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  • January 2021 (Revised March 2022)
  • Teaching Note
  • HBS Case Collection

The What Works Centre: Using Behavioral Science to Improve Social Worker Well-being (A) and (B)

By: Ashley V. Whillans
  • Format:Print
  • | Language:English
  • | Pages:28
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Abstract

This case describes the experiences of Michael Sanders—the Chief Executive of the What Works Center for Children’s Social Care—as he led the design and implementation of a program of research aimed at improving the social care system in the United Kingdom (UK) at the national level.
In the course of discussing the case, students are asked to consider the challenges of improving well-being for social workers and to debate the merits and challenges associated with the proposed experiments. The solutions and ideas shared by students illustrate various behavioral science techniques aimed at improving employee well-being by leveraging non-cash rewards and recognition, especially within the context of a financially constrained organization.

Keywords

Non-cash Compensation; Behavioral Science; Employees; Well-being; Compensation and Benefits; United Kingdom

Citation

Whillans, Ashley V. "The What Works Centre: Using Behavioral Science to Improve Social Worker Well-being (A) and (B)." Harvard Business School Teaching Note 921-021, January 2021. (Revised March 2022.)
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About The Author

Ashley V. Whillans

Negotiation, Organizations & Markets
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Related Work

    • January 2021 (Revised March 2022)
    • Faculty Research

    The What Works Centre: Using Behavioral Science to Improve Social Worker Well-being (A) and (B)

    By: Ashley V. Whillans
Related Work
  • The What Works Centre: Using Behavioral Science to Improve Social Worker Well-being (A) and (B) By: Ashley V. Whillans
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