How does behavioral science help in the workplace?

There are countless tips for improving your work to become more productive and efficient. Most of these tips are based on practical experience. However, you should pay more attention to another approach: behavioral science. Knowledge of psychology is directly related to improving internal and external relations and practices in the workplace.

In this article, we highlight the significant direct and indirect effects of behavioral science in the workplace and in strategic workforce planning. Let’s dive in!

According to Mindworks, behavioral science describes the study of human behavior using systematic experiments and observations. For example, behavioral scientists study when and why people engage in certain behaviors by experimentally investigating factors such as conscious thoughts, motivation, social influence, contextual effects, and habits. In addition, behaviorists turn to anthropology, behavioral economics, and cognitive and social psychology.

Time pressure, value, risk, and motivation are essential factors influencing human behavior, including work. HR managers and recruiters can determine how people make choices and develop workforce planning using behavioral science principles.

However, some programs embed behavioral science approaches in the general workplace culture to encourage healthy and constructive relationships, fair procedures, and good communication.

Behavioral science specialists often talk about the importance of understanding how people behave when running a company or working there. There are three essential workplace domains that behavioral science helps to improve.

People have certain prejudices that influence decision-making. For example, we often base our decisions on our values, education, age, etc. — or choose to connect with those who share them.

Cognitive bias is often present at the hiring stage. Recruiters evaluate candidates subconsciously and prefer those they think are more like them, both professionally and personally. Employers can decide about a candidate during the first few minutes, then look for information that confirms their bias.

Behavioral science has shown that the candidates who are interviewed last are more present in the recruiter’s or employer’s memory because of the recent effect. Therefore, the first interview can act as a guide for the evaluator to judge other candidates. To a greater extent, such biases or prejudices can be resolved through data-driven recruiting.

Behavioral science approaches help HR managers and business leaders determine key employee motivators. Often, a financial reward for employees with the necessity to spend at least half on their colleagues positively affects productivity. David Halpern has suggested two mechanisms for this. First, employees need to talk to their colleagues to find out what they want, creating a more cohesive environment. Second, spending money on others causes people to have a positive emotional reaction.

Behavioral science approaches help HR managers and business leaders determine key employee motivators. Often, a financial reward for employees with the necessity to spend at least half on their colleagues positively affects productivity. David Halpern has suggested two mechanisms for this. First, employees need to talk to their colleagues to find out what they want, creating a more cohesive environment. Second, spending money on others causes people to have a positive emotional reaction.

Successful diversity, equity, and inclusion (DEI) initiatives require participants to think and ultimately behave differently. Without proven behavioral science approaches, it’s almost impossible to change a person’s thoughts and behavior.

Many observations of large organizations emphasize the correlation between diversity and productivity. Behavioral science research has shown that the work of inclusive teams is better because it encourages bolder decisions and creativity. For example, a Josh Bersin study found that inclusive companies are 1.7 times more innovative than their competitors. Employee satisfaction increases if the minority representation exceeds 15%; moreover, team diversity often limits status conflicts at work.