Cracking the Code: Where Data Science and I-O Psychology Converge

In the modern workplace, data has evolved into the currency of decision-making. Every decision is now guided by an expanding pool of information. In recent decades, our way of working has been transformed by two rapidly growing disciplines and seemingly distinct: data science and industrial-organizational psychology.

Industrial-organizational psychology, for those who may not know, was founded in 1913, but has gained increased enthusiasm within the past two decades. Industrial-Organizational Psychology, commonly referred to as I/O Psych, is the scientific study of human behavior within the workplace. If you have fitness-related benefits or bring your dog to work, you have been directly impacted by the discipline. The field covers topics including overall work environment and employee recruitment, retention, satisfaction, and performance.

Because of data science, key decisions in the workplace no longer need to be solely based on gut feelings or biased opinions. We can now easily access relevant data and statistics. How does a weekly team meeting impact retention? What characterizes a strong manager? What factors are negatively impacted by having a homogenous team?

The most imperative of these algorithms are arguably those shedding light on the optimization of employee engagement. This is the world where data science and I/O Psych converge and it’s reshaping the way organizations understand, foster, and optimize human capital. Welcome to the beautiful, intriguing, yet convoluted crossroads of data-driven decision-making and the science of workplace behavior — where numbers meet nuances, algorithms decode the human mind, and where the future of work is redefined.

In this blog we embark on a journey exploring this captivating intersection of how data science enhances the century-old discipline of I/O Psych and how this synergy is creating a seismic shift in the way organizations manage their most valuable resource: their people.

1. The Power of Belonging

Much of what human beings do is done in the service of belongingness.

-Roy Baumeister

1A — The Numbers

There is no denying that humans are and will always be wired for connection. In the digital revolution, fostering connections requires more effort than ever and as many of us know first-hand, fostering a sense of belonging at work is crucial for creating a positive and productive work environment.

Employees who feel a strong sense of belonging at work are 21 times more likely to be engaged in their work, leading to a substantial increase in work performance (Gallup, 2023). A remarkable 21-fold increase! However, in a recent Harvard Business Review Study, it was reported that nearly half of participants self-report feeling isolated at work, resulting in lower commitment and engagement.

Loneliness is contagious; however, so is connection (Dr. Christakis, 2009). But while it takes many to foster a positive work culture, it only takes one to shape a toxic one. So, what does it mean to “feel a sense of belonging”? What are the roadblocks to obtaining it? What are the most powerful factors in increasing it?

1B — The Power of Weak Ties: “Howdy Neighbor”

The research of Sandstrom and Dunn shed light on the surprisingly strong influence that “weak ties” can have on fostering a sense of belonging (2014). The research reveals that seemingly insignificant social interactions, such as a brief hello, with acquaintances and even strangers had a surprisingly strong influence on one’s sense of well-being during their day, particularly in the workplace.

In an ever increasingly virtual world, it will take quite a bit of intentionality to consider how to achieve these casual “weak ties.” For organizational leaders, the data shows that these seemingly trivial interactions with the peripheral members of our workplaces are worth creating margin for. To elicit such connections will take creativity and strategic thinking from an organization-wide lens. For the individual, your salutations are more powerful than you think.

Side note: The re-reading of this study may have inspired me to take my 13-week-old puppy on a walk to the local grocery store with an empty grocery list. Anecdotally, this research is totally valid and, wow, do strangers love puppies.

1C — Social Proof: Monkey See, Monkey Do

In addition to “weak ties,” Cialdini’s well-known research on the power of influence is very telling of the impact of what he names — “social proof.” Simply put, social proof is looking to others to inform how we should act (2007). We rely on social proof much more often than we think.

Social proof is a fascinating phenomenon. It is the reason we still hear ‘canned laughter’ on TV shows, which was mostly recorded in the 1950s (not to be morbid, but we may be listening to a dead person’s laugh…). I also wouldn’t be surprised if social proof was the driving force behind the pluralistic ignorance that occurred on March 13,1964 in New York City. This was the night Kitty Genovese was murdered while 38 bystanders observed from their windows with idleness. Perhaps the spectators mistakenly looked to one another from their windows to inform their own actions.

Social proof operates like an unseen current weaving through our lives, an inconspicuous thread that quietly shapes countless daily actions, often without us even realizing its presence. The more uncertain we are, the more we rely on it.

Social proof, by reinforcing the behavior or opinions of the majority, contributes to the development of groupthink, where individuals conform to the prevailing consensus within a group rather than critically evaluating alternatives, stifling creativity, and perpetuating homogeneity of thought. We must be aware of social proof’s influence, particularly in fostering belonging and creativity in the workplace.

In our ever-increasingly diverse workplaces, awareness of the invisible current of social proof is essential. 83% of LGBTQ people, 79% of Black people, 67% of women of color, 66% of all women, and 63% of Latinx people withhold key pieces of their personability to conform to the workplace culture (Yoshino & Smith, 2013). With the US Census Bureau’s projections that the United States will become a “plurality nation,” where no single racial or ethnic group makes up most of the population, investigating how to foster a workplace culture of belonging becomes increasingly more nuanced and vital.

1D — Data Science of Workplace Belonging in a Nutshell

Our country, and therefore, workplaces are becoming exponentially diverse. We need data science to guide us in establishing workplace configurations that both differentiate and maximize employee engagement given this reality. We also need high qualified data scientists (shameless plug — contact me about any open opportunities) to translate the data into actionable digestible insights.

Overall, data science has emphasized the influence of belonging on workplace engagement, while prompting the need for more data on how to foster this sense of belonging in a workplace culture that is becoming increasingly remote and rapidly more diverse.

2. Working Within Your Strengths

You cannot be anything you want to be, but you can be a lot more of who you already are. -Tom Rath

2A — The Numbers

You are likely not surprised to hear that working within your strengths increases your engagement, but by how much? Given that you are likely not working within your strengths daily (only 20% of people worldwide report they do), how does that impact your work (Gallup, 2023)?

Simply put, a person is a different employee when working within their strengths. If you have the opportunity your primary strengths at work, you are six times more engaged (Rath, 2017). In addition, you will likely have the following outcomes when compared with disengaged colleagues:

· 20% longer retention

· 50% more likely to take on a leadership role

· 47% more likely to promote the organization to others

(Perry, 2018)

Not only related to work, but work engagement increases one’s quality of life and feeling of purpose more generally (Gallup). If you don’t get to use your strengths at work, you are far more likely to dread work, engage in negative interactions with colleagues, achieve less, and experience nearly no flow state.

This is a serious problem within our workplaces for both the employer and employee. However let’s not forget the words of Albert Einstein: “In the midst of every crisis lies great opportunity.”

2B — Org-Wide Lens

For the organization, there are two main takeaways.

First, an organization must assess employee engagement using objective measures. It must also allocate time and resources for employees to understand their own strengths and those of their colleagues, especially, direct reports. If Gallup’s rigorous reports are accurate, the investment unquestionably pays off.

Second, this also means valuing employee autonomy by granting individuals the freedom, as much as possible, to actively participate in project selection. Encouraging employees to have a say in what they work on not only promotes a sense of ownership but also fosters their unique strengths and passions, ultimately driving innovation, flow state, and productivity. By providing this flexibility, organizations create an environment where employees feel empowered to contribute their finest work, resulting in a win-win scenario for both employees and the organization.

2C — For The Individual

For the individual, the data tells us we need to pause, reflect, and maybe even seek additional resources. What pieces of my work bring me life? Where do I most often find myself in a flow state? How much am I able to advocate for autonomy in project choice? These are initial questions to consider.

Two Great Resources:

1. The 6 Types of Working Genuis

2. Gallup’s Strengthsfinder 2.0

Long Sidenote: I personally recommend purchasing a new copy of Strengthfinders 2.0 to receive a code to take the assessment. A couple years ago, I completed it alongside my classmates at Harvard. My strengths are intellection, learner, connectedness, restorative, and positivity. The assessment has significantly impacted my perception of my work and led me to embrace my curiosity and eagerness to learn. Through this assessment, I saw more clearly that I thrive in environments where I can be intellectually stimulated and can learn from others. I also know that I value connection and bring encouragement to the teams I work with (which I used to hold back for the fear of sounding Pollyannaish). I don’t know about you, but sometimes I assume others think the way I do just because I, of course, only have full exposure to my own mind. I always find it worthwhile for me to pursue resources that help me to understand the uniqueness of myself and others so that I do not assume that any given workplace will have opportunities for me to work within my strengths.

Conclusion

The convergence of data science and I/O Psychology is enriching our comprehension of an ever-evolving workplace culture. Here I touched on two powerful concepts: belonging at work and operating within your strengths. I will share further insights about the intriguing intersectionality of data science and I/O Psych, incorporating supporting psychology research along the way. If there’s a particular topic you’d like me to touch on, please leave a comment!

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Citations

Cacioppo JT, Fowler JH, Christakis NA. Alone in the crowd: the structure and spread of loneliness in a large social network. J Pers Soc Psychol. 2009 Dec;97(6):977–91. doi: 10.1037/a0016076. PMID: 19968414; PMCID: PMC2792572.

Cialdini, R. B. (2007). Influence: The Psychology of Persuasion (Collins Business Essentials edition). Collins.

Gallup. (2023). State of the Global Workplace. Website. URL: https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx.

Perry, R. (2018). Belonging at Work: Everyday Actions You Can Take to Cultivate an Inclusive Organization. Berrett-Koehler Publishers.

Rath, T. (2017). StrengthsFinder 2.0. Gallup Press

Sandstrom, G. M., & Dunn, E. W. (2014). Social Interactions and Well-Being: The Surprising Power of Weak Ties. Personality and Social Psychology Bulletin, 40(7), 910–922. https://doi.org/10.1177/0146167214529799

U.S. Census Bureau. (2017). 2017 National Population Projections: Summary Tables. https://www.census.gov/data/tables/2017/demo/popproj/2017-summary-tables.html