Well, the new year sure started on an interesting note for the corporate world.

By now, most of us have encountered L&T chairperson Mr Subramanyan’s remarks about working 90-hour workweeks, including Sundays. After all, he asked, “How long can you stare at your wife? What do you do sitting at home?” Shortly after, WPP joined Amazon, PwC, and JP Morgan in announcing that, starting April, it would require employees to return to the office four days a week. Meanwhile, Mark Zuckerberg of Meta suggested the workplace needed more masculine energy and aggression, even as he reduced his DEI headcount.

Such statements usually pass as routine press releases. But this time, they struck a nerve. These weren’t just HR policies; they were opinions from corporate leaders. LinkedIn was ablaze. Reactions were polarised: some were shocked, while others supported the statements. The corporate world was starkly divided.

As someone who has worked across South Asia, Southeast Asia, and New York—both as an employee and as the founder of an independent setup—it’s difficult to take sides. Business inevitably prioritises capitalism and the bottom line. Humans, especially in creative industries, demand freedom and flexibility.

It’s common to hear complaints that younger generations lack work ethic and staying power. Some do. But many have also seen their parents sacrifice family time for work, often without reward. My dad, for example, worked tirelessly for one company only to be handed a golden handshake before his planned retirement. It crushed his morale. Conversely, we have also seen companies prioritise loyalty over merit, fostering complacency and resentment.

Corporate rhetoric about employee wellness often ignores workplace toxicity. Leaders expect employees to be constantly 'on', disregarding personal struggles, low pay, or mental stress. Employees are told to leave personal issues at the door, but humans are not machines. We are complex, emotional beings. Our personal and professional lives are often integrated.

Many corporates exploit young talent. Work trickles down to juniors and unpaid interns, who burn the midnight oil to meet impossible deadlines. This relentless grind drains the very creative energy that our industry claims to value. Burnout and high turnover follow.

The debate over remote, hybrid, and in-office work continues. Companies argue that creativity thrives on physical human collaboration. Employees counter that open offices are distracting and value the freedom to work from anywhere. Often, those criticising official hours haven’t experienced the unpredictability of freelancing.

With the rise of AI, businesses face pressure to deliver profits while humans scramble to stay relevant. Corporates exploit this fear, yet both sides depend on each other. Companies need humans to thrive, and humans need jobs to survive.

In South Asia, we pride ourselves on being 'hard-working', but there are 'hardly-working' employees too. These are the ones who procrastinate all day and then work late, earning praise for their 'commitment', while diligent colleagues are unfairly labelled slackers for leaving on time.

There are no easy answers—only shades of grey. HR teams and managers navigate these complexities, but toxic cultures breed dissent. A workplace that respects employees attracts professionals willing to go the extra mile. Treating people as you’d like to be treated reduces constant resistance.

Managing 'human beings' requires empathy, protocol, flexibility, and rules. But if we remember to 'be human' in all our dealings, we’ll see the magic unfold.

Ruchi Sharma is founder and chief creative officer, HumanSense (Sri Lanka). This column first appeared in our February issue. Buy your copy here.