I was recently invited to speak at the prestigious CIPD Behavioural Science at Work Conference with Kevin Croft of Epsom and St Helier NHS Trust, where I presented findings from our Research Review on the topic of Behavioural Science and Performance Management.
The Research Review scoured Behavioural Science literature from the past 70 years to study the relationship between performance management interventions and processes and actual business performance. The review found evidence that performance management processes and systems deliver high performance, yet it needs to be style appropriate for the culture. For example, what works in a Big 4 Consultancy firm may not translate to the NHS or an SME. Further evidence for a positive impact on performance was shown where goal-setting and feedback were common practice, where there was a culture of transparency that builds trust, and where managers were capable of effective coaching.
Prior to my CIPD presentation, research revealed many HR practices to push against neuroscience. However, I have drawn on three relevant findings that link neuroscience and performance management, outlined below:
Behavioural Science is a fascinating field yet it can also be frustrating; as to prove anything definitively in relation to human behaviour can be a challenge. Professor Rob Briner wrote a whole series of interesting articles on the topic: ‘What’s the evidence for‘. The HR Uprising Podcast may also be of interest to you. Specifically, the episode where I talk with Rob about Evidence-Based HR (link below).
All of the above findings are available with the important context-specific information in our research review, see below.