Why Human Judgement is Still Indispensable
6 October
1. What kinds of roles or industries do you think will see the biggest transformation from AI in the next five years?
It’s hard to pinpoint a single role, but we are already seeing industries such as finance, healthcare, and engineering transform with AI adoption. Our 2025 Industry Insights Report highlights rising demand in Singapore for talent in emerging technologies such as data analytics and blockchain, with cybersecurity standing out as the most sought-after skill. We’re also seeing accelerating demand for AI-literate talent in customer-facing functions (sales, marketing, service), software and product, and operations, where AI copilots and automation are already embedded in day-to-day work.
Within traditional sectors such as finance, healthcare, and engineering, roles will continue to evolve as companies embed AI into their daily workflows. At the same time, industries that rely heavily on predictive analytics, such as supply chain management and marketing, are scaling AI quickly.
In Singapore, where the government is advancing digital economy initiatives such as Smart Nation 2.0 and SG:Digital, we expect manufacturing, biomedical sciences, and fintech to see some of the biggest shifts over the next five years. These initiatives are also catalysing AI adoption in public services and SMEs, speeding up use cases like digital twins in factories, AI-enabled compliance in fintech, and AI-assisted R&D in biomed.
2. How do you see the relationship between human judgement and AI tools evolving in recruitment and talent management?
At PERSOL, we see human judgement and AI becoming true partners in recruitment and talent management. We began to see change as early as the COVID-19 period, when organisations moved operations online and invested in digital hiring. AI then accelerated the change, improving sourcing and screening at scale, and even helping forecast retention and performance, while recruiters re-focused on higher-value work.
That said, human judgement remains irreplaceable, especially in assessing cultural fit, leadership potential, and soft skills. Looking ahead, we see AI and HR working together: AI provides data-driven insights, while recruiters and leaders bring empathy and context to final decisions. AI agents will increasingly manage operational loops, requisition intake, market mapping, pipeline nurturing, and internal-mobility matching, while people concentrate on strategy: workforce planning, capability building, and change leadership. The winning teams won’t replace judgement with algorithms; they’ll design systems where AI raises the floor on efficiency and consistency, and human judgement raises the ceiling on quality and trust.
See Yang Foo, PERSOL SG MD
3. What are the most critical skills job seekers should focus on developing in an AI-driven workplace?
Two areas stand out. First, technical fluency – not becoming an AI engineer but understanding how digital tools and data-driven systems can improve productivity and how to use AI tools safely and effectively in your day-to-day workflow. In fact, our Singapore Salary Guide 2025 shows that cybersecurity roles are commanding some of the highest salary increments this year, underscoring how much employers value digital fluency.
Second, human-centric capabilities – creativity, adaptability, and emotional intelligence. Companies increasingly value people who can collaborate, innovate, and positively shape workplace culture. This includes leadership, clear communication across cultures, and change readiness as AI reshapes roles and processes. This is especially important in Singapore, where multinational teams require strong cross-cultural communication and inclusivity.
4. What role should HR leaders play in helping workers reskill and adapt to the changes AI brings?
HR leaders should act as architects of workforce transformation. That means embedding continuous learning, partnering with educators, and making reskilling part of every career pathway.
Just as importantly, HR needs to build a strong culture where reskilling is seen as an opportunity for growth, not a remedial step. Protect time for learning, recognise new skills in performance and rewards, and equip managers with coaching toolkits so development happens in the flow of work. By being transparent about how AI is shaping roles, HR leaders can reduce fear and help employees embrace change with confidence.
5. How can job seekers leverage AI but still maintain their originality?
AI is a useful tool for preparing CVs, interview practice, or understanding market trends. But over-reliance can make candidates sound generic. Treat it as a co-editor, not a ghostwriter. Use it to outline, then rewrite in your own voice.
Protect your voice with a few guardrails. Tell AI not to add new facts or inflate accomplishments. Specify tone rules such as “concise, direct, no buzzwords.” Do a verification pass to confirm names, dates, and figures; if you can’t prove it, remove it.
Before you send anything, run an originality test. Replace your name with someone else’s; if it still reads generically, add specifics. Do a proof-of-work check by linking to artefacts like a portfolio or testimonials.
The key is to use AI as a starting point, then add personal elements – unique experiences, problem-solving examples, and values that align with the employer. Originality comes through in authenticity, and no algorithm can replace that.
6. In what ways do you see AI changing the traditional job search and recruitment process?
We are already seeing AI deliver greater efficiency and precision in hiring. From hyper-personalised job matching and skills-based matching, to faster shortlisting, both job seekers and employers benefit from better-quality opportunities. According to our 2025 Industry Insights Report, organisations across Asia-Pacific are making significant investments in digital tools and AI to streamline recruitment and reduce time-consuming workloads.
As these technologies become standard, job seekers who can navigate these digital tools and integrate them into their workflows will be particularly sought after. At the same time, the human element – relationship building, negotiation, and career advising – remains central. With repetitive tasks automated, recruiters will have more time to act as true career partners to candidates and strategic advisors to clients.
