Nous donnons une voix à la profession RH en Belgique.

La seule association RH indépendente est membre de EAPM, la "European Association for People Management"

Researchers from Louvain and Groningen conducted an in-depth review on evidence-based HR practices, providing valuable insights into how HR professionals can strengthen their decision-making through evidence-based management.

The study highlights three key areas of focus for HR leaders:

1. Effective Methods for Evidence-Based Management
2. Critical Skills for HR and Business Leaders
3. Bridging the Gap Between Research and Practice

Methods to use in an EBHR approach

A wealth of high-quality evidence is available to support effective HR practices, including meta-analyses, systematic reviews, and controlled evaluations. To implement evidence-based management effectively, HR professionals should utilize rigorous methods such as:

• Systematic literature reviews
• Quasi-experimental designs
• Evidence-based problem-solving cycles
• Evidence-based management framework.

By adopting these practices, HR can ensure that decision-making is driven by data, not intuition, and remains aligned with organizational objectives.

Skills for Managers

To thrive in an evidence-based HR environment, managers must develop and refine key competencies. Specifically, they need to:

• Acquire, assess, and apply research evidence effectively.
  Be proficient in both qualitative and quantitative research methods.
• Utilize data to predict trends, generate insights, and recommend strategic interventions.
• Cultivate a mindset of critical thinking and empiricism, challenging traditional practices and expert opinions with well-substantiated evidence.
• Additionally, managers should be well-versed in psychometrics, possess strong analytical skills, and demonstrate consultative abilities to implement changes that drive business outcomes.
• A firm grasp of the evidence-based management framework allows them to appraise the quality of research and make informed decisions.

Bridging the Gap Between Science and Practice

One of the major challenges highlighted in the study is the gap between academic research and practical application. To address this, HR leaders should foster collaboration between scholars and practitioners. Encouraging a stronger partnership will help integrate the latest research into day-to-day operations and decision-making.

HR professionals should invest in training that not only enhances their ability to gather and interpret evidence but also teaches them to conduct systematic reviews and meta-analyses. This knowledge will equip HR teams to implement evidence-based strategies more effectively.

Involving stakeholders and clearly communicating the relevance of evidence-based practices will further bridge the academic-practice gap, ensuring that HR remains at the forefront of organizational success.

By embracing evidence-based management, HR professionals can make more informed, strategic decisions, ultimately driving better outcomes for their organizations.

Afterthought: is it realistic to expect this from managers?

While the evolution toward evidence-based HR management offers promising benefits, there are several challenges and potential criticisms that HR professionals and managers may face in fully adopting this approach.

1. Start small

Expecting managers to master this wide array of research skills, from conducting meta-analyses to interpreting experimental designs, may be unrealistic. Most managers are not trained as researchers, and the level of expertise required to assess the quality and applicability of scientific evidence may be too demanding for their already diverse roles. Balancing the daily responsibilities of managing teams, operations, and business strategy while becoming proficient in these advanced research methods might stretch managers too thin.

Can we blame managers that they don't do what EBHR prescribes. Of course not, but we should start small. Don't make scientists out of your managers.

2. Show the way to be efficient

In practice, the time and resources needed to gather and analyze data thoroughly may not be feasible in fast-paced business environments. Managers often have to make decisions quickly and may not have the luxury to sift through extensive academic research or conduct systematic reviews. Even if they possess the necessary skills, the pressure to act quickly in dynamic markets can conflict with the slower, more deliberate processes required for evidence-based management.

But time is often an excuse? What if we can show the cost of quick and dirty solutions? ANd let's show ways that are efficient and do not cost time.

Conclusion: Balancing Aspiration and Practicality

While the principles of evidence-based HR management are valuable and potentially transformative, expecting managers to fully embrace and implement these practices without addressing the practical challenges may be too ambitious.

Organizations should consider a balanced approach, gradually building evidence-based skills while acknowledging the constraints managers face. Introducing evidence-based practices in a way that complements managerial experience and judgment, rather than replacing it, could make adoption more feasible and sustainable over time.

Let's discuss.


Thanks yp Lisa Maeertens for sharing her article with hrpro.be.

Photo by Kelly : https://www.pexels.com/photo/people-inside-building-2881370/