AI GUIDE FOR BOARDS IN SINGAPORE
Section I: The Board Mandate
Key considerations include: • Preventing automation bias:
must oversee long-term workforce transformation and strategies that equip employees with evolving capabilities rather than allowing large-scale human capital obsolescence.
Organisations should maintain relevant “human-in-the-loop” decision-making frameworks for high-impact decisions, ensuring that accountability ultimately remains with people rather than algorithms. • Workforce resilience and upskilling: AI will transform jobs unevenly across industries and functions. Boards
Responsible AI adoption should strengthen workforce engagement and organisational trust.
Stewardship of People Resources
For Singapore, where human capital is the nation’s primary natural resource, AI strategy is inseparable from workforce strategy. • Upskilling: Job redesign and structured reskilling can help with workforce transition planning. AI is unlikely to replace human work entirely. Workforce capability planning, AI literacy initiatives, leadership development, structured reskilling and redeployment programmes will better position the organisation to transition to an AI-enabled economy. • Human-in-the-loop: Boards must ensure that humans remain accountable and there is ethical oversight in AI-supported processes. Building trust through human empathy and decision-making helps prevent automation bias and maintain social cohesion with customers, employees, partners, regulators and society. • Employee wellbeing: AI adoption can aect employee con dence and workplace culture. Job anxiety and the risk of widening the gap between AI-enabled and non- enabled teams should be considered. Boards should oversee AI deployment in ways that maintain trust, inclusion, transparency and workforce wellbeing.
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