Getting Started With Evidence-Based HR
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Transcript of Getting Started With Evidence-Based HR
Evidence-based managementCentral Premise:
Decisions should be based on the ‘best available evidence‘.
Evidence?
information, facts or data supporting (or contradicting) a claim, assumption or hypothesis
Evidence?
outcome of scientific research, organizational facts & figures, benchmarking, best practices,
personal experience
But…many managers pay little or no attention to
the quality of the evidence they base their decisions on
and use too few sources of evidence
Sources of evidence
problem solution
Practitionersprofessional expertise
Organization internal data
Stakeholdersvalues and concerns
Scientific literature empirical studies
AskAcquire
AppraiseAggregate
ApplyAssess
1. Ask: translate a practical issue into an answerable question
2. Acquire: systematically search for and retrieve the evidence
3. Appraise: critically judge the trustworthiness of the evidence
4. Apply: incorporate the evidence into the decision-making process
5. Assess: evaluate the outcome of the decision taken
5 steps of EBmed
Evidence-Based Practice
1991Medicine
1998Education
2000Social care, public policy
Nursing, Criminal justice,
Policing, Architecture, Conservation
2010Management
Evidence-based … whatever =
the use of evidence from multiple sources to increase the likelihood of a
favourable outcome
Focus on the decision making processThink in terms of probability
Undermines formal authority
They feel it constrains freedom to make managerial decisions
Speed valued and rewarded more than accuracy
Feel they cannot use their own experience and judgment (not true)
Managers not necessarily rewarded for doing what works (organizations rarely evaluate)
THEY LOVE FADS & QUICK FIXES
Why don’t managers like EBMgt?
Advice: lie babies down to sleep on their belly(unanimous support through to the 1990s)
Example: medicine
Collateralized Debt Obligations > AAA
p = 0.12 (about 1 chance in 850) default in 5 years
Example: finance
1. Incompetent people benefit more from feedback than highly competent people.
2. Task conflict improves work group performance while relational conflict harms it.
3. Encouraging employees to participate in decision making is more effective for improving organizational performance than setting performance goals.
Likely or unlikely?
ALL NOT LIKELY !
How evidence-based are HR managers?
959 (US) + 626 (Dutch) HR professionals 35 statements, based on an extensive body of
evidence true / false / uncertain
HR Professionals' beliefs about effective human resource practices: correspondence between research and practice, (Rynes et al, 2002, Sanders et al 2008)
Relying on only 1 source: bad idea!
problem solution
Practitionersprofessional expertise
Organization internal data
Stakeholdersvalues and concerns
Scientific literature empirical studies
AskAcquire
AppraiseAggregate
ApplyAssess
Discuss with your neighbor (1 min)
Over a 5 year period,
why is an orthopedic surgeon's experience, as a rule, more trustworthy than an change manager’s experience?
0
Developing expertise
1. A sufficiently regular, predictable environment
2. Numerous opportunities to practice
3. Receive accurate (objective) feedback
The management domain is not highly favorable to expertise!
How your brain works
System 1 Fast Intuitive, associative heuristics & biases emotional
System 2
Lazy Slow Deliberate Rational
dominant
System 1 or system 2?
A bat and a ball cost $1.10 in total.
The bat costs $1 more than the ball
How much does the ball cost?
0
Pattern recognition Overconfidence bias Halo effect False consensus effect Group think Self serving attribution bias Sunk cost fallacy Cognitive dissonance reduction
System 1: prone to cognitive errors
Confirmation bias Authority bias Small numbers fallacy In-group bias Recall bias Anchoring bias Availability bias
Pattern recognition Overconfidence bias Halo effect False consensus effect Group think Self serving attribution bias Sunk cost fallacy Cognitive dissonance reduction
System 1: prone to cognitive errors
Confirmation bias Authority bias Small numbers fallacy In-group bias Recall bias Anchoring bias Availability bias
When it is your job to make decisions,
you need to know how your brain works
when making decisions!
“I’ve been studying judgment for 45 years, and I’m no better than when I started. I make extreme predictions. I’m over-
confident. I fall for every one of the biases.”
Practitionersprofessional expertise
Organization internal data
Stakeholdersvalues and concerns
Scientific literature empirical studies
AskAcquire
AppraiseAggregate
ApplyAssess
Four sources of evidence (not only 1)
550 beds
3300 employees
210 medical specialists
225,000 admissions
Top Clinical & Teaching hospital
Organization
Evidence-based approach, step 1: ASK
problem solution
Practitionersprofessional expertise
Organization internal data
Stakeholdersvalues and concerns
Scientific literature empirical studies
AskAcquire
AppraiseAggregate
ApplyAssess
What is the problem?
Why is this a problem: what are its organizational consequences?
How big: what is its impact on the organization when nothing is done?
Why does this problem exist, what is the assumed major cause?
What is the assumed causal mechanism? How does the cause lead to the problem and its consequences?
Step 1: What is the problem?
What is the evidence for this assumption?
Where multiple sources consulted?
How trustworthy is the evidence?
Step 2: What is the evidence?
Let’s have a look
Professional experience and
judgment
Organizational data, facts and figures
Stakeholders’ values and concerns
Scientific research
outcomes
AskAcquire
AppraiseApply
Assess
problem solution
… The relationship was almost eliminated after controlling for
personality traits …. and self esteem.
Population? Knowledge workers!
Whether nurses, lawyers, engineers, managers, or staff members, nowadays most workers in organizations are highly dependent on information and communication technology and are involved in
work that involves a high level of cognitive activity.
Question
“Which of the factors that are related to the
performance of knowledge workers are most
widely studied and what is known of their
effect?”
ABI, BSP, PsycINFO
Scholarly journals, peer reviewed
1980 – 2013
English
performance, productivity, knowledge work*
ACQUIRE
Largest effect
1. Social cohesion .5 / .7
2. Perceived supervisory support .5
3. Information sharing / TM.5
4. Vision / goal clarity.5
5. Trust.3 / .6
Social cohesion
… a shared liking or team attraction that includes bonds of friendship, caring,
closeness, and enjoyment of each other’s company.
…how employees feel the supervisor helps them in times of need, praises
them for a job well done or recognizes them for extra effort.
Perceived supervisory support
Information sharing?
…refers to how teams pool and access their knowledge and expertise – which positively
affects decision making and team processes. This has led to the idea of a team ‘Transactive
Memory System’ (TMS), which can be thought of as a collective memory in a collective mind - enabling a team to think and act together
Evidence-based … whatever =
the use of evidence from multiple sources to increase the likelihood of a
favourable outcome
Focus on the decision making processThink in terms of probability
Multiple sources of evidence
problem solution
Practitionersprofessional expertise
Organization internal data
Stakeholdersvalues and concerns
Scientific literature empirical studies
AskAcquire
AppraiseAggregate
ApplyAssess