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 her deep expertise in HR analytics and talent management, Ling-Yi brings a unique perspective on how tech intersects with employee well-being. In this conversation, we dive into the nuances of fostering true well-being in the workplace, the critical role of leadership in shaping culture, the importance of purpose and belonging, and why traditional engagement efforts often fall short. We also explore actionable strategies for creating environments where employees thrive.
Can you explain what you mean by well-being not being the same as wellness, and how this distinction plays out in a workplace setting?
Absolutely. Wellness often gets boiled down to physical health initiatives—think gym memberships or meditation apps. While those are nice, well-being is much broader and deeper. It encompasses how employees feel emotionally, mentally, and even socially at work. It’s about whether they feel valued, supported, and connected to their purpose. In the workplace, wellness might mean offering a yoga class, but well-being means ensuring people feel safe to express themselves and are genuinely appreciated by their leaders. If you focus only on wellness, you’re missing the heart of what drives people to show up fully every day.
Why do you think well-being is such a powerful driver of productivity, and can you point to any evidence or experiences that back this up?
Well-being directly influences how engaged and motivated people are. When employees feel good—emotionally secure, appreciated, and aligned with their work—they naturally perform better. I’ve seen studies, like those from Gallup, showing that high well-being correlates with lower absenteeism and higher output. In my own work with organizations, I’ve noticed that when we use HR analytics to track employee sentiment alongside performance metrics, there’s often a clear link. Teams with higher well-being scores consistently hit their targets faster. It’s not just about feeling good; it’s about unlocking potential.
How does the way employees feel on a weekly basis tie into their job performance, and can you share an example of this connection?
There’s a direct line between emotions and results. If someone feels unsupported or frustrated during the week, their focus and energy dip, and so does their work. Conversely, when they feel valued, they’re more creative and driven. For instance, in one company I worked with, we started asking employees to rate their weekly work experience on a simple scale. When we compared those ratings to their project completion rates, it was striking—weeks where they felt positive, deliverables were on time or ahead of schedule. Weeks where they felt “off,” delays crept in. It’s a feedback loop leaders can’t ignore.
What’s the issue with perks like foosball tables or yoga sessions, and why don’t they necessarily improve well-being?
Those perks are often surface-level fixes. They’re fun, sure, but they don’t address the core of what makes someone feel fulfilled at work. Well-being isn’t about a quick distraction or a stress-relief gimmick; it’s about meaningful relationships and a sense of purpose. A foosball table doesn’t make up for a manager who doesn’t listen or a role that feels meaningless. I’ve seen companies throw money at trendy perks, but without a culture of trust and appreciation, employees still feel disconnected. It’s like putting a Band-Aid on a deeper wound.
How does a manager’s behavior shape workplace culture, and what specific actions can they take to boost well-being?
Managers are the face of the organization for most employees. Their behavior sets the tone for whether people feel safe and valued. If a manager is dismissive or overly critical, it creates a culture of fear. But if they’re empathetic and supportive, it fosters trust. Simple actions like actively listening during one-on-ones, giving constructive feedback with kindness, and showing genuine interest in an employee’s growth can make a huge difference. It’s about being human—acknowledging struggles and celebrating wins, no matter how small.
What are some practical ways managers can help employees feel appreciated in their day-to-day work?
Appreciation doesn’t have to be grand gestures; it’s often the small, consistent things that matter most. A sincere “thank you” for a job well done, recognizing someone’s effort in a team meeting, or even just checking in to see how they’re doing can go a long way. I’ve advised managers to make it personal—mention specific contributions, like, “I really appreciated how you handled that client issue last week.” It shows you’re paying attention. Regular, authentic acknowledgment builds a foundation of trust and makes people feel seen.
How can leaders help employees align their personal purpose with their work, and why is this so important for well-being?
Purpose is what gives work meaning, and without it, even a high-paying job can feel empty. Leaders can start by having open conversations about what drives their employees—what they’re passionate about and where they see themselves growing. Then, it’s about connecting those personal goals to the organization’s mission or specific projects. For example, if someone values creativity, assign them tasks that let them innovate. When people see their work as an extension of who they are, their well-being soars because they’re not just clocking in—they’re contributing to something bigger.
What happens to employees emotionally or physically when they’re in jobs they dislike, and how does this affect their overall well-being?
Being stuck in a job you don’t like is draining on every level. Emotionally, it breeds frustration, resentment, and even anxiety—people start dreading Monday mornings. Physically, that chronic stress can manifest as fatigue, headaches, or worse over time. I’ve seen employees in these situations disengage completely; they’re physically present but mentally checked out. This tanks their well-being because they’re not just unhappy—they’re producing stress hormones that wear them down. It’s a vicious cycle that impacts their health and the team’s morale.
Why do you think many leaders are falling behind in meeting employees’ needs for growth and purpose at work?
A lot of it comes down to outdated priorities. Many leaders are still focused on short-term metrics—profit, output, efficiency—over long-term human needs. They haven’t fully grasped that employees today are looking for more than a paycheck; they want development and meaning, as Maslow’s hierarchy suggests. There’s also a lag in skills—some leaders simply aren’t trained to have deep, purpose-driven conversations. In my experience with HR tech, I’ve seen data showing that while employees crave growth, leadership often underinvests in development programs, thinking they’re a “nice-to-have” rather than essential.
What steps can leaders take to better address employees’ needs for safety, growth, and purpose in the workplace?
First, create psychological safety—ensure employees feel they can speak up without fear. That starts with leaders modeling vulnerability and openness. For growth, invest in learning opportunities, whether it’s training, mentorship, or stretch assignments. For purpose, help employees see how their role ties to the bigger picture through regular communication about the company’s mission and their impact. Using tech, like HR analytics, can help track if these needs are being met through sentiment data. It’s about being intentional—leaders need to prioritize these elements as much as they do financial goals.
Why do you think employee engagement numbers have remained stagnant for over a decade, and what’s holding companies back from real progress?
The data, like what Gallup reports, shows engagement hasn’t budged much because many companies treat it as a checkbox exercise rather than a core strategy. There’s a disconnect—Wall Street and some executives haven’t historically valued engagement as a driver of profit, so it’s not prioritized. Plus, efforts are often surface-level, like annual surveys with no follow-up action. In my work, I’ve seen companies collect feedback but fail to act on it, which erodes trust. Real progress requires a mindset shift at the top and a commitment to ongoing, meaningful change, not just lip service.
What do you mean by engagement efforts being “perfunctory and performative,” and can you give an example of this in action?
By “perfunctory and performative,” I mean efforts that look good on paper but lack substance. It’s doing the bare minimum to say you’ve addressed engagement without real intent to change. A classic example is rolling out a yearly survey, publishing a generic report, and maybe hosting a town hall where nothing concrete gets decided. I’ve seen organizations pat themselves on the back for “listening” without addressing core issues like poor management or lack of growth opportunities. It’s theater—it signals care without delivering results, and employees see right through it.
How do pulse surveys differ from traditional engagement surveys, and why do you think they’re a better tool for understanding employee needs?
Pulse surveys are short, frequent check-ins—think a few questions every month or even weekly—compared to the long, annual engagement surveys. They’re designed for speed and action. You ask, employees respond within a few days, and leaders get insights almost immediately to make quick adjustments. In my experience implementing these with HR tech tools, they’re better because they capture real-time sentiment, not a snapshot from six months ago. They keep the conversation alive and show employees their feedback matters now, not later, which builds trust and engagement.
What kinds of questions should leaders ask in pulse surveys to gather meaningful feedback from employees?
Keep it simple but targeted. Ask things like, “How supported did you feel by your team this week?” or “Did you have the resources you needed to do your job well?” You can also include, “What’s one thing that could improve your work experience right now?” These open-ended or scaled questions give a mix of quantitative data and qualitative insights. The key is to focus on actionable areas—support, resources, recognition—so leaders can respond directly. With tech platforms I’ve used, we analyze trends from these responses to spot patterns and act before small issues become big problems.
You’ve highlighted belonging as a key driver of well-being. What does belonging look like in a workplace, and how can leaders cultivate it?
Belonging is feeling accepted and connected to the people around you at work. It looks like knowing your colleagues value your input, having a sense of camaraderie, and feeling safe to be yourself. Without it, people feel isolated, which is toxic for mental health. Leaders can foster belonging by encouraging team-building that’s genuine, not forced—like shared projects or informal check-ins. They should also champion diversity and inclusion, ensuring everyone’s voice is heard. In my work, I’ve seen tech tools help by facilitating peer recognition programs, which build those interpersonal bonds critical for belonging.
What’s your forecast for the future of employee well-being in organizations over the next decade?
I’m cautiously optimistic. I think we’ll see a stronger push toward well-being as a strategic priority, driven by data showing its impact on performance and retention. Technology will play a huge role—HR analytics and AI will help leaders predict and address well-being issues before they escalate. But the challenge will be getting buy-in from all levels of leadership to move beyond superficial fixes. If companies can embrace a human-centered approach, prioritizing purpose, belonging, and growth, I believe we’ll see workplaces where people genuinely thrive. It’s about balancing tech with heart, and I hope we’re heading there.