When Work Stops Working: Why Fulfillment Is the New Benchmark of Productivity

YESH SURJOODEEN

It’s the silver lining for businesses across the globe, helping them achieve not only optimal operational productivity through employees but also the more elusive and valuable aim of fulfillment.

Employees are the core of every business; their skills and competence are essential to not only their own growth but also for the success of the company.

HP’s third annual HP Work Relationship Index (WRI) offers sobering insights into what has long been a gnawing pain point – work is simply not working. The global workforce is under pressure, and countries such as South Africa and Nigeria in Sub-Saharan Africa are no different.

Globally, just 20% of knowledge workers report having a healthy relationship with work, down 8 points from 2024.  Fulfillment at work has reached a historic low with the most significant drop experienced by business leaders.

“The most dramatic decline is among business leaders. Across industries and regions, employees report feeling overburdened, undervalued and under-resourced, with 62% of desk-based workers feeling that demands and expectations have increased over the past year,” the WRI notes.

The workplace has become more demanding but less fulfilling due to economic pressure, global disruption, and unequal access to technology. The disruption and isolation caused by these forces have also put pressure on the workforce.

Leadership experts have termed this quest of employees finding  fulfillment in different areas of life as ‘quiet ambition’ and prizes a more holistic sense of satisfaction that workers want to achieve and not merely climbing the social ladder.

The WRI is unequivocal:  leadership can make or break  fulfillment. “Fulfilled employees are 3 times more likely to feel connected to colleagues and achieve work-life balance, yet only 16% of knowledge workers trust senior leaders to make the right decisions for their people, down 13 percentage points from last year. High-EQ leadership is a key driver, but it remains in short supply, especially in large organizations,” the report states.

The importance of decent and fulfilling work is embedded in the United Nations Sustainable Development Goals (SDGs) 2030, particularly Goal 8: “Decent Work and Economic Growth”. This goal emphasizes that while financial progress is essential, it must go hand in hand with the promotion of sustained, inclusive, and sustainable economic growth, as well as full and productive employment and decent work for all. That is why financial progress should not only create decent and fulfilling jobs but also safeguard the environment.

However, too often, workplaces become pressure cookers rather than places of purpose – where the relentless drive for productivity overshadows employee’s need for balance, recognition, and psychological safety. In both South Africa and Nigeria, this is compounded by broader socio-economic realities such as high unemployment economic uncertainty and widening inequality. Employees operate under constant strain to perform, often without adequate support systems, career growth opportunities, or emotional well-being frameworks.One report found that a staggering 85% of South African employees grappled with stress in their jobs, while another study found high levels of moderate stress in 77% of Nigerian bankers, indicative of the growing focus on holistic well-being and mental health in the workplace in both countries.

Furthermore, organisational engagement experts have found that only a quarter of South Africans find meaning and  fulfillment in the work they do. In a country with an unemployment rate that stands at 33,2% (second quarter 2025), this reinforces the notion that “having a job you hate is worse than being unemployed”.

Technology alone cannot close the fulfillment gap, but it can be a powerful catalyst. Leaders must move beyond directive approaches and embrace enablers such as technology. When equipped with the right tools, employees report stronger connections to their work. Notably, 42% of those with a healthy work relationship use AI tools daily. When implemented responsibly, AI and automation can reduce routine tasks, freeing employees to focus on creative, high-impact work. The future of fulfillment is not about replacing human potential—it’s about leveraging technology to amplify purpose, autonomy, and connection.

As the WRI notes, “While technology alone cannot drive a company forward, it can empower the full potential of employees and drastically improve their work experience.”

In 2026, companies must prioritise fostering environments where employees feel genuinely connected, supported, and valued. Many employees no longer trust that leaders understand what they need, and this will push organisations to  re-examine their approaches to management and care. As AI tools become more common, workers will use them to remove simple tasks and spend more time on work that feels meaningful. This shift will matter even more in  regions facing economic challenges, such as South Africa and Nigeria, where high-stress and limited support are prevalent. Companies will see stronger teams and greater outcomes if they listen to employees and invest in transparent communication, encouraging managers and helpful technology. Ultimately, when employees feel fulfilled, they contribute more energy and purpose to their work.

Fulfilment, after all, is the new benchmark for productivity.

*Yesh Surjoodeen is the Managing Director HP Southern Africa