Bridging the Gap Between I/O Research and HR Practice: Improving Team Composition, Team Training, and Team Task Design
- Marcela Peterson
- Jan 28
- 2 min read
John R. Hollenbeck
D. Scott DeRue
Rick Guzzo
Keywords: Teams, Human Resources, Team Composition, Team Training, Task Design
The Study: This article identifies critical gaps between the scientific literature on team functioning and the HR practices commonly used to manage teams. The authors argue that although I/O psychology has generated robust knowledge about factors that influence team performance, these insights are not consistently translated into organizational practice. The study examines three central areas in which research–practice gaps occur: team composition, team training, and task design. For each of these domains, the authors highlight theoretical and methodological advances that clarify how team processes operate and how HR practices could be better aligned with scientific evidence.
Main Findings: In team composition, research demonstrates the importance of complementary skills, motivational fit, diversity, and interdependence for team performance, whereas HR practices often rely on intuition or convenience rather than evidence-based criteria. In team training, empirical studies support the effectiveness of team-based methods such as simulation, cross-training, and collective skills development, yet many organizations still emphasize individual training. Regarding task design, scientific evidence shows that structures with collective goals, interdependent workflows, and shared feedback enhance team functioning, but organizations frequently implement task systems that prioritize individual contribution over collective coordination. Across all areas, the authors reveal a persistent mismatch between what research prescribes and what organizations typically implement.
Practical Implications: Bridging the research–practice gap requires HR professionals to adopt evidence-based decision-making in how teams are selected, trained, and structured. Implementing objective principles for team composition, investing in team-focused training programs, and designing tasks that emphasize interdependence can significantly improve organizational performance. The study reinforces that integrating scientific insights into HR systems strengthens team effectiveness and supports more consistent, data-driven strategic decision making.
Reference: Hollenbeck, J. R., DeRue, D. S., & Guzzo, R. (2004). Bridging the gap between I/O research and HR practice: Improving team composition, team training, and team task design. Human Resource Management, 43(4), 353–366.
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