This document discusses evidence-based management (EBM) and its application to human resource management (EB HRM). EBM means making management decisions based on the best available scientific evidence. The document provides six examples of applying EBM principles to common HR practices such as hiring, training, motivation and performance management. It emphasizes replacing ineffective practices with scientifically-validated approaches and acknowledges that fully implementing EBM requires ongoing effort from both HR practitioners and researchers.

1. 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.gr
http://eawopsgm.wordpress.com/

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

3. 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)

4. Why EBM Matters
• Results
– Informed decisions  Better outcomes
• Information Quality (Fact-Based)
– Builds on the Quality Movement
• Improved Implementation
It 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
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5. 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

6. EB HRM
The application of Evidence-Based Management
to Human Resources
Six simple examples of EB HRM practises
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7. Example 1: Inspiring employees to
execute strategy
What 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
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8. Example 2: Hiring high-performing
employees
What 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
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9. Example 3: Developing and training a
high-performing team
What 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
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10. Example 4: Motivating to create high-
performers
What 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)
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11. Example 5: Instilling resilience in the
face of setbacks
What 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
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12. Example 6: Appraising and coaching to
create high performers
What 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)
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13. 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)
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14. As an epilogue...
• EB HRM requires
– time and effort
– willingness and motivation
• Both from HR practitioners and HR scientists
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15. 17

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.gr
http://eawopsgm.wordpress.com/