With only 20% of knowledge workers reporting a healthy relationship with work, the study highlighted a growing need to rethink culture, leadership, and technology. Conducted across 14 countries and involving more than 18,000 desk-based employees, business leaders, and IT decision makers, the research showed how rising expectations and declining emotional connection were reshaping the experience of work.
The findings showed that 62% of employees said their company’s demands had increased in the past year, while 45% felt their employer prioritised profit over people. Despite these pressures, the study pointed to a significant opportunity: 85% of the factors influencing fulfilment were within an organisation’s control, including leadership behaviours, communication, wellbeing support, and access to technology.
“This year’s findings highlight a clear opportunity for businesses to lead differently,” said Alex Tan, Managing Director of HP Malaysia.
“Employees are telling us they want more than flexibility. They want purpose, support and systems designed for real, human experiences. At HP, we believe it starts with listening, and using technology, leadership and culture to rebuild trust and create work fulfilment at scale,”.
From Disconnection to Action
While employees were feeling increasing strain, the data also revealed where solutions existed. In high-performing organisations, 47% of employees fell into HP’s “Healthy Zone”, where workers felt equipped, recognised, and emotionally supported. In underperforming companies, that figure dropped to just 6%, underscoring the link between fulfilment and business outcomes.
The Index also showed a sharp decline in leadership trust:
- Only 15% of knowledge workers say leaders model the behaviours they ask of others
- Just 16% trust their senior leadership to make people-first decisions
- And only 12% feel safe expressing emotions at work
These findings reflected a deeper disconnect rooted not only in workload or policies, but in emotional alignment with organisational culture and leadership. When trust declined, and well-being was sidelined, compensation alone was often insufficient to sustain engagement.
What Malaysian Talent Is Telling Us
Global trends were mirrored in Malaysia, where job seekers became more intentional and selective. According to Jobstreet by SEEK, its latest data showed:
- 21% of Malaysians plan to switch jobs, especially talent in the engineering and sales sectors
- 74% of job applications now come with higher expected salaries than what’s being offered
- Top priorities among job seekers include career development (13.9%), work-life balance (14.4%), and compensation and benefits (16.6%)
“There’s still a noticeable gap between what employers offer and what talent truly expects. Many companies continue to focus primarily on compensation and job stability, but for today’s workforce, these factors are only the starting point,” said Nicholas Lam, Managing Director at Jobstreet by SEEK in Malaysia. “Jobseekers are equally concerned about career growth, flexibility, and purpose, and are increasingly willing to move if these expectations aren’t met.”
To bridge this gap, Nicholas Lam outlined three areas where companies could evolve:
- Redefine growth beyond promotion: Employees now value organisations that invest in upskilling, mentorship, and cross-functional learning. Career progression should feel continuous and not conditional on a title change.
- Build flexibility into culture, not policy: Work-life balance and hybrid models are baseline expectations. Companies that empower people to manage both work and life show greater trust and respect.
- Lead with authenticity and empathy: Employees want to feel seen and valued. From recognising small wins to creating mental health space, emotional leadership has become a business differentiator.
Malaysian jobseekers were increasingly attentive to leadership credibility, mental health policies, and long-term development opportunities. For many, work was no longer solely about progression, but about clarity, connection, and culture.
AI and Tech Adoption: A Tool for Clarity, Not Control
Malaysia’s digital transformation continued to accelerate, with RM163.6 billion in digital investments recorded in 2024, alongside further commitments to AI infrastructure and cloud growth. As technology reshaped work at speed, thoughtful adoption became critical to how people experienced their roles.
HP’s study showed a link between AI usage and workplace wellbeing. While 42% of workers used AI tools daily and cited increased focus, productivity, and confidence, only 25% of knowledge workers used AI regularly. One in three lacked proper training, and 42% reported that their organisation had no clear AI strategy.
These gaps contributed not only to productivity challenges but also to anxiety, fatigue, and disengagement. HP highlighted the importance of democratising AI access, ensuring tools were inclusive, intuitive, and empowering. AI, the study suggested, should reduce complexity and return time to employees.
Designing for a People-First Future
Insights from HP and Jobstreet by SEEK pointed to a shared conclusion: the future of work extended beyond location, tools, or flexibility alone. It centred on how people felt at work, and whether they felt supported.
These expectations were particularly evident among Gen Z employees, who formed a growing segment of the workforce. HP’s research showed that when younger workers felt aligned with the company’s purpose and were equipped with the right tools, fulfilment scores were higher than average.
To meet these expectations, businesses needed to move beyond surface-level benefits by building cultures where growth was continuous, flexibility was embedded into ways of working, leadership demonstrated empathy, and employees were equipped with the right tools, including AI-powered solutions such as AI PCs.
In this environment, culture emerged as a competitive advantage. Organisations that prioritised fulfilment, trust, and emotional connection were better positioned to attract and retain talent in 2026 and beyond.
