As HR practitioners we frequently recommend, develop, implement and monitor policies, programs and procedures and provide advice that has a potentially large impact (positive or negative) on an organisation's people and performance. As professionals going about our work how much of what we do comes from a sound evidence base? If challenged, could you provide defensible evidence as to why a current or proposed HR or L&D program or practice will be of benefit to your organisation and its people and why that approach was chosen over other possibilities?

I see that many HR Teams and practitioners are conscious of evidence-based HR and espouse the need to underpin their HR practices with it. And I doubt that many people (although there's a few out there) would dispute that basing HR practices on sound evidence generally leads to more efficient and effective HR practices, which in turn positively impact the organisation's performance.

 

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AuthorMichael Sleap
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