase in demand for that skill,while transferability captures the scope of the skills applicab
28、ility across different job roles.The two-dimensional analysis seeks to provide deeper insights to the reader on the nature of the priority skills identified.Second,a chapter is included to illustrate how these economy-wide skills apply to a particular segment of the economy,with its distinct require
29、ments.This chapter examines the effect of adopting Industry 4.0(I4.0)technologies and processes in the manufacturing sector on job roles and skills.The chapter shows how changes to jobs and skills due to I4.0 are closely intertwined with the larger digitalisation and sustainability movements.Third,t
30、his report includes content to look at skills acquisition from the workers perspective,specifically focusing on a particular segment of the workforce,namely,the mid-career workers.As job roles undergo transformation and redesign,these workers can upskill to stay relevant,or reskill to take on opport
31、unities in adjacent growth roles.Some of these transitions require more upskilling,but can lead to greater,longer-term returns.The report provides a guide to how mid-career workers can assess the different options available and select those that best support their career aspirations for career growt
32、h.Similar to the inaugural report,a chapter on Critical Core Skills,or soft skills is included.In this instalment,some work-role archetypes were developed to shed light on which of such skills individuals might want to invest in,depending on their work-role archetypes.?Emerging domains1:Environmenta
33、l and Sustainability Management Green Infrastructure and Mobility Energy,Resource Circularity and Decarbonisation Sustainable FinanceMany existing jobs will require green skills,as companies across sectors adopt more environmentally sustainable practices and develop sustainability targets for compli
34、ance and reporting.While Green Infrastructure and Mobility,and Energy,Resource Circularity and Decarbonisation are key skills areas that see very high demand growth,they are dwarfed by skills demand growth in the domain of Sustainable Finance.On the other hand,skills in the Environmental and Sustain
35、ability Management domain enjoy high transferability.?Emerging domains:AI,Data and Analytics E-commerce and Digital Marketing Cyber Security and Risk Cloud,Systems and Infrastructure Software Development Technology Application and ManagementRiding on the post-COVID-19 wave,Digital Economy jobs and s
36、kills continue to see high demand.In particular,Software Development skills see the highest demand growth,and also very high transferability.Cloud,Systems and Infrastructure is close behind in terms of demand growth.On the other hand,E-commerce and Digital Marketing,and Artificial Intelligence(AI),D
37、ata and Analytics register high transferability in the skills they cover.?Emerging domains:Person-centred Care Collaboration with Stakeholders Teaching and Learning Health and WellnessPreventive care,workplace learning,transformative human resource,learning and development practices,as well as the i
38、mportance placed on mental well-being are driving changes to jobs and skills in the Care Economy.Collaboration with Stakeholders is a key skills area that sees very high demand growth,while Person-centred Care,and Teaching and Learning have the highest transferability in skills.Demand for Health and
39、 Wellness has accelerated since the COVID-19 pandemic and are needed by job roles beyond care provision to preventive personal care.?1 Emerging domains cluster the jobs and skills trends and changes within the respective economies by growth areas.?I4.0 technologies and processes enable manufacturing
40、 sectors to increase productivity and reduce environmental footprints.Engineers and other technical workers in the manufacturing sectors are increasingly required to possess digital and green skills.Non-tech job roles such as HR business partners,sales executives and order fulfilment coordinators wi
41、ll also need to have digital and green skills to stay relevant.?Mid-career workers,aged 40 to 59,form half of Singapores resident workforce and are well-represented in five job families:(i)Operations and Administration;(ii)Sales,Marketing and Customer Service;(iii)Human Resource;(iv)Finance and Acco
42、unting;and(v)Engineering and Technology.As these job families evolve,mid-career workers will need to upskill to stay relevant within the same job family or to reskill to move to another.There are pathways that require greater effort in skilling,but may also yield greater longer-term returns.Mid-care
43、er workers will need to assess their career interests and goals,the skilling intensity that they are comfortable with,and evaluate the affordability of skilling options and the attractiveness of newjob roles.?CCS are seeing increasing demand from employers as businesses transform.The top three most
44、important CCS used at work are Self Management,Influence and Creative Thinking.Seven work-role archetypes are identified,each with its distinctive CCS requirements.In general,workplace learning is an effective mode for developing CCS.?Curated courses are available at the end of each chapter as quick
45、 references for the reader.Citizens can access the MySkillsFuture portal for a longer list of courses and speak with Skills Ambassadors to gain clarity on their career and skilling interests and options.Industry voices and individuals stories provide insights into what employers are looking for and
46、skilling pathways walked by fellow citizens.A list of resources can be found in the Charting Your Skills Development Journey chapter.It is hoped that the insights and resources in this report will empower citizens to respond to change,stay relevant and seize growth opportunities.?6“Greenhouse gases(
47、GHGs)”refers to the atmospheric gases responsible for causing global warming and climate change.United Nations,retrieved 2022?skills associated with the management and maximising of resources through measures to close the resource loop,the sustainable use of energy,and the mitigation of global warmi
48、ng impact through the reduction or elimination of greenhouse gas6 emissions.As a city state,our urban infrastructure such as our built environment and transportation systems contribute to a sizeable portion of Singapores domestic carbon emissions.The Green Infrastructure and Mobility domain includes
49、 skills that support the transition towards a sustainable and eco-friendly built environment,as well as the greening of air,land and sea transport systems.Underpinning the Green Economy is a need for strong financial infrastructure to channel public and private sector investments into various green
50、or greening initiatives.The Sustainable Finance domain focuses on skills that are important in strengthening the financial ecosystem and the provision of sustainable finance,especially in relation to regulations,standards setting(including taxonomy of sustainable activities),financial instruments fo
51、r green investments(including green bonds and loans),and the operationalisation of carbon markets.?Skills of increasing importance to the Green Economy can be defined in four emerging domains as follows:Environmental and Sustainability Management Energy,Resource Circularity and Decarbonisation Green
52、 Infrastructure and Mobility Sustainable FinanceThe Environmental and Sustainability Management domain establishes the baseline knowledge and skills in different aspects of environment and sustainability managementthat are applicable across all industry sectorsand workforce.It relates to the establi
53、shmentof governance and adherence to environmental and sustainability compliance requirements,sustainability policies,and systems and processes to measure,report,verify and manage environment and sustainability initiatives,programmes and climate mitigation efforts.Another key focus of the Green Econ
54、omy is on the sustainable use of resources.The Energy,Resource Circularity and Decarbonisation domain relates to step towards our net-zero goals,but also strengthens energy security and supply diversification,contributing towards economic development for the region as a whole.Other initiatives in su
55、stainable finance,electrification of vehicles,agriculture technology(agri-tech),and sustainable tourism will require concerted efforts across public,private and non-governmental organisations to scale up the supporting investment and infrastructure.As Asia makes its transition to net zero,Singapore
56、aims to be its centre for sustainability solutions.Towards this end,the Climate Impact X(CIX)a global carbon exchange and marketplace has been established in Singapore.A regional sustainable aviation fuel(SAF)production hub,capable of refining up to one million cubic metric tonnes of SAF,is slated f
57、or completion in 20232.As efforts accelerate to green the economy and grow the Green Economy,relevant jobs,skills and talent needs can be expected to also grow in tandem3.This requires employers,Institutes of Higher Learning and training providers to work very closely together,so that skills demand
58、canbe translated quickly into curriculum design and skills trained.One such initiative is the National Electric Vehicle(EV)Specialist Safety4 certification programme,under the national EV Roadmap,which was launched this year to upskill automotive technicians in the maintenance and servicing of EVs.T
59、his supports EV adoption and greens Singapores transport system5.Since the launch of the Singapore Green Plan 2030 in March 2021,efforts have been accelerating to green our shared environment and economy.For example,there are ambitious new green targets under the Singapore Green Building Masterplan
60、to green 80%of buildings by 2030,have 80%of new buildings to be super low energy,and achieve 80%improvement in energy efficiency for best-in-class green buildings1.Efforts to decarbonise our energy sector,scale up investments in water technologies,and generate new energy from waste using innovative
61、waste-to-energy technologies are just some of the Green Economy initiatives to better manage our limited resources sustainably.Regional collaborations are also crucial in the journey towards sustainability.For example,Singapore has started importing renewable energy from the region as part of plans
62、to reduce the carbon footprint of the power sector.This is not only one Many existing jobs will require green skills as companies across sectors adopt more environmentally sustainable practices and develop sustainability targets for compliance and reporting Environmental,sustainability,and complianc
63、e-related green skills are the most transferable across sectors and job roles,and are no regrets moves for citizens and workforce to start upskilling in1 Channel News Asia,20222 Singapore Economic Development Board,20223 While the focus in this chapter is on green skills,there are other supporting s
64、kills such as digital and engineering skills that may be required to green the whole economy and grow the Green Economy.4 Government of Singapore,2022 5 Channel News Asia,2022No.of skills:9These skills tend to be more specific to growth sectors such as built environment and sustainable finance.Examp
65、les of skills:Green Facilities ManagementCarbon Markets and Decarbonisation Strategies ManagementNo.of skills:7These skills tend to be new and in emerging areas such as clean energy and urban farming.Examples of skills:Smart Grid Implementation and IntegrationUrban Farming Business Development and M
66、anagementNo.of skills:14These skills tend to experience high growth across sectors and job functions.Examples of skills:Carbon Footprint ManagementEnvironment and Social GovernanceNo.of skills:11These skills tend to be more transferable and needed across sectors and job functions.Examples of skills:
67、Environmental Sustainability ManagementSustainable Engineering?Manage facility operations and maintenance to minimise environmental impact and operational costs efficientlyLead organisations strategy and policies in response to current and projected carbon policy,market developments and decarbonisat
68、ion strategies,and provide support for the organisation and clients in their efforts to decarbonise and become net-zeroUnderstand the latest industry and/or client standards regarding Environment and Social Governance(ESG)and undertake ESGresearch activitiesQuantify and reduce the organisational car
69、bon footprintDevelop and implement an integrated smart grid system using various distributed energy sources and energy management systemsApply knowledge of urban farming techniques to formulate competitive agribusiness strategies,incorporating agri-technology innovations and sustainable farm-to-mark
70、et business practices and value-chainIntegrate environmental sustainability through the development,implementation and review of sustainability strategies and programmes against industry best practicesDesign,construct and operate engineering systems and assets to optimise energy management and enhan
71、ce environmental performance?7 Only data points with positive demand growth are shown.Outlier data points not discussed in this chapter are excluded.Figure G1:Priority skills in the Green EconomyPriority skills refer to skills that citizens can prioritise to gain access and thrive in the emerging do
72、mains.These skills were derived from SSGs National Jobs-Skills Intelligence engine and validated via expert input from industry,academia and sector agencies.Demand growth(y-axis)refers to the compound annual growth rate of job postings(2018 to 2021)that mentioned a given priority skill.Transferabili
73、ty(x-axis)refers to the total number of unique job roles from job postings(2018 to 2021)that require a given priority skill7.Refer to the Methodology chapter for further details.Solar Photovoltaic Energy AssessmentUrban Farming Implementation and ManagementUrban Farming BusinessDevelopmentand Manage
74、mentImpact Indicators Measurementand ReportingSmart Grid Implementation and IntegrationClimate-mitigating Features in Built EnvironmentSmart FacilitiesManagementNovel Food Development and ImplementationSolar PhotovoltaicSystem DesignCarbon Footprint ManagementSustainableEngineeringRenewable Energy S
75、ystem Management and IntegrationSustainable Food Production DesignGreen Building StrategyImplementationEnvironment and Social GovernanceEnvironmental Sustainability Management Energy Management and Audit2300%1700%1550%Green Facilities ManagementCarbon Markets and Decarbonisation Strategies Managemen
76、tSustainable Investment Management?In the same way Singapore has had to transform itself when faced with an existential crisis half a century ago,we have to pivot ourselves again today as we face the existential crisis of climate change.With the bold and decisive announcement of our intention to rea
77、ch net zero ambition by 2050,and our revised carbon tax and carbon credit policies,we are signalling to the world that Singapore is serious about tackling climate change.Workers will need to keep abreast of changes in order to take appropriate steps to equip themselves with the relevant skills as Si
78、ngapore gears itself towards a green economy.This green transition will involve challenges as the government,private sector and citizens adapt to this push to reach net-zero emissions,but such challenges can be reduced through training and education.Training and education will need to focus on devel
79、oping fundamental knowledge in three key areas.First,developing foundational knowledge on climate change and sustainability.Second,developing function-specific skill sets to help corporate departments develop and deploy sustainability initiatives.Third,developing sector-specific competencies to enab
80、le the successful transition of key industries towards more sustainable business models.Skills in emerging domains such as Sustainable Finance and Environment and Sustainability Management would further enable workers to determine the costs of business-as-usual,such as how environmental policies lik
81、e a carbon tax would impact the bottom line.At the same time,the right training would also equip them with the ability to anticipate opportunities in the Green Economy,such as through the development of new products that are aligned with a more eco-conscious clientele.Singapore aspires to be a brigh
82、t green spark in the world,but this requires the public,private and people sectors to have the right skills.This is especially since sustainability is a nascent but rapidly growing area in every economic space,with great demand for workforce upskilling.Universities and research institutes must work
83、collaboratively with all sectors to identify skills in the Green Economy and accelerate skills training and adoption if we are to collectively transform Singapore into a Global City for Sustainability.?Demand for skills in the Green Infrastructure and Mobility domain has grown by almost 200%from 201
84、8 to 2021.This results from the growing need to imbue green building strategies into every aspect of the built environment,and the transition to cleaner energy transportation in our highly mobile and connected society.With more and more buildings and transport systems being required to meet mandator
85、y emissions goals,more jobs will require skills to develop,implement and maintain the urban infrastructure while meeting low-to-zero emissions targets.Specifically,demand for skills required throughout the entire built environment value chain are observed to be growing,such as those in the design an
86、d implementation of Climate-mitigating Features in Built Environment(+279%)and Green Facilities Management(+2300%).These skills are needed by job roles such as architect/architectural associate,engineering design engineer,and facilities manager.Existing workforce in automotive workshops will also ne
87、ed to acquire skills such as Electric Vehicle and Hybrid Electric Vehicle Maintenance Management to keep in tandem with more EV adoption,as Singapore powers ahead with the electrification of our land transport systems,as we start to see more public and private transport operators transiting to EVs o
88、r hybrid electric vehicles,and with the deployment of more EV charging infrastructure nationwide.As part of Singapores energy transition strategies,skills under the Energy,Resource Circularity and Decarbonisation domain have also exhibited high demand growth,especially in the areas of design,deploym
89、ent and management of solar photovoltaic(PV)systems.These skills include Solar Photovoltaic Energy Assessment(+373%),Renewable Energy System Management and Integration(+156%)and Solar Photovoltaic Systems Designs(+139%).It is also observed that skills in Energy Management and Audit have high transfe
90、rability across job roles such as energy systems engineer,solar photovoltaic project development engineer and facilities engineer/technician dealing with power systems.?Table G1:Emerging domains with highest skills demand growth129%Solar photovoltaic project development engineer Energy systems engin
91、eer Automation engineer?Renewable Energy System Management and Integration Solar Photovoltaic Energy Assessment Urban Farming Implementationand Management194%?Architect/Architectural associate Building supervisor Technician(automotive)Climate-mitigating Features inBuilt Environment Green Facilities
92、Management Electric Vehicle and Hybrid Electric Vehicle Maintenance Management?Skills in the Environmental and Sustainability Management domain are observed to be highly transferable as these skills are required across a wide range of industry sectors,from accountancy to hotel and accommodation serv
93、ices,infocomm technology,engineering,and transport-related sectors.Specifically,Environmental Sustainability Management-related skills are required by more than 400 job roles across business development,engineering project development,facilities management,and Environmental,Health and Safety(EHS).An
94、other highly transferable skill is Environment and Social Governance,which is required by close to 300 job roles,from C-suite positions to enterprise risk management executive,EHS manager and portfolio management analyst.Due to heightened awareness for organisations to incorporate ESG practices into
95、 polices,services and implementation frameworks,organisations are increasingly hiring or transitioning existing employees into job functions related to ESG.Sustainable Engineering involves the design,construction and operation of engineering systems,assets and processes to optimise energy efficiency
96、 and resource usage.This skill is highly transferable across close to 200 job roles,including engineering manager,EHS manager and process engineer.This skill is required by these job roles to implement sustainable engineering practices,monitor and analyse energy usage and performance data to improve
97、 environmental performance,as well as implement life cycle assessment and engineering solutions to meet long-term sustainability and environmental outcomes.?With a background in servicing Internal Combustion Engine(ICE)vehicles,Azman recently topped-up his skills to manage EVs.?In the course of my w
98、ork,there were times when I was asked to stand in for my EV colleagues.However,I couldnt completely do so because I didnt have the know-how,and clients had to wait for my EV colleagues to return.So,with my companys support,I took a course to equip myself with the necessary skills.This was worthwhile
99、 because EVs are low in emissions and are part of the greener world we are moving towards.?The course was a blend of e-learning and practical sessions.We learnt the theory online and went to the workshop for hands-on training.It was difficult at first,because my background was in mechanical engineer
100、ing,and this course is more on electrical engineering.For example,we had to learn the names of different components,how to connect them and how they work.We also had to learn how to perform testing on them.It was challenging to learn the theory online because Ive never done e-learning before.No phys
101、ical textbook,everything online.But thankfully,the hands-on sessions allowed us to see,smell,touch and hear how everything is.I have also dealt with some electrical stuff over the years,like fixing car dashboards,so I was able to tap on my existing skills to quickly adapt to the course material.Even
102、 though it took time,I was determined to pick up new skills like Electric Vehicle Battery Management,Electric Vehicle Charging Management,and Electric Vehicle Maintenance Management.Now I know what goes on behind the wheel of an EV.My scope of work also expanded to include more and newer models of v
103、ehicles.Its very fascinating because the circuitry,high-voltage safety handling and the equipment used for diagnosis and maintenance are all different and require different ways of handling.As I am more experienced now,I also have to advise clients on warranty matters.Even though Im well-versed in s
104、kills like Quality Control and Assurance,increasingly,I need to pick up new skills specific to EV.Otherwise,I will not be able to perform that task anymore.?Very important.I can work on more than just ICE vehicles because I continue to learn and adapt.Learning and adapting has also helped me to rema
105、in relevant to my company.?Table G2:Skills with highest transferability under Environmental and Sustainability Management domain 199 Engineering manager Health,safety and environmental manager Process engineer?296 Enterprise risk management executive Portfolio management analyst Sourcing coordinator
106、?419 Health,safety and environmental officer/manager Facilities manager Solar photovoltaic project development engineer?8 Forrester,2021?Singapore has pledged to be net zero by around mid-century and more recently is aiming to have emissions reach net zero by 2050.This commitment has translated to t
107、argets and ambitions that extend across areas in Sustainable Finance,towards becoming a carbon services hub and a carbon trading hub to facilitate appropriate conditions for transition towards a low-carbon economy.Whether it is driven by regulations,investor expectations or other factors,more compan
108、ies are transitioning towards a low-carbon business model.They are starting to measure their energy consumption and emissions,and finding pathways and solutions to decarbonise.Decarbonisation requires all hands on deck,involving carbon measurement specialists and decarbonisation strategists,and it a
109、lso requires target setting,sustainable finance,verification,leveraging carbon offsets and renewable energy certificates.I am a firm believer that as we leverage on our domain skills,and continue with targeted upskilling and reskilling,we will be able to explore more job role adjacencies in the tran
110、sition towards a greener economy.A concrete example is how accountants skills in numeracy,measurement and accounting complement skills such as Sustainability Reporting.These involve understanding carbon measurement,decarbonisation pathways,climate risk scenario analysis,impact measurement,and the ap
111、plication of the Global Reporting Initiative(GRI)standards or the upcoming International Sustainability Standards Board(ISSB)standards to name a few.Auditors knowledge and technical skills are also highly relevant and transferable when it comes to performing an Environment,Social and Governance audi
112、t,an area that is seeing increasing regulatory controls being introduced.Many of my colleagues have successfully transitioned to these adjacent roles,including myself,and we have found this journey immensely rewarding from a personal development perspective.You feel a sense of mission.I am also seei
113、ng companies,including PwC,committing to and bringing to life tailored ESG upskilling programmes for the whole firm to accelerate the embedding of ESG in its DNA.For example,it is mandatory for all 3,500 of our staff to complete our foundational ESG upskilling modules.By taking deliberate steps to d
114、evelop skills in ESG and Sustainability Management now,we can better compete in a global economy and make this an opportunity of a lifetime for companies and the workforce in Singapore.?According to a recent survey commissioned by Johnson Controls8,70%of business leaders from Southeast Asia have ide
115、ntified sustainability as an increasing priority but many face hurdles around coordination across multiple teams,partners and sites.Digitalisation plays a critical role in the Green Economy and supports companies in their sustainability agenda.Companies need to integrate their sustainability and dig
116、italisation efforts via software platforms allowing them to measure,control and optimise every aspect of their building operations from a single dashboard.This also helps them better monitor and coordinate across multiple teams,partners and sites.While having the right technology is important,we als
117、o need the right capabilities to make full use of it.Combining our domain expertise in the built environment with digital capabilities,Johnson Controls has designed a SGUnited Mid-Career Pathways Programme Company Training(SGUP-CT)course to equip mid-career learners with fundamental digital knowledg
118、e and sustainability-related skills,enabling them to pivot into the built environment.This can help them capture opportunities in the sector,with the increasing demand for skills such as Smart Facilities Management and Green Building Strategy Implementation.In Johnson Controls,we have also transform
119、ed the way we service chillers through training and guidance.Now,our service technicians can monitor chiller performance remotely and predict faults,thus reducing the need for regular onsite inspection while improving our energy efficiency and work productivity.We are committed to share our experien
120、ce to help the industry.?The Sustainable Finance domain is an emerging area where the financial services sector is beginning to introduce green investments,loans and financial instruments to support companies tapping Green Economy opportunities.In particular,skills in Carbon Markets and Decarbonisat
121、ion Strategies Management and Sustainable Investment Management saw the highest demand growths of 1700%and 1550%respectively,albeit starting at relatively low bases.It is anticipated that more financial and corporate professionals will require these skills to lead organisation strategy and policy ch
122、anges in response to carbon policy,market development,and investment and decarbonisation strategies,in their business processes and operations,as well as managing their service offerings and portfolio.Examples of job roles requiring these skills include investment analyst,underwriting manager,and sa
123、les and distribution specialist/coverage officer.Skills in urban farming,food technologies,and novel food development under the Energy,Resource Circularity and Decarbonisation domain are also a nascent trend.This is in tandem with Singapores aim to safeguard food security by producing 30%of our nutr
124、itional needs by 203010.The global supply chain disruption during the COVID-19 pandemic further compound the need to grow the food industry locally.Skills required by companies include Urban Farming Implementation and Management,and Urban Farming Business Development and Management.These support the
125、 growth of vertical farms within buildings premises and rooftops.Companies utilise agri-tech such as hydroponics and/or aquacultural technology,and incorporate automation in growing,harvesting and packaging before goods are distributed.Job roles requiring these skills include business development ma
126、nager,research and development engineer/executive,and automation engineer.At the same time,the development of food technologies and novel food concepts,such as plant-based proteins and lab-grown proteins,are also gaining traction locally.Skills in Novel Food Development and Implementation and Sustai
127、nable Food Production Design are required by job roles ranging from food technologist to chef,to quality assurance and quality control specialist.?9 There is a limited number of skills in the Sustainable Finance domain derived from job posting data.The very high skills demand growth seen by the doma
128、in is due to correspondingly high demand growth of these skills.10 Singapore Food Agency,2020Shu Yi started her career in sustainability policy in the public service,before transiting to her current role that focuses on ESG research.?From my previous role,I learnt that financial institutions play a
129、pivotal role in financing the green transition as well as the adaptation of green strategies in developing countries.I became interested in this space and decided to make the switch.While this is a new field,Im thankful for my companys support in sponsoring me for courses.One of which was the Certif
130、ied ESG Analyst Programme,called CESGA,which enabled me to incorporate sustainability-focused aspects into my work.?I took up the CESGA programme,together with seven other colleagues,that enabled us to better apply Environment and Social Governance and Sustainability Risk Management skills in our wo
131、rkflow,such as(i)understanding the regulatory environment in the EU who are leaders in the space and apply the learnings to Asian markets,as well as(ii)understanding how clients may be affected by upcoming regulatory changes and ESG risks to better support them on their risk assessments.I also signe
132、d up for various sustainability workshops and learning series provided by the company to employees to better understand the role of financial institutions in driving sustainable change.This learning helped in my analysis and can better inform my organisation and our clients in their ESG decisions.?I
133、t is very important to learn new skills to evolve professionally,that can lead to further personal and career growth.The sustainability space is a good example of a trend that has rapidly picked up pace,and both businesses and individuals are learning new skills to adapt to an environment that prior
134、itises sustainability.It is expected that there will be a lot more interest and influence in this space moving forward,so it is important to stay abreast with developments and trends.?Table G3:Skills in emerging areas under Sustainable Finance and Energy,Resource Circularity and Decarbonisation doma
135、ins 168%Food safety specialist Food technologist Quality assurance and quality control specialist?Urban Farming Implementation and Management Urban Farming Business Development and Management Novel Food Development and Implementation1550%9?Underwriting manager Investment analyst Sales and distributi
136、on specialist Carbon Markets and Decarbonisation Strategies Management Sustainable Investment Management Impact Indicators,Measurementand Reporting?Quantify and reduce the organisational carbon footprint?Lead organisations strategy and policies in response to current and projected carbon policy,mark
137、et developments and decarbonisation strategies,and provide support for the organisation and clients in their efforts to decarbonise and become net zero?Research,develop and implement climate-mitigating features in built environment?Apply knowledge in electric vehicle and/or hybrid electric vehicle b
138、attery management and implement maintenance activities in a safe work environment?Apply knowledge of electric vehicle and/or hybrid vehicle charging and implement charging and maintenance activities in a safe work environment?Apply knowledge of electric vehicle and hybrid electric vehicle to impleme
139、nt maintenance activities in a safe work environment?Perform energy audits to optimise the energy performance of energy consuming systems and manage energy consumption?Understand the latest industry and/or client standards regarding Environment and Social Governance(ESG)and undertake ESG research ac
140、tivities?Integrate environmental sustainability through the development,implementation and review of sustainability strategies and programmes against industry best practices?Develop environmental sustainability plans throughout the building lifecycle through the development,implementation and review
141、 of sustainability strategies to enhance environmental performance?Manage facility operations and maintenance to minimise environmental impact and operational costs efficiently?Analyse,monitor and report impact of sustainability actions and lead the organisation in setting impact mission and targets
142、 for the organisation or customers?Research and develop novel food and ingredients based on food bio-science concepts,incorporating knowledge in agri-technology and innovative food processing technology that yield nutritious value with viable mass market potential?Implement checks and testing proces
143、ses for the measurement and assurance of product quality and services to meet consumer expectations?Analyse impact of renewable energy system integration on energy grid in steady state and during dynamic operation.?Integrate digital technologies and smart automation into facility operations and main
144、tenance to optimise efficiency and performance?Develop and implement an integrated smart grid system using various distributed energy sources and energy management systems.?Assess feasibility of solar photovoltaic(PV)installations for buildings based on location and energy assessments?Oversee design
145、 of solar photovoltaic(PV)systems according to project requirements and site constraints?Design,construct and operate engineering systems and assets to optimise energy management and enhance environmental performance?Design and implement sustainable food production policies,processes and initiatives
146、 within the organisation?Lead organisations strategies on sustainable investment and implement sustainable investment concepts and approaches on portfolio management?Plan,develop and roll out of an organisation-wide sustainability strategy.This includes the assessment of the organisations utilisatio
147、n and/or consumption of energy and other resources,vis-a-vis the availability and stability of supply sources and external best practices and standards?Lead development of organisations sustainability reporting and accounting policies and processes in line with regulatory requirements and internatio
148、nal best practices?Develop frameworks,strategies and policies for managing sustainability risks for the organisation to minimise and mitigate risks and impact to the organisation?Apply knowledge of urban farming techniques to formulate competitive agribusiness strategies,incorporating agri-technolog
149、y innovations and sustainable farm-to-market business practices and value-chain?Manage the day-to-day urban farming operations which include,supply-chain management,maintenance management and incorporating sustainable and good urban farming practices?The skills featured in this chapter are non-exhau
150、stive.To see the full list of priority skills,please visit this link:Please visit this link for information on suggested courses for theGreen Economy:https:/linktr.ee/GreenEconomyhttps:/go.gov.sg/2022skills-ge?businesses rely on to enhance their digital functions and services.The Cyber Security and
151、Risk domain relates to data and IT management and protection,security and threat management,and incident and recovery management.With more people connected online,digital assets must be protected.These skills enable the protection and governance of customers data and ensure that the integrity of sys
152、tems is not compromised.They also support organisations with the ability to set up robust incident and recovery management measures to prevent breaches in databases and systems.The Software Development domain focuses on technical skills such as software application interface development and customer
153、 experience.They support the development of digital products and applications for organisations to interface with both consumers and internal staff.The E-commerce and Digital Marketing domain includes skills related to market research,consumer behaviour insights,product sales and market management,a
154、nd digital marketing communications.As Singapores growth in e-commerce sales is expected to reach$19.6 billion by 20275,these skills will continue to play a significant role in the economy.The Technology Application and Management domain focuses on skills that support the adoption and deployment of
155、technology.These skills help to bridge the technical push with the operational pull,so that businesses can maximally harness emerging digital technologies to innovate processes and create new revenue channels.4 Microsoft,20205 The Straits Times,2022national Smart Nation initiative1,the three key pil
156、lars are Digital Economy,Digital Government and Digital Society.Widespread adoption of national digital infrastructure,especially digital identity system and PayNow,will continue to spur digital innovations across the board.The government continues to lead by example in digital adoption to better se
157、rve the citizenry.For example,the government created the GoWhere app to help eligible citizens find the locations to collect ART kits.Another example is GovWallet which helps government agencies disburse monies and credits in a secure and convenient way.As more talents are equipped with digital skil
158、ls to exploit the e-opportunities such as e-finance,e-retail and e-government,there is also an increasing need to provide individuals with the skills to secure their digital space.As we strive to preserve the internet as a safe space for commerce,data security and digital trust becomes critical.Unfo
159、rtunately,there have been more reported cases of online scams and compromised data.In 2021,Singapore recorded close to 3,700 computer misuse cases,while cybercrime made up 48%of all crime2.With initiatives such as digital trust R&D centres,sandboxes,cybersecurity training,and data governance framewo
160、rks3,both the public and private sectors are investing more in this space.The COVID-19 pandemic has accelerated the rate of digital transformation.Today,there is an increasing adoption of technologies across multiple sectors.Examples of technologies include AI and data,Internet-of-Things(IoT),cybers
161、ecurity,and 5G applications.These technologies are now vital for many processes such as hybrid work,e-commerce and digital payments.These technologies are also used to develop applications that enable businesses to connect with more consumers and provide better services.Today,Singapores economy is u
162、ndergoing intensive digitalisation.Examples of digitalisation include the launch of new fully digital banks,continued growth of e-retail,and the enhancement of Singapores digital connectivity through 5G networks.This macro trend will likely continue as Singapore emerges from the pandemic.The governm
163、ent continues to play a significant role in driving whole-of-nation digitalisation.Under the Skills in Software Development and Cloud,Systems and Infrastructure are growing in demand as businesses develop more digital products and build up their IT networks and infrastructure E-commerce and Digital
164、Marketing,and AI,Data and Analytics-related skills are the most transferable across sectors and job roles1 Smart Nation Singapore,20222 Statista,20223 For instance,SGTech,the trade association for Singapores tech industry,undertook a global landscape study and identified technology,governance,and pe
165、ople enablers to boost digital trust.SGTech,2022?With rapid developments in the Digital Economy,there are many opportunities to uplift jobs and skills.Emerging business operating models challenge conventional notions on how businesses are structured,how firms and citizens interact,and how consumers
166、obtain goods,services,and information.In Microsofts estimate about the growth in demand for digital skills,the global number of technology-oriented jobs will increase to 190 million in 20254.The skills that are of increasing importance to the Digital Economy can be defined in six emerging domains:AI
167、,Data and Analytics Cloud,Systems and Infrastructure Cyber Security and Risk Software Development E-commerce and Digital Marketing Technology Application and ManagementThe AI,Data and Analytics domain supports how data-related skills are being used in tech-lite areas,such as business data analysis a
168、nd data visualisation,and tech-heavy areas,such as AI application and data engineering.As businesses deal with more data and use them more intensively,technical expertise needs to grow to effectively manage data as a resource.The Cloud,Systems and Infrastructure domain is related to the deployment a
169、nd administration of cloud infrastructure,database and 5G networks.These skills drive the maintenance,implementation and continuous improvement of the underlying systems and infrastructure that?No.of skills:63These skills tend to be highly technical and/or in relatively new functional areas but are
170、not required across many job rolesExamples of skills:Radio Frequency EngineeringData Centre Facilities ManagementNo.of skills:49These skills may have plateaued in demand and consolidated within several job rolesExamples of skills:Customer Behaviour AnalysisCyber and Data Breach Incident ManagementNo
171、.of skills:48These skills see relatively high demand growth and are required across many job rolesExamples of skills:Customer Experience ManagementSoftware DesignNo.of skills:62Despite moderate demand growth,these skills are required across manyjob rolesExamples of skills:Product DevelopmentBig Data
172、 Analytics?Design,deploy and maintain radio frequency infrastructure for IT systems and wireless communication networksManage and maintain data centre resources,facilities and/or physical infrastructure to ensure smooth,stable and sustainable operations within data centresCompile and analyse informa
173、tion gathered through various channels and manage communication across customer touch points to ensure a consistent and pleasant customer experienceCreate and refine the overall plan for the design of software,including the design of functional specifications Devise customer behaviour analysis tools
174、 and approaches,to perform analysis on information pertaining to customer behaviours,leading to improved customer recommendationsDetect and report cyber and data-related incidents,identify affected systems and user groups,trigger alerts and announcements to relevant stakeholders and efficient resolu
175、tion of the situationEvaluate consumer and market trends to determine value proposition,cost-effectiveness and profitability of proposed products in different marketsAnalyse and validate significant volumes of data to discover and quantify patterns and trends to improve business operations?Radio Fre
176、quencyEngineeringSolution ArchitectureData Centre FacilitiesManagementCyber and Data BreachIncident ManagementCustomerBehaviourAnalysisSoftware TestingSoftware DesignResearch andInformation SynthesisE-commerceManagementCustomerExperienceManagementProductDevelopmentBig DataAnalyticsArtificial Intelli
177、genceApplicationUser Experience DesignFigure D1:Priority skills in the Digital Economy6 Only data points with positive demand growth are shown.Outlier data points not discussed in this chapter are excluded.Priority skills refer to skills that citizens can prioritise to gain access and thrive in the
178、emerging domains.These skills were derived from SSGs National Jobs-Skills Intelligence engine and validated via expert input from industry,academia,and sector agencies.Demand growth(y-axis)refers to the compound annual growth rate of job postings(2018 to 2021)that mentioned a given priority skill.Tr
179、ansferability(x-axis)refers to the total number of unique job roles from job postings(2018 to 2021)that requires a given priority skill6.Refer to the Methodology chapter for further details.?Today,the world is at an inflexion point where technology has radically transformed how businesses work.The c
180、onvergence of new exponential technologies like AI,automation,IoT,blockchain,and 5G has changed the playing field.Organisations need to reimagine how they work,reinvent their business models,and reskill their workforce to remain relevant.A paradigm-shift in the ways of working and thinking is key fo
181、r digital success.This means roles and responsibilities within the organisation need to change.An open mindset to accept new skilling,upskilling and cross-skilling,helps organisations to brace for their digital transformation endeavours.Figure D2:The IBM Garage JourneyFor example,IBM Garage is an en
182、d-to-end model created to help clients accelerate their digital transformation journey.To implement the model,Garage teams with deep domain skills and the ability to work effectively in an agile manner are set up.A typical Garage team would comprise business analysts,experience designers and technic
183、al developers.We see a need to merge business domain knowledge,human machine interaction design,and experience with technical skills.For example,front-end developers and back-end developers used to be specialised,but full-stack developers are in demand today.Similarly,user experience designers bring
184、 more value when equipped with business needs and process analysis and/or technical skills.When deep skills are siloed from other disciplines,whether in technical or business domain knowledge,they are not as valuable as hybrid cross-functional skills.The willingness to understand disciplines outside
185、 your core expertise will help you accelerate your career.The Digital Economy will also demand a new kind of leadership to make substantive progress in new digital areas.Therefore,it is important to build a new coalition of leaders across different executive teams.Business leaders,technology or digi
186、tal partners,and transformation or innovation officers need to start working closely together to synchronise lines of control overseeing their transformation,including shared metrics and incentives.In an era where the relevancy and lifecycle of skills diminish unceasingly,we need a culture of contin
187、uous learning to survive and the desire to learn and cross-learn.This is a unique characteristic of the Digital Economy.?Amongst the six emerging domains,Software Development surpasses other domains in terms of skills demand growth and transferability,growing by 83%between 2018 to 2021.The growing d
188、emand for software and applications on devices,coupled with exponential growth in digitalisation spurred by the COVID-19 pandemic,has led to an increasing need for related skills in software development.There are three skills in the Software Development domain that have high growth and high transfer
189、ability(see Table D1).Specifically,Software Testing skill is required by job roles such as quality assurance tester and vulnerability assessment and penetration testing analyst.They need to conduct software testing more frequently to check on the effectiveness and performance,identify issues and def
190、ects,and ensure product quality.The other two skills are related to design.Job roles such as product designer and customer experience manager use User Experience Design skill to enhance user interactions and engagement with products and services.Software architects and embedded systems engineers use
191、 Software Design skill to translate complex software ideas and concepts into design blueprints,including the design of functional specifications.The growth and transferability of these design-related skills emphasise the importance of a user-centric approach in the software development and product d
192、esign process.While the functionality of a digital product is crucial,the user experience and alignment with current and future needs are also critical.?Table D1:High growth and high transferability skills under Software Development domain100%228 Quality assurance tester Vulnerability assessment and
193、 penetration testing analyst Applications support engineer?86%263 Product designer Customer experience manager Associate software engineer?87%303 Software architect Embedded systems engineer Software engineer?An electrical engineer by training,Jeremy successfully made the leap to his current role,wh
194、ere he creates mobile,web and enterprise applications.He is motivated to serve users better by designing how an app behaves and functions.?Designing offers more room for improvisation and trial and error,than the definite ones-and-zeroes in engineering or programming work.Alongside simplifying compl
195、ex information and processes for greater accessibility,UX covers psychology,visual design and the aesthetics of a product.All these fit with my personal interests.?Besides a Specialist Diploma in Mobile Applications,I actively sought out UX design certification courses online,and undertook a short c
196、ourse at the National University of Singapore on user experience.These courses led me to pick up skills such as Interaction Design Practice.From the moment a user enters a store,there are various touchpoints that could be designed to provide more positive interaction with customers.Importantly,servi
197、ce design is not limited to a physical product,but involves its accompanying experiences as well.My current work also involves gathering and analysing information on target users for insights.Customer Behaviour Analysis skills allow me to use these insights to develop prototypes of mobile applicatio
198、ns and websites.Adobe XD and Figma are useful tools to learn and use at this stage.Through this process,I address user pain points and enhance user experiences,leading to improved customer recommendations.I have a quote at my desk.It says:“Design is a social function.Its true purpose is to improve p
199、eoples lives.”Ultimately,design serves humans.Honing this ability to use design as a social good,drives me in my work.?Its beneficial to learn outside your field.In keeping up to date on business and IT,I find myself working better with teammates while expanding my knowledge.Motivation for me comes
200、from striving for excellence at my job.While extrinsic motivation can be provided by employers when they send their staff for courses,I believe intrinsic motivation is equally,if not more,important.?As businesses scale up digitalisation efforts,systems such as cloud,system administration,database,an
201、d network infrastructure form the foundation of the Digital Economy.Networks,IT and data systems that are secure and robust ensure minimal disruption to productivity and enable businesses to meet increasing demand for their services.Skills such as Radio Frequency Engineering,Solution Architecture an
202、d Data Centre Facilities Management(see Table D2)are some of the skills with the highest demand growth in the Cloud,Systems and Infrastructure domain.Specifically,Radio Frequency Engineering skill is used by radio frequency engineers for the developmentof 5G networks,which is a relatively new area.I
203、n addition,properly implemented and integrated IT systems and infrastructure are important to any organisation.Therefore,Solution Architecture skill used by infrastructure architects and data architects is integral to develop structured and integrated systems and infrastructure.Data Centre Facilitie
204、s Management is an important skill used by data centre operations engineers and facilities managers to manage the increasing demand on data centres from network and IT services and the growth of hyperscalers.?Table D2:High growth skills under Cloud,Systems and Infrastructure domain105%Data centre op
205、erations engineer Senior technician Facilities manager?108%Infrastructure architect Data architect Software architect?166%Senior assistant engineer Radio frequency engineer Artificial intelligence applied researcher?A building facilities domain expert for more than 20 years,Terence embraced digitali
206、sation into his area of expertise five years ago to enhance facilities management and operations for his clients.?Facilities management is not new.However,in the past decade,competition has increased as more companies,including those from regional countries,entered this line of business with low-cos
207、t business models.There was a need to differentiate ourselves by moving up the value chain.At the same time,building owners were also becoming more aware of using data to improve energy efficiency and,in more recent years,enhanced sustainability compliance.When my company adopted digitalisation into
208、 its solutions five years ago,I felt it was timely and joined the pioneer digital solutions team without hesitation.?The learning was challenging at first,as I needed to change my mindset.Digitalisation means I need not be on premise to check on buildings and could rely on sensors installed to do th
209、at job more effectively and efficiently.However,it required me to understand what data to capture,how to integrate all the data,and make sense of the data to derive actionable insights.Next,I had to pick up Data Visualisation skills to present the analysis and insights to building owners so that the
210、y can see the benefits of having such information at their fingertips to better conduct preventive maintenance and enhance the experience of their tenants.Solutioning skills also enabled me to promptly diagnose potential problems with the building,propose corrective measures,evaluate each measure on
211、 its effectiveness,before taking early actions to resolve issues.As technology is never on a standstill,the learning never stops.I am always on a lookout for emerging technologies that can further enhance my companys value proposition.Specifically,I will gather information on these technologies and
212、then perform a cost-benefit analysis to determine if it makes sense to integrate them.Applying these Emerging Technology Scanning skills helps me to ensure that the latest technology ultimately brings more value to my clients.?In my line of work,it is absolutely critical to learn and adapt continuou
213、sly.This opens up new possibilities to do things smarter and more flexibly.I believe this applies to anybody and the job that he/she is passionate about.?7 SGTech,2022At SGTech,informed by more than 1,000 member companies,we keenly recognise the pressing need to grow and nurture relevant tech talent
214、 to support the broader digitalisation efforts across all sectors.The array of tech skills that are in demand in the market is manifold,so I will focus on one emerging area of the Digital Economy that promises much opportunity Digital Trust.There is a significant opportunity for Singapore to bring i
215、ts reputation as a trusted hub for business,finance and aviation into the digital space.An ambitious global landscape study that SGTech released in October 20227 identified Digital Trust enablers in the areas of technology,governance and people,underpinned by key digital skills to make Digital Trust
216、 a success in Singapore.Data Engineering skills will be needed to realise the immense potential of emerging trust tech like privacy enhancing technologies,cybersecurity innovations,and digital identity solutions.Data scientists will be at the heart of these technologies,while development approaches
217、such as data protection by design and security by design will ensure that developers incorporate these functionalities into everyday workflows to enhance trust in technology.More balanced and effective legislation,interoperable regulatory frameworks,and formulation of international governance tools,
218、such as trustmarks and certifications,will be needed.This will require skilled legal and consulting practitioners specialising in international data laws and digital regulation.Cyber insurance services will also be a growing need as more organisations seek protection against rising fraud threats.Dig
219、ital Trust professionals will quickly move from being niche appointments to becoming common features of corporate offices around the world.One can look out for job descriptions like digital trust manager on LinkedIn feeds soon.With skills like Data Protection Management,Cyber Risk Management,and Sec
220、urity Governance,these new roles will integrate existing job functions across data to risk,legal and compliance,and require specialist curricula developers,trainers,assessors,certifiers,and recruiters.Digital Trust will be a game-changer for Singapore to secure its place as a global digital and data
221、 node.SGTech looks forward to being a mobilising force in this ecosystem to catalyse capability building and skills development.?A study by Forbes8 highlighted changing business models and customer behaviour as top digital trends.With more businesses opting for omnichannel customer support,businesse
222、s must provide more outreach options to enhance customer experience.In addition,with the growth of e-commerce business models,skills such as Product Development,Customer Experience Management and E-commerce Management in the E-commerce and Digital Marketing domain are needed to enhance outreach stra
223、tegies and customer experience.These skills have a high transferability of about 800 job roles requiring these skills.Many businesses need to develop products to bring sustainable growth and value to the organisations,making the Product Development skills highly transferable.The other two skills,Cus
224、tomer Experience Management and E-commerce Management,are related to customer engagement which is key to increase customer loyalty and trust especially in todays volatile business environment.Skills such as Big Data Analytics,Artificial Intelligence Application and Research and Information Synthesis
225、 in the AI,Data and Analytics domain are required by about 700 job roles(see Table D3).A tremendous amount of data is collected every day and can be an asset if businesses know how to tap on it.Big Data Analytics is a skill often used by job roles such as data scientists,data engineers and data arch
226、itects.However,this skill is also demanded by other tech-lite roles,such as business intelligence manager and risk analytics manager.The difference lies in the application of the skill.Analytics and customer insight managers may use advanced analytical techniques to interpret large quantities of dat
227、a,but data scientists may have to develop new data models to transform how data is used.?8 Forbes,2021Table D3:Skills with high transferability?E-commerce and Digital Marketing840 Product development manager Product manager Merchandising manager?E-commerce and Digital Marketing823 Customer experienc
228、e manager Principal service designer Sales executive?AI,Data and Analytics817 Data analyst Data engineer Data scientist?E-commerce and Digital Marketing761 E-commerce manager Marketing assistant Merchandising associate?AI,Data and Analytics 760 Senior machine learning engineer Data scientist Data ar
229、chitect?AI,Data and Analytics709 Analytics and customerinsights manager Data scientist Threat analysis manager?9 Gartner,202110 Gartner,2018The proliferation of AI has created opportunities for both start-ups and established businesses to achieve more than we could ever imagine.According to Gartners
230、 forecast of 2022,the worldwide AI software market will reach$62 billion9,and the value of AI-derived businesses will reach$3.9 trillion10.Yet,the power of AI has also sparked concerns about its biases and potential exploitation by unethical individuals and businesses.AI Ethics and Governance is a v
231、aluable skill that helps increase the levels of trust and confidence in various AI platforms and ecosystems.It helps eliminate risks of unintended discrimination that will potentially lead to unfair outcomes.Examples of how AI Ethics and Governance can be applied includes performing updates to inter
232、nal governance structures to ensure robust oversight of AI,disclosing parameters used in developing AI model to users,and ensuring proper documentation throughout the developmental process for stakeholder accountability.Being the largest infocomm and digital media society in Singapore,SCS stepped up
233、 and took the lead to drive the AI Ethics and Governance movement.In October 2019,partnering with Infocomm Media Development Authority(IMDA),SCS developed and launched the AI Ethics and Governance Body of Knowledge based on IMDAs AI governance framework.Subsequently,the Certificate in AI Ethics and
234、Governance,the first certification programme jointly created by SCS and Nanyang Technological University(NTU),was launched in October 2021.The SCS-NTU joint certification on AI Ethics and Governance for Professional Level ensures that we continuously build a pipeline of adequately trained and certif
235、ied professionals in this emerging area of AI Ethics and Governance.SCS has also partnered with Polytechnics and the Institute of Technical Education(ITE)to roll out the AI Ethics and Governance(Associate)Certification and AI Literacy programmes infused with AI ethics on human centricity for student
236、s.To date,we have trained 208 trainees and certified 184 professionals in AI Ethics and Governance.AI will continue to expand in every aspect of our lives and become more pervasive in the Digital Economy.Hence,we need to be prepared and equip ourselves with skills in AI Ethics and Governance.?Apply
237、algorithmic,statistical and engineering knowledge to integrate artificial intelligence into engineering processes?Analyse and validate significant volumes of data to discover and quantify patterns and trends to improve business operations?Devise customer behaviour analysis tools and approaches,to pe
238、rform analysis on information pertaining to customer behaviours,leading to improved customer recommendations?Compile and analyse information gathered through various channels and manage communication across customer touch points to ensure a consistent and pleasant customer experience?Detect and repo
239、rt cyber and data-related incidents,identify affected systems and user groups,trigger alerts and announcements to relevant stakeholders and efficient resolution of the situation?Develop cyber risk assessment and treatment techniques that can effectively pre-empt and identify significant security loo
240、pholes and weaknesses and provide risk treatment and prioritisation strategies?Manage and maintain data centre resources,facilities and/or physical infrastructure to ensure smooth,stable and sustainable operations within data centres?Develop and implement a Data Protection Management Programme to co
241、mply with the Personal Data Protection Act 2012?Implement contemporary techniques,dynamic visual displays with illustrative and interactive graphics to present patterns,trends,analytical insights from data or new concepts in a strategic manner for the intended audience?Develop,manage and execute e-c
242、ommerce strategies and activities according to organisational objectives?Review new developments in emerging technology to determine their relevance to the organisation?Develop digital and/or physical interactions across technology,products,space and services media to enhance relationships and engag
243、ement with users?Evaluate consumer and market trends to determine value proposition,cost-effectiveness and profitability of proposed products in different markets?Design,deploy and maintain radio frequency infrastructure for IT systems and wireless communication networks?Identify,source and interpre
244、t information from various sources to obtain deep understanding of specific area to identify patterns,uncover insights,integrate findings into recommendations and/or guide decision-making?Develop and disseminate corporate security policies,frameworks and guidelines to ensure that day-to-day business
245、 operations guard or are well protected against risks,threats and vulnerabilities?Create and refine the overall plan for the design of software,including the design of functional specifications?Assess and test the overall effectiveness and performance of an application,involving the setting up of su
246、itable testing conditions,definition of test cases and/or technical criteria?Design or refine a solution blueprint or structure to guide the development of IT solutions in hardware,software,processes,or related components?Generate solutions by systematic analysis of the problem,proposing preventive
247、and/or corrective measures and evaluating the effectiveness of the measures from different perspectives?Conceptualise and enhance users interactions and engagement with products and services by integrating elements of interaction design,information architecture,information design,visual interface de
248、sign,user assistance design and user-centred design?The skills featured in this chapter are non-exhaustive.To see the full list of priority skills,please visit this link:Please visit this link for information on suggested courses for theDigital Economy:https:/go.gov.sg/digital-econ-courseshttps:/go.
249、gov.sg/2022skills-de?Ministry of Health,seeks to drive digitalisation,enhance productivity,and job satisfaction in community care organisations3.In response,care providers have been incorporating technology into their business models,operations,and service offerings.This includes testing and integra
250、ting new models of care between hospital and home.The skills of community care personnel will need to keep pace with these changes.In education sectors,the Early Childhood Development Agency(ECDA)is creating an inclusive preschool education4,informed by multi-disciplinary experts from education,heal
251、th and social sectors.On the lifelong learning front,SkillsFuture Singapore(SSG)anticipates a greater uptake of reskilling and upskilling efforts among the workforce over the next five years.To cope with the increasing demand,continuing education and training partners are taking advantage of educati
252、on-learning technologies to provide skills-based learning,that are bite-sized,personalised,and application-led.Other emerging trends include the increased emphasis on workplace learning,which necessitate capabilities to organise workplaces for learning,to supplement institution-based learning.Demand
253、 for career/learning counselling and coaching will also rise in a more dynamic labour market,to help workers translate industry trends and business transformations into tangible actions,enhancing worker performance or preparing them for career transition.Finally,the COVID-19 pandemic has accelerated
254、 change to the nature of work.With the emergence of remote or hybrid working arrangements,companies need to review their employee engagement approaches,and deal with recruitment and retention challenges(a.k.a.the“Great Resignation”).In this new construct of the workplace,Human Resource(HR)profession
255、als need to dig into available data,listen to workers,and understand their priorities,so that trust and cooperation within the company are not eroded.Organisations also need to respond effectively to the greater emphasis on employee well-being,work-life balance,and inclusivity.The Care Economy conti
256、nues to grow in importance in 2022.As Singapore moves into the endemic phase of COVID-19,organisations are dealing with new challenges,such as the Great Resignation,talent shortages and the greater spotlight on mental well-being.At the national level,Healthier SG1 is an ambitious plan focusing on pr
257、eventive care to help all Singaporeans achieve better quality of life by promoting health,wellness and fitness.The plan will require the support of technology,data and more care personnel in roles relating to wellness and fitness promotion to complement traditional healthcare roles.In community care
258、,innovation and job redesign efforts are ongoing to improve the quality of community care,amid manpower shortages.Under the Job Redesign trial by the Agency for Integrated Care(AIC),new community care roles have been piloted with four community care organisations,by blending various support care fun
259、ctions to uplift the value and attractiveness of the new roles2.The Community Care Digital Transformation Plan,announced recently by the With the demographic shift,there is an increasing need for preventive and community care,adult education,and workplace learning and development,to cater to the nee
260、ds of an ageing population and workforce.HR practices will also need to transform to cater to hybrid working arrangements,look after workforce mental well-being,and facilitate skills acquisition amid rapid technology and business model changes Skills in the Collaboration with Stakeholders domain are
261、 among the fastest-growing,while those in Person-centred Care and Teaching and Learning domains have the highest transferability across job roles.Demand for Health and Wellness-related skills has grown since the pandemic and are needed from care provision to preventive personal care roles 1 Healthie
262、rSG,2022 2 AIC Yearbook,FY20213 Straits Times,20224 One such initiative is the Inclusive Support Programme,to support children with developmental needs in preschools,ECDA,2022stakeholder groups include professionals across multiple disciplines,community partners,and social service agencies.Skills in
263、 the Teaching and Learning domain seek to maximise individuals performance and realise their potential.More organisations are now treating employee learning as a strategic priority,to prepare their employees for changing business needs and to promote their career growth.Learning specialists and busi
264、ness unit managers need skills to design and implement workplace learning modes and to effectively engage employees through career conversations.Skills in the Health and Wellness domain promote and develop the individuals overall health and well-being.Along with more healthcare,there will also be a
265、greater societal need in skills related to preventive care,wellness and fitness promotion,mental resilience and self-care.These are needed both within companies and in the larger community.Skills of increasing importance in the Care Economy are classified into four emerging domains as follows:Person
266、-centred Care Collaboration with Stakeholders Teaching and Learning Health and WellnessSkills in the Person-centred Care domain support effective delivery of personalised care to an individual.These skills support tasks in operational management,client data management,and service excellence in inter
267、action.Skills in the Collaboration with Stakeholders domain strengthen care professionals partnership abilities to deliver care services that benefit clients,as well as their families and caregivers.Strong collaboration across stakeholder groups remains a key enabler in delivering quality care.These
268、?Individualised Intervention Planning and ImplementationCompetency Framework DevelopmentCommunity PartnershipHealth,Hygieneand Nutrition for ChildrenCareer CoachingProfessional ConsultationHuman Resource AdvisoryTalentManagementExcellence in ServiceChangeManagementCoaching and MentoringHealth Promot
269、ionFamily and CaregiverEngagementLearning ProgrammeEvaluationEffective ClientCommunicationPerformanceManagementPharmacyInformationTechnologyManagementResilience and Self-careNo.of skills:30These skills are in niche and specialised domains with limited transferabilityExamples of skills:Individualised
270、 Intervention Planning and ImplementationCompetency Framework Development No.of skills:15These skills are specialised within specific care areas or have stabilised in demandExamples of skills:Pharmacy Information Technology Management Learning Programme EvaluationNo.of skills:20These skills signify
271、the demand for targeted and personalised care services.Skills that support learning at the workplace are seeing significant increase in demandExamples of skills:Human Resource Advisory Career CoachingNo.of skills:37These skills are required to support organisational transformation through human inte
272、raction,sound operations management and employee communications Examples of skills:Change ManagementEffective Client Communication?Design and develop competency frameworks within organisation,ensuring that human resource(HR)programmes are aligned to support their application across organisation leve
273、ls and functionsDevelop and implement intervention plans that integrate the goals,needs,interests and capabilities of children with the desired functional outcomesDeliver human resource(HR)advisory and consultancy services to internal and external clients to meet their requirementsProvide career coa
274、ching programmes to develop talentMaintain and enhance pharmacy information technology systems and workflows to ensure optimum performanceEvaluate the effectiveness of learning experiences and modify the teaching approaches and materials accordinglyInitiate and facilitate organisational changes and
275、business transformation initiativesDemonstrate effective communicative skills when communicating with clients and caregivers?Figure C1:Priority skills in the Care Economy5 Only data points with positive demand growth are shown.Outlier data points not discussed in this chapter are excluded.Priority s
276、kills refer to skills that citizens can prioritise to gain access and thrive in the emerging domains.These skills were derived from SSGs National Jobs-Skills Intelligence engine and validated via expert input from industry,academia,and sector agencies.Demand growth(y-axis)refers to the compound annu
277、al growth rate of job postings(2018 to 2021)that mentioned a given priority skill.Transferability(x-axis)refers to the total number of unique job roles from job postings(2018 to 2021)that requires a given priority skill5.Refer to the Methodology chapter for further details.?To a large extent the pan
278、demic has profoundly changed the workplace and what employees expect of their employers.Flexible work arrangements are fast becoming a key value proposition for talent attraction and retention.But should we just stop at workplace flexibility?Or are todays workers expecting much more from employers t
279、hat go well beyond just workplace flexibility?There is evidence that employees are now prioritising their self-care needs ahead of professional and financial,and if these are not met,they are more than likely to seek employment elsewhere.Here,I emphasised three areas of leadership skills that can le
280、ad to a more unified company culture and stronger results as you continue to grow your business:?As more companies adopt hybrid work schedules,companies should expect employees to feel increased levels of stress.Recognising this will go long way towards reassuring employees that they are seen and su
281、pported.Organisational relationship building skills are essential for the workplace:Companies gain from increase in productivity and enhance employee engagement.Engaged employees are more creative.In return,companies would experience higher employee retention.?Leaders must continually reiterate orga
282、nisation values and connect employee contribution to an organisations overall purpose.Companies that place emphasis on long-term values and core purpose will thrive.?We have been caught in a cycle of uncertainty and upheaval for over two years now(although some of these issues have been around much
283、longer).When the news is filled with uncertainty and stress-inducing headlines,trusted leadership is absolutely essential.Sustained coaching and mentoring practices within an organisation will build a high trust environment where holistic people development and wellness care are the foundation.These
284、 leadership skills are also highly transferable across industries and job roles.There is a solid case for all of us to embrace skills in care,wellness,learning,and lead changes to create a more open,inclusive and fair workplace culture.?Every day,over 5,000 families and caregivers entrust the care o
285、f their elders to St Lukes ElderCares(SLEC)24 senior care centres,active ageing hubs,and residential homes spread across the island.We are privileged to have a dedicated team comprised of 700+teammates,37%of whom are above the age of 55.The urgency of providing competent workers for the eldercare se
286、ctor is pressing.By 2035,it is estimated that our nation will face a super-ageing phase,with a third of the population over the age of 65.As an AIC-appointed learning institute for the community care workforce,how should we envision delivering care to elders,with a workforce that is ageing as well?I
287、n response to operating in a VUCA(volatile,uncertain,complex,and ambiguous)world,it is necessary for community care organisations to place emphasis on managing staff development.We want to nurture staff with the attitude and aptitude to be enthusiastic,unfazed,committed,and agile.We aim to develop s
288、taff with Learning Agility skills to continuously co-learn with others and equip staff with Coaching and Mentoring skills to transfer knowledge and experience to junior members and career-switchers joining the care economy.SLEC has embarked on a Job Redesign(JR)Project,led by former centre managers,
289、who transitioned into in-house trainers.To train care-related technical and soft skills which are application-based in nature,these in-house trainers developed Workplace Learning Delivery skills to deliver learning that encompass cognitive,emotional,and technical areas through experiential learning.
290、For staff participating in the JR Project,they also underwent extensive training and picked up new skills such as Intervention Implementation in Therapy Support and Nursing Productivity and Innovation as they adopt equipment and technology solutions to support their newly redesigned roles.To co-crea
291、te meaningful work that continues to appeal to staff that do caregiving work,organisations and employees need to be jointly committed to co-create relevant and meaningful work that appeals to workers in different life stages and with varying life experiences.?Increased emphasis for the provision of
292、holistic care services has resulted in the Collaboration with Stakeholders domain skills demonstrating some of the highest growths.Among the fastest-growing skills in this domain are Professional Consultation,Family and Caregiver Engagement,and Community Partnership,reflecting the collective efforts
293、 needed for a holistic care plan(see Table C1).Skills such as Community Partnership and Family and Caregiver Engagement are required as these partnerships are critical in creating the supportive environment for the client and their families.These two skills are required by job roles across various c
294、are sectors such as early childhood,social services,and healthcare.Professional Consultation is a core skill in the Care Economy.It establishes a trusted relationship with clients and peers and provides professional knowledge and skills in engagements to co-create solutions.It has the strongest dema
295、nd in healthcare job roles,such as nurse clinician and allied health professional,as well as social service job roles in social work and youth work.?Across all the four emerging domains,skills in Person-centred Care and Teaching and Learning have the highest transferability across job roles.Specific
296、ally,Change Management,Excellence in Service,and Human Resource Advisory are required by more than 600 job roles across HR,healthcare,social services,and training and adult education sectors.An example is the learning and organisation development manager who engages employees to develop workable cha
297、nge interventions,addressing business needs and employees concerns.?Table C1:High growth skills under the Collaboration with Stakeholders domain200%Programme executive Senior care staff Volunteer manager?105%Nurse clinician Social worker Manager,employee experience and relations?100%Childcare centre
298、 manager Patient service assistant supervisor Senior nurse educator?This signals the enduring needs of managing change and delivering excellent service to clients,as the COVID-19 pandemic resulted in a tight labour market and high staff burn-out.There is an urgent need for more progressive human res
299、ource practices,such as innovative ways to access and retain talent,and manage skills needs of the organisation(see Table C2).In the Teaching and Learning domain,skills such as Performance Management,Talent Management and Coaching and Mentoring have surfaced as highly transferable skills.Job roles t
300、hat require these skills range from HR roles managing talent performance and rewards to supervisory/managerial roles at business units such as senior social worker,as well as learning and development(L&D)related roles such as nurse educator.Specifically,HR teams apply their skills in workforce plann
301、ing and strategy formulation to optimise talent capabilities and organisational workforce needs,by ensuring skills and talent priorities are aligned with business needs.L&D teams also work closely with business units to rethink what work means and develop talent management as a growth strategy that
302、caters to a multi-generational workforce.Line managers deepen their skills in Coaching and Mentoring and regularly help their teams align business needs with individual career aspirations(see Table C3).Table C2:Highly transferable skills under the Person-centred Care domain792 Learning and organisat
303、ion development manager Learning solutionist Manager in social work?725 Learning quality manager Patient service executive Youth worker?665 Head of HR business partner Social worker Director of nursing(clinical)?Table C3:Highly transferable skills under the Teaching and Learning domain542 Manager,ta
304、lent management Psychologist Senior social worker?609 Learning and development specialist Nurse educator Youth worker?632 Manager,performance and rewards Nurse manager Physiotherapist?The global economy is increasingly more complex.Organisations must have the capabilities for understanding and leadi
305、ng in constant change in order to thrive.At the same time,they are also facing challenges in finding enough talent to meet this new reality.Upskilling and cross-skilling their workforce to meet the demands of their business is now a constant imperative.Therefore,lifelong learning is fast becoming cr
306、itical in the future economy.At the same time,organisations must continuously seek to develop new skills and capabilities for meeting the new demands in this exciting new era.To build this capability for complexity,I believe that organisations should focus their skills development efforts on achievi
307、ng impact on their organisations business outcomes.For instance,consider the Care Economy skills of Learning Needs Analysis and Learning Solutions Design.Organisations should build deep expertise in these key areas to provide their people learning solutions that are highly contextualised and bespoke
308、d to the unique needs of their business.More importantly,Learning Needs Analysis and Learning Solutions Design skills should be developed in tandem with capability building efforts in organisation impact analysis,ideally with an emphasis on data-driven decision-making frameworks and methodology.This
309、 is crucial as each organisation will have their own strategic objectives and therefore may face unique challenges requiring different learning interventions.For instance,one of the things we have learnt is that data analytics provided us the insight that learning solutions design should be focused
310、on grouping learners with similar learning gaps,rather than grouping learners with similar role and responsibilities.Finally,organisations should build the capability for skilled workplace learning to better translate learning into business outcomes.These skills and capabilities ultimately translate
311、 into new and higher value-added job roles within the organisation,and ultimately better professional and career development for their people.For example,our experiences and collaborations provided us insights into how career transitions are best navigated as a combination of re-defining ones mindse
312、t for purpose,developing new habits,and designing ones own learning ecosystem.In so doing,the organisation can deliver on its purpose through a highly skilled and capable workforce.?Nikko is a solutions consultant who analyses learner data,researches global and industry trends,and packages the insig
313、hts into learning strategies for school,businesses,and governments.?Back then,I took a degree in tourism to have the most relevant education for my familys business,which is within the tourism industry.In the end,I did not join my family business but started work in a government agency managing the
314、workforce development needs of the tourism and F&B sectors.As I dived deeper into L&D,I pursued a Masters in this field.I continued to pursue my passion in L&D across different industries and eventually landed myself as a solutions consultant in an EdTech company.?The learning journey is exciting as
315、 this field is always growing and evolving.For example,the COVID-19 pandemic forced everyone to change their way of work and life.My adaptability skills were put to the test as I had to research on the impact of the pandemic on learning and how learning approaches must adapt.Subsequently,I packaged
316、all these research insights into actionable learning strategies for my clients,in turn building healthy customer relationships and generating business opportunities.As a solutions consultant,I get to apply my Professional Consultation skills daily when I provide my clients and peers with professiona
317、l knowledge and skills.This helped me to learn on-the-job,especially in balancing the time needed for research with time needed for stakeholder management.To help my clients translate these research insights and drive implementation of learning solutions and interventions,I take additional steps to
318、ensure a smooth handover to my colleagues to identify and implement the business tasks.These include drafting responses together with my colleagues and providing further background support as a team.?We need to adopt a growth mindset.We also need to be curious,adopt Critical Thinking skills when dev
319、ising solutions to solve complex learning needs,and be willing to rethink our conclusions from other points of view.When presented with new and pivotal information,we should be courageous in pivoting to new solutions.?With the increasing awareness and focus on health management and mental well-being
320、 of our citizens and workforce,especially during the COVID-19 pandemic,demand for skills in the Health and Wellness domain have seen significant growth since 2019(see Table C4).Organisations had to quickly re-examine work practices and put in place hybrid work arrangements and wellness initiatives t
321、o combat burn-out and provide workplace flexibility.Frontline care professionals,such as nurses and social workers,play their part to recalibrate their mental well-being and eliminate emotional fatigue experienced at work by engaging in self-care activities,driving the growth in Resilience and Self-
322、care skill.Child-related health skills such as Health,Hygiene and Nutrition for Children also experienced high growth,as care professionals see to the nurturing and cultivation of good health routines and habits at an early stage.Job roles that entail interacting with children,and require these skil
323、ls,include care professionals at preschools,healthcare workers who provide treatment to children in various health-related areas,as well as those in other sectors such as voluntary managers who organise activities involving families and children and air crew who are involved in meal preparations.Hea
324、lth Promotion is a highly transferable skill that is required by 254 job roles,as health education is a shared responsibility and require collective contribution from care professionals at various touchpoints.These job roles include healthcare professionals,who share knowledge on health maintenance
325、and prevention with patients and their caregivers.Other examples of such job roles include nurse,patient service associate,allied health professional and healthcare assistant.Beyond the Care Economy,job roles in HR and food and services also require this skill to encourage healthy living and eating.
326、?Table C4:High growth and/or high transferability skills under the Health and Wellness domain30%254 Senior care staff Speech therapist HR business partner?159%265 Early intervention educator Enrolled nurse Volunteer manager?156%82 Occupational therapist Senior staff nurse Social worker?Rahmat is a c
327、ommunity care associate who supervises the welfare of clients from his community care organisation.?I worked in a hotel for 20 years,then as a F&B coordinator in a restructured hospital for another 18 years before deciding to take a break from work.After the break,I took up a job as a security offic
328、er for only two years as I was already 60 years old and the long working hours were difficult for me.However,I wanted to continue working and eventually applied for a job opening as a cleaner in a care facility.Due to the people management skills I picked up from my previous work at the hotel and ho
329、spital,I was offered a community care associate role instead.?Over the years,the most important skill I picked up is Effective Client Communication.From working in the hotel and hospital to my current role as a care coordinator associate,I need to interact with many colleagues and clients.In my curr
330、ent role,I learn to understand the needs of clients and adapt my communication style with them through on-the-job training.For example,there is a difference how I should communicate with clients with dementia and those who had a stroke.I learnt to use touch,like holding patients hands,to calm down p
331、atients who are frustrated.Also,I continuously learn how to maintain ethical conduct and professional work practices so that I can be regarded by clients and their loved ones as a trustworthy caretaker that will respect my patients personal space.Sometimes,I encounter difficult and unpleasant situat
332、ions with my patients.I am learning how to manage my emotions and I also share my experiences with my colleagues so that we can learn from each other.As I age,I must also consider my physical constraints and learn to manage my stress and emotions.I agreed to take on this job as my workplace is near
333、my house and the 5-day work week allows me to rest sufficiently.?Other people always say,“Aiyah,I cannot manage more new things”.I believe I can always improve myself.For me,the world is changing so I need to learn to change and pick up new skills or I will not be able to do my job effectively.?Provide career coaching programmes to develop talent?Initiate and facilitate organisational changes and