Evidence-Based HR (EBHR) is an idea that’s been around for a while. An increasing number of people have heard of it and many of us have a sense of what it means but, at least in my experience, relatively few of us have a clear understanding.
So, here’s a chance to test your knowledge and to fill in some of the gaps with an Evidence-Based HR quiz.
Cick here to take the quick quiz and get your score before reading the rest of the article, which explains the correct answers.
How did you do? Explaining the answers
What percentage did you get right? Let’s explain the answers.
Question 1. When was the first article on EBHR published?
As best as we can tell, the first was published as a book chapter on evidence-based practice.
EBHR Timeline (Rob Briner and Corporate Research Forum)
Since that time, there have been many other publications and activities. The most recent report from Corporate Research Forum, Evidence-Based HR: A New Paradigm, came out earlier this year.
One widespread criticism of HR is that too often what it does is not sufficiently aligned to what the business is trying to achieve
Question 2. Which one of the following best describes EBHR? and 3. Which one of the following describes what is always the starting point for the EBHR process?
In our earlier report, Strong Foundations: Evidence-Based HR we define EBHR as:
“…a process which delivers better-informed and hence more accurate answers to two fundamental questions: First, which are the most important problems (or opportunities) facing the organisation which are relevant to HR activities? Second, which solutions (or interventions) are most likely to help? In other words, what’s going on and what can we do about it? These questions are answered through a combination of using the best available evidence and critical thinking.”
One widespread criticism of HR is that too often what it does is not sufficiently aligned to what the business is trying to achieve. When this happens, even if there is plenty of HR activity, it will not add value.
Hence, EBHR is best described as a process in which we use evidence to understand then resolve business issues but, crucially, always start with trying to understand the business issue.
This two stage process and the sub-steps within it are described within our new EBHR Process Model.
The EBHR Process (Rob Briner and Corporate Research Forum)
Following this process, we always start with a business issue, understand more accurately what that issue is through gathering evidence and, once understood, follow a similar process to identifying what we can do about it.
EBHR is best described as a process in which we use evidence to understand then resolve business issues
Question 4. Which types of evidence are most relevant to EBHR? and 5. Which sources of evidence are most relevant for EBHR?
As the evidence framework shows, both quantitative and qualitative evidence are relevant as is gathering evidence from these four sources.
EBHR Sources of Evidence Framework (Rob Briner and Corporate Research Forum)
Question 6. Which of the following statements are true and which are false?
This question was, in a way, a trick question as all these statements are false. Here’s why.
(a) Doing EBHR needs a huge investment of time:
It’s true that it takes time but not a huge amount given the potential benefits. If the decision is about an important business issue then it’s also important to devote time to understanding that issue and deciding on a course of action which is most likely to resolve it. Or, to put it another way, if you think investing time in making well-informed decisions wastes resources then consider the costs of not doing so.
Also, if we’re concerned that the process is taking too much time there’s an easy solution. Decide exactly how much time we think it’s worth allocating to the process and set a deadline for making the decision.
(b) EBHR can only be done by technical experts:
There are some aspects of the process that do involve some technical expertise. However, everyone is in principle capable of thinking critically, asking good questions and working out what types of evidence might best answer those questions. EBHR is always something best done in a team.
(c) It is important to always use all the available evidence:
Not at all. Remember that EBHR is about making better-informed not perfect decisions. Including more evidence and thinking about its quality and relevance is always likely to help you make better decisions.
If you think investing time in making well-informed decisions wastes resources then consider the costs of not doing so
(d) If you’re already doing people analytics then you’re already doing EBHR:
There are important differences between EBHR and people analytics. Not least, that people analytics tends to focus mostly on internal organisational data of particular types whereas EBHR uses data from multiple sources and of multiple types. People analytics is an essential part of EBHR but it’s not the same.
(e) EBHR needs to be applied to everything HR does:
Certainly not. First, there are some things HR just has to do – rather than chooses to do. There is no point in applying EBHR to such activities. Second, we should only apply it to the most important business issues. There are many things HR could do, but, to add value to the business we need to focus on those activities which will make the greatest difference to key business outcomes.
Whatever score you got in the quiz, I hope you feel you now know a bit more about what Evidence-Based HR really means and how it can be used to increase the effectiveness of HR and our value to the business.
