Blog

[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.

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 

WSG 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.