Critical Evaluation of HR Information

This presentation focuses on the critical evaluation of HR information, specifically evidence-based HRM. It discusses the importance of evidence-based HRM in talent management, decision making, and risk management. The presentation also includes a case study on CERA, highlighting the strategic human resource planning and work design. The evaluation of two articles related to HR strategies is provided, along with a conclusion emphasizing the significance of choosing the right information for HR practices.

HRM 502 CRITICAL EVALUATION OF HR
INFORMATION
STUDENT NAME & ID:
LECTURER NAME:
ASSESSMENT TITLE: CRITICAL EVALUATION OF HR INFORMATION

EVIDENCE BASED HRM
 Evidence based management
It refers to a process where the organization evaluates a decision or a process against
some provided data, expert opinions, real experiences or some other types of information
to ensure the desired outcome achieved by the decision so made (Armstrong & Taylor,
2014).
 Evidence based HRM
It is is a part of the broader aspect of Evidence based management. It simply refers to
employment of HR practices that are away from suppositions, any kinds of fads and
reactions where high quality data is judiciously used for critical thinking and strategic
decision making purposes (Dormann et al., 2016). Evidence based HRM is motivated only
by an output anticipation and is not compromised by factors of organizational chain of
command or any kind of organizational biases (Lange, 2013).

IMPORTANCE OF EVIDENCE BASED HRM
 The discipline of Evidence based HRM uses the best data to deduce solutions for
effective talent management and help business in gaining competitive advantages.
 Evidence based HR help strategic managers in efficient mitigation of management
issues like regulators, myriad demands, customer requirements and workforce
management (DeNisi, Wilson & Biteman, 2014).
 It helps in effective and better decision making. Correct and on-time decision making
is supported holistically by Evidence based HRM.
 Risk management can be effectively handled by evidence based HRM practices as it
provides improved credibility and consistent decision making (Marler & Fisher,
2013).

EVALUATION OF EVIDENCE BASED HRM
 Evidence based HRM practices has some limitations as well which will support better
understanding of its underlying importance.
 It is not that decision-makers are constantly ‘researching’ various data sources all the
time (Marler & Fisher, 2013).
 Use of Analytics and Business Intelligence in Evidence based HRM is quite evident.
This automated decision making lacks reliability to a greater extent (Morrell &
Learmonth, 2017).
 HR practitioners will still be accountable for their approaches to strategic decision
making.
 The explicit nature of evidence based HRM impacts the status quo and corporate
culture act as one of the main hindrances in the effective utilization of evidence based
HR practices (Lange, 2013).

CERA CASE STUDY
Israel Tobin faced the main difficulty of handling the whole workforce planning process
as Mark French is of different opinion from his on the same. I as Tobin would take the
following decisions as the HR manager. So it is decided that workforce management
process will be carried out by different informal organizational canvassing and prospect
analysis of the employees in CERA for a five year term plan and focus on virtual
technology will be deployed. I will also focus on the factors of service orientation and
innovation as competitive differentiators (CERA Strategy, 2019).
Two internet sources include that will help me in this regard includes
 The first news article used is extracted from Forbes entitles “What should HR Leaders
focus on in 2016?” (Lawler, 2016).
 And the second news article used is extracted from The Human Resource Today
entitles “The Rise of the People Strategy Platform?” (Sutcliffe, 2018).

CERA CASE STUDY
I as the HR Manager at The CERA have to provide a presentation of strategic human
resource planning and its work design to Mark French, the CEO of CERA. The two
previously mentioned articles will do my job effectively.
 The first article illustratively elucidates the various ways that help in best strategic HR
function acquiring and implementation in a business enterprise. It emphasis on talent
management and talent development(Lawler, 2016).
 The second article provides an understanding of the core ideas that support
successful achievement of organizational goals. It emphasis on various business
concerns regarding the future of human resources in an organization (Sutcliffe, 2018).
The articles provided me direction for better strategic planning where I focused on timely
communication and operational downsizing in the organization with accurate data
support.

CERA CASE STUDY
 The sources also provide me insights into the need for change in the fundamental
metropolitan business footmark of CERA and the need for diversification (Lawler,
2016).
 Work on the smart network of engineering operations need to be focused more and
rural zones need to be handled with care for outside operational plans beyond Sydney.
 It also focuses on improved organizational performances by implementation of a
universal set of laws and policies like training and skill development that will
holistically support perfect alignment of both people and performance (Lawler, 2016).
 Resource based HRM view is also supported by the articles which is important for
increased level of performances in organizations like CERA (Sutcliffe, 2018).

EVALUATION BASED ON CRAP TEST
 Evaluation of the first source “What should HR Leaders focus on in 2016?”
C- currency It is not most recent but can come under latest 5 years time and is published in
February 4, 2016
R- reliability It is a secondary source of information collected from a News article Forbes.
Relevant references are provided.
It is not a peer reviewed article published by the Forbes.
Maximum part of the information is applicable to the case of CERA and is
provided in a balanced and generalized format.
A- authority The Forbes published it and Edward E. Lawler III is the single author.
Credential of the contributor is provided and he is a distinguished professor of
business and director of the Center for Effective Organizations in the Marshall
School of Business, University of Southern California.
P- purpose The intended audiences are managers and executives. The information is a
piece of persuasive knowledge and is linked to a blog post by the writer in 2014.
The author has high interest in this field of discussion.

EVALUATION BASED ON CRAP TEST
 Evaluation of the second source “The Rise of the People Strategy Platform?”
C- currency It is one of the recent articles published on February 16, 2018.
R- reliability It is a secondary source of information collected from The Human Resource
Today. It is not a peer reviewed article published.
Maximum part of the information is applicable to the case of CERA and is
provided in a balanced and generalized format.
A- authority The article is published by the Human Resource Today and Josie Sutcliffe is
the single writer of it. The credentials of the writer are mentioned and she
has background in Product Management, Business Development, and
Marketing for technology start ups.
P-purpose The intended audiences are large sized business enterprises. The information
provided is a piece of persuasive knowledge development on environmental
engineering and strategic HR planning. The article is a key takeaway from the
BCG submit of HR leaders on future of HR and trends that shape it.

EVALUATION BASED ON CRAP TEST
Additional sources supporting the CRAP test are
Domain of the sources: .com for both articles.
Sponsors: for the first article- Forbes Media
For the second one- Visier
Difficulty level in finding the articles: The information is easy to find in both cases.
Recent update: No recent update is done in both articles.
Other factors: And there are lot of advertisements and distractions that cause difficult for
the reader to concentrate on the write up. Also, the articles are only for informative
purposes and has no irony or satire linked to them.

CONCLUSION
 Evidence based HRM practices are largely used in recent organizational decision-
making and strategic planning purposes. A huge part of the cost management is used
up for implementation of tools of evidence based HRM like Business Information and
Analytics.
 The tools are used irrespective of other factor considerations and only work on the
limited information provided for decision making. Thus the scope of decision making
becomes narrower and for any kind of mismanagement the HR department is to be
held responsible for the decision making be it automated or manual.
 So, evidence based HRM practices are critical to organizational success and a lot of
factor consideration need to be included to add effectiveness to it and thus long term
organizational sustainability can be achieved holistically.

CONCLUSION
 In conclusion to the case study of CERA it could be opined that I as Israel Tobin and
my team are confident enough in facing future contingences and challenges in regard
to organizational planning for different divisions of work. There is also high chances
of demand-supply mismatch in skill and talent management of professionals which
we need to focus more.
 So the development of a work plan for CERA requires both time and effort and proper
communication in the organizational hierarchy.
 Therefore I focused on increased communication through regular meet up in
meetings and discussion sessions. I will also focus on Gap analysis and strategic HR
value assessment in CERA.

CONCLUSION
 The articles used support the strategic move by me in the best possible manner and
provides the most contemporary HR strategies for organizational effectiveness and
long term sustainability by use of evidences from other organizations and relevant
data support.
 Modern organization and HRM department focus on resource based management
specially HR based where talent management and talent development is emphasized
the most. CERA can implement those strategies to support its diversified talent pool.
 So, it is quite evident that it is very crucial to choose the best information fitted for the
HR practices in an organization and that too in the right time.

REFERENCES
 Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management practice. Kogan Page
Publishers.
 CERA Strategy. (2019). Retrieved from https://doms.csu.edu.au/csu/file/677decc2-6646-404b-8e59-
8920a739d262/1/CERA%20.zip/CERA%20/strategy.html
 DeNisi, A. S., Wilson, M. S., & Biteman, J. (2014). Research and practice in HRM: A historical perspective. Human
Resource Management Review, 24(3), 219-231.
 Dormann, C., Binnewies, C., Koch, A. R., van Ackeren, I., Clausen, M., Preisendörfer, P., ... & Zlatkin-Troitschanskaia, O.
(2016). Transferring best evidence into practice: Assessment of evidence-based school management. Journal for
Educational Research Online/Journal für Bildungsforschung Online, 8(3), 14-38.
 Lange, T. (2013). Evidence-based HRM: a scholarship perspective with a difference. In Evidence-Based HRM: A Global
Forum for Empirical Scholarship (Vol. 1, No. 1, pp. 4-15). Emerald Group Publishing Limited.
 Lawler, E. (2016). What Should HR Leaders Focus On In 2016?. Retrieved from
https://www.forbes.com/sites/edwardlawler/2016/02/04/what-should-hr-leaders-focus-on-in-2016/
#2c984895348c
 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.
 Morrell, K., & Learmonth, M. (2017). Evidence-based management. The Oxford Handbook of Management, 419.
 Sutcliffe, J. (2018). The Rise of the People Strategy Platform. Retrieved from
http://www.humanresourcestoday.com/strategy/?open-article-id=6292821&article-title=the-rise-of-the-people-
strategy-platform&blog-domain=visier.com&blog-title=visier