Hear Your People, Elevate Your Wellbeing Culture

Andi Blaylock, Director of Inclusive Employee Experience, Emerson

Andrea (Andi) Blaylock, LCSW, CEAP, SAP, is the Global Director of Inclusive Employee Experience at Emerson, where she leads employee listening, workplace inclusivity, and wellbeing initiatives—integrating them into a cohesive employee experience strategy. With over 20 years in workplace mental health and HR, she has consulted across industries, training organizations on the impact of mental health in the workplace. A licensed clinical social worker, she remains active in civic and nonprofit work and previously maintained a part-time couples counseling practice.

Recognizing Blaylock’s visionary leadership, this exclusive interview explores her professional journey to Emerson—emphasizing how listening, inclusion and psychological safety fuel individual and organizational success.

Turning Passion into Impact: My Journey from Social Work to Workplace Wellbeing

My passion for building inclusive, supportive workplaces has deep roots, but it crystallized during my time earning a master’s in social work at the University of Michigan. I began my career in foster care and adoption, where I saw the power of stability, advocacy, and well-being to transform lives. Over time, I recognized many of the same themes—belonging, resilience, and access to support— exist in the workplace too.

AT A GLANCE

•  A Global Approach with Local Impact - Wellbeing isn't one-size-fits-all. Our "globally consistent, locally meaningful" strategy ensures that initiatives resonate across cultures, workplaces and employee needs, no matter where they are.
• Financial Wellbeing: The Missing Piece - True workplace wellness isn't complete without financial security. When employees feel confident about their finances, it strengthens mental resilience, productivity and overall engagement.
• Employee Voices Drive Workplace Success - Organizations thrive when employees feel heard. Emerson prioritizes continuous feedback loops, using insights to adapt, evolve and enhance the employee experience in real time.

That realization led me to shift into workplace mental health. In 2014, I joined a multinational food corporation as their internal mental health expert. I spent years helping leaders understand that when employees are supported, both people and business outcomes thrive.

In 2022, I joined Emerson as Director of WellBeing—a role that evolved into leading Inclusive Employee Experiences. This shift reflects something I’ve always believed: fostering well-being isn’t just about resources—it’s about creating a culture where people feel valued, heard, and supported in every part of their work. My background in mental health grounds me in this mission and reminds me the best solutions come from listening, learning, and putting people at the center.

People First, Performance Follows: An Insider Perspective

Mental health and psychological safety aren’t just workplace benefits—they’re foundational to how organizations thrive. Early in my career, I saw how trust and support changed outcomes. That same lens guides my approach today. Employees bring their whole selves to work and can’t do their best if they don’t feel safe or supported. That’s why I’ve always treated well-being as core to culture—not as a program, but as a way of operating. Psychological safety isn’t just about giving people a voice; it’s about ensuring they feel empowered to use it. Without that, engagement drops, innovation slows, and productivity falters.

Creating inclusive workplaces means going beyond surface-level fixes. It’s not enough to offer resources— employees need to trust they can use them without stigma. That requires leadership commitment, ongoing education, and the courage to rethink traditional models. When we prioritize people, we unlock the best in them—and that’s when businesses reach their full potential.

180 Champions, One Mission: Wellbeing for All

From day one at Emerson, I knew scaling our wellbeing efforts globally would require a strong grassroots network. Over the past two years, we’ve built exactly that: a team dedicated to impactful mental health initiatives worldwide. At the heart of this is our Wellbeing Champions Network—a global, employee-led group of over 180 Emerson colleagues passionate about advancing wellness. The network focuses on four pillars: physical, mental, financial, and social well-being.

Our approach is simple: globally consistent, locally meaningful. What works in one region might not in another. So, we emphasize local activations—be it a workout class, financial planning session, or community event. Ultimately, it’s about building a culture where employees feel empowered to care for themselves and one another. Watching that culture grow has been one of the most rewarding parts of this journey.

A 12-Point Leap: Data-Driven Action at Emerson

Listening to employees is central to everything we do at Emerson. Our annual engagement survey doesn’t just capture how people feel—it drives how we respond. The first year of our new survey process revealed clear themes: employees wanted more collaboration, inclusion, innovation, and support through change. We acted fast, developing toolkits around each theme and making resources easier to access company-wide.

“Everything begins with listening. The more we have honest, frequent conversations with employees, the clearer our understanding becomes of what shapes a great experience”

By 2024, our Wellbeing Index saw a 12-point jump— the largest year-over-year gain in any category. That data helps us fine-tune everything from manager training to resource awareness. Because the survey is global, we can break down insights by region and address needs with local specificity. With employees in 150+ countries, this ensures everyone gets the support they need to thrive.

Psychological Safety: A Workplace Superpower

Every leader has a responsibility to foster psychological safety and inclusion—not just because it’s the right thing to do, but because it directly impacts performance and well-being. Inclusion isn’t a one-off initiative. It’s a commitment to continual learning, accountability and open dialogue. At Emerson, we’re committed to equipping leaders with the tools to strengthen that foundation. Because when employees feel psychologically safe, they contribute more, innovate more and connect more deeply with their teams.

The Missing Piece: Elevating Financial Wellbeing

As the future of employee experience unfolds, inclusion and well-being remain central. But one dimension is gaining overdue momentum: financial well-being. For too long, workplace wellness focused mostly on mental and physical health. But financial stress deeply affects resilience, productivity, and focus. When one pillar is weak, the others suffer.

That’s why we’re making financial well-being a key focus—equipping employees with education, tools, and support to navigate their financial futures confidently. This isn’t just a perk—it’s a strategic investment in a focused, resilient, and engaged workforce.

Wisdom from Experience: Make Listening a Habit, Not a Checkbox

Everything begins with listening. The more we have honest, frequent conversations with employees, the clearer our understanding becomes of what shapes a great experience.

At Emerson, we take that to heart. Our annual survey gives us broad insight, but it’s not a one-time activity. That’s why we’ve added pulse surveys—short, regular check-ins to stay attuned and act in real time. Creating a positive workplace isn’t about checking boxes. It’s about meeting people where they are, staying responsive, and improving their experience every day.

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Financial Security