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Exploring EBHR and its implications for how we work

Explore the implications of Evidence-Based HR on workplace practices, decision-making, and professional development. Learn about benchmarking, internal and external evidence, HR metrics, reflective practice, and the integration of various measures for human capital evaluation. Discover the significance of utilizing academic research, contextual understanding, and business impact analysis in HR strategies.

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Exploring EBHR and its implications for how we work

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  1. Exploring EBHR and its implications for how we work Wendy Hirsh wh@ringmer.demon.co.uk

  2. Where did our exploration lead? Benchmarking External evidence Internal evidence EBHR & the business Metrics & all that Reflective practice HR decision-making Diagnosis & evaluation ‘Professional’

  3. EXTERNAL research evidence is not the first place practitioners look • Where are we expecting practitioners to look? • Does published research address key questions in HR and the real choices facing practitioners? • How do we know if the research we see is robust and balanced? • HR can pull on many theories & ‘ideas’ but which, if any, can we justify basing practice on? • Do academics agree enough to give one confidence in at least some ‘facts’? • Does EBHR need to be led by academic behaviour change?

  4. Academics have differing views on the tricky issue of CONTEXT

  5. Using EB thinking to get more out of benchmarking on HR practices • What is important about the context? Which employees, how many, how long? • What exactly has been done? Not just design but implementation and other key processes. • Why was this approach chosen? What diagnosis or research evidence was it based on? • What have been the effects of this practice? Positive and negative or unclear • How does this intervention seem to have its effect? So would we need for effect to happen? • What you do differently if you were introducing this practice now, using what you now know about it?

  6. Some organisations are on a serious journey to improve INTERNAL evidence Ad hoc workforce & HR metrics Rationalised sets of measures Integrating varied types of measures Human capital & HR measures Financial data on people/HR Employee attitude data eg engagement Business: operational + bottom line Lightertouchbenchmarking on metrics Insights through HR analytics Over time & by employee groups

  7. DIAGNOSIS & EVALUATION are familiar & can naturally frame EB decisions External evidence should be giving us good ideas about what to do

  8. Several themes from practitioners about relating EBHR to the BUSINESS • Felt bigger than just ‘context’ and ‘stakeholders’ • Starting with, and hanging onto, real business issues – ‘business minded’ • Using evidence & logic like other functions/ professions – ‘business-like’ • Showing evidence of business impact • Inevitable tensions in the role of HR & relationships with business managers – ‘business player’ • More profound questions about organisational purpose & societal values

  9. Reflective practice might be a fruitful idea for HR professionals Professional knowledge & CPD As an individual? As a profession? As an HR team? Using logic in decision-making Challenging assumptions & beliefs Experience

  10. How reflective are you?Developing our own EB mindset • Deeply knowledgeable? • Using best quality knowledge you can access? • Continuously developing yourself? • Critical about what you do? • Questioning your opinions & prejudices? • Understanding the effect of your actions? • Deepening understanding through experience? • Aware & curious about cause and effect? Rousseau and Barends, 2011

  11. Useful questions to ask whenmaking a decision…. • If we can only do a few things in HR, is this the right one to do? • Have we considered at least a couple of alternative approaches? • Have we tried this before – and what happened last time? • Have we made the logic explicit ie why and how do we think this might work? • Have we used relevant numbers if we have any? Based on ideas from David Creelman

  12. Developing the organisational capability to be more evidence based People Data Improving external evidence base Strengthening demand for EBHR Wider challenges External Building partnerships & alliances Accessing external evidence Using external evidence Internal EBHR mindset, skills & frameworks Improving data & systems Internal capability Reflective practice

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