Evidence-Based (EB) Management: A focus on Evidence Based-Human Resource

Management

Ioannis NikolaouAssistant Professor of Organizational Behaviour

Department of Management Science & Technology & MSc in Human Resources Management

Athens University of Economics & Businesswww.inikolaou.gr

http://eawopsgm.wordpress.com/

The “myths” of Management• Is Management a profession?• Is Management art or science?

What is Evidence-Based Management?

• The Scientific Aspects of Effective Management (Latham, 2009)

• Evidence-based management means translating principles based on best evidence into organizational practices (Rousseau, 2006)

Why EBM Matters • Results

– Informed decisions Better outcomes

• Information Quality (Fact-Based)– Builds on the Quality Movement

• Improved Implementation– Better decision follow-through by learning what works

• Competence – More systematic, valid managerial learning over time

• Organizational Legitimacy– Culture of informed, responsible decision making

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It brings

The Science-Practice Gap• Bringing scientists and practitioners together

– Managers are just too busy to keep up-to-date with latest research

– The role of management consultants

EB HRM

The application of Evidence-Based Management to Human Resources

Six simple examples of EB HRM practises

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Example 1: Inspiring employees to execute strategy

What doesn’t work• Lack of mission / strategy

and clear path• Expect that employees

will execute strategy anyway

What works1. Develop an Affective

Vision Statement2. Set Smart Goals3. Align Metrics and

Demonstrate Integrity4. Stay Engaged

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Example 2: Hiring high-performing employees

What doesn’t work

• The conventional-unstructured interview– Tell me about yourself– Why are you interested in this

job opening?– How much do you know

about our organization?

What works

• Situational interviews• Patterned behavioural

description interviews• Job simulations / work samples• Situational judgement tests• Cognitive ability & personality

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Example 3: Developing and training a high-performing team

What doesn’t work

• Traditional one-way teaching (i.e. lack of participation)

• Assuming that everyone learns the same way and/or wants to learn– Mandatory participation in

training

What works

• As an employee use:– functional self-talk– mental practice / visualization– self-management

• As a manager:– show the flag– maintain the organization’s culture– encourage mistakes

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Example 4: Motivating to create high-performers

What doesn’t work

• Hierarchy of needs (Maslow)

• Motivators vs. Hygiene (Herzberg)

• Money

What works

• Setting high / specific goals• Focusing on performance• Appropriate job / work

design• Avoid de-motivation (e.g.

Lack of justice / fairness)

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Example 5: Instilling resilience in the face of setbacks

What doesn’t work

• A climate of silence / pessimism

• Learned helplessness• Lack of positive / authentic

leadership

What works• Linking actions and outcomes

(outcome expectancy)• Building a can-do mind-set

(self-efficacy)– Small wins– Role models– Energizing colleagues /

managers– Develop learned optimism

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Example 6: Appraising and coaching to create high performers

What doesn’t work

• Downward performance appraisal

• Trait-based measures• Bottom-line measures (e.g.

MBO)• Electronic performance

monitoring (causes stress)

What works• Choose the right appraisal tool

– Based on observable, behavioral criteria

• Be fair—minimize your biases• Get feedback about an

employee from multiple sources

• Coach, coach, coach (don’t just appraise)

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Six Standards*• Stop treating old ideas as if they were new• Be suspicious of “breakthrough” ideas/studies• Build a community of evidence-aware people, rather than

looking for gurus and fast fixes • Acknowledge drawbacks as well as strengths• Use success and failure stories as illustrations — not

evidence• Adopt a neutral stance towards new practices and theories

*from Pfeffer and Sutton Hard Facts, Dangerous Half Truths and Total Nonsense: Profiting from Evidence-based Management ,2006. (Harvard Business School Press)

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As an epilogue...• EB HRM requires

– time and effort– willingness and motivation

• Both from HR practitioners and HR scientists

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Thank you very much

Ioannis NikolaouAssistant Professor of Organizational Behaviour

Department of Management Science & Technology & MSc in Human Resources Management

Athens University of Economics & Businesswww.inikolaou.gr

http://eawopsgm.wordpress.com/