the majority of busy and potentially under-resourced HR departments continue to manually tot up their staff turnover, and not a great deal else, on an Excel spreadsheet, not quite knowing what any of the data is telling them. I share this because I’ve worked in enough of these departments and I won’t pretend that I swanned in and improved the situation.
Let me share a couple of recent examples to illustrate the importance of conducting evidence-based practice. Following an allegedly racially biased incident at one of their US stores, a large coffee chain promptly invested in a swathe of unconscious bias-training workshops for their staff. Was there time to consider if such workshops actually create behavioural change, and more so the behavioural change they were seeking? Probably not. Even when not faced with a large-scale PR issue, we readily move to ‘doing stuff’. If we’re paying for it, and someone is doing something, it’s got to be good. It reminds me of that old adage for beginner joggers, when they have a squeaky-clean gym kit but no concept of a training plan: ‘All the gear, but no idea.’ I’m not being unkind, I’ve been there. It’s also so easy to pick up the next exciting fad, in an effort to look cutting-edge. Cutting-edge needs to be more closely aligned to impact than idea for me. It’s quick and easy enough to access a range of attractive HR ‘solutions’ via a quick Google of our issue or problem or giving a call to any available external consultant. But there is something vital and also quite refreshing about putting Google aside for a moment and considering how we can support our decision-making minus all the fads, trends and cognitive biases on offer via an internet search. Whilst we bring our HR expertise into play to inform the final decision, regardless of the pull of the Google search results, ensuring we consider and conduct an exploration of the evidence-base for any HR solutions we find.
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