Sara Lim, Manager (HR Ops-Tech Innovation), People's Association, Singapore

1) What does public service mean to you? Can you share more about your role in the public sector?

Public service represents an incredible opportunity to apply world-class frameworks and solutions to challenges that directly improve citizens' lives.  

Currently, at the People's Association (PA), I serve as an enabler and strategic partner for our HR team.

My role involves listening deeply to understand their operational challenges, then drawing upon my MNC and technology background to help teams develop creative, effective solutions.   

What I find most rewarding is witnessing how the right frameworks and approaches can empower HR to better serve our officers, so that they can achieve greater impact on the communities they serve.  

2) Tell us about a project you championed. What impact did it have on the community?

One of the projects I am most proud of is promoting self-service for the People's Association.

I believe strongly in self-service because I have seen how effectively it was used in my previous company, where it enabled HR business partners to focus on strategic work and be recognised beyond just an operational function. 

What I find most rewarding is witnessing how the right frameworks and approaches can empower HR to better serve our officers, so that they can achieve greater impact on the communities they serve. 

Self-service not only frees HR officers for strategic work but also helps officers get assistance faster. 

To improve our underutilised intranet bot, I first identified the core issues: it used basic Q&A technology without AI and had an insufficient knowledge base.

I successfully secured generative AI activation through our government's AI platform and advocated for enhanced capabilities in the next version. We are now trying to implement a crawling method from our intranet to maintain a comprehensive knowledge base. 

I am especially proud of our ticketing system, which we built ourselves using existing available technologies when we could not procure a ready-made end-to-end solution. It is not perfect, but it represents a lot of hard work linking different components together.

When the bot cannot answer queries, users complete a digital form submission that enters our case management system, which routes requests to HR officers via email. HR officers respond through a unique digital form link, our automation system updates the case, and users receive responses with options to close or escalate.

This data trains the bot for continuous improvement. 

My goal is for the bot to eventually complete forms automatically for users, creating a fully seamless self-service experience. 

3) As a young professional, how has your unique background or perspective allowed you to identify a solution that others in your organisation might have overlooked?

My greatest strengths are empathy and instinct, which have consistently led me to solutions others might miss.

While business frameworks often emphasise solving problems with the biggest impact, I believe every challenge deserves attention. Small incremental improvements can move mountains, and minor imperfections can cripple entire systems.  

My empathetic approach means I genuinely see every person's problem as important.

By listening deeply and treating every concern as valid, I uncover improvement opportunities that create meaningful ripple effects throughout systems.  

I also trust my instincts heavily. Whilst I respect established methodologies, breakthrough solutions often require stepping beyond conventional thinking.

Nobody can perfectly envision tomorrow, so if we only stick to tried and tested methods, we will never grow or innovate.  

4) What is your personal strategy for staying motivated when managing heavy workloads and tight deadlines?

Despite opposition from my colleagues, I am indeed an introvert. Being alone sometimes allows me the time and space to solve problems in my head. 

It is like playing a puzzle with yourself and trying to align every piece. When I am quiet, I often processing and thinking of a problem.  

Bureaucracy exists for a reason; it serves as a safeguard, but I am never discouraged by it when it is logical.

If it follows clear reasoning, it is simply another puzzle that needs to be solved. I approach these systematic challenges methodically, breaking them down into manageable components and finding pathways through the complexity.  

However, there is bureaucracy that exists purely for its own sake, with no logical foundation or clear purpose.

This arbitrary red tape frustrates me deeply because it defies the problem-solving approach that energises me. When processes lack coherent structure or reasoning, they become obstacles rather than puzzles.

To maintain my creative energy, I have learned to distinguish between these two types early on.  

5) If you had just one area to invest in to accelerate transformation in the public sector (regulation, technology, talent, etc.), which one would you choose and why?

If I had to choose one area to accelerate public sector transformation, I would invest in change management, specifically the emotional aspects of organisational change.  

Transformation initiatives often focus on technical elements like new systems or processes, but the most sophisticated technology will fail if people are not ready to embrace change.

As someone who has experienced the mental challenges of personal transitions, even positive ones like preparing for marriage, I understand that change is fundamentally difficult, regardless of how beneficial it may be.  

We are creatures of habits. Even those who champion transformation can struggle with its emotional reality.

Whilst support structures exist for public officers navigating change, we need greater attention to the emotional journey.

6) What is your greatest ambition as you grow in your public service career?

As I grow in my public service career, my greatest ambition is simple yet profound: I hope my work means something to somebody.  

I have been reflecting on my own mortality recently, and it has made me realize how short life truly is and how precious every day at work can be.

People often forget that health is a gift and that the ability to work is a privilege. I want my work to matter.  

There was a time when I might have aimed for the most glamorous positions in terms of prestige and compensation, but I have come to understand that those things do not really matter after a while.   

So, my greatest ambition now, no matter how long I am here, is to make someone's life better every day - to feel needed and to contribute meaningfully.  

7) What is a “universal value” that connects everyone in your department – from interns to directors – and how do you use that to drive collaboration?

PA has one of the longest average tenures of any organisation I have worked for.

My reporting officer has been working here since I was born. I believe the "universal value" that defines PA is its culture, which serves as the catalyst for exceptional work.  

For successful collaboration, psychological safety is essential; you need to genuinely want to be part of the team. There is never a "you versus us" mentality here, only "us". 

It is never a flat "no" but rather "how can we make this happen?" or "what do you need?". 

Even when colleagues do not immediately understand what you are saying, they will ask you to explain again rather than dismiss your ideas.   

This positive culture creates a virtuous cycle. Because the environment is so supportive, you naturally want to go the extra mile.

When colleagues respect you and you respect them in return, you are motivated to make their lives easier, which perpetuates continuous improvement and goodwill.  

8) What is the best piece of advice you’ve got for the next generation of public servants?

I used to be that typical student who was paralyzed by the fear of making mistakes. I would spend ages second-guessing myself, waiting for perfect clarity before acting.  

Everything changed when my mentor introduced me to two game-changing concepts: first mover advantage and the difference between one-way and two-way door decisions.  

My mentor put it simply: "If you don't move, someone else will. The opportunity cost of standing still is often greater than the risk of moving forward.   

But he also taught me to be strategic about it. Before making any decision, ask yourself: is this a one-way door or a two-way door?  
  

If it is a two-way door decision, something you can reverse or adjust if it does not work out, then move quickly and seek forgiveness later if needed. 

But if it is a one-way door with irreversible consequences, that is when you slow down and think carefully.  

9) What is a myth you wish to debunk about young public servants?

One myth I would like to address is the perception that innovation should only come from designated centers of excellence.

Whilst leaders may already recognize that breakthrough ideas can emerge from anywhere, I think the real mindset shift needs to happen among those of us working in units that are not considered centers of excellence for innovation.  

Too often, staff in these departments feel that innovation is not their responsibility or that their ideas will not have the same impact.

We need to move away from this self-limiting belief and recognize that every part of government has the potential to drive meaningful change.

Rather than waiting for transformation to come from certain divisions, we should foster a culture where everyone wants to take ownership and feels empowered to innovate, regardless of their posting.  

This perspective was reinforced during my time in multinational corporations, where the best innovations often came from unexpected quarters, frontline staff, regional offices, or support functions, not just the dedicated innovation departments.  

10) Write a letter to your future self in 2035. Please keep it within 200 words.

Dear Future Me,  

It is 2026, and I want you to know that I am proud of you, no matter where life has taken us. I believe deeply in our character, in someone who never gives up and holds tight to her principles.  
  

I know you will never waste any opportunity, because life is precious and we only have so much limited time. You would not waste it.

Even if nothing particularly good came out of whatever you pursued, the journey itself is good enough. That is who we are.  
  

Whatever boundaries you have pushed by 2035, remember that you have helped the next person who comes along.

We all stand on the shoulders of the generation before us, and now you are part of that foundation for others.  

I hope you remember this faith I have in us today, that our persistence and principles matter, that every effort counts even when the outcomes are not what we hoped for. 

The conversations I'm having now, the small ways I'm trying to help people navigate their work and decisions; they're all part of something larger.  
  

Keep pushing forward with that same spirit. Keep believing that the journey itself has value, and that our character will see us through whatever comes.  
  

With unwavering faith in who we are,   
Your past self