Even though many countries have made strides in the quest for gender equality, there's still a long way to go. What can behavioral science tell us about why gender bias exists, and how can it help us combat sexism?

Many workplaces across the world are at least partially closed due to the COVID-19 pandemic. Behavioral science may play an important role in the job search process of many unemployed individuals globally as economies gradually begin to open up.

High-potential programs can make some employees feel like second-class citizens. Here’s how to make sure your high potential program is fair, motivating, and inclusive.

Managers treat high-potential employees differently. This can cause high-potential programs to become self-fulfilling prophecies if the wrong approach is taken. To design better high-potential programs, three key areas should be focused on: quality decision-making, questioning assumptions about talent, and transparency in the firm.

Computers might win at chess, but humans can win at work even after automation increases exponentially. Using job design, we can craft jobs that are more skilled and motivating, making the future of work less robotic and more human.

Will artificial intelligence really take away our jobs? The impact of artificial intelligence on job automation won't be all or nothing. We need to start asking better questions about which of our tasks will get automated, what will fill their places, and what opportunities are lost when we get rid of repetitive work.

Companies will start to interview many candidates as we pull through the COVID-19 crisis. When this happens, the ‘new-normal’ will create bias-related challenges for HR managers globally. By drawing on behavioral science, HR managers can develop a new set of tools that will help their evaluations become fairer.

The “new normal” has more people working from home than ever before. Two cognitive biases — the spotlight effect and distance bias — become more prominent during remote work, and can hold us back from making efficient choices.

The idea of “being yourself” has grown in popularity for its personal advantages. Yet, research suggests that authenticity may benefit our teammates just as much as it helps us.