Evidence-based HRM And Its Importance In HR Practice

What is Evidence-Based HRM and why it is Important in HR Practice?

1.Evidence-based HRM, a specific application of the broader term, evidence-based management,explain what is meant by this term. Why is this important in HR practice?

2. Find any two internet written sources that you believe would be useful to Israel Tobin in persuading Mark French of the strategic value of the HR function in CERA?

3. Using the CRAP test, evaluate the two sources that you used above?

Evidence based HRM is the human resource practice, which is the process of identifying as well as employing critically the HR approaches and interventions that have the most potential basis of empirical support to attain the desired results (de Waal & Roobol, 2014). It is mainly utilizing the existing evidence present within the field of Human Resource Management in terms of informing the HR policy, interventions, decision making and especially strategy as well. On the other hand, the evidence based HR practice has the capability of ensuring that the practitioners have few ideas regarding what works depending on current and historical evidence (Armstrong & Taylor, 2014).

Evidence based Human Resource Management plays significant role in HR practice as it has its base within the scientific community and in particular, the medical profession has embraced. The HR professionals should become familiar with the practice and theory as well of such an approach in terms of becoming evidence based practitioner (Gubbins & Rousseau, 2015). Evidence based HRM helps in implementing more effective as well as informed decision making. On the other hand, it also provides an enhanced capability of aligning the HR practice with the strategic goals of the company (Hakem, Zadeh & Baba, 2016). Apart from that, it is a more analytical approach depending on the existing data, statistics, analytics and information as well.

Hence, two articles have been analyzed which would be helpful to Israel Tobin in persuading Mark French regarding the strategic value of the HR function in CERA.

This study would be effective for Israel as this article deals with the empirical exploration of the theoretical frameworks regarding the roles of corporate HR in the “Global Talent Management” (Ho, Lo & Teo, 2013). In particular, it mainly expands the knowledge of the HR professionals regarding the process of global talent management in two sectors such as the professional as well as financial services. Most importantly, this article has demonstrated how the roles of “Corporate Human Resource” in “Global Talent Management” are influenced through the approach of GTM and international business strategy (Lester, Virick & Clapp-Smith, 2016). In this article, GTM has been portrayed to be widely embedded in the wider the business shifts and structure in the globalization direction within the sector, enabling the episodes and epochs of internationalization (Ho, Lo & Teo, 2013). Therefore, all the facts portrayed in this study would support the pitch of Israel for persuading the executive team of CERA and Mark French.

Two Internet Written Sources that can Persuade Mark French for the Strategic Value of HR Function in CERA

This study would also be proven very significant for Israel as this article has examined the espoused competencies of the HR functions in literature. Moreover, this article has also examined to shed light on the transforming nature of the Human Resource function. This article has also portrayed the importance of the competencies of Human Resource for the effective performance of the Human Resource function which is such an area that has achieved the enhancing interest over the last 20 years (Sparrow, Farndale & Scullion, 2013). On the other hand, the strategic Human Resource competencies are based on the alignment of the Human Resource activities (Alfes et al., 2013). There are five useful domains of the Human Resource competencies, which fall under the functional and strategic categories former incorporating business knowledge and strategic contribution as well as the latter incorporating HR technology, HR delivery and personal credibility (Sparrow, Farndale & Scullion, 2013). Therefore, this article has examined the necesssities of HR supply-side competencies for the HR function which can play an effective role in evaluating the changes in the Human Resource function. Thus, the entire facts illustrated in this study would significantly support the pitch of Israel for persuading the executive team of CERA and Mark French.

Currency	Reliability	Authority	Purpose or Point of View
This article is almost four years older from this current year However, this article is current enough for the topic regarding strategic value of Hr function	This resource or article is comprised of the secondary information On the other hand, the content of this article is primarily an opinion which is balanced for the current topic of this study The authors of this article have provided valid sources as well as references for the data or quotations provided within the article.	The names of the authors are Paul Sparrow, Elaine Farndale and Hugh Scullion Credential of Paul Sparrow – Centre for Performance-led HR, Lancaster University Management School, Bailrigg, Lancaster, UK Credential of Elaine Farndale – Department of Labor Studies and Employment relations, Pennsylvania state university, University Park, PA, USA Credential of Hugh Scullion – Department of Management, J.E. Cairnes School of Business and Public Policy. The name of the publisher is Routledge	The content of this particular article explores the fact regarding the strategic value of the HR function It is not biased as this article has provided a completely neutral view.

Currency	Reliability	Authority	Purpose or Point of View
This article is almost four years older from this current year However, this article is current enough for the topic regarding strategic value of Hr function	This resource or article is comprised of the secondary information On the other hand, the content of this article is primarily a fact which is balanced for the current topic of this study The authors of this article have provided valid sources as well as references for the data or quotations provided within the article.	The names of the authors are Marcus Ho, Karen Lo and Stephen T. T. Teo Credentials of the authors are that all the three authors are associated with New Zealand Work Research Institute and Department of Management Auckland University of Technology The name of the publisher of this article is Global Science & Technology Forum	The content of this particular article explores the fact regarding the strategic value of the HR function This article is not biased at all as this article has provided a completely neutral view.

Conclusions Regarding the Nature of Information

After conducting the entire analysis based on the context of evidence based HRM system, a significant conclusion can be drawn regarding the nature of information that should be utilized for informing practice. Moreover, the importance of the evidence based Human Resource Management has been properly portrayed within the Human Resource practices. As a conclusion, it can be stated that the evidence based HRM as well as the strategies associated with it can play a significant role in this regard. By informing practices, the evidence based Human Resource Management system can play a significant role in Human Resource in order to enable the companies for meeting their strategic objectives. On the other hand, it would also help CERA for understanding in a wider way regarding the value of the employees of the organization and what makes them productive and keeps them involved. Therefore, in this regard, the HR professionals have the major roles and responsibilities for fostering on serving the strategic agenda of CERA. Thus, the two selected articles can significantly be utilized in terms of supporting the pitch of Israel to persuade or convince Mark French as well as the executive team of CERA.

References

Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management, 24(2), 330-351.

Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource management practice. Kogan Page Publishers.

de Waal, A., & Roobol, M. (2014, October). Applying evidence-based HRM: the case of bonuses in the home furnishing industry. In Evidence-based HRM: a Global Forum for Empirical Scholarship (Vol. 2, No. 2, pp. 192-208). Emerald Group Publishing Limited.

Gubbins, C., & Rousseau, D. M. (2015). Embracing Translational HRD Research for Evidence?Based Management: Let’s Talk About How to Bridge the Research–Practice Gap. Human Resource Development Quarterly, 26(2), 109-125.

HakemZadeh, F., & Baba, V. V. (2016). Measuring the actionability of evidence for evidence-based management. Management Decision, 54(5), 1183-1204.

Ho, M., Lo, K., & Teo, S. (2013, July). Evolving function and competencies: Assessing the changes in the literature on human resource (HR) competencies for the HR function across two decades (1990-2012). Global Science & Technology Forum.

Lester, G. V., Virick, M., & Clapp-Smith, R. (2016). Harnessing Global Mindset to Positively Impact Advances in Global Leadership through International Human Resource Management Practices. In Advances in Global Leadership (pp. 325-349). Emerald Group Publishing Limited.

Marler, J. H., & Fisher, S. L. (2013). An evidence-based review of e-HRM and strategic human resource management. Human Resource Management Review, 23(1), 18-36.

Sparrow, P., Brewster, C., & Chung, C. (2016). Globalizing human resource management. Routledge.

Sparrow, P., Farndale, E., & Scullion, H. (2013). An empirical study of the role of the corporate HR function in global talent management in professional and financial service firms in the global financial crisis. The International Journal of Human Resource