No matter what industry vertical you are in or what role in HR or people analytics you hold in a company, everything you do at work is to solve the pressing issues of your organisation.

But are we solving these issues the best that we possibly can? Are we really focusing on what is essential? More importantly, are we taking a holistic view of the evidence around us? 

These are some of the questions that evidence-based HR (EBHR) seeks to answer. It challenges us to look beyond traditional practices and biases and instead rely on multiple data sources, research, and critical thinking to make informed decisions. 

So, how can we apply evidence-based HR to people analytics to drive positive change in our organisations? 

Unpacking Evidence-Based HR

Before we get into how to apply evidence-based HR in people analytics, let's first understand what it is. 

As defined by Rob Briner, Professor of Organisational Psychology at Queen Mary, University of London and Associate Research Director CRF, in the CRF report Evidence-Based HR: A New Paradigm, EBHR is:

"A process which delivers more-informed and hence more accurate answers to two fundamental questions: first, which are the most important problems (or opportunities) facing the organisation which are relevant to HR activities? And second, which solutions (or interventions) are most likely to help? In other words, what's going on and what can we do about it? These questions are answered through a combination of using the best available evidence and critical thinking."

The same report sets forth three core principles that underpin evidence-based HR practices:

1. Incorporate multiple sources and types of evidence and information

2. Adopt a structured and explicit process of gathering and using evidence

3. Focus on the most trustworthy and relevant evidence

"Essentially, it's about improving the effectiveness of what we do as professionals," Rob shared during his discussion with David Green, Managing Partner at our parent company, Insight222 and host of the Digital HR Leaders podcast. 

People Analytics Vs EBHR

You may be wondering if this sounds a lot like people analytics. While they are very similar practices and need to work together, they are also very different.

Take, for instance, the source of evidence. While people analytics indeed leans on external benchmarking, it more often than not places a considerable emphasis on internal organisational data and talent intelligence. 

As people analytics matures, leading companies in the field are adopting a more consultative approach, seeking to understand the pressing issues of each business unit and various stakeholders. However, the goal is to use internal data to solve an HR-related problem. On the other hand, evidence-based HR draws upon four critical sources of evidence. 

"One is your internal organisational data, and that is typically where, I guess, people analytics tend to focus. It's, what's your data from inside your organisation?  

The second source of evidence is scientific evidence. So, if you're dealing with a problem around wellbeing or diversity and inclusion, what does the scientific evidence say about what that problem is and what you can do about it?  

The third source is, as you said, stakeholders. So, what do stakeholders believe is going on? What do they think the issue is? And their views are part of, a key part of that whole evidence picture.  

And the fourth area, which actually quite surprises people, because I think evidence-based HR is not a very clear term, is its professional expertise. You are coming into this situation as an HR professional with your own views, with your own opinions, with your own experience. And that is important, that is a source of evidence and data." shared Professor Briner on the Digital HR Leaders Podcast.

It is important to reiterate here that despite the differences in their analytical processes, the two together go hand in hand to deliver practical, data-driven talent intelligent solutions that help drive the business forward. While people analytics offers insights derived from internal data, EBHR ensures those insights are grounded in context, relevance, and broader evidence-filled perspectives.

With that, by combining the depth of EBHR's evidence-based framework with the precision of people analytics, HR leaders can enhance their strategies, interventions, and overall impact on organisational performance.

Implementing Evidence-Based Practices in HR

But how can HR and people analytics leaders foster this connection? It's about cultivating a culture of inquiry, ensuring that data-driven decision-making becomes a reflex, and establishing collaborative processes that value input from diverse sources.

Cultivate a Culture of Curiosity and Critical Thinking

Encourage HR professionals and leaders to adopt a mindset of continuous learning and critical evaluation. Remember, change flows from the top. Senior leaders must lead by example and foster a culture of questioning and experimentation. 

As Briner suggests, 

"The role of leaders in encouraging the whole function to question what they're doing and to not come to any decision-making process or meeting without thinking about data and evidence seems to be absolutely key."

This is supported by our Insight222's research, Upskilling the HR Profession: Building Data Literacy at Scale, which that highlights to successfully implement a data-driven HR culture, there needs to be role modelling from senior HR leaders.  

So ask yourself: How relevant is the data? Is it answering the business problems? How can I gather more context? Does the data tell the whole story?

HR and people analytics leaders must model these behaviours to inspire a shift towards a more analytical and inquisitive culture. So, ask those probing questions and challenge assumptions to get to the root of the problem.

Broaden the Sources of Evidence

This then brings us to the next point. Adopt a multifaceted approach to evidence, integrating:

• Internal organisational data to understand current trends and metrics within the company.

• Scientific research to incorporate established knowledge and findings from the field of HR and people analytics.

• Stakeholder insights to ensure the perspectives and needs inform the decisions of employees, managers, and other key parties.

• Professional expertise to leverage the tacit knowledge and judgment accumulated by HR practitioners.

Implement a Structured Decision-Making Process

Follow a structured approach that clearly separates the identification of issues from generating solutions.

As Rob emphasised during his discussion with David Green, 

"I think everyone can relate to the experience of people spending not much time on identifying the problem because it's hard and it's difficult and it causes conflict sometimes and it's confusing, and very much wanting to move on to, "Let's action this, let's do something", back to doing stuff, "let's do some stuff, let's intervene". And typically, people spend way more time on that and not enough time on saying, "What is the business issue? Have we bottomed this out enough to help us think what we need to take action on?" So, this two-stage process is really crucial as well I think."

Begin by thoroughly understanding the problem, using evidence from multiple sources to define its nature and scope. Only after the issue is well understood should potential interventions be considered. This ensures that actions are directly targeted at the root causes of issues, enhancing their likelihood of success.

Progressive organisations such as TikTok understand this. As such, the Head of People Analytics, Justin Hurl, created a model named The People Analytics Method. This method aims to focus on understanding the context of the business problem to hone in on the relevant data and strategies to be applied in finding a solution. 

Develop Analytical Capabilities in HR

Equip HR with the tools and skills to leverage people data and talent intelligence effectively. This may involve upskilling current employees, hiring individuals with a strong analytical background, or partnering with external consultants. An investment in analytical capabilities broadens the scope of evidence that HR can draw upon, enhancing the quality of decision-making.

"I almost think you could have a big thing on people's screensavers or on the wall of an office saying, "Is this helping the business, and how do we know? What's the problem; what are we trying to do?" So, just inculcate that sense of everything we do should be helping the business. If it's not, we have to go and retrospectively say, "What is it; what's the problem; what's the issue?" and if it isn't, just stop doing it and focus on the problems, that becoming an everyday kind of way of thinking. The principle's important." Briner concludes.

Building a Data-Driven Culture in HR

Remember, it's not about having all the answers - it's about asking the right questions and leveraging multiple sources of evidence and talent intelligence to guide actions towards impactful outcomes. 

It requires a mindful re-engineering of processes and mindsets. Still, the payoff is worth it: a more agile and forward-thinking HR function that delivers measurable value to the organisation. 

When woven intricately with people analytics, evidence-based HR offers a nuanced, insightful approach to managing the people within organisations. The combination promises better decision-making, improved organisational effectiveness, and, ultimately, more engaged and fulfilled employees. So, let's continue asking questions, exploring data, and challenging assumptions as we embark on this journey towards a data-driven HR future.

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