Since humans are creatures of habit and tradition, they’ll tend to keep doing what they’re doing until something motivates them to change. Individuals may change their behavior for reasons particular to them, but what if leaders in business or government want to solve problems by encouraging change across a whole group of people? The thriving field of behavioral science has produced a wealth of insights in how to “nudge” people with gentle pushes that can add up to a big impact. Behavioral-science firm the BVA Nudge Unit is a global consultancy that helps clients ranging from Air France to the World Wildlife Fund to create sustainable change, both inside and outside their organizations. In an interview with From Day One, we asked Jenic Mantashian, Executive Vice President of the BVA Nudge Unit USA, about her company’s work in the field. Excerpts:

From Day One: Your organization recently helped the U.N. to engage 1 billion men in the cause of gender equality using behavioral science. That's a lot of people to sway. To start with, can you tell us about behavioral science as a field and give us some examples of its insights and tools?

Mantashian: Behavioral science is a field of study that brings together several disciplines, among them cognitive science, social psychology and behavioral economics. In very simple terms, behavioral science seeks to understand the true drivers of human behavior.

As a consulting practice it’s a relatively new field, but has really taken off. There have been several Nobel Prizes awarded to people for their work in behavioral science, as more and more people see its value for solving problems. Specifically, as a practice, it uncovers the cognitive biases, emotional and social influences, and the impact of context on our behavior. With those insights, we can pursue informed strategies to resolve what are otherwise intractable problems.

Some of the most well-known areas where applied behavioral science has emerged as a practice was in consumer finance and global health. Specifically, through the application of nudges, individuals were successfully encouraged to save more money for retirement and to vaccinate their children, respectively.

How do you define "nudge," as you deploy it among a particular group?

I should mention that the term “nudge” was coined by two leaders in this field, Richard Thaler and Cass Sunstein. In fact, they wrote the book on it–Nudge: Improving Decisions about Health, Wealth, and Happiness.

The way I explain a nudge to people is that it is a small discrete intervention that is inspired by insights uncovered through our understanding of human behavior. It guides beneficial behaviors in such a way whereby choice is not limited, so people don’t feel forced. Nudges can be carried out through changes to a physical space, by communicating in an intentional way, or simply by including behavioral strategies within any interaction with a group or individual. For example, you can nudge employee behaviors in a meeting simply by being very deliberate about the name of the meeting room or the title of your meeting–in effect, priming the participants.

What is HeForShe, the movement you supported for the U.S., and what are some of the behaviors it seeks to address?

HeForShe is a solidarity campaign initiated by the U.N. for the global advancement of gender equality. The movement invites men specifically, and people of all gender identifications, to stand in solidarity with women to create a brave, visible, and united force for gender equality.

From a behavioral perspective, as a first step, HeForShe “pre-engages” with men by gaining their commitment. They’re persuaded to sign up to be part of the movement on HeForShe.org. As a second step, HeForShe encourages those registered to take action in favor of gender equality within their own communities.

Naturally the specific behaviors are quite broad and varied, since each country and context is so different. The subjects of the nudges could range from heads of state, who have the ability to change laws related to pay equality, all the way to university students, who have the ability to foster a campus environment where women are safe from sexual assault.

Why is there a need to deploy behavioral science to influence these ingrained behaviors, rather than more traditional methods like public-service advertising?

I would start off by saying that giving people information is essential. Information helps establish an intent. Without an intent to act a certain way, it’s hard to make it happen.

With that said, time and again we have seen that information is simply not enough to change behavior. For example, we know that eating sugar and processed foods on a regular basis can lead to diabetes. We know that smoking cigarettes can lead to cancer. We know that driving and texting can lead to fatal accidents. There is so much information out there on these topics, but millions of people still engage in these deadly behaviors.

What behavioral science and nudges allow us to do is complement the information we receive, so we can take a more comprehensive approach. For example, next time I have a craving for sweets, if I made changes to my kitchen environment that nudged me away from the cookies and nudged me towards the fruit, it will support me better with my intent to eat healthier.

Can you explain the use of commitment as a step toward change, and why it proves effective?’

We know from many experiments in our field that when someone commits to a future behavior, they are more likely to do it. For example, in one experiment, hotel guests were asked for a pre-commitment to reuse towels to support eco-friendly behavior at the hotel, and by simply having people check a box, there was a 25% average increase in the reuse of towels. It is believed by some that engaging in the commitment dissolves any cognitive dissonance that results from not following through on the committed action. And since humans look for ways to avoid discomfort, we are more likely to follow through with the action to avoid the guilt or conflict that can arise.

In a recent article, you identified many "drivers of influence." Could you offer a couple of prime examples?

Sure. At the BVA Nudge Unit, we created a tool that we coined the 21 Drivers of Influence. The tool isolates 21 of the most powerful heuristic-based levers, from more than 200 that have been identified in the field, that can be used to amplify the effectiveness of specific activations. In other words, they serve as behavioral science-based inspirations that drive our ideation process when we design strategies and nudges to change behavior.

Commitment is one of those drivers. Another popular one is “Social Norms,” where we exploit the insight that people want to feel a sense of belonging and thus will be more likely to act in a way that’s like the rest of the group. If you look at Amazon, they use this driver very well, by showing you the popularity of a product, along with its ratings and endorsements by others. Another one is “Easiness,” which is the understanding that we are more likely to do something if it’s undemanding. That’s what Amazon was thinking in designing their “one click” check-out option.

You also talk about "stairs of change." Could you describe the process?

At the BVA Nudge Unit we have a proprietary behavioral framework that’s a step-wise process that inspires the development of behavioral science strategies and nudges. The best way to think about our Stairs of Change is to imagine you are climbing up four stories of a building, where each of the four stories represents an important stage. As you ascend to the top, you get closer to achieving your end goal. However, if any of the steps are skipped haphazardly, you risk the collapse of your effort.

In other words, we break down the steps to the behavior into four areas and work on each of them. At the step “Preparing the Field,” we think about how to awaken the attention of our target, such as finding the right time, place and messenger. We take this through to “Reinforce the Behavior,” where we think about things like providing reassurance through feedback, recognizing the behavior through rewards, and activating social diffusion.

What kinds of results are you seeing from such programs, for example your work with the HeForShe movement?

The results have been very positive. Our primary focus with the U.N. was to nudge the commitment process, getting men to commit to the movement. Shortly after our interventions were launched, using analytics from HeForShe.org, it was determined that commitments jumped from 2% to 25% conversions among website visitors.

We’re also now working with HeForShe Champion corporations on the application of nudge within their organizations. Among other steps, they’re optimizing recruitment and hiring practices through the use of our frameworks in order to ensure gender-balanced workforces in specific sectors, along with achieving a more diverse workforce overall. We are in the testing phase and hope to share the good results soon.

What are some other examples from behavioral science in fostering diversity and gender equality, particularly in the corporate sector?

There are a lot of published examples out there and a good resource to access many of them can be found in our book called Nudge Management. Nudges can be put in place to encourage D&I at all stages of the employee experience. Let me give you some examples:

When hiring: In advertisements, only list requirements that are key to the position. Research has shown that there are trends in the way specific groups respond to job advertisements. For instance, women tend to apply only when they feel they meet 100% of the required capabilities on a job advertisement, while men are likely to apply when they meet only 60%of those qualifications.

To debias annual reviews: At a mid-size U.S. tech company, the annual-review process involved managers discussing staff performance. Comments were largely about employees’ personalities rather than their actual work, and included various stereotypes. A study showed that 14% women were criticized for being too aggressive, 8% of men were criticized for being “too soft.” The company initiated an employee scorecard which focused on the work output and its impact on the business and not the individual. The result? A year after rolling out new scorecard, none of the women were criticized for being too aggressive, and less than 1% of men were criticized for being “too soft.”

To increase diversity in global job assignments: An international assignment is often seen as a crucial step in a successful career in large organizations. But not many women declare themselves open to international mobility. In a global company, simply rephrasing the question on an employee-development questionnaire–from “are you internationally mobile?” to “would you consider an international assignment sometime in the future?”—led to a 25% increase the number of women declaring they were mobile, and thus candidates for further management development.

That said, it’s important to note that these methods don’t necessarily work in every situation. Contexts change how people behave. That’s why ad-hoc solutions are generally recommended.

Looking ahead, what other problems are you aiming to address by wielding behavioral science?

Basically, any problems that exist where there are humans involved, we want to be there to support positive change. On the Nudge Management side, when nudging within organizations, this can range from encouraging entrepreneurial behavior among sales reps and the adoption of new sales automation platforms, to promoting compliance with safety rules and regulations, to adopting behavior that supports communication or innovation. More broadly, we also are working on using behavioral science to improve customer experience, to adopt sustainable behavior, and promote the quality of life and standard of living in cities.

Editor’s Note: BVA Nudge Unit USA is a sponsor of From Day One. The author of this article can be reached at jenic.mantashian@bvanudgeunit.com

Full-Cycle Recruiting: How to Hire Top Talent With a Holistic Approach

The U.S. labor market has trailed expectations this year. The number of open jobs has been sinking since the beginning of 2024, and it’s getting harder to find a job, applicants say. Job seekers are frustrated not only because there are fewer open roles, but because hiring processes are so poor. LinkedIn is full of users writing about their terrible job-seeking experiences with confusing or unusually protracted hiring processes, fake job postings, and ghosting recruiters.Kim Stevens is the manager of talent acquisition at Lever, an applicant tracking system. She’s spent a decade in talent acquisition, working across industries, and at both B2B and B2C companies. She says it doesn’t have to be this way, and employers have an obligation to do better–by their recruiters and their applicants.“Full-cycle recruiting is a holistic approach,” Stevens said during a From Day One webinar on how full-cycle recruiting can help employers hire top talent. “Instead of passing candidates from one recruiter to the next to move them through the process, there is a single recruiter managing the process from the initial job requisition all the way to how new hires are integrated into the company.”Many companies have already adopted a full-cycle process, but some are still stuck on old models, like a sourcing-led path where one recruiter brings in the talent then candidates are passed among the team; very early on, the hiring experience is interrupted. For job candidates, full-cycle recruiting should be unnoticeable. “Having one person manage all of it does create a more seamless transition for the candidate and one point of contact. If it’s done well, it’s very good as far as the candidate experience goes.”Kim Stevens of Lever by Employ led the webinar (photo courtesy of Stevens)A full-cycle approach is important now because the labor market is so tight, she said. “We have so many [job seekers] in the market, and we can empathize with that and embed that in our thought process when we’re creating processes within our [applicant tracking system] to not only manage the volume, but to focus on all of the different parts of the process. We should ask ‘How can they work for us, and how can they work for the candidate?’ And you really have to do that with automation.”Stevens spent a year on the job market as a candidate herself and saw how brutal the process can be for job seekers. “It made me think about all the times where I could have done my job better; I owed it to candidates to give them a better experience. I needed to reset and really value what my job is and the impact that it can make on people, their lives, and their livelihood.”She also felt the importance of having a single point of contact at the hiring company. “I saw the good and the bad and the ugly when it came to the candidate experience.” Whether it was being passed around among a recruiting team or having to create a username and password for every application (even if it was at the same company).“Being in the job market is stressful enough. If we can mitigate some of those steps and automate and customize, it’s such an important way to create that seamless experience for the company and for the candidate. There are so many different layers within your ATS that you can customize, like candidate communications, ensuring that they’re not only getting followed up with after they apply but that they’re getting updates about where we are in the process.”Full-cycle recruiting teams, juggling multiple activities and multiple candidates at once, have to be really good at time management. New adopters may require training before they’re ready to fly solo. A good applicant tracking system, and maybe even a little artificial intelligence, can help with multitasking, but “technology should be viewed as an enhancement, not a replacement for that human interaction,” Stevens said.For instance, full-cycle can be enhanced by some smart, time-saving changes. “It was ingrained into me by a previous leader of mine, that if you’re having to do something more than once and it’s the same task: Automate it,” she said. “If you’re getting the same questions about–let’s say, benefits–then create something that’s automated, where you can just reply with a signature.”The recruiting process is often the first impression a company will make on job seekers. And if it’s a bad one, the relationship can sour–or solidify–as soon as it begins. A good ATS doesn’t solve all problems. Other factors, like a company’s employer brand will make it easier–or harder–to recruit the workforce you need. Stevens recalled working in university recruiting for a past employer whose employer brand was so strong that when she walked onto the University of Texas at Austin campus, she felt like a celebrity. Students wanted to see what the company would do next, they wanted to talk to recruiters. Of course, recruiting is a huge part of that reputation.Every step of the process is an opportunity for thoughtful interaction with job candidates. It’s a reflection of your company and what the employee experience is like. “There’s so much to say about a full-cycle recruiting process, but also an ATS that enables that process and makes it more streamlined, especially given how many candidates in the market are already stressed. It’s so important as leaders and as companies to keep that in mind. The reality of our market is that we have so many people in it–how can we really make sure that our ATS is working for them too?”Editor’s note: From Day One thanks our partner, Lever by Employ, for sponsoring this webinar.Emily McCrary-Ruiz-Esparza is a freelance journalist and From Day One contributing editor who writes about work, the job market, and women’s experiences in the workplace. Her work has appeared in the Economist, the BBC, The Washington Post, Quartz, Fast Company, and Digiday’s Worklife.

Beyond Birth: How Employers Can Invest in the Postpartum Period

More and more organizations are realizing that providing fertility benefits is essential to support and retain employees who are looking to start their family-building journey. However, a key period may be getting overlooked in the process: postpartum. How are organizations supporting employees after they give birth and return to work?During a From Day One webinar, experts from Ovia Health discussed the pregnancy and postpartum risk factors that can influence long-term health outcomes, as well as the ways employers can invest in meaningful end-to-end digital health solutions that support employees throughout their entire care continuum.Health in the ‘Fourth Trimester’Moderator Sarah Begley, director of member content at Atria, says that the postpartum period is often referred to as “the fourth trimester.” This time can require just as much special care and attention as the months of pregnancy. “The government has expanded [the postpartum period] to 12 months,” said Corrinne Hobbs, general manager and VP, employer market organization at Ovia Health. This is a significant and relatively recent change in thinking.“When we originally thought about postpartum, it was geared toward the six weeks after birth, whether that was vaginal delivery or C-section,” said Leslie Saltzman, chief medical officer at Ovia Health. “At the end of that period, the mother would go back to their OBGYN or their nurse midwife, be cleared and told ‘everything’s fine. You can go back to your normal life.’” In reality, Saltzman says, the first six weeks, when everyone is giving the mother time and attention, is the easy part. It’s what comes next that can be the challenge. “The exhaustion in those periods after can be worse,” she said, as can the complications that appear later after the stress-test of childbirth.“In the U.S., many of us have heard about the high rates of maternal death that we have compared to our peer nations. 65% of those deaths actually happen in the postpartum period,” Saltzman said, noting that fatal complications can arise when mothers are back home and more or less alone. She notes infections, high blood pressure, cardiovascular complications like cardiomyopathy or blood clots, and mental health issues like postpartum depression or psychosis are conditions that need to be monitored and addressed during this period. And complications diagnosed during pregnancy such as preeclampsia or gestational diabetes can increase the risk of cardiovascular disease in women for the rest of their lives.What Postpartum Care Looks LikeThe American College of Obstetrics and Gynecology recommends that every person that has a delivery has contact with their provider, whether that's OBGYN or a midwife, within three weeks, with ongoing care as needed up until a final visit at around 12 weeks. “What that’s translating to for most people is a phone call followed by a single visit,” Saltzman said. Only about 60% of people even go to that postpartum visit, Saltzman says. Many people don’t even have 12 weeks off for parental leave, making it even more challenging to attend the appointment. Most daycare centers won’t even accept children until they are at least six weeks old. “You’re still trying to figure out how to feed your baby at that point,” Begley noted. And because we’re living less and less in multigenerational homes, Salztman says, essential knowledge in baby care is not being passed down.Leaders from Ovia Health spoke with Sarah Begley during the From Day One webinar (photo by From Day One)Among those that do attend the checkup: “After you have that visit with your OBGYN and you get clear that your cervix is normal, your incision looks okay, and talk about ongoing needs for birth control… New mothers are then left in the system where it is their responsibility to identify if they have a complication and try to figure out whether that needs care or not. And then have to make the appointments and go,” Saltzman said. “This is where the existing system doesn’t really meet the needs.”How Digital Solutions Can Bridge the GapDigital healthcare programs through an employer can provide structured and personalized access to information on health and baby care at this crucial time in a parent’s life that gives them, Hobbs says. A digital solution can help a person record their symptoms and then provide insight into what might be happening and whether to seek care, potentially saving them the time and expense of a doctor’s visit, Saltzman says.These digital solutions, Hobbs says, should include information on physical recovery and support, postpartum depression screenings, lactation coaching, sleep training, and appointment management for the parent and the baby, including vaccination schedules. “A tool that can help you manage all of that while you're going through this physical, emotional, and mental transition would be tremendously helpful,” Hobbs said.Ovia Health’s Postpartum SolutionIn addition to the digital solutions mentioned above, Hobbs says Ovia Health’s platform also provides information on potential pregnancy complications and associated risk factors, such as atherosclerotic cardiovascular disease, which is “one of the most expensive health conditions.” The platform incorporates all potential aspects of life tied to pregnancy. “Our solution addresses reproductive life, planning and contraception, pelvic floor recovery, return to work, social and financial planning, social determinants to health and equity, and navigation of care,” Hobbs said.“Our solution starts with recovery, so we are meeting people where they are in their individualized journey,” Hobbs said. Symptom trackers encourage people to engage with the platform’s dashboard daily to provide checklists and guidance along every step of the way. Behind the tracking are clinical algorithms primed to notice an impending issue. Critical alerts let the person know right away if something is abnormal, with care team members, who are licensed clinical staff, ready to respond and guide the parent through next steps.The platform also encourages a segue back from OBGYN care to primary care and routine screenings since. Mothers often neglect their own basic non-pregnancy related healthcare once children arrive, Saltzman says.Building an Inclusive Postpartum PolicyEmployers, Begley says, should be “shifting their workplace culture to be more inclusive of those returning from maternity leave, parental leave, or being a new parent.” This includes several key factors, as described below.Paid parental leave is crucial to postpartum recovery. “It really helps women to overcome or traverse the physical, emotional, and mental needs of being a parent,” Hobbs said. “Living in the United States, there's not a standard or universal paid parental leave requirement. So, employers are left to decide whether they can and will offer that.” This means women especially are often required to return to work during those first 12 months when they are still physically and mentally recovering. It’s worth noting, Hobbs says, “that women who take paid parental leave have lower rates of postpartum depression. And women of color are more likely to have jobs where paid leave is not offered at all.” Employers looking to cultivate a diverse workforce would do well to invest in paid parental leave whenever possible, for as long as possible.Flexibility and inclusivity in spaces also matters. Physical space for pumping and breastfeeding also builds a welcoming and safe environment for employees who are in-person. Flexible scheduling to allow for childcare, healthcare appointments, and other issues is another way employers can support new parents–without cutting into their sick time.Management training is important to make sure leaders understand parental policies and how to interact with workers in an inclusive manner, regardless of their family situation, can ease the process for the whole team. In turn, employees also need to be trained on how to communicate their needs.Lastly, transition plans should be put in place to allow employees on leave to be able to ensure their continued professional development and assignments. “We're often afraid to step away because we feel like it might set us back. Adjusting the culture to support the employee and having that manager training to create that inclusive environment related to situations like this are critically important,” Hobbs said. “It really improves the workforce culture around [pregnancy] and postpartum.”Editor's note: From Day One thanks our partner, Ovia Health, for sponsoring this webinar. Katie Chambers is a freelance writer and award-winning communications executive with a lifelong commitment to supporting artists and advocating for inclusion. Her work has been seen in HuffPost and several printed essay collections, among others, and she has appeared on Cheddar News, iWomanTV, On New Jersey, and CBS New York.

How HR Can Become a Strategic Partner in Annual Business Planning

Poor planning returns poor results. In a company where the workforce is unprepared to meet shifting business needs, organizational performance can drop by as much as 26 percentage points, Gartner found in 2024. Human resources is responsible for delivering a workforce fit to meet the firm’s goals–no matter how fickle–so when business leaders plan poorly, or plan alone, HR teams struggle.John Bernatovicz is the founder of human capital management platform Willory and the author of HR Like a Boss: Your Guide to Amazingly Awesome HR. He believes the buck doesn’t stop with HR or talent acquisition; the business plan is a shared responsibility. “If you don’t feel like your company is effective in annual planning, look no further than your CEO, your board, or other key executives responsible for driving that critical business function,” he said during a From Day One webinar on how to become a strategic HR partner in your global annual business planning. Most executives have a vision for the future of the company, but many fail to consider how their workforce will get them there.Just 32% of talent acquisition leaders feel like strategic partners to their organization, according to 2024 research from the Josh Bersin Co. Business leaders that consider workforce planning immaterial are an acute frustration for TA.Human capital has always been a vital business asset, so why is now the time for HR to insist on having a place in annual planning? According to Sofia Moll, head of global talent management at HiBob, the effects of the pandemic continue to linger over working models, still influencing where and how talent is found. Employee expectations have also shifted, not just regarding compensation and benefits, but also career trajectories and skill development. Further, artificial intelligence is already coloring the skills employees are developing–and setting new standards for productivity.Becoming a Strategic Partner in Annual PlanningEarning a place in annual planning requires human resources people to think like business people, panelists agreed. HR may not think in numbers or spreadsheets, but executives certainly do, Bernatovicz says. Unless talent acquisition learns to link workers to revenue and teach executives to do the same, they won’t prove their relevance. “I see oftentimes that companies look at the bottom of the P&L first, not realizing that profit is an outcome of a number of unique things that are going to happen and run effectively in a strategic manner.”The panelists spoke about "Becoming an HR Strategic Partner in Your Global Business Annual Planning" during the From Day One webinar (photo by From Day One)“They need that data to understand where you’re coming from,” said Lane McFarland, senior director of talent management at data intelligence company Flashpoint. “Maybe the finance team just needs to hear the cost savings initiatives or the vacancy savings during the hiring period. Maybe the CEO just needs to know how many [positions] you’ve fulfilled by department.”Strategic thinkers ask good questions and answer them. Know the short-term and long-term business goals–and whether you have the workforce to achieve them, McFarland said. Inventory the skills of your team and find the gaps. If you don’t have what you need, can you develop those skills, or should you hire from the outside? Consider potential labor market shifts and how they might bump up against those plans. Could overall market swings change the business needs in the coming year? What are the consequences of hiring now versus later? What are the risks of over-hiring? What happens when you overload a manager and it pushes them out the door? If you hire in less expensive markets to save money, can you properly support those employees? What about regulatory requirements? Business leaders rely on their HR partners to inform them on the labor market and advise on how it will help or hinder achieving business goals.It’s not enough to be only a dollars-and-cents business contributor: Trust and influence are ultimately won through relationships. Start with the business leaders you already know, said Moll. That might be the sales director or head of content marketing. “Just get on their calendar for 15 minutes or 20 minutes every other week or every month to talk about what they care about,” she said. “Start learning about their business: What are the metrics that they are looking at? What are the pain points they’re experiencing?”Bernatovicz recommended starting with the finance team in particular. “Develop a relationship with [the finance practitioner] at whatever level you’re at, so if you’re the head of HR, then that’s the CFO. If you’re a manager, then find a manager. Get to know them as individuals, what makes them tick, why they’re working at the company, what they do outside of work.”As you embed yourself with your business counterparts, track the impact of decisions made about the workforce and provide regular updates, Moll advised. Know your time to hire and turnover, the cost of recruiting versus training versus internal moves, the success rate of onboarding, and how long it takes. Then involve business teams in your work, inviting them to work alongside you in investigating turnover rates, pipeline problems, or onboarding results.Be a helper and be a problem-solver, said McFarland. “Even if your team is split up between a people experience side and a talent side, talent acquisition specialists can be the ear for another team member, even if they just need someone to vent to or help them through difficulty or bounce an idea off of.”“They have to first see you as a partner that they can trust,” Moll said. “That takes time, and that means building relationships a little bit at a time, and that means maybe not participating in workforce planning this year, but you’re building to be part of it the next one.” The good news, McFarland noted, is that the relationship between HR and business is already becoming more strategic, and the direction of travel is positive.“Workforce planning is a tool, not a result. It’s not about having the perfect plan. That doesn’t exist,” Moll said. A plan is a guide. When you have a guide, you can adapt when things change. And things will always change.Editor's note: From Day One thanks our partner, HiBob, for sponsoring this webinar. Emily McCrary-Ruiz-Esparza is a freelance journalist and From Day One contributing editor who writes about work, the job market, and women’s experiences in the workplace. Her work has appeared in the Economist, the BBC, The Washington Post, Quartz, Fast Company, and Digiday’s Worklife.

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