Today, we’re thrilled to sit down with Ling-Yi Tsai, a renowned HRTech expert with decades of experience guiding organizations through transformative change using cutting-edge technology. With her deep expertise in HR analytics and the integration of tech solutions in recruitment, onboarding, and talent management, Ling-Yi has helped countless companies navigate the complex landscape of organizational change. In this interview, we dive into the human side of transformation, exploring why resistance to change is so common, how leaders can build a compelling case for new initiatives, the importance of fostering a culture that embraces adaptability, and the critical role of technology in sustaining progress. Join us as we uncover actionable insights for driving lasting change in the workplace.
How do you think our natural resistance to change impacts the way organizations approach transformation?
It’s a fundamental challenge because, at our core, humans are wired to seek stability and familiarity. Neuroscience backs this up—our brains often perceive change as a threat, triggering discomfort or fear. In organizations, this translates to pushback against new processes or technologies, even when they’re beneficial. I’ve seen employees cling to outdated systems simply because they’re comfortable, not because they’re better. This resistance can slow down transformation if leaders don’t address it head-on with empathy and clear communication.
What are some of the most common reasons you’ve observed for employees resisting new initiatives in the workplace?
From my experience, it often boils down to fear of the unknown and a lack of trust. Employees worry about how change will affect their roles—will they lose their jobs to automation, or will they struggle to adapt to new tools? There’s also skepticism if they’ve been through failed initiatives before. If leadership hasn’t been transparent or supportive in the past, employees are less likely to buy in. I’ve seen this firsthand in HR tech rollouts where insufficient training left people feeling overwhelmed and resistant.
Why is it so crucial for leaders to articulate a clear and compelling reason for change?
Without a strong “why,” change feels arbitrary and employees disengage. People need to understand not just what’s changing, but why it matters to the organization and, more importantly, to them personally. When I’ve helped companies implement HR analytics tools, for instance, the successful ones were those where leaders connected the tech to tangible outcomes—like how data-driven insights could make performance reviews fairer or help identify career growth opportunities. That personal relevance motivates buy-in.
How can leaders help employees see the personal benefits of a change, beyond just the company’s goals?
It’s about translating organizational wins into individual gains. Leaders need to get specific—show how a new system saves time on repetitive tasks, or how a shift in strategy opens up skill-building opportunities. When I worked with a company rolling out a new onboarding platform, we emphasized to employees how it would streamline their first weeks, reduce paperwork stress, and connect them faster with mentors. Framing it as a personal advantage made a huge difference in adoption rates.
What are some effective strategies for leaders to communicate with employees during a major transformation?
Communication needs to be early, frequent, and two-way. Start by being transparent about the reasons and the expected challenges—don’t sugarcoat it. Use multiple channels, like town halls, emails, and one-on-one check-ins, to reach everyone. I’ve also seen great results with tech tools like internal communication platforms that allow for real-time updates and feedback. Most importantly, make space for dialogue. Employees want to feel heard, not just informed, especially when rolling out something like a new talent management system.
How does actively listening to employees’ concerns help ease their anxiety about change?
Listening builds trust, plain and simple. When employees voice their worries—say, about a new HR tech tool disrupting their workflow—and leaders actually address those concerns, it shows they’re valued. I’ve facilitated feedback sessions where employees shared fears about data privacy with analytics tools. By acknowledging those fears and explaining the safeguards, we reduced anxiety significantly. It’s not just about hearing them out; it’s about acting on what you hear to show that their input shapes the process.
How can organizations embed change into their culture so it feels like a natural part of everyday work?
It starts with shifting the mindset from change as a one-off event to change as a constant. Leaders need to celebrate adaptability—highlight stories of teams who’ve embraced new tools or processes successfully. In my work with HR tech, I’ve seen companies integrate learning into their DNA by offering continuous training on emerging technologies. Aligning policies and rewards with innovative behaviors also helps. For instance, recognizing employees who champion tech adoption can make change feel like a shared value, not a burden.
What role does technology, especially in HR, play in sustaining change and preventing backsliding?
Technology is a game-changer for hardwiring progress. HR analytics, for example, can track adoption rates of new initiatives, identify where resistance lingers, and provide data to refine strategies. Tools like automated onboarding systems ensure consistency, reducing the temptation to revert to old manual methods. I’ve worked with organizations where tech dashboards gave leaders real-time insights into employee engagement during transformations, allowing quick interventions. Tech creates accountability and structure, making it harder to slip back into old habits.
Why do you think employees often focus more on a leader’s actions than their words when it comes to change?
Actions are proof of commitment. Employees can sense when leaders are just paying lip service to a change. If a leader advocates for a new HR platform but doesn’t use it themselves, that sends a clear signal of disconnect. I’ve seen transformations falter when executives didn’t model the behaviors they preached—like skipping training sessions they mandated for others. People trust what they see, not just what they hear, and leaders need to embody the change they want to see.
What advice do you have for our readers who are looking to lead successful change in their own organizations?
My biggest piece of advice is to center your people in every step of the process. Change isn’t just about new systems or strategies—it’s about how your team experiences and adapts to them. Start with a clear, relatable vision for the change, communicate it relentlessly, and listen to feedback with an open mind. Leverage technology to support and measure progress, but don’t let it overshadow the human element. And above all, be patient—real transformation takes time, persistence, and a genuine commitment to supporting your people through the journey.