The central premise of Evidence-Based HR is that people decisions are more likely to be successful when they build on critical thinking and the use of the best available evidence
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We already explained what Evidence-based management is, but why do we need it?
Research findings explain how HR managers are often not better on a HR knowledge test than university undergraduates. Discover what you can do about it, and why this matter for the world of HR.
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In this article we would like to provide a comprehensive report of the WOP psychologist, also known in US as I/O (Industrial-Organizational) psychologist. This is a more technical way to present ourselves as professionals and display our main skills. The US O*Net Online database will help in this task.
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General compensation and financial rewards alone may have a limited impact on employee turnover.
Rewards beyond pay (e.g. benefits, career or growth opportunities, and training) may have a larger effect employee turnover than money.
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Emotional intelligence can predict performance, but we will tell you how much and why, and EI-lovers might not like it.
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Psychological safety recently came storming into the mainstream when research by Google on high-performing teams hit the news. This Evidence Summary highlights the findings from 117 studies representing over 22,000 individuals and nearly 5,000 groups!
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Virtual teams use email and social media to communicate. It’s hard to think of any team that isn’t virtual to some extent. When your team are in different buildings, time-zones or cultures, traditional face-to-face management techniques may not work. So how can we improve the effectiveness of virtual teams?
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Teamwork training is a great wait to boost team performance! Discover how to design it in the most effective way, in a summary of the last 25 years of scientific research on the topic.
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Have you ever worked in a virtual team? Collaborating with colleagues at distance is now very common, just look at the success of virtual team working tools such as Google Hangouts, Google Drive and more recently, Slack. Breuer, Hüffmeier and Hertel (2016) conducted a meta-analysis of 52 studies which investigated the role of trust in virtual teams. They pulled together results from 1,850 teams – that’s data from more than 12,000 people!
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People providing performance evaluation ratings for salary or promotion purposes tend to be more generous and less accurate than when providing ratings for development or feedback purposes.
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Alan Colquitt is the Director of Global Assessment, Workforce Research, and Organizational Effectiveness at Eli Lilly and Company. He is the author of the recently published book “Next Generation Performance Management: The Triumph of Science over Myth and Superstition”.
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The gender pay gap is real. It often starts at the hiring stage when initial salaries are set, and then increases as people get promoted. Succeeding (or not) in a single salary negotiation may impact pay equity in the workplace.
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There’s one place where cooperation between people is necessary: the workplace. With so many instances of division, leaders must take responsibility for giving people opportunities to collaborate and, thus, foster inclusion in the workplace. Can diversity training help leaders build a more inclusive workplace? What can we do to increase the chances for diversity training to work?
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According to Fortune 500, the annual list of 500 United States companies with the highest revenue, the 2017 ranking includes only 32 female CEOs. And that’s just one of many examples of a gender gap in the workplace. What’s more, a substantial proportion of the fast-growing and promising future jobs, like web developer or mathematician, are occupied mostly by men (Bureau of Labor Statistics, 2017). Should women be concerned about their position in the labour market?
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The benefits of assessments are clear to practitioners, but may not be so to candidates. In a world where sites like Glassdoor made it so easy to share negative experiences with other potential applicants, shouldn’t companies care more about improving fairness perception during the selection process? The solution may be very simple.
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Bad leadership affects 10%-16% of US employees. This comes to an annual cost of close to $24 billion. If you haven’t considered how the “dark side” of leadership may be affecting your employees and your organization, now might be the time to give it some thought!
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In 2013, Colquitt et al. published a colossal meta-analysis pooling results from 413 scientific studies which investigated to what extent employee perceptions of justice in managerial behavior are associated with higher employee performance. The type of research studies included allows us to conclude if there is a positive relationship between perceptions of justice and performance.
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In 2012 the International Coaching Federation estimated that the coaching industry was worth $2bn annually. But does workplace coaching work, and if so, how can businesses get maximum value from their coaching spend?
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-Cognitive ability matters for training success, but motivation matters more!
-Motivation is likely to be higher when trainees believe in themselves (self-efficacy) and when they value the benefits that a training brings (valence).
-Training works when people learn, then apply what they learned to their job and their performance improves.
-Skill acquisition and self-efficacy will likely lead to training material being transferred to the job.
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How can companies prevent stress in an effective way? Are well-known resilience-building training programmes the answer to their problem? Afterall, resilience is the set of means by which people turn challenges into opportunities!
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Teamwork training is a great wait to boost team performance! Discover how to design it in the most effective way, in a summary of the last 25 years of scientific research on the topic.
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Employee turnover can be costly. It’s easy to find advice on how to reduce employee turnover, but an evidence-based practitioner would look for more than that. Here you can read the results of 17 years of research with data on 669,000 people.
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General compensation and financial rewards alone may have a limited impact on employee turnover.
Rewards beyond pay (e.g. benefits, career or growth opportunities, and training) may have a larger effect employee turnover than money.
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Do you have positions, teams or departments where employees tend to stay for significantly shorter periods of time than in the rest of the organization? In these situations, the characteristics of the job might contribute to driving people away.
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Key points To promote mental health, give employees more control over the scheduling of their own work and introduce programs to facilitate a healthy lifestyle, for example enabling employees to engage in physical activity Screen employees when appropriate; recommend and support Cognitive-Behavioral Therapy and other effective interventions for those diagnosed with a mental health disorder
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It is estimated that more than 3 in 10 employees will experience a mental health problem each year, with a staggering 80 million working days lost to anxiety and depression. These disorders are common yet devastating, and can make work a constant battle for employees. With such a widespread impact on employees across workplaces, identifying and addressing these risk factors is vital. What impact might they be having in your workplace?
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Alan Colquitt is the Director of Global Assessment, Workforce Research, and Organizational Effectiveness at Eli Lilly and Company. He is the author of the recently published book “Next Generation Performance Management: The Triumph of Science over Myth and Superstition”.
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Mark – we would like to give you some space to introduce yourself. In a nutshell, who are you, and what do you do? So, a colleague and I co-founded Acclaro out of a desire to help organizations constructively and scientifically work with the interrelated dynamics of employee experience and an organization’s environment. Our desire
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ob Briner is Professor of Organizational Psychology in the School of Business and Management at Queen Mary University of London. He is also very active in developing evidence-based practice in management, HR and organizational psychology. He was a founding member, Vice-Chair and now Scientific Director of the Center for Evidence-Based Management which, through its teaching, training and dissemination activities aims to help managers make better decisions by adopting the principles of evidence-based practice. Rob’s work in this area has led to him being named in 2016 the Most Influential HR Thinker by HR Magazine.
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Dr. Richard MacKinnon is the Insight Director at the Future Work Centre. He is responsible for setting the research agenda, developing evidence-based solutions for clients and representing the centre at conferences and media events.
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