Evidence-based human resource (HR) is the process of making decisions based on evidence from available internal data, research and experimental discoveries, expert opinion, and values in order to accomplish desired business objectives. This strategy progresses from assembling the HR board concerning patterns, predispositions, or major solutions (Boatman, n.d.). It advances toward determining what works and does not work for strategic direction and decision-making.
EBP HR Key Steps
- Identifying the problem and formulating questions: Define clearly the question you want to address by defining the specific issue that necessitates an evidence-based procedure.
- Hypothesis Development: To come up with reasons for the problem, have a brainstorming session with colleagues, superiors, and experts who can help you find answers to the hypothesis.
- Data gathering: Assess the credibility of the data utilized in the procedure. Use different data sources to generate data that may be utilized in the process (Portney, 2020).
- Synthesizing the Evidence and Data Analysis: Appropriately analyze and synthesize information based on common patterns, similarities, and findings relevant to the organization.
- Application of the Evidence: Use the evidence and data gathered to validate the hypothesis and provide viable solutions.
- Outcome Assessment: Gather feedback and perceptions from stakeholders to see whether the process outcome are consistent with your initial assumptions.
EBP HR Key Steps 3CO02 AC 1.1 ANSWER
EBP HR Practical examples
In 2007, the city of New York funded $75 million in motivational installments for teachers, with the expectation that this would encourage educators to be more fulfilled and useful, resulting in improved students’ performance. However, the initiative had no effect on student success or teacher performance (Boatman, n.d.). If school administrators had done their study, they would have discovered that this technique was unlikely to generate the intended results.
Additionally, the PNC Bank which embraced a proof-put-together approach to performance management. The HR department employed analytics and tools to gain a better understanding of the risks associated with their various incentive plans. Thoroughly considering a comprehensive analysis of each stage of the talent cycle yielded more precise insights regarding particular positions. HR was subsequently prepared to establish a framework to mitigate risk, as opposed to simply eliminating the unnecessary strategies.
