Today, we’re thrilled to sit down with Ling-Yi Tsai, a renowned HRTech expert with decades of experience helping organizations transform through technology. With a deep focus on HR analytics and the seamless integration of tech into recruitment, onboarding, and talent management, Ling-Yi brings a unique perspective on how to foster employee well-being in modern workplaces. In this conversation, we explore the nuances of well-being beyond surface-level perks, the critical role of leadership, the power of belonging, and innovative tools like pulse surveys that can drive meaningful change. Join us as we dive into actionable insights for creating workplaces where people thrive.
How do you define employee well-being, and how does it differ from the concept of wellness that many companies focus on?
Well-being is a much broader and deeper concept than wellness. Wellness often gets reduced to physical health—think gym memberships or meditation apps—but well-being encompasses emotional, mental, and even purpose-driven aspects of an employee’s life at work. It’s about how valued, supported, and connected people feel in their roles. Wellness programs might be a small piece of the puzzle, but they don’t address the core drivers like meaningful work or positive relationships with managers. True well-being impacts how someone shows up every day, not just whether they’re hitting the treadmill.
What first opened your eyes to the importance of well-being as a key factor in driving workplace productivity?
Early in my career, I was working with a tech firm struggling with high turnover despite offering great salaries. When we dug into the data using HR analytics, we found that employees who reported low satisfaction with their work environment—things like feeling unheard or disconnected—were far less productive, even if they stayed. It hit me then that feelings aren’t just fluffy intangibles; they directly correlate with output. Science backs this up now—when people feel good about their work, their performance metrics spike. That realization shifted my entire approach to HR technology.
Can you explain how an employee’s day-to-day emotions at work influence their performance over time?
Absolutely. There’s a direct link between how someone feels during their workweek and their results. If an employee ends the week feeling frustrated or undervalued, you’ll see it in their output—missed deadlines, lower quality work, or even disengagement. On the flip side, when they feel appreciated or energized, their creativity and efficiency soar. It’s almost like a feedback loop; emotions drive actions, and those actions reinforce the emotions. Tracking these feelings through quick check-ins can reveal patterns and help leaders intervene before small issues become big problems.
Many companies offer perks like yoga classes or game rooms. Why do you think these often fail to improve true well-being?
These perks are well-intentioned, but they’re surface-level. They don’t address the root of what makes someone feel fulfilled at work. A yoga class might help with stress temporarily, but if an employee feels micromanaged or unappreciated by their boss, no amount of downward dog will fix that. Well-being comes from deeper connections—trust, respect, and a sense of purpose. Perks can be a nice bonus, but without a supportive culture, they’re just window dressing.
How significant is a manager’s role in shaping an employee’s well-being, and what does great managerial support look like in practice?
Managers are often the make-or-break factor for well-being. They’re the face of the company culture for most employees. A good manager creates a safe space where people feel heard and valued. For example, I’ve seen managers who regularly check in with their team—not just about tasks, but about how they’re feeling—and those small conversations build trust. They also give constructive feedback and celebrate wins, no matter how small. When a manager shows they care about an employee’s growth and happiness, it transforms how that person experiences their job.
What’s the connection between having a sense of purpose at work and overall well-being? How can people find that alignment?
Purpose is a cornerstone of well-being. When your work aligns with who you are—your values, talents, and passions—it’s inherently fulfilling. Without it, even a high-paying job can feel draining. Employees can find this alignment by reflecting on what excites them and seeking roles or projects that match those interests. Leaders can help by having open conversations about career goals and ensuring people aren’t stuck in roles that feel like a mismatch. It’s about creating opportunities for employees to contribute in ways that feel meaningful to them.
What would you say to someone who feels stuck in a job they dislike, where their well-being is suffering as a result?
First, I’d acknowledge that it’s tough, and it’s okay to feel frustrated. Then, I’d encourage them to take small steps. Start by identifying what specifically bothers you about the job—is it the tasks, the culture, or something else? Then, look for ways to address or mitigate those issues, like talking to a manager about shifting responsibilities or seeking a mentor for advice. If change isn’t possible, start planning an exit strategy, even if it’s gradual. Your mental and emotional health is worth prioritizing, and sometimes a fresh start is the best way to reclaim that.
How can organizations help employees discover roles that align with their strengths and passions to enhance well-being?
Companies need to invest in understanding their people. Tools like skills assessments or career mapping can help identify where someone’s strengths lie. Beyond that, fostering a culture of open dialogue is key—managers should regularly ask employees about their aspirations and provide opportunities to try new things, like cross-departmental projects. Technology can play a role too; HR platforms can match internal talent to open roles based on skills and interests. When employees feel their unique contributions are recognized and utilized, their well-being naturally improves.
You’ve referenced frameworks like Maslow’s hierarchy of needs. How does this apply to today’s workforce in terms of growth and purpose?
Maslow’s hierarchy is incredibly relevant. Many employees today have their basic needs—like safety and stability—met, so they’re climbing higher on the pyramid, seeking self-esteem, belonging, and self-actualization. They want growth opportunities, a sense of purpose, and to feel like their work matters. Unfortunately, many workplaces are still stuck addressing lower-level needs with pay raises or benefits, while ignoring these higher aspirations. Leaders need to catch up by offering development programs, meaningful recognition, and a clear connection between daily tasks and bigger goals.
Why do you think traditional employee engagement metrics haven’t shown much progress over the years?
The numbers have been stagnant because the approach has often been superficial. Many companies treat engagement as a box to check—run a survey, report the numbers, and call it a day. There’s little follow-through on the insights. Plus, these metrics often miss the emotional nuances of well-being. They focus on satisfaction or likelihood to stay, but not on whether someone feels connected or inspired. Without genuine commitment from leadership to act on feedback, engagement scores will keep flatlining.
What are pulse surveys, and how do they differ from the standard engagement surveys most companies use?
Pulse surveys are short, frequent check-ins—often just a few questions—designed to capture real-time feedback from employees. Unlike traditional engagement surveys, which might happen once a year and take weeks to analyze, pulse surveys are quick to administer and analyze. You might ask something simple like, “How supported do you feel this week?” and get responses within days. This speed allows leaders to spot issues and act fast, rather than waiting months to address problems that have already festered.
Can you share an example of how leaders can use pulse surveys to make immediate improvements to well-being?
Sure. I worked with a company that rolled out weekly pulse surveys asking about workload stress. One week, they noticed a spike in negative responses from a specific team. Management quickly met with the team, learned they were overwhelmed by a tight deadline, and redistributed tasks to ease the burden. Within a week, the next survey showed improved sentiment. That immediate response not only fixed the issue but also showed employees their feedback mattered, which boosted trust and well-being. It’s a powerful cycle when done right.
You’ve highlighted belonging as a major driver of well-being. What does a sense of belonging look like in a workplace?
Belonging means feeling accepted and connected to the people around you. In a workplace, it looks like having colleagues who know you beyond your job title—maybe they’re aware of your hobbies or challenges and check in on you. It’s also about feeling safe to share ideas without fear of judgment. When you walk into a meeting and feel like you’re among allies, not competitors, that’s belonging. It’s less about forced team-building events and more about genuine relationships and inclusivity.
What are some actionable ways leaders can foster a stronger sense of belonging among their teams?
Leaders can start by modeling vulnerability—sharing their own challenges or goals to encourage openness. They should also prioritize inclusivity, ensuring everyone’s voice is heard in meetings, especially quieter team members. Creating informal spaces for connection, like virtual coffee chats or small group discussions, can help build personal bonds, especially in remote settings. Finally, celebrating diverse perspectives and backgrounds through recognition programs shows employees they’re valued for who they are, not just what they do.
What are the consequences for companies that neglect employee well-being, and how do these issues impact the bottom line?
Ignoring well-being is a costly mistake. You’ll see higher turnover as people leave for better environments, and replacing talent isn’t cheap. Mental health issues can spike, leading to increased absenteeism and healthcare costs. Productivity takes a hit too—disengaged employees just do the bare minimum. I’ve seen companies lose top performers because they didn’t address toxic cultures or burnout. Financially and culturally, it’s a downward spiral that’s hard to recover from without deliberate effort.
What benefits can organizations gain by prioritizing a culture of well-being for their employees?
When well-being is a priority, you create a win-win. Employees are happier, which translates to higher engagement and better performance—think more innovation and fewer mistakes. Retention improves because people want to stay where they feel valued. I’ve seen companies that invest in well-being report lower stress-related costs and stronger team cohesion. It also enhances your reputation as an employer, attracting top talent. Ultimately, a thriving workforce drives sustainable growth in ways that quick fixes never can.
Do you have any advice for our readers who want to start championing well-being in their own workplaces?
My advice is to start small but be intentional. If you’re an employee, speak up about what you need—whether it’s flexibility or recognition—and seek allies who share your vision. If you’re a leader, listen to your team through regular check-ins and act on their feedback, even if it’s just a small change at first. Use data from tools like pulse surveys to identify pain points. Above all, focus on building trust and connection—well-being isn’t a program, it’s a mindset. Every step toward a more human workplace makes a difference.