Understanding why people do what they do is the ultimate superpower for any people leader, yet many organisations still rely on gut feel rather than evidence-based insights. By applying behavioural science HR principles, we can move beyond guesswork to build teams that are naturally aligned, highly engaged, and consistently high-performing.
Have you ever wondered why a highly skilled individual fails to thrive in a specific team, or why some groups seem to navigate conflict effortlessly whilst others stall? The answer rarely lies in technical ability alone – it is found in the psychological drivers that dictate how we interact, make decisions, and respond to pressure.
Behavioural science HR is the practice of using psychology and data to understand these drivers. It allows us to look under the hood of our organisations to see the cognitive biases and personality traits that influence every meeting, project, and hire. When we ignore these factors, we risk building cultures based on assumptions rather than reality.
At Compono, we believe that people intelligence is the foundation of a healthy business. By using science to map how individuals prefer to work, we can create environments where everyone has the opportunity to do their best work. This isn't about manipulation – it is about alignment and empathy.
One of the most significant applications of behavioural science in HR is the mitigation of unconscious bias. We all have mental shortcuts that help us process information quickly, but in recruitment, these shortcuts can lead us to favour candidates who are similar to us rather than those who are best for the role.
Traditional interviews are notoriously unreliable because they often measure rapport rather than competence. Behavioural science encourages us to use structured assessments and objective data points to level the playing field. This ensures that every candidate is evaluated on their actual potential and work preferences.
For example, using a tool like Compono Hire allows you to select the specific work personality you need for a role. This helps you automatically score and rank candidates based on objective data, ensuring your hiring decisions are driven by science rather than a 'gut feeling' that might be clouded by hidden biases.
Every team is a complex ecosystem of different motivations. Behavioural science shows us that there are eight key work activities that high-performing teams must execute: Evaluating, Coordinating, Campaigning, Pioneering, Advising, Helping, and Doing. If your team is stacked with 'Pioneers' but lacks 'Auditors', you may have plenty of ideas but very little follow-through.
Understanding the 'work personality' of your staff helps you identify these gaps before they become performance issues. A work personality is the intersection of a person's natural preferences and the activities they find most motivating. When people spend their energy on tasks that align with their nature, engagement naturally rises.
You can explore these dynamics further by looking at the Compono Culture, Engagement & Performance Model. This framework explains how individual behaviours roll up into a collective culture that either supports or hinders your strategic goals. Knowing who is a natural 'Doer' or 'Advisor' allows you to delegate more effectively and reduce friction.
Behavioural science HR also explores how we can 'nudge' employees toward better outcomes without resorting to rigid mandates. Small changes in how information is presented or how rewards are structured can have a massive impact on collective behaviour. This is often more effective than traditional top-down management.
For instance, if you want to increase collaboration, simply telling people to 'work together' is rarely enough. You need to understand the social proof and incentive structures at play. Are you rewarding individual 'stars' whilst ignoring the 'Helpers' who keep the team together? Behavioural science suggests that rewarding the behaviours you want to see is more effective than punishing the ones you don't.
At Compono, we help leaders gain this insight through our Compono Engage module. It provides a clear view of team sentiment and engagement levels, allowing you to apply the right nudges at the right time. When you understand the 'why' behind the data, your interventions become far more precise and impactful.
No two employees respond to leadership in the same way. A 'Coordinator' might crave structure and clear directives, whilst a 'Pioneer' might feel suffocated by anything other than a non-directive, hands-off approach. Behavioural science teaches us that the most effective leaders are those who can flex their style based on the psychological needs of their team.
This requires a high level of emotional intelligence and access to reliable data. By understanding the work personalities within your group, you can tailor your communication. You might provide more detailed data to an 'Auditor' but focus on the big-picture dream when speaking to a 'Campaigner'. This personalised approach builds trust and psychological safety.
When leaders realise that personality is not destiny – but rather a set of preferences that can be managed – the entire team dynamic shifts. Conflict becomes a puzzle to be solved through better communication rather than a personal failing. This is the true value of bringing behavioural science into the heart of your HR strategy.
Behavioural science HR is the application of psychological research and data to understand how people behave in the workplace. It helps HR leaders design better recruitment processes, improve team engagement, and foster more effective leadership by focusing on actual human behaviour rather than assumptions.
By using structured assessments and objective data, behavioural science removes the reliance on subjective 'culture fit' or rapport. This ensures candidates are evaluated on their work preferences and potential, which leads to fairer and more effective hiring outcomes.
Research identifies eight key activities: Evaluating, Coordinating, Campaigning, Pioneering, Advising, Helping, and Doing. A balanced team needs a mix of personalities that naturally gravitate toward these different tasks to ensure both innovation and execution.
Yes. Whilst everyone has a 'default' style based on their personality, behavioural science suggests that the best leaders are flexible. By understanding the personalities of their team members, leaders can adapt their approach to be more directive or collaborative as the situation requires.
A great first step is assessing the work personalities of your current team. This provides immediate insight into your team's strengths and potential blind spots, allowing you to adjust your management style and hiring strategy accordingly.