A blog of fresh ideas and findings from organizational leaders and researchers on how they’re making work better, shared regularly.
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.
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?
To effectively communicate science — or anything, really — you need to know two things: your audience and your goal. To make your findings stick, tell a story.
Have you ever tried to find a clear pathway but ended up drowning in data that seem to make everything more murky instead of less? Before you dive into data collection, try a bit of question reflection to make sure you understand what sorts of data will, and won’t, be useful.
More people are biking to work than ever before. The number of trips made by bicycle in the U.S. rose from 1.7 billion in 2001 to 4 billion in 2009, and since the year 2000, bicycle commuting rates in large bike-friendly communities has increased by 105%.
As the sole HR person at a small company, I decided to take a page from re:Work and run my own experiments to see how data could improve our people-related decisions.
Even with the rise of people analytics, there is still a large gap between what organizational science recommends and what organizations actually do. Partnering with graduate students is one way to close this gap.
By measuring the day-to-day interactions between employees, organizations can map how information gets shared and actually make work, and their businesses, better.
How Human Resource Information Systems (HRIS) is taught hasn’t changed much in decades while workplaces have undergone a technological and data revolution. To prepare future business leaders, we have the opportunity to rethink how business schools teach and leverage HRIS.
You don’t need a department of in-house social scientists to do your own people research. Partnering with an academic can be a win-win, furthering the science and helping you make data-driven organizational decisions.
The idea of using behavioral science to help government agencies more effectively serve their constituents sounds great. But how do you build a high-impact, science-based organization within the government when you have no budget and no formal authority?
The way MBAs learn HR management hasn’t changed in decades. Whether it’s lectures, case discussions, or sophisticated simulations, students make a recommendation based on intuition, not data. Business schools need a different script to teach HR.
Designing and auditing fair pay practices are steps organizations everywhere can take to create more equitable workplaces. Check out the re:Work guide on pay equity to learn what you can be doing now.
In 2015 we added 8,214 employees to Google. And the women we hired, on average, received a 30 percent bigger salary increase upon joining the company, compared to men. Does that sound fair to you?
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