Evidence-Based HRM PDF

Evidence-based HRM Importance, learning objectives, and takeaways RSM - a force for positive change Evolution of People Management Learning objectives Explain the basic principles of Human Resource Management, Strategic Human Resource Management, and the Evidence-based approach to HR. Und...

Evidence-based HRM Importance, learning objectives, and takeaways RSM - a force for positive change Evolution of People Management Learning objectives Explain the basic principles of Human Resource Management, Strategic Human Resource Management, and the Evidence-based approach to HR. Understand what evidence to use in an evidence-based approach, as per the LESS model of Evidence-based HR. Understand the 5 A’s Evidence-based practice model as it applies in HR and people management. Appreciate the role of job analyses as a building block for HR policies and practices. 4 Takeaways Human Resource Management developed from Personnel Management and treats employees as a resource instead of a cost. Strategic Human Resource Management is about aligning HR policies and practices with the organizational strategy. “Evidence” in the Evidence-based approach is about combining facts, data, perspectives, and research from the local context, your own experience, stakeholders, reports and scientific-publications to make people management decisions. Job analysis concerns the process of gathering detailed information about the various tasks and responsibilities involved in a job or position. 5 Evidence-Based HRM Key concepts RSM - a force for positive change What is Human Resource Management? The overall process of managing people in organizations. Source: Kulik, C. T., & Perry, E. L. (2023). Human resources for the non-HR manager (2nd ed.). Routledge, p. 1. 2 1945 - 1979 From Personnel Management Specialization in functions (e.g., recruitment, training, payroll). Employees mostly seen as a cost to the organization. To Human Resource Management Resource-based view: Employees are considered a resource that is crucial for the competitive advantage of the organization. 1980 - Present 3 (D)Evolution of HRM Human Resource Strategic HRM Evidence-based HRM Management Resource-based view: Aligning HR-practices Using scientific Employees are with one-another and evidence as well as considered a resource with the organization’s business information in that is crucial for the strategy making people- competitive advantage management decisions of the organization. Devolution Transfer of responsibilities from HR specialists working in, and identified with, a centralized HR unit to line managers in other units. Sources: Armstrong, M. (2021). Armstrong’s handbook of strategic human resource management: Improve business performance through strategic people management (7th ed.). KoganPage. 4 Kulik, C. T., & Perry, E. L. (2023). The Non-HR Manager. In Human resources for the non-HR manager (2nd ed.). Routledge. Takeaways Human Resource Management (HRM) evolved from Personnel Management. HRM takes a resource-based view, where employees are seen as a resource instead of a cost. Evidence-based HRM emerged from the need to improve HR policies and practices and demonstrate their added value. In a process called devolution, many responsibilities transferred from HR specialists working in a centralized HR department to line managers in other units. 5 Strategic Human Resource Management RSM - a force for positive change What is the goal of the organization? What an organization hopes to achieve in the medium- to long-term. Vision: What the organization expects to become at a particular time point in the future. Mission: What the organization expects to do in order to become the organization it has envisioned. Source: Lussier & Hendon (2022). Human resource management: Functions, applications, and skill development. Thousand Oaks, CA : Sage. p. 40 2 What is the strategy? Strategy: A plan of action designed to achieve a set of objectives. Cost leadership – reduce costs Differentiation – perceptions of difference Vision Strategic Choice (options) Mission Source: Lussier & Hendon (2022). Human resource management: Functions, applications, and skill development. Thousand Oaks, CA : Sage. p. 39-42 3 HRM implications of strategic choice Cost Leadership Differentiation Narrow job roles – maximize efficiency Broad job roles – maximize cross Hire and train specific skill sets fertilization Performance-based compensation Hire people that cooperate, are (e.g., pay per attached iPad screen) creative, reflective Pay for market value of employee Determining the right strategy: SWOT Opportunities Role of HRM: Threats Internal analysis: strengths & weaknesses of workforce? Vision External analysis: untapped Strategic labor pools, labor shortages, Choice who are competitors for same Mission labor? What human resources are Strengths needed to accomplish goals? Weaknesses Source: Ansoff, H. I. (1980). Strategic issue management. Strategic Management Journal, 1, 131-148, 5 Good SHRM = Good Alignment Vertical Alignment: The matching of HRM policies and Strategic practices with business strategy Choice Horizontal Alignment: Strong consistency and interconnections between HRM policies and practices Strategy Performance Reward Selection Implemen Management Management Strategy Strategy Strategy tation Source: Huselid, Jackson, & Schuler (1997). Technical and strategic human resource management effectiveness as determinants of firm performance. Academy of Management Journal, 40, 171-188,; Schuler & Jackson (1987). Linking competitive strategies with human resource management practices. Academy of 6 Management Executive, 1, 209-213. Takeaways In strategic human resource management, HRM practices and policies are aligned with the strategy of the organization and HRM practices and policies are aligned with each other. The strategic choice comes from the vision, mission, and the SWOT analysis. HR departments contribute to the SWOT analysis by assisting in the internal and external analysis of the workforce. 7 Evidence-based HRM The LESS Model of EBHRM RSM - a force for positive change What is Evidence-Based HRM (EBHRM)? Evidence-based HRM is an approach to decision-making that concerns the effective use of scientific evidence as well as business information in making people- management decisions Sources: Kulik, C. T., & Perry, E. L. (2023). The Non-HR Manager. In Human resources for the non-HR manager (2nd ed.). Routledge. Rousseau, D. M., & Barends, E. G. R. (2011). Becoming an evidence-based HR practitioner. Human Resource Management Journal, 21(3), 221–235. 2 https://doi.org/10.1111/j.1748-8583.2011.00173.x  Evidence-Based Decision Making L S Local context E S Scientific-evidence Facts and data from the local Experience Stakeholders Insights from scientific organizational context that research that are relevant to can help identify and address Professional expertise and Conscious consideration of the problem or issue at hand. people management issues. experience with similar the impact of your decisions people management issues in on your employees and other other contexts, or stakeholders, such as your organizations adopting bosses, your clients, and your particular HR practices. suppliers. Source: Kulik, C. T., & Perry, E. L. (2023). The Non-HR Manager. In Human resources for the non-HR manager (2nd ed.). Routledge. 3 Facts and data from the Local context Primary data Secondary sources Databases - Human Resource Information Systems (HRIS) - Customer DBs Collected specifically to address our issue. - External DBs Policies, procedures Includes and reports - Satisfaction surveys - Focus groups on specific questions (e.g., “what do you think of our flexible working policy?”) Data collected with a different or no primary purpose in - Interviews with specific groups (e.g., “managers, what mind are your biggest challenges?”) Includes - Absence levels - Time to recruit each job - Customer satisfaction by team - Information on policies and practices 4 Scientific evidence What is it How to find it 1. Evidence of research conducted and reported Where can I find peer-reviewed articles? using scientific quality standards Scopus (https://scopus.com) Empirical Articles Web of Science (https://webofscience.com) Review Articles ~Google Scholar (check journal!) Theoretical Articles How can I determine the (scientific) quality of the evidence? 2. Published in a peer-reviewed journals (e.g., Directly by looking at the quality of the study Academy of Management Journal, Journal of Applied Indirectly, by looking at the ranking of the journal and the Psychology, Journal of Management) times the article is cited (e.g., https://harzing.com/resources/journal-quality-list; https://www.scopus.com/sources.uri) 5 Takeaways Evidence in EB-HRM can be scientific evidence and business information. By following the LESS Model, you consider and integrate the key sources of evidence in your approach to people management issues. Local context information can be primary data, but also secondary data. Scientific evidence is published in a peer-review journal. The quality of scientific evidence can be determined by evaluating the evidence directly (e.g., sample, biases, methods) and indirectly (e.g., journal, citations). 6 Evidence-based HRM The 5 A's of Evidence-based Practice RSM - a force for positive change The 5 A’s of Evidence-Based Practice ASK: Check the symptoms and formulate a clinical question. Assess Ask ACQUIRE: Search for evidence. APPRAISE: Critically evaluate the quality and relevance of the evidence. APPLY: Integrate the best available evidence with your clinical expertise and consider the patient’s Apply Acquire preferences to decide on the best treatment plan. ASSESS: Evaluate the effectiveness and efficiency of the process and seek ways to improve. Appraise Source: Sackett, D. L. (1997). Evidence-based medicine. Seminars in Perinatology, 21(1), 3–5. https://doi.org/10.1016/S0146-0005(97)80013-4 2  Assess Ask Apply Acquire ASK: Identify the issues and formulate a problem statement. ACQUIRE: Search for evidence. Appraise APPRAISE: Critically evaluate the quality and relevance of the evidence. APPLY: Combine the evidence with your expertise and understanding of the organizational context and stakeholders’ interests to design the most effective strategy and create an action plan. ASSESS: Monitor and review the outcomes to ensure the desired impact and make improvements as needed. 3 An Example: Google’s Approach to Selection Early 2000’s Rapid Growth: Google needed to scale its workforce efficiently to keep up with market demands. Poor Results from Selection Methods: Unstructured interviews and subjective evaluations led to inconsistent hiring decisions. Bias: The existing methods were prone to interviewer bias, affecting the fairness and reliability of hiring outcomes. Low fit: Many new hires did not meet performance expectations, resulting in high turnover and misalignment of skills. Source: Bock, L. (2016). Work rules! Insights from inside Google that will transform how you live and lead. John Murray. 4 Ask: The problem (statement) How can Google improve its hiring process to ensure consistent, fair, and effective selection of candidates when handling large numbers of vacancies and applicants? 5 Acquire & Appraise Local Context: Internal: hiring success Experience: Leaders like Laszlo Bock rates, employee performance, and and Prasad Setty leveraged their turnover statistics. External: Other experience and logical argumentation tech companies and industry best to critically appraise the evidence. practices. Stakeholders: Feedback from current Scientific Research: Drew from employees, hiring managers, scientific studies on biases and leadership and (prospective) effective hiring practices. candidates. Beware that LESS is relevant at each stage! Source: Kulik, C. T., & Perry, E. L. (2023). The Non-HR Manager. In Human resources for the non-HR manager (2nd 6 ed.). Routledge. Apply: Combine the Evidence into an Action Plan 7 Assess: Monitor and Review the Outcomes Create a plan for how you want to monitor and review the outcomes, even if you are not the one implementing the action plan Source: https://www.youtube.com/watch?v=KY8v-O5Buyc&list=PLmQ48Dw9bCmjAGtMJ-b_F4Knc7RNZpUQo&index=9 9 Takeaways The 5 A’s model can be used as a guide in the process of Evidence- based practice. The 5 A’s are Ask, Acquire, Appraise, Apply, Assess. The LESS model can help ensure that you use the right evidence and use that evidence correctly, and it is relevant at every stage of the process. It is crucial to consider how the outcome will be monitored and reviewed, even if you aren’t responsible for the implementation 11 Job Analysis RSM - a force for positive change What is a job analysis? The process used to gather detailed information about the various tasks and responsibilities involved in a position. Through this process, the knowledge, skills, abilities, attitudes, and behaviors associated with successful performance in the role are also identified. Source: Harvey R.J. (1991). Job analysis. In Handbook of Industrial and Organizational Psychology, ed. MD Dunnette, LM Hough, vol. 2, pp. 71–163. Palo Alto, CA: Consult. Psychol. Press. 2nd ed. When and why do a job analysis? Building block of many HR processes: Recruitment and Selection (e.g., job description, people specification) Performance management (e.g., performance appraisal criteria) Reward management (e.g., compensation plans) Learning and development (e.g., training needs assessment) 3 Source: Ash, R. A., & Levine, E. L. (1980). A framework for evaluating job analysis methods. Personnel, 57(6), 53–59. Job analysis: An example Job analysis: Methods Background information (e.g., online sources, organization charts, HR systems) Observation (watching what people do) Questionnaires Interviews Work diary or log Wearables Source: Morgeson, F. P., Brannick, M. T., & Levine, E. L. (2019). Job and work analysis: Methods, research, and applications for human resource management. SAGE: Thousand 5 Oaks, CA. Job analysis: An example Education Basic functions and scope No specific degree requirements needed, Take orders and serve food but high school diploma or equivalent and beverages. desirable. Experience Work tasks A minimum of 2 years of 30% Cleaning & preparations experience warranted. 20% Serve food or beverages 20% Remove dishes and glasses 10% Take orders from guests Decision-making authority … Reports to: Head waiter Source: National Center for O*NET Development. Summary report for waiters and waitresses. Retrieved 6 July, 2020, from https://www.onetonline.org/link/summary/35- 6 3031.00 Outcomes of job analysis Job Analysis Job Description Person Specification Outlines the typical job Outlines the essential and duties, tasks, and desirable criteria of the responsibilities person doing the job Source: https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/performingjobanalysis.aspx 7 Takeaways Job analysis is the process used to gather detailed information about the various tasks and responsibilities involved in a position. Job analysis is most commonly used in recruitment and selection, but is also useful for other areas in HR. Data for a job analysis can be collected through a variety of methods. Outcomes: Job description and person/job specification. 8