Workers increasingly want to be treated as individuals rather than part of a collective, with many willing to forgo part of their salary for a more personalized experience at work.

That’s according to the 2024 Work Relationship Index (WRI) from HP, which recommends that leaders focus their attention on delivering tailored and personalized experiences for the workers of today, rather than stick to a traditional, one-size-fits-all approach.

Surveying 15,600 workers (of which 12,000 were knowledge workers and 1,200 business leaders) from 12 nations found that just one in four (28%) knowledge workers believe they have a healthy relationship with work.

Over half of knowledge workers (57%) said it was a critical moment in time to redefine their relationships with work, while 74% of leaders agreed – a rise of 7% year-on-year.

Speaking exclusively to UNLEASH, Neil Sawyer, UK & Ireland Managing Director at HP, says the Work Relationship Index shows that workers are “not feeling fulfilled by the work that they do” and that “they are lacking purpose at work”.

“Positive company culture coupled with emotional intelligence and empathy from leadership play a crucial role in fostering purpose and fulfilment amongst employees,” Sawyer comments.

Trust in leadership was found to be the most impact driver on employee’s relationship with work (14%), followed by confidence that they possess the right skills to be successful in their job (12%) and feeling fulfilled by the work they do (11%).

“HR teams should prioritize leadership development and communication training to build stronger connections with employees, ultimately boosting company culture,” Sawyer added.

AI could be a crucial driver for improvements

As the use of AI tools in the workplace continues to grow, HP found that it could be a key driver of improving relationships with work and the personalized experience for knowledge workers.

The 2024 WRI report found a 28% year-on-year increase in knowledge workers using AI (to 66%), while those in leadership positions recorded a 20% year-on-year growth in AI use (to 88%).

Nearly three in four (73%) workers who use AI said it makes their job easier, while 68% said it opens up new opportunities for them to enjoy work. A further 60% said it plays a key role in improving their work-life balance.

These figures rose higher among knowledge workers that use AI on a daily or weekly basis and 73% of knowledge workers said that having a better understanding of AI would make it easier for them to advance their careers.

“AI is increasingly taking on repetitive, mundane tasks, freeing up employees to focus on more meaningful and creative work,” Sawyer comments.

“This not only enhances efficiency but also fosters a healthier relationship with work, allowing employees to feel more engaged and valued.

What’s more, AI is helping to ensure more personalized, authentic experiences for employees, such as tailored career development opportunities and regular feedback. AI should not be overlooked as a key player in mobilizing productivity and improving overall job satisfaction.”

The desire for more personalized work experiences among knowledge workers surveyed was so strong that 87% said they would be willing to forgo a portion of their salary to achieve it.

HP found that workers would give up 16% of their salary to work where and when they wanted, and 15% to work how they wanted.

This was particularly evident among younger workers, such as those in Gen Z (88%) and Millennial (81%) age brackets, compared to older colleagues in the Gen X (68%) and Boomer (56%) brackets.

“Change doesn’t happen overnight, but businesses must focus on the basics first— ensuring that employees feel appreciated, supported, and empowered in their professional growth,” Sawyer told UNLEASH.

“For example, at HP, we’ve made significant investments in AI-driven tools that enable employees to discover new opportunities and career trajectories, placing personal development at the forefront of our initiatives.”

The role of empathy in creating personalized experiences

Empathy from leadership was found to be a crucial ingredient in improving workers’ relationship with work, particularly where it concerns demand for greater personalization.

Nearly three in four knowledge workers (72%) said the ability for senior leadership to show empathy has a positive impact on their wellbeing.

Meanwhile, 71% said it positively impacts their professional growth and 72% said it positively impacts their desire to stay at the company.

However, business leaders surveyed for the report had a far higher estimate of their impact – 90% said their empathy is a positive factor for employee wellbeing and growth, and 91% said it positively impacted employee retention.

Sawyer says that while leaders may perceive themselves to be having a significant impact on employee wellbeing and retention, the reality is “more nuanced”.

“Leaders represent the face of the organization, serving as the primary interface through which employees engage with the business,” he says.

“Their actions and behaviors shape employee perceptions and experiences, reinforcing the importance of their role in cultivating a supportive work environment.

However, it is imperative for leaders to recognize that their influence exists within a broader context, where collaboration and shared values among all organizational levels play critical roles in fostering a culture of trust and respect.

Despite the impact that empathy has for employees, only 28% of knowledge workers say they experience this on a consistent basis from their leaders.

In order for leaders to have a genuine impact on wellbeing and retention, Sawyer states leadership should be aware of the importance of cultivating a culture of empathy and open communication.

“Understanding the individual needs of team members and creating an environment where feedback is encouraged, can lead to greater employee satisfaction and loyalty,” Sawyer adds.

“By prioritizing these aspects, leadership can create a more supportive atmosphere that genuinely promotes well-being and drives retention.”