Neuroscience and HR

Build evidence-based HR practices that work with the brain, not against it, to gain credibility with stakeholders and drive business results.

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Amy Brann, Author
Dr. Adam Waytz, Psychologist, Northwestern University’s Kellogg School of Management
Dr. Dalton Kehoe, President, Communicate for Life, Ltd. and Senior Scholar of Communication Studies, York University
Jan Hills, Partner, Head Heart + Brain Consultancy
Nazanin Dormani, PhD in Organizational Psychology
Parth Khanna, CEO, Action Pack Media Inc.
Scott Bohannon, CEO, AchieveForum
John Roberts, Founder and Principal Managing Director, Philomathia Group
Lisa Dodge, Director, Global Performance Programs, Microsoft Corporation

Your Challenge

Business practices that follow top-down management models, keep details from employees about their daily work, and ignore staff complaints evoke a sense of low-level threat at a neural level. As a result, employees back off and disengage.
The vast majority of L&D professionals are not using insights from neuroscience. A 2015 CIPD study found that only 25% of respondents integrate neuroscience findings into practice.

Many see social skills as the “soft and fluffy,” non-essential side of business. Neuroscience provides solid evidence that social skills play a central role in creating a productive and engaged workforce.
Together with HR metrics, neuroscience provides the data that HR needs to gain credibility and influence with organizational stakeholders by showing how people practices affect the bottom line.

The study of neuroscience provides HR with new approaches to old problems, resulting in increased employee engagement and innovation.
Understanding how the brain responds to situations allows organizations to tailor practices and programs in a neuro-friendly way, resulting in increased performance and productivity in the areas of performance management, learning & development, workplace culture, and change management.