Matching Talent to the Jobs of Tomorrow A Guidebook for Public Employment Services 2025

2 Innovative solutions and use cases CASE STUDY 5 Singapore About SkillsFuture Singapore SkillsFuture Singapore (SSG) is a government agency that 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 SkillsFuture initiatives, SSG enables Singaporeans to take charge of their learning journeys 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 meets the demands of different sectors of the economy for an innovative and productive workforce. 7 Job matching scope SkillsFuture Singapore focuses on skills as the core of its job matching services, aligning workers with opportunities based on employer demand and promoting informed education and training decisions. Businesses benefit from strategic workforce planning and investment in skills development. SSG adopts an ecosystem approach by ensuring adequate, high-quality training programmes are available, providing online and in-person career-skills advisory services, reducing barriers to participating in training through modular and flexible learning, upskilling adult educators and investing in research and evaluation. A robust skills taxonomy ensures seamless alignment across the ecosystem, enhancing job matching, sustaining low unemployment and maintaining economic competitiveness. Technology use cases SkillsFuture Singapore employs advanced technological solutions, such as cloud computing and ML, to enhance job matching and workforce planning. SSG also deploys chatbots to provide a conversational interface to users. The integration of these technologies is critical for efficiently managing large datasets and delivering user-friendly interfaces for both individuals and employers. Other innovations include a career skills passport, which serves as a career-and-skills registry for individuals, –Standardization: The adoption of a standardized skills language enhances the efficiency of job matching services and workforce planning. –Data integration: Various data sources, including job postings and employment data, are integrated to offer a comprehensive view of job demand and workforce skills. –Accessibility: The deployment of intuitive and accessible tools has significantly improved user engagement and outcomes. –Monitoring and continuous improvement: Success is measured both quantitatively (e.g. the number of users and participating companies) and qualitatively (e.g. user satisfaction and the alignment of skills with job market demands). Continuous monitoring and adaptation ensure tools remain relevant to the evolving job market.and specialized tools designed to help small- and medium-sized enterprises (SMEs) profile their workforce’s capabilities. Challenges Besides the well-established national skills taxonomy, institutional users are also free to adopt other taxonomies embedded within human resources technology (HRTech) platforms. However, while large companies often maintain their own taxonomies, they align them with the national framework when hiring locally to minimize inconsistencies and support data integration. Additionally, SSG encourages the private sector to innovate and design tools to meet the diverse needs and interaction preferences of individuals and employers. Ensuring transparency in underlying methodologies and incorporating iterative refinements based on user feedback have been critical for continuously enhancing user interfaces. Key success factors –Government support and PPPs: Strong governmental backing ensures the effective rollout of technological solutions, while collaboration with sector agencies, trade associations and professional bodies enhances their adoption and integration across industries. Matching Talent to the Jobs of Tomorrow: A Guidebook for Public Employment Services 27