7 September 2011
Trinity House, Trinity Square, Tower Hill, London EC3N 4DH
Ensuring that proposed changes to people policies and processes are ‘evidence-based' is particularly important when resources are stretched, governance and regulation are tightening, and there is scepticism about HR approaches that don't deliver. But what does this mean in practice? In employment, ‘cause and effect' is often contextual and hard to prove. We will therefore highlight approaches and methods whereby HR can develop a convincing business case for improvement.
Who is it for?
HR and OD professionals wishing to demonstrate that their HR strategies and interventions will
make a difference.
Our research will:
• summarise and analyse the central ideas in ‘evidence-based HR', as seen by researchers in this area and the emergent literature
• explore how best to use data - both ‘hard' and ‘soft' - in designing policies and interventions
• examine how to apply ‘evidence-based' approaches to specific aspects of HR - such as reward, resourcing, and learning and development
• identify what can help HR to be more confident and capable in its use of evidence and presentation of business cases, partly by understanding cultural and political constraints
• propose a practical framework that professionals can use for adopting an evidence-based approach to their work
• provide some illustrative case studies.
The meeting will bring together thinkers and practitioners to debate the ideas, share good practice, and allow attendees to reflect on how they can enhance their impact.