Why HR Asks for Your Payslip (And Why It’s Not a Bad Thing)

“Why does HR need to see my payslip?

"It’s confidential!"

You’ve probably seen this debate all over social media.
But let’s talk honestly, what’s the real reason HR asks for your payslip, and why does it matter?

1️⃣ It’s Not About Snooping — It’s About Transparency

The 80/20 rule applies here too.
80% of candidates give an honest salary figure without proof.
But the other 20%? They inflate… sometimes by a lot.

That’s why HR asks.
Because we’ve been burned. Repeatedly.

We’ve had people claim RM8,000 when they were earning RM5,500.
We’ve had candidates ghost us after offers were made, only to discover their “current pay” was never real.

It wastes everyone’s time: the candidate’s, HR’s, and the hiring manager’s.

2️⃣ You Don’t Question Banks — So Why HR?

Need a loan? Payslip, please.
Want to buy a house? Payslip, please.
Applying for a credit card? Payslip, please.

No one blinks… because it’s standard. Because it makes sense.
But when HR asks, suddenly it’s a problem.

Here’s the irony: sometimes banks even ask for your spouse’s payslip to strengthen your loan application.
And you hand it over without hesitation.

Yet some banks’ agents never ask you to sign a PDPA form.
Still, you share it freely.

But when HR, bound by PDPA, confidentiality clauses, and professional ethics, asks for it, suddenly there’s resistance.

So what’s the hesitation really about?
Maybe it’s not privacy.
Maybe it’s trust.

To be fair, some companies have misused this information to lowball candidates.
That’s unethical… and if that’s your experience, you’re right to be cautious.
Because misuse of trust destroys credibility faster than any policy can fix it.

3️⃣ “Equal Job, Equal Pay”? Not Always.

In theory, yes.
In reality, no.

Because people come from different stories.
It will never be linear. It will never be parallel.

Your current salary after five years in a company already includes:

• Annual increments

• Adjustments

• Promotions

• Performance ratings

• Market corrections

Each of those differs from company to company.

Think of it like this:
You pay RM10 for a plate of mee goreng mamak at your neighbourhood stall.
But at a high-end restaurant, it’s RM25.

Why?
Because that restaurant has higher operating costs, premium rent, and brand positioning.

Same mee goreng… different ecosystem.
That’s how salary structures work too.

Or take sardines:
RM9.50 at the kedai runcit.
RM9.30 at the hypermarket.
RM9.90 at the convenience store.

Same can. Different pricing.
Because each seller has different costs, margins, and models.

So why do we expect salaries to be identical everywhere?

The frustration often starts when we compare ourselves with others.
That’s when resentment grows.

But before asking, “Why is the company treating me like this?”
Ask, “Am I ready to face the truth that might hurt?”

Because behind every salary figure, there’s a story you don’t see… different years, performances, and timing.

And if HR applied the “same job, same pay” rule strictly… imagine how you’d feel if you worked hard, negotiated well, and then got paid the same as someone who just started.

Wouldn’t that feel unfair?

Exactly.

The lazy excuse of “10–15% increase” comes from bad HR.
Good HR teams use your current pay to verify the baseline… then use market data and role value to set the ceiling.

And yes, I’ll say what few HR people will:
Some of us handle salary data every day.
If you’ve ever wondered why some HR people seem “tough” during negotiations…
Maybe it’s because we’re human too, managing everyone’s stories… including our own. 😉

🌿 Reality Check: The Human Side of HR Negotiation

Without a payslip, the conversation often stops at policy:

“Our salary range only goes up to this much.”

It sounds rigid, because it is.

But with full context, the tone shifts:

“Your current pay is above our range, but your skill is niche. Let us discuss with management if we can make an exception.”

That’s the difference between HR that hides behind structure and HR that uses structure as a guide, not a cage.

A good HR professional doesn’t use data to limit possibilities, they use it to start a conversation.
That’s why we still ask for payslips.
Not to control, but to understand.

When you combine data with empathy, hiring becomes a collaboration, not a transaction.

And this collaborative approach is highly necessary, especially when operating across diverse markets and cultures.

🌏 Context Matters: Different Countries, Different Realities

Every country practices compensation transparency differently, shaped by history, culture, and economy.

In Indonesia, for example, salary confidentiality is deeply ingrained.
It reflects a culture of discretion and loyalty. But the downside is that it can unintentionally widen the knowledge gap.
When employees don’t know what others in similar roles earn, they also don’t know what’s possible beyond their own circles.

That limits visibility, and sometimes, motivation.

Malaysia, on the other hand, sits in a more hybrid space.
We’ve inherited structure from large organizations, but openness from a competitive market.
We talk about pay, benefits, and negotiations, not because we’re greedy, but because we’re aware.

Awareness is progress.
It keeps the market fair, the talent mobile, and organizations accountable.

That’s why HR in Malaysia carries a dual responsibility:
To protect privacy and promote fairness.
To balance confidentiality with transparency.
To ensure that when we ask for payslips, we do it with empathy and purpose, not habit or control.

4️⃣ Without the Payslip, We’re Offering in the Dark

You tell us a number.

But what if that number disrupts internal equity?
What if it’s beyond budget?
What if it makes you look desperate?

That’s the problem… the “what if “ game never ends.

Of course the company will negotiate… every dollar counts.
Try to think like an owner too.

Each company has its own pay philosophy… its “market position.”

If an organization’s been paying for Chanel handbags, they can likely afford another Chanel.
But if they’ve only ever bought mid-range, you can’t expect them to suddenly pay for Chanel… unless, your skill is that rare.

Without payslips, HR is offering in the dark.
With payslips, candidates fear being undervalued.

The real problem isn’t the ask… it’s the intention.
HR needs to learn how to interpret, not exploit, that information.
Candidates need to learn how to negotiate, not assume manipulation.

And remember: selecting people isn’t like selecting vendors.
It’s not about who’s cheapest.
It’s about who fits… the job, the culture, and the future.

5️⃣ You Still Have a Choice

So yes, HR asks for your payslip.
Not to invade your privacy.
Not to lowball you.
But to make the process transparent and fair for everyone.

Trust works both ways.

You want us to trust your word?
Then don’t be surprised when we verify it… just like a bank would.

You signed a confidentiality clause.
You’re protected under PDPA.
We’re not broadcasting your salary to the office.

So what exactly are you worried about?

If you’ve been burned before, it’s okay to ask how your data will be used.
That’s your right.
Transparency should go both ways.

And if you don’t agree with the offer… don’t sign it.
Negotiate. Walk away if needed.

It means you dodged a bullet from a company that values compliance over competence.

🌿 Final Thought

Good hiring practices aren’t about control… they’re about clarity.
Transparency protects both sides, the company and the candidate.

Because in the end, fair decisions are only possible when both parties are honest.

✨ Trust isn’t built through secrecy. It’s built through fairness.