Google’s frontline teams needed a new staffing model to better support strategy shifts and employee development. It needed to be scalable and dynamic, so we created a job market, giving employees and managers choices.

At Google, change is constant. But how we managed and messaged change wasn’t always working. So we developed a simple framework to rethink reorgs and it starts by asking “Do we even need this change?”

Capital One’s People Analytics leader explains how his team delivers key insights and rigorous solutions to complex business problems, all while staying on top of the latest HR research.

The Stanford d.school strives to help people become everyday innovators. Learn how they help their students build the creative confidence to tackle real-life problems in innovative ways.

What works in research doesn’t often transfer in practice. Learn what Dawn Klinghoffer, Microsoft’s HR Business Insights lead, has to say about navigating the research-practice divide and bringing analytics to the business.

Building a culture of trust can be a powerful way to improve performance. Neuroscientific research shows that trust reduces social frictions and promotes cooperative behavior among colleagues — and that managers can create high-trust, high-performance teams.

Leaders get frustrated when they can’t just point in one direction and get everyone to follow; teams get equally frustrated with inconsistent, unprioritized goals. OKRs (Objective & Key Results) help leaders and teams get aligned and innovate more quickly.

Failures are an inevitable part of innovation and can provide great data to make products, services, and organizations better. Google uses “postmortems” to capture and share the lessons of failure.

According to IDEO, the leaders of organizations who successfully build innovative cultures exhibit the same five behaviors.

Innovation can happen anywhere in an organization. Get tips on how to encourage more innovative behavior and grow your people's ability to solve problems in new and creative ways.

Sometimes it’s less about what data you have and more about how you communicate it to the rest of your business. Learn how Geetanjali Gamel, Director of Workforce Analytics and Planning at Merck & Co., Inc. and her team use research to influence decision making.

Fairness is critical to everything we do at Google, and that extends to our people. Googlers’ experiences -- of things like compensation, performance ratings, and promotion -- should be based on what they do, not who they are.

Google has learned more about managers since the original Project Oxygen research study in 2008. As the company has grown, we found that Googlers rely on their managers to make clear decisions and facilitate collaboration across teams.

There’s a flexibility gap: 80% of companies say they offer some form of flexibility, but only 19% of employees report having access to it. The solution, ironically, is to add more structure to flexibility.

Hiring is a challenge for organizations of all sizes, but by using some science-backed structures and methods, the process can be made fairer, more efficient, and more accurate.

Measuring people-related processes is challenging. Namely, an HR software company, shares the top six metrics they've found to be most useful for organizations.

Each year, the U.S. Office of Personnel Management (OPM) measures employee attitudes across all Executive Branch agencies and makes each agency’s results public.

This year we covered teams in space, heard from re:Workers in small businesses, and shared new resources from other organizations. Here’s some of our most popular content from the past year.

Make learning stick. See how Google uses bite-sized lessons to help managers build psychological safety within their teams.

Bring meaning to your team’s work. Check out this re:Work tool on how to set and communicate a team vision with your team.