Nikolaou

Evidence-Based (EB) Management: A focus on Evidence Based-Human Resource Management Ioannis Nikolaou Assistant Professor of Organizational Behaviour Department of Management Science & Technology & MSc in Human Resources Management Athens University of Economics & Business www.inikolaou.grhttp://eawopsgm.wordpress.com/

The “myths” of Management• Is Management a profession?• Is Management art or science?

What is Evidence-Based Management?• The Scientific Aspects of Effective Management (Latham, 2009)• Evidence-based management means translating principles based on best evidence into organizational practices (Rousseau, 2006)

Why EBM Matters • Results – Informed decisions  Better outcomes • Information Quality (Fact-Based) – Builds on the Quality Movement • Improved ImplementationIt brings – Better decision follow-through by learning what works • Competence – More systematic, valid managerial learning over time • Organizational Legitimacy – Culture of informed, responsible decision making 4

The Science-Practice Gap• Bringing scientists and practitioners together – Managers are just too busy to keep up-to-date with latest research – The role of management consultants

EB HRMThe application of Evidence-Based Management to Human Resources Six simple examples of EB HRM practises 6

Example 1: Inspiring employees to execute strategyWhat doesn’t work What works• Lack of mission / strategy 1. Develop an Affective and clear path Vision Statement• Expect that employees 2. Set Smart Goals will execute strategy 3. Align Metrics and anyway Demonstrate Integrity 4. Stay Engaged 7

Example 2: Hiring high-performing employeesWhat doesn’t work What works• The conventional- • Situational interviews unstructured interview • Patterned behavioural – Tell me about yourself description interviews – Why are you interested in this • Job simulations / work samples job opening? – How much do you know • Situational judgement tests about our organization? • Cognitive ability & personality tests 8

Example 3: Developing and training a high-performing teamWhat doesn’t work What works• Traditional one-way • As an employee use: teaching (i.e. lack of – functional self-talk participation) – mental practice / visualization• Assuming that everyone – self-management learns the same way and/or • As a manager: wants to learn – show the flag – Mandatory participation in – maintain the organization’s culture training – encourage mistakes 9

Example 4: Motivating to create high- performersWhat doesn’t work What works• Hierarchy of needs • Setting high / specific goals (Maslow) • Focusing on performance• Motivators vs. Hygiene • Appropriate job / work (Herzberg) design• Money • Avoid de-motivation (e.g. Lack of justice / fairness) 10

Example 5: Instilling resilience in the face of setbacksWhat doesn’t work What works• A climate of silence / • Linking actions and outcomes pessimism (outcome expectancy) • Building a can-do mind-set• Learned helplessness (self-efficacy)• Lack of positive / authentic – Small wins leadership – Role models – Energizing colleagues / managers – Develop learned optimism 11

Example 6: Appraising and coaching to create high performersWhat doesn’t work What works• Downward performance • Choose the right appraisal tool – Based on observable, appraisal behavioral criteria• Trait-based measures • Be fair—minimize your biases• Bottom-line measures (e.g. • Get feedback about an employee from multiple MBO) sources• Electronic performance • Coach, coach, coach (don’t just appraise) monitoring (causes stress) 12

Six Standards*• Stop treating old ideas as if they were new• Be suspicious of “breakthrough” ideas/studies• Build a community of evidence-aware people, rather than looking for gurus and fast fixes• Acknowledge drawbacks as well as strengths• Use success and failure stories as illustrations — not evidence• Adopt a neutral stance towards new practices and theories *from Pfeffer and Sutton Hard Facts, Dangerous Half Truths and Total Nonsense: Profiting from Evidence-based Management ,2006. (Harvard Business School Press) 13

As an epilogue...• EB HRM requires – time and effort – willingness and motivation• Both from HR practitioners and HR scientists 16

Thank you very much Ioannis Nikolaou Assistant Professor of Organizational Behaviour Department of Management Science & Technology & MSc in Human Resources Management Athens University of Economics & Business www.inikolaou.grhttp://eawopsgm.wordpress.com/

Nikolaou

by Ioannis Nikolaou on Jun 24, 2011

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