A blog of fresh ideas and findings from organizational leaders and researchers on how they’re making work better, shared regularly.
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.
Managers have a big influence on the culture and happiness of the workplace. Hear from Google’s manager development team on how they select, train, and support managers.
Learn about Google’s internal research effort to understand what makes an effective team, and what your organization can do to build great teams.
Get tools and tips to run an employee-to-employee learning program and support an organizational culture of learning.
The Behavioral Insights Team partnered with Pearson Education to arm educators with practical tools to help students achieve their academic goals. Organizations should pay attention, too.
For Google, an amazing workplace starts with an inspiring culture that brings meaning to people and their work and is reinforced with people-centered, data-driven decision making.
People tend to be more influenced by potential losses than gains. This human “flaw” can be thoughtfully used to nudge employees to follow through on health and wellness commitments.
Google partnered with a team of researchers to see if nudging employees to save more to their 401(k)s by “anchoring” them to a higher savings goal could work. It did.
Taking a tip from how teachers grade a stack of tests, “chunking” job applications has been shown to help reduce bias and increase the accuracy in hiring.
Organizations have started using nudges, or simple interventions that change behavior in a predictable way, more deliberately in the last decade. What can HR do to harness the power of behavioral economics to improve the work experience in organizations?
See how a fast-growing company finds candidates who will not only thrive in their culture, but enhance it by using cross-functional interviews.
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