Becoming an Evidence-Based HR Practitioner
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Evidence Based HR Practices
![1
HRM in the 21st
Century
[Becoming an evidence-based HR practitioner]
Presenter: Zafar Ahmad, Roll # BI892954
Author(s)
Denise M. Rouseau , Carnegie Melton University
Eric G. R. Barends, Vrije University Amsterdam
Human Resource Management Journal, Vol 21, 2011, Pages 221-235](https://image.slidesharecdn.com/hrminthe21stcenturyd22016-11-03-161118100836/85/hrm-in-the-21st-century-d2-2016-1103-1-320.jpg)
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Becoming an Evidence-Based HR Practitioner
- 1. 1 HRM in the 21st Century [Becoming an evidence-based HR practitioner] Presenter: Zafar Ahmad, Roll # BI892954 Author(s) Denise M. Rouseau , Carnegie Melton University Eric G. R. Barends, Vrije University Amsterdam Human Resource Management Journal, Vol 21, 2011, Pages 221-235
- 2. 2 Objective of the study • How Manager becomes and EBHR practitioner • A step-by-step set of approaches to becoming an evidence-based HR practitioner • Article highlights the connection between effective practice and organizational research
- 3. 3 Theoretical framework EBHR (IV) has a positive relationship with critical thinking & decision making (DV). EBHR domain is quite informative but not limited to motivation, group processes, task coordination, individual and organizational learning and development, adaptation, innovation and change management, conflict and its resolution
- 4. 4 Diagram Evidence Based HR Practices Critical Thinking & Decision Making • Motivation • Group processes • Task coordination • Individual and organizational learning and development • Adaptation • Innovation and change management • Conflict and its resolution (Locke, 2009; Charlier et al., 2011).
- 5. 5 EBHR - Step-by-Step Process • Starts with your mind • Understand what EBHR means • Best available research evidence • Organizational facts & assessments • Practitioner reflection and judgment • Consideration of affected stakeholders • Developing a questioning mindset • Make your decision more explicit
- 6. 6 Conclusion • Challenge to promoting and practicing EBHR • Issue is to how well evidence is represented in day-to-day practices
- 7. 7 Conclusion • EBHR – doing things right; and doing the right things • EBHR provides three huge benefits: • Promotes better outcome and ease implementation • Empower the HR practitioner • Ensure on going learning throughout the career • Part and parcel of professional practice
- 8. 8 References • Rousseau, D.M. and Barends, E.G.R. (2011) ‘Becoming an evidence-based HR practitioner’. Human Resource Management Journal 21: 3, 221–235 • http://www.evidencebased-management.com
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Editor's Notes
- Related to Management Trends (in 21st Century) In today’s world, organizations are at fast track in terms of decision making processes. The busy HR managers put critical choices on autopilot affecting their firms future, employees and their customers. The author makes the point that HR managers make “faulty practices and decisions”. For example, managers continue (persists) in using unstructured interviews for a job; even they know that typical interviews can be the best option (Stevens, 2009). HR department tries to “one-size-fits-all” standardization in policies; even there is evidence of programs promote flexibility benefit people and firms (Rousseau, 2005) The HR practitioner should have a way to learn how to make better-quality decisions and use HR practices that actually work.
- Discussion/Delivery Points: Actively managing professional decisions is a key aspect of EBHR. Doing so involves making decisions, especially consequential or recurring ones, using practices supported by high-quality research. Presents a step-by-step set of approaches to becoming an evidence-based HR practitioner: from getting started, through everyday practices and continuous learning to integrating EBHR into your organization. In offering guidance for evidence-based practice, this article underscores the connection between effective practice and organizational research.
- Discussion/Delivery Points: EBHR means making decisions, promoting practices and advising the organization's leadership through the Evidence-based HR practitioner conscientious (careful, meticulous, thorough, painstaking, reliable) combination of four sources of information: the best available scientific evidence; reliable and valid organizational facts, metrics and assessments; practitioner reflection and judgment; and the concerns of affected stakeholders. HR domains in which the science is quite informative include motivation, group processes, task coordination, individual and organizational learning and development, adaptation, innovation and change management, conflict and its resolution. In fact, out of all of management’s many subfields, HR has the richest, most expansive base of scientific evidence to date (Locke, 2009; Charlier et al., 2011).
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- Discussion/Delivery Points: To be very honest; author asks the question “Do the HR manager knows that scientific evidence for any HR practice the manager does?” Research shows; frank answer from many respondents is “NO”. “Blind faith has no place in professional practice”. It is not a problem that managers lack scientific knowledge. The problem is “not thinking critically” (actively exploring alternatives, seeking understanding and testing assumptions about the effectiveness of one’s own professional decisions and activities) --- absence of questioning mindset. For example, look at the questions:- HR practitioners normally tend to say and practice that “Incompetent people benefit more from feedback than highly competent people”. Whereas research shows that “Incompetent people have great difficulty in understanding feedback. They tend to use feedback less effectively. (Ehrlinger et al., 2008) Being intelligent is a disadvantage for performing low-skilled jobs. Research shows; Research has scientifically proved that intelligent people have a widely established advantage in performing all classes of work (Stevens, 2009). The more intelligent worker is likely to perform better overall, regardless of whether the job is designing a hotel or cleaning its rooms. Meaning to say that The HR community tends to be poorly informed about what the evidence tells us in such fundamental areas as selection, training, feedback and HR strategy (Rynes et al., 2002) If your answers to above questions are correct; it may be presumed that you are well informed and already using evidences in HR practices. This paper helps the HR practitioners, remaining in their own fields, to become evidence-informed practitioners. The explosion of knowledge accessible via the Internet includes the broad accumulation of scientific research on management and HR issues. We are the beneficiaries of over 65 years of post-World War II management and social science research – a deep and broad body of evidence. Lots of information (and knowledgeable people who can point practitioners to it) is accessible, ranging from evidence summaries (Locke, 2009) to Internet-enabled communities of practice (http://www.evidencebased-management.com). Note that although scholars, educators and consultants provide essential support, EBHR remains something only practitioners actually do. If you are an HR practitioner, your willingness to become involved, innovate and share what you learn in becoming an EBHR practitioner is a key stepping stone in this initiative. THE PRACTICE OF EVIDENCE BASED HR
- Discussion/Delivery Points: Many challenges to EBHR management – some are:- Every innovation winds up (to bring to conclusion) being adapted in some way, big or small, in order to make it easier for practitioners to use (Ansari et al., 2010). Management is not a ‘profession’. Managers have diverse disciplinary backgrounds. HR practitioners have no single credential that authorizes their expertise, and the occupation is open to those with no degree and those with several. There are no regulatory requirements regarding the education or knowledge an individual must have to become a manager or an HR professional. Many professionals have extensive theoretical knowledge and related skills that they apply in practice. The issue is how well evidence is represented in the day-to-day practice of HR professionals. For example; Hippocratic oath (proper noun. (c.460–377 bc), Greek physician, traditionally regarded as the father of medicine. His name is associated with the medical profession's Hippocratic oath from his attachment to a body of ancient Greek medical writings, probably none of which was written by him.) taken by physician all over the world (excerpted):- “I will respect the hard-won scientific gains of those physicians in whose steps I walk, and gladly share such knowledge as is mine with those who are to follow. I will not be ashamed to say ‘I know not’, nor will I fail to call in my colleagues when the skills of another are needed for a patient’s recovery”.
- Discussion/Delivery Points: Look at the basic definition of management i.e. getting work done efficiently and effectively. The words “doing things right relates to “efficient” and the words “doing the right things” relates to “effectiveness”. EBHR practices is all about efficiency and effectiveness that translates the essence of management practices. (Example may be given) First, a science-based practice of management promotes better outcomes from your decisions and eases their implementation. When it comes to new HR practices and trends, EBHR gives you tools to help distinguish the wheat from the chaff. Second, developing yourself as an evidence-based practitioner is empowering. Becoming evidence-informed helps you develop powerful arguments to convince others that implementing constructive practices in your organization is a good idea. Third, practicing EBHR ensures ongoing learning throughout your career, through closer ties with research and researchers and with informed communities of EBHR practitioners. Evidence-informed decisions are part and parcel of professional practice. By making evidence-based decisions, EBHR practitioners develop greater objectivity and balance in their decisions. At the same time, academic researchers and educators too have an important responsibility, developing a better understanding of the conditions of practice and the critical knowledge and skills that support good professional practice. In doing so, all manifest (evident, obvious) the responsibility and accountability that is the hallmark of any profession.
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