Ultimate Guide to Work Trends 2021 - Malaysia Edition - JobStreet.com
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Malaysia Edition Ultimate Guide to Work Trends 2021 REPORT 2 | HOW
CONTENT
Introduction 02
What’s New? 03
Report Overview 04
Global Demographics 05
Malaysia Results 08
Demographics 09
Job Market in Malaysia 11
Desired Working Mode 12
Job Preferences 15
Impact of COVID-19 17
Global Results 19
Emergence of Remote Working 20
The Future Workplace 25
Conclusions & Recommendations 27
Thank You 31
1DECODING
GLOBAL
TALENT
The Post-COVID Job Market
We’re proud to share with you the world’s largest body of
research on work trends, delivering global scale data with
local depth. The results we are sharing with you are valid for a
minimum of 2 years.
We present this to you as part of our ongoing commitment as your No.1 Trusted Talent Partner in
Asia. These results have deep actionable insights for your market that will enable you to better
connect jobseekers to #JobsThatMatter. Following COVID-19, in this ‘New Normal’, jobs truly do
matter more than ever.
How these findings help you: Presented by:
Provide the ability to be more focused in the
jobseekers you approach.
Understand how relevant your company’s
working model following the impact of COVID-19. In partnership with:
Discover how your company values tally with
current trends to draw talents from different
locations.
Review how company culture can be adapted to
be more appealing.
Source: 2020 BCG/The Network proprietary web survey and analysis 2WHAT’S NEW?
Taking into consideration our ever-evolving employment landscape, and delivering on
the commitment to provide the richest insights, additional areas have been explored
across the 3 reports.
COVID-19 New Mobility
Assessment of direct impact on current International Remote Hiring
working mode, employment, efficiency, Assessment of perception of mobility
engagement and career outlook. of work (versus mobility of workers)
following surge in remote working and
increased possibility of remote hiring.
Sustainability
Evaluation of importance of sustainability
& climate impact to jobseekers, status Diversity & Inclusion
quo and room for improvement. Evaluation of importance of D&I to
jobseekers, challenges faced, status
quo and room for improvement.
Source: 2020 BCG/The Network proprietary web survey and analysis 3HOW?
WORK PREFERENCES
Key shifts have emerged in what matters to people at work and their preferred work
model, driven by trends and crisis in 2020.
This report covers the following:
1 Common and sought-after working practices
2 What people look for in an ideal job
3 COVID’s impact on the workplace
4 Importance of diversity and sustainability
Key findings globally:
Remote working became common, flexible models are sought after.
What people look for in an ideal job has changed due to 2020 shocks.
COVID has impacted the workplace in terms of flexibility, collaboration, and tools.
Diversity and sustainability are increasingly important in certain segments.
Source: 2020 BCG/The Network proprietary web survey and analysis 4THE DEMOGRAPHICS
LOCATION
A great amount of time and care has
gone into ensuring the scale of this report
delivers deep and actionable insights.
Americas Middle East & Africa Europe Asia-Pacific
10, 000 or more
respondents Turkey Russia Indonesia Philippines
5,000 - 9,999 Denmark Spain Singapore
US France Switzerland Malaysia
respondents
Germany
Angola Hungary Serbia China (incl. Hong Kong)
Algeria Kazakhstan Slovenia Thailand
1,000 - 4,999 Egypt Netherlands UK
Mexico Ivory Coast Poland
respondents
Saudi Arabia Portugal
South Africa Romania
Cameroon Senegal Albania Ireland
Democratic United Arab Austria Luxembourg
500 - 999 Chile Republic of Emirates
respondents Belarus
Congo Zambia Bulgaria
Jordan Finland
Benin Nigeria Azerbaijan Kosovo Australia
Gabon Oman Belgium Kyrgyzstan India
Iraq Qatar Bosnia Latvia Nepal
50 - 499 Argentina Iran Sudan Herzegovina Lithuania Pakistan
respondents Brazil Kenya Syria Cyprus Sweden
Canada Kuwait Togo Estonia Ukraine
Lebanon Tunisia Greece Uzbekistan
Libya Yemen Italy
Morocco
Less than 50 Other
respondents Americas Other Middle East & Africa Other Europe Other Asia & Pacific
Source: 2020 BCG/The Network proprietary web survey and analysis 5THE DEMOGRAPHICS
AGE,
GENDER & 51% 47% 2%
EDUCATION
Prefer not
to say
49% 22% 13% 13%
Secondary High School
Qualification
Bachelor Master/Diploma
2% 1%
Doctorate/ No Formal
PhD/MD Education
10 20 30 40 50 60 70 80
Note: Percentage may not total 100 because of rounding
Source: 2020 BCG/The Network proprietary web survey and analysis 6THE DEMOGRAPHICS
INDUSTRY 14% 8%
& EXPERTISE Consumer Industrial Goods
Most of them work in the consumer industry (14%),
followed by industrial goods (8%) and professional
services (7%). 7% 6%
Note: Percentage may not total 100 because of rounding
Professional Retail
Services
6% 6% 6% 5% 4%
Health Care Technology Financial Public Sector Travel & Tourism
Institutions
3% 3% 3% 2% 1%
Energy Telecom Media Non-profit Insurance
Position
1% 25% Owner or Senior Management
Middle Management
5%
18%
Lower Management 25%
Legal Other No Management Responsibilities 52%
Source: 2020 BCG/The Network proprietary web survey and analysis 7DECODING GLOBAL TALENT MALAYSIA The value of this report is that it deep dives into your market to deliver excellent local insights. Respondents: 5,649 Key findings: Among respondents in Malaysia, the difference between those working completely remote during the pandemic and those preferring to do so is only 2%, the lowest among Singapore, Indonesia, Thailand, Philippines, and Hong Kong. Source: 2020 BCG/The Network proprietary web survey and analysis 8
THE DEMOGRAPHICS
AGE,
GENDER & 49% 48% 3%
EDUCATION
Prefer
not to say
& other
50% 8% 9% 30%
Secondary Master/
Qualification Diploma
Bachelor High School
1% 2%
No Formal Doctorate/
Education PhD/MD
20 30 40 50 60 70
Note: Percentages may not total 100% due to rounding.
Source: 2020 BCG/The Network proprietary web survey and analysis 9THE DEMOGRAPHICS
Non-profit
INDUSTRY Legal
& LIVING
Media
Travel & Tourism
SITUATION Insurance
Energy
Telecommunications
Public Sector
98% 2% Retail
Health Care
Financial Institutions
Native Expat.
Industrial Goods
Technology
Professional Services
Consumer Products
& Services
Other
Note: Percentage may not total 100 because of rounding
Source: 2020 BCG/The Network proprietary web survey and analysis 10JOB MARKET
IN MALAYSIA
Before, during and after COVID-19
The difference between people working
remotely & on-site combined before and during
the pandemic is only 2%.
How people worked before How people worked at the time How people want to work
the pandemic of the survey (end 2020) if given the choice
68%
49%
40% 42%
35%
23% 25%
11% 7%
Completely Combination Completely Completely Combination Completely Completely Combination Completely
Remote of remote on-site Remote of remote on-site Remote of remote on-site
and on-site and on-site and on-site
Source: 2020 BCG/The Network proprietary web survey and analysis 11DESIRED
WORKING MODE
Job roles
Working mode before COVID-19 pandemic Working mode during COVID-19 pandemic
IT & Technology
Digitalisation & Automation
Digital & knowledge
Consulting
-based jobs
Marketing & Communication
Media & Information
Arts & Creative Work
Science & Research
Law
Management
Finance & Auditing
Sales
Traditional
office jobs
Human Resources
Customer Service
Purchasing & Logistics
Administration & Secretarial
Engineering & Technical Jobs
social jobs
Service Sector
Physical &
Social Care
Health & Medicine
Manual Work & Manufacturing
0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%
Completely remote Combination of remote & on-site Completely on-site
In the digitalisation and automation industry, those who work completely remote and
remote & on-site combined is more than 90%, up from 60% before the pandemic.
Source: 2020 BCG/The Network proprietary web survey and analysis 12DESIRED
WORKING MODE
Where and when by demographics
Desired flexibility in where work gets done Desired flexibility in when work gets done
Global 24% 9% 25% 23% 7% 11% Global 20% 44% 36%
Malaysia 25% 10% 33% 20% 4% 7% Malaysia 25% 50% 26%
Female 25% 11% 34% 19% 4% 7% Female 23% 49% 28%
Male 25% 10% 33% 22% 4% 6 % Male 26% 50% 24%
Days spent remotely per week 5 4 3 2 1 0 Working hours Completely flexible
Combination of fixed & flexible
Completely fixed
Respondents in Malaysia wanting to work remotely for 5 days a week is 25%, very close
to the global average of 24%.
Source: 2020 BCG/The Network proprietary web survey and analysis 13DESIRED
WORKING MODE
Where and when by job role
Desired flexibility in where work gets done Desired flexibility in when work gets done
IT & Technology
Digitalisation & Automation
Digital & knowledge
Consulting
-based jobs
Marketing & Communication
Media & Information
Arts & Creative Work
Science & Research
Law
Management
Finance & Auditing
Sales
Traditional
office jobs
Human Resources
Customer Service
Purchasing & Logistics
Administration & Secretarial
Engineering & Technical Jobs
social jobs
Service Sector
Physical &
Social Care
Health & Medicine
Manual Work & Manufacturing
0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%
Days spent remotely per week 5 4 3 2 1 0 Working hours Completely flexible
Combination of fixed & flexible
Completely fixed
Workers surveyed in the digitalisation and automation industry want to work at
least 1 day remotely. None of them want 5 full days in office.
Source: 2020 BCG/The Network proprietary web survey and analysis 14JOB PREFERENCES
Financial compensation is the most important
Financial compensation tops the list when it comes to the job preferences of
respondents in Malaysia. This result is shared with Thailand and Hong Kong.
Malaysia 2018 Malaysia 2020 Global 2020
#1 Good work-life balance Financial compensation Good relationship with colleagues
#2 Career development possibilities Good work-life balance Good relationship with superior
#3 Learning & skills training Good relationship with colleagues Good work-life balance
#4 Good relationship with colleagues Financial stability of employer Financial compensation
#5 Good relationship with superior Good relationship with superior Financial stability of employer
#6 Financial compensation Appreciation for work Appreciation for work
#7 Appreciation for work Job security Job security
#8 Financial stability of employer Career development possibilities Learning & skills training
#9 Job security Learning & skills training Career development possibilities
#10 Company values Flexible schedules & workplaces Interesting job content
Note: Score calculated as average of answers ranging from 1 (not important at all) to 4 (very important)
Source: 2020 BCG/The Network proprietary web survey and analysis 15SOCIAL AND ENVIRONMENTAL VALUES The difference of young people concerned about environmental responsibility and diversity and inclusion is only 1% - the smallest compared to Singapore, Indonesia, Thailand, Philippines, and Hong Kong. Environmental responsibility Diversity and inclusion Issue of environmental responsibility Issue of diversity and inclusion became more became more important over the last year important over the last year 80% 83% 69.6% 83% 84% 68.7% Total Young People Globally Total Young People Globally Would exclude companies that don't match Would exclude companies that don't match their beliefs in environmental responsibility their beliefs in diversity and inclusion 65% 67% 51.7% 66% 66% 51.4% Total Young People Globally Total Young People Globally Note: 'Young people' are respondents below 30 years old Source: 2020 BCG/The Network proprietary web survey and analysis 16
IMPACT OF COVID-19
ON THE WORKPLACE
Malaysia is one of the few countries where every working aspect has been
affected positively by COVID-19.
Global
Use of digital tools 0.73 0.56
Flexibility in when 0.39 0.17
and where to work
Team collaboration 0.28 0.04
Effectiveness 0.25 -0.02
Quality and style 0.24 -0.08
of leadership
Work-life balance 0.20 -0.08
Wellbeing of employees 0.20 -0.24
Score colour key < -0.2 -0.2 to -0.06 -0.05 to 0.05 0.06 to 0.2 > 0.2
Note: Score calculated as average of answers ranging from +2 (strongly positive) to -2 (strongly negative)
Source: 2020 BCG/The Network proprietary web survey and analysis 17IMPACT OF COVID-19
ON THE WORKPLACE
BY JOB ROLES
Media and information is the most adversely affected industry by COVID-19 in Malaysia.
The worst hit aspect is quality and style of leadership.
Flexibility in
Use of when & where Team Work-life Quality & style Wellbeing
digital tools to work collaboration Effectiveness balance of leadership of employees
IT & Technology 0.92 0.58 0.29 0.31 0.31 0.21 0.25
Digitalisation & Automation 1.04 0.62 0.42 0.39 0.27 0.44 0.40
Digital & knowledge
Consulting 0.97 0.63 0.33 0.30 0.35 0.31 0.13
-based jobs
Marketing & Communication 0.79 0.46 0.28 0.28 0.17 0.24 0.24
Media & Information 0.52 0.00 0.05 0.24 -0.19 -0.24 -0.05
Arts & Creative Work 0.66 0.22 0.18 0.28 0.31 0.28 0.28
Science & Research 0.94 0.30 0.14 0.13 -0.03 0.06 0.11
Law 0.75 0.31 0.09 0.10 0.03 0.05 -0.03
Management 0.85 0.41 0.33 0.22 0.19 0.28 0.19
Finance & Auditing 0.70 0.44 0.29 0.26 0.19 0.24 0.23
Sales
Traditional
office jobs
0.70 0.39 0.23 0.20 0.19 0.21 0.24
Human Resources 0.87 0.43 0.35 0.41 0.25 0.32 0.28
Customer Service 0.59 0.30 0.36 0.31 0.15 0.19 0.14
Purchasing & Logistics 0.69 0.36 0.30 0.30 0.21 0.30 0.21
Administration & Secretarial 0.47 0.25 0.21 0.21 0.16 0.16 0.15
Engineering & Technical Jobs 0.75 0.38 0.23 0.17 0.21 0.27 0.20
social jobs
Service Sector
Physical &
0.61 0.23 0.27 0.19 0.04 0.18 0.06
Social Care 0.50 0.29 0.43 0.43 0.29 0.14 0.21
Health & Medicine 0.68 0.26 0.48 0.38 0.26 0.27 0.18
Manual Work & Manufacturing 0.49 0.36 0.34 0.15 0.14 0.26 0.22
Score colour key < -0.2 -0.2 to -0.06 -0.05 to 0.05 0.06 to 0.2 > 0.2
Note: Score calculated as average of answers ranging from +2 (strongly positive) to -2 (strongly negative)
Source: 2020 BCG/The Network proprietary web survey and analysis 18GLOBAL POST-COVID JOB MARKET A Remote Future Workplace This section will explore the impact of COVID-19 with there being a major shift in work models, practices, and core values. However the pandemic was not the only major trend that influenced people's preferences. Social movements and environmental challenges like the Australian bushfires also made an impact. Source: 2020 BCG/The Network proprietary web survey and analysis 19
THE EMERGENCE
OF REMOTE WORKING
Before COVID-19 During COVID-19
69% 51%
31% 48%
32%
24%
19%
7%
Completely Combination Completely Completely Combination Completely
Remote of remote on-site Remote of remote on-site
and on-site and on-site
The first topic relates to the biggest change for many people – the rise of remote working.
When the survey was taken (Nov-Dec 2020), over half of respondents were working fully or
partially remotely (versus 31% before COVID).
This depends heavily on the job role. The same ratio in digital/knowledge jobs (like IT, consulting,
or science) is closer to 70%, while in jobs that require physical or social interaction (like
manufacturing, health care, or social work) is around 34%.
Countries with either high COVID cases or with already developed digital working practices and
infrastructure have the highest percentage of people working remotely (mostly Western Europe).
Workers in countries with lower COVID caseload and/or less readiness for remote work are less
likely to be working from home, e.g. China, Africa.
Source: 2020 BCG/The Network proprietary web survey and analysis 20A DESIRE FOR
FLEXIBILITY
89%
24% 25% 23%
9% 11%
7%
5 4 3 2 1 0 (days)
Completely remote Combination of remote & on-site Completely on-site
If given a choice, most people would like to have some flexibility in where work gets done (89%), but
only 24% would go fully remote. People still prefer to be in office a few days a week.
This desire is not that different across job roles. Even people in social and physical jobs would like
to have at least some work-from-home days – but it may be less feasible to provide this to them.
Countries where most people could imagine not going to the office at all (5 days remote work) are
in Africa, Middle East, and also in the US.
Meanwhile, Western European respondents are the least interested in spending all their time at
home, and would prefer a couple days in the office.
People also desire flexibility in WHEN work gets done. In total, 64% of respondents would like some
or full flexibility in defining their working hours.
Source: 2020 BCG/The Network proprietary web survey and analysis 21IMPACT OF COVID
ON WORK PRACTICES Total Score
(Average)
Use of digital tools 4% 7% 17% 17% 35% 19% 0.56
Flexibility in when 8% 15% 20% 20% 27% 11% 0.17
and where to work
Effectiveness 8% 20% 21% 21% 23% 8% 0.04
Team collaboration 9% 21% 20% 20% 23% 7% -0.02
Work-life balance 10% 20% 22% 22% 19% 6% -0.08
Quality and style
11% 22% 19% 19% 21% 8% -0.08
of leadership
Wellbeing of
13% 28% 18% 18% 17% 6% -0.24
employees
Score colour key Strongly Negative Negative Neutral Positive Strongly Positive
Apart from the time and location of work, COVID-19 also impacted how people collaborate and their
work-life balance.
Most people experienced a positive impact on their use of digital tools, especially those in
knowledge-based jobs.
The average impact on effectiveness and collaboration was rather neutral.
However, most workers experienced a negative change in their well-being, especially those in
physical or social jobs, where they had to continue working in person despite the higher risk.
Interestingly, no major differences between genders or people with/without children could be
discerned.
Source: 2020 BCG/The Network proprietary web survey and analysis 22SHIFTS IN WHAT
MATTERS TO PEOPLE
AT WORK
Rank 2014 2018 Today
#1 Appreciation for your work Good relationship with colleagues Good relationship with colleagues
#2 Good relationship with colleagues Good work-life balance Good relationship with superior
#3 Good work-life balance Good relationship with superior Good work-life balance
#4 Good relationship with superior Learning & skills training Financial compensation
#5 Financial stability of employer Career development Financial stability of employer
#6 Career development Financial stability of employer Appreciation for your work
#7 Job security Job security Job security
#8 Financial compensation Financial compensation Learning & skills training
#9 Interesting job content Appreciation for your work Career development
#10 Company values Interesting job content Interesting job content
During a global crisis, it's not surprising that people also re-think the core values they desire in a job.
Compared to 2018, financial compensation and stability have increased in importance.
Meanwhile, learning and development got deprioritised.
However, the top 3 factors people look for in a job are still related to culture, relationships and
work-life balance. Appreciation for one's work is also rated higher now.
Source: 2020 BCG/The Network proprietary web survey and analysis 23SHIFTS IN WHAT
MATTERS TO PEOPLE
AT WORK
Environmental responsibility Diversity and inclusion
Issue of environmental responsibility Issue of diversity and inclusion became more
became more important over the last year important over the last year
By age group (years old) By age group (years old)
77% 73% 68% 66% 68% 67% 73% 74% 68% 64% 61% 59%
69.6% 68.7%
60 60
Would exclude companies that don't match Would exclude companies that don't match
their beliefs in environmental responsibility their beliefs in diversity and inclusion
By age group (years old) By age group (years old)
51.8% 51.4%
58% 55% 51% 48% 47% 49%
53% 54% 52% 49% 47% 47%
60 60
COVID-19 was not the only major trend that influenced people's preferences. Social movements such
as MeToo or BlackLivesMatter, and environmental challenges like the Australian bushfires also made
an impact.
~70% of respondents agreed that the issue of environment and diversity become more important
to them recently.
And >50% would actually refuse to work for employers that do not meet their beliefs.
Source: 2020 BCG/The Network proprietary web survey and analysis 24THE
FUTURE
WORKPLACE
Source: 2020 BCG/The Network proprietary web survey and analysis 25HOW TO BUILD AN ATTRACTIVE FUTURE WORKPLACE The crisis prompted jobseekers to re-evaluate what they want from work – not only the work location (remote vs. on-site), but also the work practices, values, relationships they seek. Employers must adapt to stay competitive. While many employees may be afraid to change jobs during a crisis, for others (often the best talent) this is an opportunity to reflect and search for new employers. Being a pioneer in meeting these expectations can put firms in the frontline in the war for top talent. Source: 2020 BCG/The Network proprietary web survey and analysis 26
CONCLUSION 1
DEVELOP A
THOUGHTFUL REMOTE
WORKING STRATEGY
What workers want:
Data shows that workers in all job roles desire at least some level of flexibility – but it may not be
easy to provide this, or managers may not be ready.
A previous survey shows managers expect 65% of employees to work partially remotely after
COVID, but our findings show that 89% of employees expect this!
How to meet them:
Carefully consider what model works for which job role.
Evaluate "remoteability" of job families based on infrastructure need, frequency of interaction
with stakeholders, etc.
Think in different personas, the activities they perform, the experiences they go through, and how
remote work may affect them.
Models may range from offering remote working as a perk (few days a week based on request in
selected job roles) to moving to remote work by design (where most employees work from home
and come to office only for special occasions).
Source: 2020 BCG/The Network proprietary web survey and analysis 27CONCLUSION 1
DEVELOP A
THOUGHTFUL REMOTE
WORKING STRATEGY
Balance governance and flexibility.
Introduce guidelines on what working models are available under what circumstances, and how
to request.
Leave space for individual employees to decide on what they personally prefer.
Workers who can't benefit from remote working due to the nature of their jobs may feel
disadvantaged, which can cause huge imbalance within the same company. Consider offering
them different benefits, e.g. provide good health services, or additional days off.
Ensure the right enablers are in place.
New collaboration tools and mechanisms
(e.g. asynchronous instead of meeting-based, virtual agile stand-ups, etc.).
Right infrastructure at home and office
(e.g. financial support for home office set-up, hybrid meeting rooms, etc.).
Virtual learning solutions.
Pilot and monitor success.
Think in smaller experiments before full rollout of new policies.
Continuously monitor employee engagement, experience,
output, and adjust models as needed.
Source: 2020 BCG/The Network proprietary web survey and analysis 28CONCLUSION 2
BUILD A VALUE-BASED
WORKPLACE CULTURE
What workers want:
Cultural elements such as relationships, appreciation for work, and work-life balance are still top
importance for workers, even when working virtually.
Meanwhile, majority felt their well-being suffered during the last year.
Social and environmental issues are increasingly important, especially for younger generations.
How to meet them:
Enabling leaders to succeed in the new world.
Post-COVID leadership models will be different, multi-faceted – leaders
need to be able to use their head, heart and hands.
Trust is essential, the crisis has shown that people will still perform even
without being continuously monitored.
Leaders must be technology champions to enable bionic organizations
to emerge & support switch to virtual work.
Source: 2020 BCG/The Network proprietary web survey and analysis 29CONCLUSION 2
BUILD A VALUE-BASED
WORKPLACE CULTURE
Encourage virtual connections.
Informal communication needs to be formally organized (e.g. buddy system, virtual watercooler
chats, team evenings on zoom, etc.).
Set up virtual team routines (e.g. morning coffee, evening checkout, etc.).
Ensure regular feedback on how employees feel and perform, both through surveys/apps and in
person with leaders.
Focus on employee well-being holistically.
Provide mental health offering: measure stress levels, design well-being programs.
Improve physical health standards and build socially distanced work areas.
Improve health services and insurance offers.
Get serious about social and environmental issues.
Take a proactive stand on social issues that matter to the company.
Encourage employees to speak up and contribute, e.g. provide time off for social impact activities.
Set targets, monitor KPIs and adhere to high diversity & inclusion and environmental standards.
Upgrade employer brand to reflect these values.
Source: 2020 BCG/The Network proprietary web survey and analysis 30Thank you for downloading
this report.
We believe this will give you immense
power as you move to fill positions in
your companies.
For future insights, a localised version
of this report is also available in:
Malaysia jobstreet.com.my
Singapore jobstreet.com.sg
Philippines jobstreet.com.ph
Hong Kong hk.jobsdb.com
Thailand th.jobsdb.com/th
PREVIOUS REPORT
REPORT 1
Where? Mobility
COVID has completely re-drawn the world map and
the very definition of workforce mobility.
COMING SOON
REPORT 3
What? Labour market shifts
Recent crisis had a significant employment impact on
a set of job roles and career paths, and led to shifts in
jobs people seek and high willingness to retrain.
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