PwC said AI has the ability to make work more meaningful, thus boosting productivity, security and pay. — Reuters
PETALING JAYA: There is a need for business leaders to steward the transformation of adopting artificial intelligence (AI), rather than amplifying its strains, according to PricewaterhouseCoopers (PwC).
In its Global Workforce Hopes and Fears Survey 2025 – Rewiring the Future of Work, PwC said AI has the ability to make work more meaningful, thus boosting productivity, security and pay.
However, PwC Malaysia workforce leader, Kartina Abdul Latif said leaders must be able to redesign work, set clear priorities and build organisational trust through strong guardrails and practical use cases.
The survey had 1,291 respondents from across the country – with 60% of them being male and the remaining 40% female.
According to the survey, Malaysian employees are embracing AI quickly and with optimism, even outpacing many of their global peers.
“Yet, this technological leap forward is occurring against a backdrop of significant strain, marked by high levels of fatigue and financial pressure affecting the majority of the workforce,” PwC noted.
The challenge was for organisations to not only harness AI but also engineer better ways for employees to work.
The key findings of the survey included the fact that most Malaysian employees viewed AI positively, with 71% curious and 57% excited.
However, many felt the workforce was under palpable strain, as 49% said they were fatigued at least once a week while 24% felt overwhelmed.
There was also an urgent need for employees to upskill as more than half expect technology and AI to significantly impact their jobs within the next three years.
Yet readiness remains a concern. Despite the urgency, only 63% feel they have access to the learning and development resources needed to adapt, according to the survey.
A total of 61% of the respondents felt secure in their jobs, which translated into confidence in their own abilities.
When defining a good job, being rewarded for performance (76%) is just as important as job security (76%), the survey noted.
It identified key actions that would likely fuel workforce motivation.
They include inspiring employees with a clear vision that will connect goals to one’s career development as well as making job security and fair pay a priority.
In addition, acknowledging the uncertain future, addressing trust gaps, creating skilled pathways and motivating employees to innovate are also crucial.
