This document discusses using evidence-based analysis to optimize HR processes. It explains that HR leaders do not have time to check if processes are working effectively until issues arise. The document advocates using process analysis and rigorous research methods to understand why goals are or are not being delivered and how to improve. A team of researchers with HR and research expertise would map processes, collect and analyze metrics and data, identify gaps, and provide suggestions for improvement, using methods like interviews, surveys, and direct observation. An example of analyzing a hiring process is provided.

1. HR Buff
Evidence Based Analysis to Optimize
your HR Processes
 Buff – When a character, item, or skill is increased in strength or utility in a patch. The
opposite of Nerf.

2. Why
• If you are an HR Leader you do not have the
time to check if and how all your HR processes
work until it’s too late and your CEO asks for
results
• HR processes are usually managed
independently, and your senior managers
might not be in the best position to analyze
whether their choices are appropriate

3. What
• HR Metrics are a good starting point, but…
• Many time we forget that HR Processes are
processes
• Therefore, we need to use Process Analysis
and Rigorous Research Methods to
understand why we deliver or not,
• And particularly to understand how to deliver
better…

4. Who
• The assessment requires competence on
research methods and HR processes
• Our team is composed by researcher with
PhDs in fields related to HR and is guided by a
leading HR scholar, professor Luca Solari, who
possesses a profound knowledge of HR
processes and qualitative and quantitative
research methods

5. How

6. Hiring and Recruitment (example)
Job
requisites
Recruitment Selection
• Is the process mapped?
• Is the mapping correct?
• Is the process consistent with strategic goals?
• How are measures collected and archived?
• Does the process need a revision? What
elements are not consistent with goals?
• We provide a new map with suggested changes
• Map for data collection to support check-up
• Integration of previous records
• Ad-hoc data collection (i.e. specific interviews
with candidates, surveys etc.) if needed/
requested
• Multivariate analysis
• Correspondence analysis to check recruiters’
biases
• Event history analysis
• (etc.)

7. Hiring and Recruitment (example)
• What are the cognitive maps and stereotypes of
recruiters?
• Are they controlling for them? How?
• What are the perceptions of candidates on the
process? What are the perceptions of other
stakeholders?
• How are perceptions related to objective results?
• Are there gaps?
• Mystery client selection sessions
• Direct observation and coding of selection
interviews
• Taping interviews and content analysis
• Follow-the-footsteps: following steps in the
process to analyze how information are shared

8. Hiring and Recruitment (example)
• A half-day workshop to deliver results and
perform an analysis of the process
• A set of exhibits with data analysis
• An analytic report on what parts of your process
are lagging behind
• Suggestions on how to improve on the process