Evidence-based Practice: An Explanation of a Concept
In HR, Evidence-based Practice (EBP) facilitates the development of effective decisions and sustainable solutions that have a positive impact on organisations amidst the changing world of work. People professionals need to navigate through complex workplace challenges that require decisions which can maximise outcomes. CIPD defines EBP as making informed workplace decisions using critical thinking and the best available evidence. However, how do management practitioners and people professionals ensure the quality of evidence informing decisions is good? The following approach to daily work problems can shed some light on how HR can answer this question and outline what it takes to exercise evidence-based practice.
In a study by the Center for Evidence-Based Management (CEBMa) making informed decisions requires best-practice from people professionals. The study recommends doing so through "conscientious, explicit and judicious" integration of evidence from various sources and ensuring professionals hypothesise real-world issues using questions that can be researched and answered. Additionally, people professionals should systematically research or gather evidence, appraise the evidence to ensure it is relevant to the issue based on the hypothesised question, and establish weights as themes to link them effectively to develop insights and apply the information in a decision-making process. Finally, HR must regularly monitor the decisions based on established outcomes or targets so that they can improve them to ensure policies and practices can adapt to the changing world of work to achieve favourable outcomes. These steps align with the CIPD Profession Map on EBP as it emphasises and recommends that people professionals should use diverse sources of evidence and make decisions with critical attention to the impacts and outcomes they have on employees and the organisation.
The sources of EBP data
According to the CIPD Profession Map, management practitioners can source evidence from scientific findings. This is a behavioural science and academic research which includes literature on workplace issues and published empirical studies to help them identify themes, factors, or statistics to predict the outcome of decisions. Secondly, HR can use internal organisational data. This is collecting raw information about an issue and reviewing it based on present and past impact on employee satisfaction or organisational efficiency in achieving its goals and objectives. This data helps HR understand gaps caused by their practices and how to be more strategic to support business strategy. Thirdly, HR uses experiential evidence which is characterised by their career and professional experience and judgement about employee and organisational issues. This is the use of one's skills and "accrued tacit knowledge” to reflect on work and people issues, distinguish between facts and opinions, and make decisions that directly impact the issue to be solved. Finally, HR can utilise stakeholder values and concerns when considering decisions within an organisation. These individuals include employees, shareholders or investors, customers, leadership and management teams, potential employees, and board members. This is understanding their views and suggestions because they are or are likely to be affected by a decision to ensure expectations and concerns are well framed. It ensures collaborative practice in decision-making.
Example of Application
HR practitioners can apply EBP to make recruitment and hiring decisions within the organisation. Evidence-based hiring is a data-driven approach to recruitment where HR utilise empirical studies and analysis to minimise bias and make accurately informed decisions. For example, HR can use structured interviews (that focus on merits and qualifications to gauge the skills and traits of applicants) to make predictions. It makes interviewing objective, and systematic, using job analysis, behavioural, and performance-related questions. This means HR will gather role-specific data, engage applicants using a standard approach, and use set metrics to improve the recruitment process and make effective hiring decisions. A systematic approach would be gathering data, analysing it based on job vacancy needs (or a hypothesised question), refining it using empirical data, and implementing evidence-based hiring such as the use of tests through structured interviews or work sample tests to ensure the right people are chosen and hired.
Benefits of EBP
EBP helps people professionals to reduce different forms of bias (authority, conformity, and confirmation bias). It ensures decisions are based on facts and knowledge; thereby, eliminating uncertainty and errors. Second, it helps HR practices to align with organisational strategy. This paves the way for strategic impact, balanced consideration of options, and supporting company priorities. Third, EBP is systematic meaning the use of a procedure leads to consistency in decision-making. This can make HR interventions through different decisions positively impactful. Fourth, EBP cements the credibility and trustworthiness of HR and other people practice professionals. This is because it promotes the use of best practices.
Limitations of EBP
First, not all issues or challenges in the workplace have adequate best available evidence to support informed decisions. Besides, the inadequacy of organisational data or other evidence may not be effective in drawing conclusions to achieve better outcomes. Second, data is relevant and useful if is from the economic period. From an HR perspective, this means that EBP is limited by changes in the world of work. Third, HR and other management practitioners must constantly develop new skills to enable them to collect, analyse, and interpret evidence. This ensures judgement is supported by informed judgements.
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