Staying Ready: How This AREU Union Leader Is Embracing UpskillinG

As workplaces change, one union leader shows how staying curious and committed to learning can help workers remain confident, relevant and ready for what comes next.

Howard Branch Chairman at NTUC Cub, serving members through fun.

When Howard Ho signed up for a four-month course on Generative A.I. (AI) earlier this year, he didn’t think of himself as a digital native. Most of his work at NTUC Club involves people, from organising golf events to planning logistics, and even speaking with members. But something about the course caught his attention. He was curious. He also didn’t want to be left behind.

“I always have a curious mind for technical things and to remain productive,” he says. “In a changing world, the important thing is one’s own ability to change, adapt and learn.”

The course, conducted by the Singapore Management University (SMU), covered everything from AI-assisted marketing to prompt engineering. Howard didn’t take to it instantly. Some sessions moved quickly, assuming a level of digital fluency that some participants may not have. He found himself speaking up. “The trainer assumed the students were well-versed in computing and AI tools,” he recalls. “I had to give feedback for him to slow down and give the seniors more room to hands-on.”

What kept him going was its usefulness. He started applying what he learnt to his work, discovering tools that helped him streamline his workflow, or plan and promote events more efficiently. The lessons in prompt engineering, especially, stuck with him. “That taught me how to ask the right questions to get the AI chat assistants to answer properly,” he explains.

Over the years, he has taken other courses as well. These include topics like labour laws, teamwork, and union leadership. These lessons and courses he took gave him the grounding to represent workers better, especially during sensitive discussions with management. “Learning has made me a more effective union leader by deepening my understanding of labour laws, sharpening my negotiation skills, and improving how I communicate with members and management,” he says. “It has given me the confidence to make informed decisions, adapt to changes in the workplace, and stand up for what’s right.”

Even so, not everyone is eager to go back to class. Howard has heard the reasons. People, mostly colleagues and close peers he spoke with, often say they are too old. Or too busy. But to him, those reasons are precisely why lifelong learning matters. “Time is what we make it,” he explains. “Too old to learn is the exact reason why we must keep learning, and that is to keep the mind active.”

When asked what he would say to someone on the fence about taking that first course, Howard’s answer was straightforward. “Give it a shot,” he says. “You’ll gain confidence, stay relevant, and open new doors. It’s a small step that could lead to big changes. You might just surprise yourself.”

At work with My Golf Kaki, Howard works with a diverse group of golf enthusiasts consistently learning for that perfect swing.

In a workforce as diverse as Singapore’s, with workers of different ages, languages, and comfort levels with technology, the idea of lifelong learning often feels like a luxury. Yet in a tightening labour market shaped by rapid digitalisation, evolving job scopes, and rising expectations, upskilling has become less of a bonus and more of a buffer. Workers today are not just competing locally, but often against global benchmarks and increasingly automated systems. To remain employable, it is no longer enough to rely on experience alone. What sets individuals apart is their willingness to learn, unlearn, and re-learn.

The challenge, of course, lies in access and encouragement. Not everyone starts from the same place, and not everyone learns at the same pace. But stories like Howard’s suggest that it is possible to keep up without leaving others behind. The emphasis is not on chasing credentials, but on staying relevant, such as acquiring practical skills that improve daily work, build confidence, and prepare workers for what comes next. For many, that kind of adaptability is becoming a quiet edge. Not loud or flashy, but effective.

Howard imagines a workplace where upskilling is normalised, not only to keep up with industry shifts but to give workers a sense of agency. “A learning culture enables members to upskill and upgrade their job roles,” he said. “In this way, members won’t stagnate in their jobs when they get older.” He hopes management and unions can work together to identify training that supports both operational needs and personal growth.

Howard also sees a clear role for unions in advocating for fair access to training. “Unions can partner with employers, government bodies, and training providers to create affordable, accessible programmes tailored to workers’ needs,” he says. “By encouraging a culture of continuous improvement, unions help empower members to grow professionally, increase job security, and adapt to new challenges.”

Recently, he’s been thinking about what kind of training might benefit more workers at NTUC Club. His suggestion is practical. “That would be an AI course such as Copilot that enhances our Office tools,” Howard says. “This would train us to be more productive and effective.” In simple terms, it is about giving people the confidence to do their everyday work better.

For Howard, learning has never been about chasing titles. “It has helped me lead with greater purpose, clarity, and impact,” he says. The goal has always been to stay useful. Stay curious. Stay ready!