A. Definition and Importance of Evidence-based HRM
A. More number of firms are using evidence based HRM approach to add relevant value to their organisational effectiveness that supports in attaining key performance parameters and hence Evidence based HRM is a practice of analytically recognising and using HR interventions and tactics that have strong base of factual back up to attain desirable results. In other words it is an approach of human resource practise where the HR practitioner analytically applies best evidence, competency and values to take decisions that are relevant to firms and their people. As such in wider context evidence based HRM is applying the realistic evidence available in the field of HRM so as to develop HR policies, apply these in decision making as well as in interventions and finally in practice approaches where evidence based HR practices insures that practitioners have understanding on works that are based on historical and current evidences (Lange 2013). These evidences consist of data or facts and evidence based HRM is important in HR practise as it is a vital procedure that help to establish and maintain the credibility of HR function at the strategic level within a firm. As stated by Schiemann & Seibert (2017) also these are relevant in HR practices to ensure informed and efficacious decision making that increases capability to align HR practices with strategic objectives of firms and hence improves analytical way of work based on current information, analytics and statistics to effectively ensure better HR policies, practices, decisions, interventions as well as risk management.
B. As today firms are encountering drop in revenues, increase in their costs, decline in market share and loss of shareholder value so in this situation Israel Tobin can persuade Mark French on the manner HR function can add strategic value to bring sustainability to CERA by using perspectives given by Syed Imtiaz Hussain in his article where it is emphasised in the source that as HR buying decision these days are more sophisticated than earlier times and as cost minimisation is priority so more strategic value can be added by exploiting competency and technology that HR function and practitioners can provide to employees within firms so as to improvise HR practices and free up internal resources to add more strategic value and support for execution of business strategies (Hussain 2018) With support of source given by Syed Imtiaz Hussain, Israel Tobin can convince Mark and executives of CERA that strategic value in HR function can be attained through aspcect of attaining efficacious employee relationship with distribution of information across all employees in a structured and timely way so that they can interpret the goals and purposes that are aimed by CERA, understand needs and approach that is required to be practiced so as to attain CERA’s objectives. Israel Tobin can support his pitch with Deloitte’s view on strategic value of HR function where they have illustrated that effectiveness of HR function is defined through human capital value and the way they interpret creation of business value which needs insight of business environment as well as clarified interpretation of business strategy (Deloitte 2009) Strategic value of HR function can be ensured through these steps:
- HR practitioners should make resources understand business strategy, market force and help them recognise priorities with interpretation of impact on HR strategy
- An outline for creating competitive edge depicting the manner CERA can leverage human capital to resolve their challenges and meet business goals can be provided which can clearly translate strategy into efficacious and actionable HR practices, planning and priorities with prime people and programs clearly outlined along with outlining of best practices to attract, inspire and retain new and current employees of CERA. This roadmap will help to add strategic value to HR function through clear guidelines for employees that would cover wide range of issues in context to skills needed to attain future objectives as well as will help to state the manner commitment of sourced talents can be developed along with creating and maintaining high performance culture that will enforce practical ways to get things done to ensure human capital initiatives deliver intended business value.
B. Persuading Mark French and the CERA executive team on the Strategic Value of HR Function
C. Currency: the article source authored by Syed Imtiaz Hussain has been published currently in year 2018 and explains the manner HR function can add value. The second source is article published by Deloitte Consulting in the year 2009 where they have discussed the manner value can be created through HR strategy.
Reliability/relevance: both the sources that have been used to support the pitch of Israel Tobin are secondary source of information that are published by an independent author named Syed Imtiaz Hussain and Deloitte consulting respectively. The sources used have no mention of references and are not peer reviewed, instead these are internet written sources. The information provided in both the sources are related to the topic of discussion to support the pitch for strategic value of HR function to CEO and executive members of CERA where the sources establishes the manner HR function and their practices can be restructured to add value through employees to meet business goal and performance. The information provided in both sources is detailed and offers a balance approach to build relevance.
Authority: the first source used was authored by a single person named Syed Imtiaz Hussain while the second source of information used was authored by Deloitte which is a corporation. Yes the credentials are provided for both sources where the first source is authored by Syed Imtiaz Hussain who is Head of HR in an MNC and regularly contributes articles for leading newspapers and journals and is also author of “HR Global Challenges”. While the second source is authored by Deloitte which is a leading firm in Sweden that provides consultation services in advisory, tax and assurances.
Purpose/point of view: the intent of author Syed Imtiaz Hussain in his article source has been to explain the common public and learners of HR practices on the manner HR function can be used to add value by underpinning strategic goals by linking HR plans to business objectives and understanding the environment as well as needs as per standards to deliver strategic thinking solutions. The information is intended to inform audiences and author has vast experience in writing articles for newspaper and journals. Yes author has vested interest in topic of HR management and practices. In the second source published by Deloitte it established the steps through which HR strategy can add value to strategic goals and intended audience is management and employees of Deloitte in specific and in general public as it is open resource. The information is intended to inform audiences and Deloitte has vast experience of contributing to research papers and articles and they have vested interest in topic.
The information sources are easy to find on internet and the first source by Syed Imtiaz Husain is published by whrppk.com and second source is published by Deloitte www2.deloitte.com. No both resources are not updated recently and there are no distractions and site is not satire.
D. The nature of information that should be used to inform on HR practices and its application should be based on evidence and should be informative and based on three fundamental principles i.e. best available research evidence, competency and preferences and value of information. The nature of information and potential solution for HR practices based on strategic value should be based on practice dictated information or insights like trends and should be free from cognitive biases so that information to be used for practice are built on strong research and verified data along with expertise of practitioners while making HR practice decisions. Also information should be evidenced with facts, statistics and business information so as to make better informed practices with accurate information at first place and that which is not assumed.
References
Deloitte (2009) Creating value through HR: HR strategy, Retrieved from: https://www2.deloitte.com/content/dam/Deloitte/de/Documents/human- capital/creating-value-through-hr.pdf
Hussain., S. I. (2018) How HR can add value? Retrieved from: https://whrppk.com/_files/SFT- 018.pdf
Lange, T. (2013). Evidence-based HRM: A scholarship perspective with a difference. Evidence – Based HRM, 1(1), 4-15. doi:https://dx.doi.org/10.1108/20493981311318584
Schiemann, W. A., & Seibert, J. H. (2017). Winning the HRM evidence-based impact award- -lessons learned: A conversation with key stakeholders to the process. Industrial and Organizational Psychology, 10(2), 314-326. doi:https://dx.doi.org/10.1017/iop.2017.25
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