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 were 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.
Further research into Neuroscience prior to my CIPD presentation showed that many HR practices could be seen to push against neuroscience. However, I have drawn on three relevant finding 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 ‘What’s the evidence for‘ articles on this topic which make for interesting reading. Not all of Professor Briner’s arguments I agree with (which I can say because he was my University Supervisor!) however they are brilliant for bringing Psychology or Behavioural Science to the masses.
All of the above findings are available with the important context specific information in our Research Review.