In Today’s Fast-Changing Work Landscape, This Universal Studios Singapore Leader Keeps Learning

After more than 15 years in the same industry, it is easy to assume experience alone is enough.

Janice Pang, a Senior Executive in the Rides Operations department at Universal Studios Singapore, does not see it that way. “We cannot stay too complacent. We definitely need to be well prepared for different challenges,” she says.

In 2025, she was recognised with the AREU Training Award, which honours members from AREU’s partnering companies who have demonstrated a commitment to lifelong learning, and applied these skills meaningfully in their work.

Read on to find out how Janice stays ahead and stands out in a workplace defined by changing demands and a new generation of workers, earning recognition from AREU along the way.

Leading operations, and people

On most days, Janice is on the ground.

She leads a team that oversees multiple attractions, manages crowd flow, handles downtime, and ensures that operations run smoothly. The role is fast-paced and operationally demanding, but a significant part of her work sits elsewhere. People.

“Other than doing day-to-day operations, if I have trainees assigned to me, that’s where we need to conduct training also,” she says. 

Over the years, she has trained newcomers, guided potential leaders, and helped team members grow into larger roles. Much of this came from experience, such as from observing seniors, learning on the job, and adapting along the way.

But experience has its limits.

Lifelong learning while balancing work commitments

The “Prepare & Conduct Coaching” course, which she attended as part of a company initiative to support work-study diploma students, offered something different. “I have learnt most of what I know from my seniors and my peers,” she says. “Experience too also taught me much over the years.”

The structured four-day programme, however, helped her sharpen her approach with interacting with her younger peers, many of whom may be grappling with work for the first time.

“The course is based on theory, research and even combined with past experiences, it’s a guide,” she says.

“We learnt how to start conversations, how to better guide someone who is struggling, and how to support those who are ready to take on more.”

Janice’s training took place while work carried on as usual, making it necessary to juggle both carefully.

“We may well be involved in our course, but at the same time, the emails and requests for approvals still came in,” Janice, who tried to address these queries earlier in the day and on break, says.

Managing both required coordination and discipline. Having worked closely with her team to set expectations, she is unfazed and confident that her peers will step up while she steps away for training.

“Sit down with your next level, and set boundaries so they know what to follow up on,” she explains.

On a personal level, her approach is straightforward: planning ahead with what pockets of time you have.

“Having a plan helps you manage your time better, even if things don’t go exactly to plan,” she says. 

Applying what she learnt

Back at work, the changes were not dramatic, but they were deliberate.

The course helped her approach conversations with more intent, especially when guiding team members. “It helps me frame my mindset whenever I need to sit down and talk to my mentees,” she says.

She now places more emphasis on how feedback is given to her team. “If they are doing well, I give them compliments. If they are lacking, I tell them what my expectations are and how they can improve,” she adds.

It helps because a more confident team can respond better to unexpected situations while maintaining service standards.

She has also observed how younger team members are finding their own ways to engage guests, while staying within operational and safety boundaries. These include helping visitors film Instagram Reels or TikTok videos.

Part of Janice’s role today involves working with a younger generation of employees. She notes that their challenges are different. Some may lack certain social cues or real-world interaction experience, having spent formative years behind screens.

Mentoring them, in this case, becomes less about instruction and more about guidance.

It is about helping younger workers navigate situations, understand expectations, and build confidence in real interactions. And this is where training continues to play a role for senior executives like Janice: not just as a refresher, but as a way to stay equipped for what is changing.

Why upskilling still matters at every stage

For Janice, the takeaway is simple: upskilling is for anyone who wants to remain relevant.

“Find something that you are interested in, it will make learning much easier,” she says.

And if the opportunity does not come from the workplace, she is clear about what to do.

“The organisation shouldn’t be the one holding you back. If that’s where your interest lies, just go for it.”

In today’s workforce, disruption is no longer a distant idea. Technologies like AI are already taking over tasks that once required human effort, from routine analysis to customer interactions. As the scope of work shifts, so do expectations, and the value of what people bring to the job is being redefined.

Training, whether supported by employers or unions, offers a way to respond. It helps workers move beyond what can be automated, build new capabilities, and stay relevant in roles that are constantly evolving.

For Janice, it was never about starting from scratch. It was about refining what she already knew, and making it work better for herself, and for the people she leads.

Janice Pang is an AREU member and a recipient of the AREU Training Award 2025, recognised for her commitment to lifelong learning and operational excellence. The AREU Training Award 2026 is open for applications from 13 April to 12 May 2026, recognising workers who have embraced lifelong learning and applied new skills in their workplaces.

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