Evidence-based human resource management uses data, facts, analytics, and research to support HR decisions and policies. It leads to more informed, objective decision-making that aligns with organizational goals. For example, when Fiat Chrysler's powertrain division saw high engineer turnover, evidence from exit interviews showed work-life balance, benefits, and career paths were issues. HR addressed these through new policies, which reduced turnover over time.
Evidence-based human resource management uses data, facts, analytics, and research to support HR decisions and policies. It leads to more informed, objective decision-making that aligns with organizational goals. For example, when Fiat Chrysler's powertrain division saw high engineer turnover, evidence from exit interviews showed work-life balance, benefits, and career paths were issues. HR addressed these through new policies, which reduced turnover over time.
Evidence-based human resource management uses data, facts, analytics, and research to support HR decisions and policies. It leads to more informed, objective decision-making that aligns with organizational goals. For example, when Fiat Chrysler's powertrain division saw high engineer turnover, evidence from exit interviews showed work-life balance, benefits, and career paths were issues. HR addressed these through new policies, which reduced turnover over time.
Evidence-based human resource management uses data, facts, analytics, and research to support HR decisions and policies. It leads to more informed, objective decision-making that aligns with organizational goals. For example, when Fiat Chrysler's powertrain division saw high engineer turnover, evidence from exit interviews showed work-life balance, benefits, and career paths were issues. HR addressed these through new policies, which reduced turnover over time.
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>>What is evidence-based human resource management?
Evidence-based human resource management is the use of data, facts, analytics,
scientific rigor, critical evaluation, and critically evaluated research/case studies to support human resource management proposals, decisions, practices, and conclusions. It is the deliberate use of the best available evidence in making decisions about the human resource management practices that a firm or an organization focuses on. The evidence may come from actual measurements done by the firm (or) the evidence may come from existing data within the firm (or) it may come from published critically evaluated and reviewed research studies. (Source: Text) >>How does evidence-based human resource management benefit firms? The main benefits of evidence-based human resource management are: 1. The firm can make more informed and effective (better) decision making based on data and analytics. In other words it leads to objective decision making instead of subjective decision making. 2. Evidence-based HR decisions and policies provide an increased ability to align and support the strategic goals of the organization; 3. Analytical approach of the Evidence-Based which is built on existing information, data, analytics and statistics drives a consistent decision making and leads to effective risk management. >> Provide an example of evidence-based human resource management. Problem Statement: Retention of Powertrain Engineers at Fiat Chrysler Automobiles Powertrain Organization Specific Issue: High employee turnover rate of approximately 7% per quarter; Higher than the historically established target of 3% Evidence Based HR management process and solution: Staff retention rates are benchmarked against other organizations within FCA with similar profiles to truly establish the 7% is truly an outlier compared to the industry standards. Review and analysis of records of exit interviews for the last few quarters. The data or evidence demonstrated the most often cited reason for employees quitting the powertrain organization. The top three reasons listed below were statistically isolated 1. Work-Life Balance 2. Better benefit packages for a highly sought after skillset like powertrain calibration 3. Absence of a career path. As a result of the benchmarking and the analysis of the exit interviews the HR department decided to implement the following practices to address the top hitters 1. Specified OT regulations and emphasis on better upfront planning of resources for powertrain application programs to reduce the need for 12 hour workdays
2. Introduction of a 401k company match and across the board merit raises 3. Instituting a defined technical career path and instituting a mentoring program for powertrain employees The result is a downward trend in the employee turnover rate observed in the last few quarters.
>> Discuss the theory behind Kurt Lewin's model of change. Lewin s Change Process Psychologist Kurt Lewin formulated a model to summarize the basic process for implementing a change with minimal resistance. The model represents a very simple and practical way for understanding the change process in any organization. The process of change involves creating the perception that a change is needed, then moving toward the new, desired processes and behaviors: and finally solidifying the new behaviors and processes as the norm. According to Lewin all behavior in organizations was a product of two kinds of forces 1. Forces that are striving to maintain the status quo and 2. Forces that are pushing for change Implementing change means reducing the forces for the status quo or building up the forces for change. >>According to Lewin, what is the process that should be followed to implement organizational change? Kurt Lewin developed a change model that consists of three steps: Unfreezing, Changing and Refreezing 1. Unfreezing means reducing the forces that are striving to maintain the status quo, usually by presenting a provocative problem or event to get people to recognize the need for change and to search for new solutions. 2. Moving means developing new behaviors, values, and attitudes. The manager may accomplish this through organizational structure changes, through conventional training and development activities, and sometimes through the other organizational development techniques 3. Refreezing means building in the reinforcement to make sure the organization does not slide back into its former ways of doing things. Organizations can plan to implement the change required by recognizing these three distinct stages of change. The first step is to create the motivation to change (Unfreezing). The change process is navigated by promoting effective communications and empowering people to embrace new ways of working (Changing). The process ends when the organization is returned to a sense of
stability (Refreezing), which is necessary for creating the confidence to prepare for next challenges.
