Many organisations are currently focused on behaviour change as they navigate the new hybrid working environment that has emerged from the pandemic. Remote working has increased the need for agility and engagement, which means that the status quo is no longer sufficient. Getting people to let go of their existing operating methods and embrace new ones can be challenging. Still, leaders who understand and consider people’s motivations will be more successful in driving this behaviour change.
A critical factor in behaviour change is motivation. People need a reason to change their behaviour, which must be compelling enough to overcome the natural resistance to change. One effective way to increase motivation is by aligning the behaviour change with the organisation’s goals and objectives. By linking the behaviour change to the organisation’s vision and mission, employees will be more likely to see the value in the difference and be motivated to take action.
Self-awareness is another crucial factor in behaviour change. People must understand their behaviour and be willing to take responsibility for it. Self-awareness allows individuals to identify areas of improvement and take action to change their behaviour. HR leaders should provide training and development opportunities that help employees become more self-aware and understand how their behaviour impacts the organisation.
Understanding what behaviour the organisation needs from leaders is essential for effective recruitment and promoting and developing the right people. The challenge is to shift away from overly charismatic leadership and spot talented people who may be more humble; these people can help drive engagement and productivity in those they lead. Unfortunately, those more humble leaders may be hiding in plain sight. HR leaders need to understand the science behind behaviour and objectively assess the behaviour of potential leaders.
Providing effective feedback is also critical. Leaders should be aware of their impact on the culture and climate around them and be willing to take action to improve. HR leaders should create a culture where feedback is welcome and valued and provide training and development opportunities that help leaders give and receive feedback effectively.
Disruptive or overly self-oriented behaviour can be easier to spot than ‘laissez-faire’ leaders who simply let their teams and others get on with it, avoiding performance discussions, failing to offer feedback, and/or failing to provide clear direction. Both disruptive and absentee leadership have negative implications for behaviour change, organisational culture, and performance. HR leaders should be aware of these types of behaviour and take action to address them.
Assessing and measuring motivations and behaviours and providing leaders with clear feedback and development can help drive change. Systems, processes, and tools that are connected and utilised effectively add value. Engagement surveys, 360 feedback, reward systems, and performance management can provide insights and spot challenges early, leading to early intervention and support that can help leaders thrive.
In conclusion, the Corporate Research Forum (CRF) Research Paper: ‘Applying Social Science to Behavioural Change’ highlights the importance of understanding the science behind behaviour change and the role of HR leaders in creating the conditions for change. Change is never easy, but by sharing tools, case studies, and examples, CRF has taken a practical approach to help organisations navigate this process. The two-day immersive workshop hosted by Corporate Research Forum (CRF) explored the science behind behaviour change and uncovered HR’s role in creating the conditions for change. Key considerations included understanding the organisation, clarity about what it wants to achieve, self-awareness, effective feedback, and strategies to support behaviour change. By considering these factors, organisations can accelerate behaviour change and achieve their goals in the new hybrid working environment. It is important to note that behaviour change is a continuous process, and HR leaders must be willing to adapt and change as needed.
The Hogan Assessments process can help you understand the motivations of your workforce or new recruits through “the inside of personality: motives, values and preferences inventory” (MVPI). The team at AWAIR can give you the tools to employ this method in your organisation.
Get in touch today to find out more about assessment centres with Awair.
Jeena Alfredo is a passionate digital marketer at The Business Goals. She is working with other companies to help them manage the relationship with The Business Goals for the publications.
