The signals are clear. For too many people, work is not fulfilling. Many these days feel disconnected, drained and overwhelmed.
In fact, just 20% of knowledge workers report that they have a healthy relationship with their jobs, a sharp 11-point drop compared to last year, according to my company’s third annual Work Relationship Index (WRI).
The Work Fulfilment Crisis
The backdrop for workers is one of profound global disruption. The cost of living, global politics, the nation’s prospects and local job markets are all seen as worse than they were two years ago. People also feel under pressure, with 62% saying demands and expectations have increased over the past year, while flexible working opportunities have declined.
As a result, loyalty to employers is down and side hustles are up. According to our report, 51% of Gen-Z have a side venture. While there are lessons to be learned from this generation’s positive outlook and hunger for growth, I see this need for additional income, along with the search for fulfilment and personal growth, as a warning sign.
Leaders are not immune, either. A tougher business environment is affecting everyone, with our report showing that the share of business leaders with a healthy relationship with work is also falling.
As business leaders, we can’t ignore this data; it’s our responsibility to act. Not least because there are clear dependencies that impact our business. Healthy work relationships and business growth go hand in hand, and fulfilled employees drive better outcomes.
In strongly performing firms, 47% of workers have a working relations index score in the healthy zone, compared to organizations with static performance or in underperforming businesses.
Despite global disruption, businesses still influence 85% of the factors shaping employees’ relationships with work. So my recommendation is: Focus on what you can control; concentrate on employee fulfilment, high-quality leadership and a people-centered culture.
Five Actions Leaders Can Take
Expanding on some of the conclusions from my company’s report, here are some actions I believe can help respond to AI and turn the tide toward fulfilment in your workplace:
1. Put IT and digital experience at the heart of employee experience.
When work feels broken, the cause is often infrastructure rather than intent. Technology is the engine of employee experience, and IT teams are actively shaping workplace culture every day. Innovative technology is not just a productivity lever; it is a driver of fulfilment.
The data is clear. Our report shows that when employees have the right tools, their likelihood of being in the healthy zone more than doubles. When they also see their company investing in them, it increases fivefold. IT and technology teams are designing, delivering and defending the modern work experience. Leadership needs to elevate them in decision making, not sideline them.
2. Respond to change emotionally and practically.
The strongest levers for improving the work relationship are fulfilment, leadership, people‑centricity and tools.
That means modeling emotionally intelligent leadership while also equipping people with practical capabilities. Employees need tools and skills to manage time and energy, reduce friction and focus on high‑value work. Clear goals and expectations ensure everyone understands how their contributions connect to broader business objectives, while purposeful recognition helps people feel seen, valued and celebrated.
When these elements come together, organizations can move from a fulfilment deficit to a fulfilment dividend.
3. Measure and improve the digital employee experience.
You can’t fix what you can’t see. Measurement is essential to closing the gap between IT’s perceived and actual impact on fulfilment.
Modern digital employee experience (DEX) platforms give leaders real visibility across devices, networks and applications. They make it possible to detect and resolve issues that quietly undermine productivity, from slow log‑ins and unreliable VPNs to poorly performing apps.
Combining real‑time insights with continuous sentiment data allows organizations to identify where friction is occurring and address root causes directly. This approach is far more effective than relying on infrequent surveys, anecdotal feedback or short‑term initiatives that may never tackle the real problem.
4. Democratize access to AI.
AI is already changing the way people work. Frequent AI use tends to correlate with higher WRI scores: Among those in the healthy zone, our report shows that 42% use work‑provided AI every day.
Yet access often remains uneven. It’s important to see how knowledge workers are using these tools compared to business leaders and IT decision makers. This disparity could be a missed opportunity.
An overall practical response is to broaden access to AI tools and invest in everyday, role‑specific training. Democratizing AI builds confidence, improves fulfilment and makes people feel more prepared for the future. It is no surprise that advanced AI tools top the technology wish list for many workers.
5. Build for future generations.
Gen-Z is already reshaping expectations and was predicted to account for around 27% of the workforce by the end of last year, and that share is only going to keep rising.
This generation judges work by how it feels, not just by tasks or pay. The majority of Gen-Z employees would trade salary for flexible hours, location choice or a better work‑life balance. Leadership and technology strategies must reflect this reality if organizations want to attract and retain emerging talent.
That means embracing flexibility, protecting purpose and ethics, supporting entrepreneurial behavior and investing in AI tools and learning opportunities that help younger workers grow.
Turning Pressure Into Momentum
Workers are under strain, but the levers for change sit firmly with leaders. By focusing on fulfilment, leadership and a people‑centered culture— and backing these with the right technology, measurement and skills— organizations can reverse the trend.
Put IT at the center of employee experience. Open safe, equitable access to AI tools. Design roles and learning pathways that appeal to Gen-Z while supporting growth across every generation.
Do this, and you can help more people move into the healthy zone, which is essential for building momentum in an age of disruption.