Pilot programmes on the way to match companies with ‘fractional talent'
Companies have shown interest in the fractional work model, said Brandon Lee, assistant chief executive of Workforce Singapore's (WSG) transformation support group.
WSG is therefore working with partners – which include employers, industry associations, employment agencies, professional services firms and talent platforms – to develop these pilots.
These efforts fall under the Alliance for Action on Empowering Multi-Stage Careers for Mature Workers, an industry-led group formed by the Tripartite Workgroup on Senior Employment.
Announced in Budget 2025, the workgroup is studying ideas and piloting initiatives to help senior workers be productive and employable, with fractional work being one of these.
Fractional roles are typically filled by mid to late-career professionals who offer their expertise on a part-time basis. These 'fractional leaders' are often part of the senior management team and involved in key decision-making.
A NEWSLETTER FOR YOU
Friday, 8.30 am SGSME
Get updates on Singapore's SME community, along with profiles, news and tips.
Sign Up
Sign Up
Separately, the Institute for Human Resource Professionals (IHRP) has raised the idea of fractional HR services to the Tripartite Workgroup on Human Capital Capability Development, of which it is a member.
This is after studying the concept of fractional chief human resources officer (CHRO) services. Under this CHRO-as-a-service model, businesses can engage fractional HR professionals.
IHRP deputy CEO Shirley Lim said: 'From a strategic perspective, the fractional model offers compelling advantages for both talent retention and cost optimisation.'
The model allows greater flexibility and lets companies access critical talent at lower cost.
In recent months, IHRP has been gathering feedback on CHRO-as-a-service – including from employers and professional services firms – and has raised the concept to the tripartite workgroup for discussion.
Responding to business needs nimbly
Fractional work has gained momentum in Singapore, with around 500 fractional leaders listed in an online directory launched in September 2024.
Over the past year, WSG has been engaging stakeholders – such as fractional talent communities and employers – to understand the adoption of fractional work here, its benefits and how to support its growth.
The agency has shared the insights gained with the Tripartite Workgroup on Senior Employment – which held its first meeting this July – and the Alliance for Action.
'For employers, fractional work arrangements can help them navigate tight labour markets by providing access to a flexible pool of experienced and skilled professionals,' said Lee.
Small and medium-sized enterprises, in particular, are keen to learn how the fractional model lets them access experienced talent pools with manageable costs, he added.
WSG and IHRP pointed out that the fractional model also allows companies to respond more nimbly to market changes and changing business needs.
Said Lim: 'Companies can quickly scale their leadership capabilities up or down in response to evolving business demands, providing operational flexibility that is increasingly valuable in today's dynamic business environment.'
WSG has identified opportunities for fractional work in areas such as HR, finance, marketing and operations management.
HR functions are 'well-positioned' to benefit from fractional work, said Lim. This is especially for strategic or project-based HR initiatives requiring specialist knowledge, such as organisational transformation, change management and the design of compensation and benefits.
Fractional HR hires can also help sectors undergoing rapid transformation – such as technology, healthcare and financial services – where companies need HR leaders with specific industry expertise or regulatory knowledge, she added.
Managing new arrangements
EWSG and IHRP said employers that opt for fractional work arrangements must develop capabilities to manage these.
Roles filled by fractional talent must be redesigned so they 'are structured for maximum impact and clear deliverables', said Lim.
Fractional hires must be integrated with full-time employees to maintain organisational culture, and there must be knowledge transfer protocols for continuity and a smooth transition when fractional arrangements end, she added.
Lee noted that as fractional leaders often work for multiple companies at once, employers must address challenges such as potential conflicts of interest, maintaining confidentiality and non-compete concerns.
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
CNA
18-07-2025
- CNA
CAAS to launch S$200 million fund to develop aviation sector workforce
SINGAPORE: The Civil Aviation Authority of Singapore (CAAS) will establish a S$200 million (US$156 million) fund to support the aviation sector's manpower needs, it said on Friday (Jul 18). Named the OneAviation Manpower Fund, it will back initiatives to attract, develop and retain the aviation workforce in Singapore. Schemes tapping on the fund will be designed together with unions, aviation employers and educational partners, and target specific manpower development needs for the sector, said CAAS in a news release. The S$200 million is part of a S$1 billion sum previously announced in March to support Singapore's air hub development over the next five years. In addition, CAAS and Workforce Singapore (WSG) have jointly published a jobs transformation report for Singapore's aviation sector. It takes stock of the current workforce, identifies future trends and develops programmes to help Singaporeans seize future opportunities in the sector. The report was launched by Senior Minister of State for Transport and National Development Sun Xueling on Friday at the OneAviation Careers and Education Fair 2025 at the Suntec City Convention Centre. This is the first comprehensive manpower study of Singapore's aviation sector, with insights gathered from over 200 companies and detailed workshops conducted with key companies, said CAAS. "MEGATRENDS" IMPACTING AVIATION JOBS According to the report, the key "megatrends" that will impact aviation jobs and skills over the next five years include digitalisation, data and artificial intelligence (AI), as well as automation and robotics. It added that these trends will transform current jobs and create new ones in the sector, affecting up to 30 per cent of the workforce. The sector must respond to such trends to stay competitive and resilient, said CAAS. One example is how automation, robotics and digitalisation can transform the traditionally labour-intensive nature of airport ground handling services. In addition, the report noted that Singapore's aviation sector directly employs more than 60,000 workers, and that this workforce will grow along with rising air travel demand. It identified 31 operational job functions vital to day-to-day air hub operations, including pilots and cabin crew, baggage and cargo handling professionals, aircraft engineers, aviation security officers and in-flight catering chefs. "The sector will continue to build a pipeline of skilled professionals to fulfil these functions as the air hub grows," said CAAS. As part of such efforts, CAAS signed a Memorandum of Understanding (MOU) on Friday with nine institutes of higher learning, bringing the sector and the institutions together to identify changing training needs, develop curriculum and offer internships and in-house training. The aviation authority also inked an MOU on the same day with various organisations, including AI Singapore, to work towards building a pool of AI talent for aviation and using the technology to improve labour productivity. In addition, Workforce Singapore will develop a playbook later this year to help aviation employers identify vital skillsets for emerging job roles and implement job redesign opportunities, said CAAS. "The International Air Transport Association (IATA) projects global air passenger demand to double over the next 20 years. As a premier air hub, Singapore is well-placed to capture this growth," said CAAS director-general Han Kok Juan. "As we grow, the Singapore aviation sector will provide new and exciting career opportunities for Singaporeans, now, and in the future," he added. The various initiatives by the CAAS, including the S$200 million fund and the agreements inked, will provide a "big boost" to Singapore's efforts to develop its aviation workforce, he added.
Business Times
18-07-2025
- Business Times
More training courses, S$200 million fund among moves to boost Singapore's aviation manpower
[SINGAPORE] More aviation-related courses and a new S$200 million fund are among efforts to boost Singapore's aviation talent pipeline, in line with a new report on the sector's manpower needs. The announcements came alongside the report's release at the OneAviation Careers and Education fair on Friday (Jul 18). Civil Aviation Authority of Singapore (CAAS) director-general Han Kok Juan said: 'The Aviation Jobs Transformation Report, the various collaboration agreements we signed and the new S$200 million OneAviation Manpower Fund CAAS set up will give a big boost to Singapore's aviation manpower development efforts.' More aviation-related courses and specialisations are to come under a memorandum of understanding (MOU) between CAAS and nine institutes of higher learning. CAAS will work with the institutions to grow education capabilities and programmes; develop and expand courses and specialisations; and improve awareness of career opportunities through fairs and scholarships. The partners are the Institute of Technical Education; five polytechnics – Nanyang Polytechnic, Ngee Ann Polytechnic, Singapore Polytechnic, Republic Polytechnic and Temasek Polytechnic; and three universities – Singapore Institute of Technology, Singapore University of Social Sciences and Singapore University of Technology and Design. A NEWSLETTER FOR YOU Friday, 8.30 am Asean Business Business insights centering on South-east Asia's fast-growing economies. Sign Up Sign Up Trends to change aviation jobs Strengthening cooperation between the industry and educational institutions is one of the recommendations in the report, which is a study of Singapore's air-hub workforce released on Friday by CAAS and Workforce Singapore. Resulting from a year-long study involving over 200 companies, it assesses trends that affect jobs and skills in the sector, and sets out plans for workforce development. Besides industry-education partnerships, the sector will also accelerate investment in technology, with CAAS to work with industry, unions and the research community on a multi-year technology road map. Under a separate MOU signed on Friday, CAAS will also work with AI Singapore, Changi Airport Group, Singapore Airlines (SIA) and Sats to develop the industry's artificial intelligence (AI) capabilities and talent, and create a long-term plan for AI development in aviation. A third area is providing targeted support for workers through companies, with the establishment of the new S$200 million OneAviation Manpower Fund. Part of the additional S$1 billion set aside in Budget 2025 for the development of Changi air hub, this fund will support efforts to attract, develop and retain aviation workers. Future trends The sector 'is expected to grow robustly over the next few decades, including with the opening of Singapore Changi Airport Terminal 5 in the mid-2030s', noted CAAS in a media statement. Angela Ng, director for the aviation industry at CAAS, said: 'We expect the Singapore aviation workforce to grow in tandem with air travel demand, especially with the opening of the new Changi Airport Terminal Five (T5) in (the) mid-2030s. Over the next five years, we will seek to attract more Singaporeans into the aviation sector. 'The actual number needed for when T5 opens will be determined in the early 2030s to take into account the operating environment then.' The largest share – 18,000 workers or 30 per cent – work for local carriers SIA and Scoot. Most are in-flight operations roles, including pilots and cabin crew, with ground-based occupations including flight operations and ground services. This is followed by ground handling, with around 14,000 jobs or 24 per cent. These comprise passenger services such as check-in and boarding, in-flight catering, as well as 'below-wing' jobs, such as baggage handling and aircraft marshalling. The other areas are: Airport operations and services: 10,000 jobs or 16 per cent Aircraft maintenance: 6,000 jobs or 10 per cent Non-domestic airlines and cargo: 5,000 jobs or 8 per cent Security: 4,000 jobs or 7 per cent Government services: 3,000 jobs or 5 per cent. But major trends mean that around 29 per cent of the sector's jobs may need moderate to extensive adjustments, said the report. It identified six trends across the next five years: automation, AI, digitalisation, changing consumer and workforce preferences and sustainability. Workers in affected roles will need reskilling or upskilling, said the report. One example is baggage transportation, which may be carried out by autonomous vehicles in the future. This creates a new role for supervising such autonomous fleets, while current baggage vehicle drivers can take on safety-related tasks instead.
Business Times
16-07-2025
- Business Times
Pilot programmes on the way to match companies with ‘fractional talent'
[SINGAPORE] Upcoming pilot programmes will match employers with 'fractional' leaders – professionals offering C-suite services on a part-time basis – to tackle talent shortages. Companies have shown interest in the fractional work model, said Brandon Lee, assistant chief executive of Workforce Singapore's (WSG) transformation support group. WSG is therefore working with partners – which include employers, industry associations, employment agencies, professional services firms and talent platforms – to develop these pilots. These efforts fall under the Alliance for Action on Empowering Multi-Stage Careers for Mature Workers, an industry-led group formed by the Tripartite Workgroup on Senior Employment. Announced in Budget 2025, the workgroup is studying ideas and piloting initiatives to help senior workers be productive and employable, with fractional work being one of these. Fractional roles are typically filled by mid to late-career professionals who offer their expertise on a part-time basis. These 'fractional leaders' are often part of the senior management team and involved in key decision-making. A NEWSLETTER FOR YOU Friday, 8.30 am SGSME Get updates on Singapore's SME community, along with profiles, news and tips. Sign Up Sign Up Separately, the Institute for Human Resource Professionals (IHRP) has raised the idea of fractional HR services to the Tripartite Workgroup on Human Capital Capability Development, of which it is a member. This is after studying the concept of fractional chief human resources officer (CHRO) services. Under this CHRO-as-a-service model, businesses can engage fractional HR professionals. IHRP deputy CEO Shirley Lim said: 'From a strategic perspective, the fractional model offers compelling advantages for both talent retention and cost optimisation.' The model allows greater flexibility and lets companies access critical talent at lower cost. In recent months, IHRP has been gathering feedback on CHRO-as-a-service – including from employers and professional services firms – and has raised the concept to the tripartite workgroup for discussion. Responding to business needs nimbly Fractional work has gained momentum in Singapore, with around 500 fractional leaders listed in an online directory launched in September 2024. Over the past year, WSG has been engaging stakeholders – such as fractional talent communities and employers – to understand the adoption of fractional work here, its benefits and how to support its growth. The agency has shared the insights gained with the Tripartite Workgroup on Senior Employment – which held its first meeting this July – and the Alliance for Action. 'For employers, fractional work arrangements can help them navigate tight labour markets by providing access to a flexible pool of experienced and skilled professionals,' said Lee. Small and medium-sized enterprises, in particular, are keen to learn how the fractional model lets them access experienced talent pools with manageable costs, he added. WSG and IHRP pointed out that the fractional model also allows companies to respond more nimbly to market changes and changing business needs. Said Lim: 'Companies can quickly scale their leadership capabilities up or down in response to evolving business demands, providing operational flexibility that is increasingly valuable in today's dynamic business environment.' WSG has identified opportunities for fractional work in areas such as HR, finance, marketing and operations management. HR functions are 'well-positioned' to benefit from fractional work, said Lim. This is especially for strategic or project-based HR initiatives requiring specialist knowledge, such as organisational transformation, change management and the design of compensation and benefits. Fractional HR hires can also help sectors undergoing rapid transformation – such as technology, healthcare and financial services – where companies need HR leaders with specific industry expertise or regulatory knowledge, she added. Managing new arrangements EWSG and IHRP said employers that opt for fractional work arrangements must develop capabilities to manage these. Roles filled by fractional talent must be redesigned so they 'are structured for maximum impact and clear deliverables', said Lim. Fractional hires must be integrated with full-time employees to maintain organisational culture, and there must be knowledge transfer protocols for continuity and a smooth transition when fractional arrangements end, she added. Lee noted that as fractional leaders often work for multiple companies at once, employers must address challenges such as potential conflicts of interest, maintaining confidentiality and non-compete concerns.
