When I first started exploring evidence-based management and HR, I wondered what simple steps I could take to slowly introduce myself to the concept.
I had concerns and reservations mainly because I didn't feel I knew enough about #ebhr to apply it correctly. But the truth is, #ebhr is simply a way of making better decisions. Once I grasped that concept, I realised that two factors were important in how I could use this as a practice. Firstly, I challenged myself into not accelerating the problem definition stage. By this I mean, it's not uncommon for all functions in business to make an assumption that they know what the problem is as if its basic and intuitive which it often, but not always, is. There are too many disciplinary cases and so there has to be a cultural issue or my learning solutions aren't sustainable so they must be the wrong solutions, right? Actually, as with anything, the more time you spend really focusing in on what the problem really is that you are trying to address, the more chance you have of finding the right solution. So I challenged my assumptions at an early stage and really paid this part of the process its dues.
Secondly, I realised that once I knew what the problem really was, I could ask myself what the best available evidence tells me might or might not work to address the issue. As others in the world of #ebm have said 'evidence is not answers' but it can certainly help challenge thinking and steer clear of certain areas. Sometimes there will be scientific evidence to support a solution, other times there won't be, but lots of experiential and organisational evidence might be available. That's fine, we can only use the best available evidence.
I've implemented #ebhr project gate-reviews which are stages in major projects when I stop and reflect by asking myself 'have I defined the problem well enough' and 'have I identified the best available evidence to help solve this issue'. I've also recognised that as projects are not static, so many factors mean project plans are continuously changing, so too could be the definition of the problem which will have a knock on effect into what evidence is available that I've tried to obtain, so #ebhr gate reviews periodically can only help.
I'm interested to know, how could you implement #ebhr into your working practices? It would be great to see examples of how #ebhr is or could be implemented in the workplace.
