1. Ch 1, page 60-61, question 4: What is “evidence based HR”? Why might an HR department resist becoming evidenced based? The concept of "evidence based HR" is using specific tools (key performance indicators) to help clarify course of action, identify errors or omissions, and align HR to corporate strategy. It is a decision-making process combining critical thinking with use of the best available scientific evidence and business information (Rousseau & Barends 2011). It forces HR professionals to measure their efficiency and effectiveness quantitatively. In addition, it presents a clearer way to share information with colleagues in a systematic way. One tool that is used is Critical Path Analysis, which helps illustrate the minimum time needed to complete a process. Another method is process mapping, which can help determine needed steps/tasks and enable users to systematically follow the process outlined. Utilizing these tools helps develop uniform, consistent operating procedures, which results in a more efficient system. Two key characteristics of evidence based HR are a focus on business strategy, taking into account financial and organization performance measures that are most critical to the company and then using quantitative methods to identify human capital strategies that drive those outcomes; and standards of evidence, in which criteria is used to determine the importance of various relationships which can be used to better design employee strategies. An example is the measurement of employee productivity and work quality against organizational goals. Evidence based HR forces human resource professionals to systematically gather, utilize and evaluate information based on results. In addition, it causes HR professionals to be precise and utilize valid evidence. To do this, HR professionals must evaluate evidence to determine its' worth. Furthermore, it involves change and systematic work skills, which often causes resistance. However, at the same time evidence based HR allows HR professionals to be viewed as a source of competitive advantage and as a department that creates value by maximizing the use of the company's most important resource, its' personnel. It also elevates the importance of employees as a resource beyond the HR department and increases the value of the department to the entire organization, and most importantly utilizes statistical evidence to "find the critical human levers for improving business results" (Gibbons & Woock 2007).
2. Ch 2, page 99,-100 question 4: How can strategic management within the HRM department ensure that HRM plays an effective role in the company’s strategic management process? When strategic management within the HRM department is used to ensure that HRM plays an effective role in the company's strategic management processes, it will basically force HRM to review their mission, their goals and their objectives. These factors will have to be in-line with the strategic processes of the company. The two have to be in-sync when they are handled through strategic management. It integrates HRM into the company and the strategic processes from HRM are then also integrated into the strategic management processes of the company. HRM becomes a more active, effective department and both HRM and management then work as a unified team towards the company's mission, objectives, and values. It creates the most productive and opportune environment for customers and the company. When we look at it from the opposite spectrum, if strategic management is not in place within the HRM department, it will create a state where the company is less efficient because although strategic management is being used throughout the company, it is not being used within the HRM department. When we strategically manage HR, we become involved with the employees from a strategic basis. By doing so, we are better able to handle the resources needed for the employees and to provide our employees with more,...
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