critical thinking hr examples

Catch These Benefits! 13 Examples of Critical Thinking in the Workplace

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Your team is dealing with a sudden decrease in sales, and you’re not sure why.

When this happens, do you quickly make random changes and hope they work? Or do you pause, bring your team together , and analyze the problem using critical thinking?

In the pages ahead, we’ll share examples of critical thinking in the workplace to show how critical thinking can help you build a successful team and business.

Ready to make critical thinking a part of your office culture?

Let’s dive in!

What Is Critical Thinking? A Quick Definition

Critical thinking is the systematic approach of being a sharp-minded analyst. It involves asking questions, verifying facts, and using your intellect to make decisions and solve problems.

The process of thinking critically is built upon a foundation of six major steps:

• Comprehension
• Application
• Creation/Action

First, you gather “knowledge” by learning about something and understanding it. After that, you put what you’ve learned into action, known as “application.” When you start looking closely at the details, you do the “analysis.”

After analyzing, you put all those details together to create something new, which we call “synthesis.” Finally, you take action based on all your thinking, and that’s the “creation” or “action” step.

Examples of Critical Thinking in the Workplace

Even if the tasks are repetitive, or even if employees are required to follow strict rules, critical thinking is still important. It helps to deal with unexpected challenges and improve processes.

Let’s delve into 13 real examples to see how critical thinking works in practice.

1. Evaluating the pros and cons of each option

Are you unsure which choice is the best? Critical thinking helps you look at the good and bad sides of each option. This ensures that you make decisions based on facts and not just guesses.

Product development : For example, a product development team is deciding whether to launch a new product . They must evaluate the pros and cons of various features, production methods, and marketing strategies to make an informed decision. Obviously, the more complete their evaluation is, the better decisions they can make.

2. Breaking down complex problems into smaller, manageable parts

In the face of complex problems, critical thinkers are able to make the problem easier to solve. How? They create a step-by-step process to address each component separately.

Product deliveries and customer support . Imagine you work in a customer service department, and there has been a sudden increase in customer complaints about delayed deliveries. You need to figure out the root causes and come up with a solution.

So, you break down the problem into pieces – the shipping process, warehouse operations, delivery routes, customer communication, and product availability. This helps you find out the major causes, which are:

• insufficient staff in the packaging department, and
• high volume of orders during specific weeks in a year.

So, when you focus on smaller parts, you can understand and address each aspect better. As a result, you can find practical solutions to the larger issue of delayed deliveries.

3. Finding, evaluating and using information effectively

In today’s world, information is power. Using it wisely can help you and your team succeed. And critical thinkers know where to find the right information and how to check if it’s reliable.

Market research : Let’s say a marketing team is conducting market research to launch a new product. They must find, assess, and use market data to understand customer needs, competitor tactics, and market trends. Only with this information at hand can they create an effective marketing plan.

4. Paying attention to details while also seeing the bigger picture

Are you great at noticing small things? But can you also see how they fit into the larger picture? Critical thinking helps you do both. It’s like zooming in and out with a camera. Why is it essential? It helps you see the full story and avoid tunnel vision.

Strategic planning . For instance, during strategic planning, executives must pay attention to the details of the company’s financial data, market changes, and internal potential. At the same time, they must consider the bigger picture of long-term goals and growth strategies.

5. Making informed decisions by considering all available information

Ever made a choice without thinking it through? Critical thinkers gather all the facts before they decide. It ensures your decisions are smart and well-informed.

Data analysis . For example, data analysts have to examine large datasets to discover trends and patterns. They use critical thinking to understand the significance of these findings, get useful insights, and provide recommendations for improvement.

6. Recognizing biases and assumptions

Too many workplaces suffer from unfair and biased decisions. Make sure yours isn’t on this list. Critical thinkers are self-aware and can spot their own biases. Obviously, this allows them to make more objective decisions.

Conflict resolution . Suppose a manager needs to mediate a conflict between two team members. Critical thinking is essential to understand the underlying causes, evaluate the validity of each person’s opinion, and find a fair solution.

Hiring decisions . Here’s another example. When hiring new employees, HR professionals need to critically assess candidates’ qualifications, experience, and cultural fit. At the same time, they have to “silence” their own assumptions to make unbiased hiring decisions.

7. Optimizing processes for efficiency

Critical thinking examples in the workplace clearly show how teams can improve their processes.

Customer service . Imagine a company that sells gadgets. When customers have problems, the customer service team reads their feedback. For example, if many people struggle to use a gadget, they think about why that’s happening. Maybe the instructions aren’t clear, or the gadget is too tricky to set up.

So, they work together to make things better. They make a new, easier guide and improve the gadget’s instructions. As a result, fewer customers complain, and everyone is happier with the products and service.

8. Analyzing gaps and filling them in

Discovering problems in your company isn’t always obvious. Sometimes, you need to find what’s not working well to help your team do better. That’s where critical thinking comes in.

Training and development . HR professionals, for instance, critically analyze skill gaps within the organization to design training programs. Without deep analysis, they can’t address specific needs and upskill their employees .

9. Contributing effectively to team discussions

In a workplace, everyone needs to join meetings by saying what they think and listening to everyone else. Effective participation, in fact, depends on critical thinking because it’s the best shortcut to reach collective decisions.

Team meetings . In a brainstorming session, you and your colleagues are like puzzle pieces, each with a unique idea. To succeed, you listen to each other’s thoughts, mix and match those ideas, and together, you create the perfect picture – the best plan for your project.

10. Contributing effectively to problem-solving

Effective problem-solving typically involves critical thinking, with team members offering valuable insights and solutions based on their analysis of the situation.

Innovative SaaS product development . Let’s say a cross-functional team faces a challenging innovation problem. So, they use critical thinking to brainstorm creative solutions and evaluate the feasibility of each idea. Afterwards, they select the most promising one for further development.

11. Making accurate forecasts

Understanding critical thinking examples is essential in another aspect, too. In fact, critical thinking allows companies to prepare for what’s coming, reducing unexpected problems.

Financial forecasting . For example, finance professionals critically assess financial data, economic indicators, and market trends to make accurate forecasts. This data helps to make financial decisions, such as budget planning or investment strategies.

12. Assessing potential risks and recommending adjustments

Without effective risk management , you’ll constantly face issues when it’s too late to tackle them. But when your team has smart thinkers who can spot problems and figure out how they might affect you, you’ll have no need to worry.

Compliance review . Compliance officers review company policies and practices to ensure they align with relevant laws and regulations. They want to make sure everything we do follows the law. If they find anything that could get us into trouble, they’ll suggest changes to keep us on the right side of the law.

13. Managing the crisis

Who else wants to minimize damage and protect their business? During a crisis, leaders need to think critically to assess the situation, make rapid decisions, and allocate resources effectively.

Security breach in a big IT company . Suppose you’ve just discovered a major security breach. This is a crisis because sensitive customer data might be at risk, and it could damage your company’s reputation.

To manage this crisis, you need to think critically. First, you must assess the situation. You investigate how the breach happened, what data might be compromised, and how it could affect your customers and your business. Next, you have to make decisions. You might decide to shut down the affected systems to prevent further damage. By taking quick, well-planned actions, you can minimize the damage and protect your business.

Encouraging Critical Thinking in Your Team: A Brief Manager’s Guide

According to Payscale’s survey, 60% of managers believe that critical thinking is the top soft skill that new graduates lack. Why should you care? Well, among these graduates, there’s a good chance that one could eventually become a part of your team down the road.

So, how do you create a workplace where critical thinking is encouraged and cultivated? Let’s find out.

Step 1: Make Your Expectations Clear

First things first, make sure your employees know why critical thinking is important. If they don’t know how critical it is, it’s time to tell them. Explain why it’s essential for their growth and the company’s success.

Step 2: Encourage Curiosity

Do your employees ask questions freely? Encourage them to! A workplace where questions are welcomed is a breeding ground for critical thinking. And remember, don’t shut down questions with a “That’s not important.” Every question counts.

Step 3: Keep Learning Alive

Encourage your team to keep growing. Learning new stuff helps them become better thinkers. So, don’t let them settle for “I already know enough.” Provide your team with inspiring examples of critical thinking in the workplace. Let them get inspired and reach new heights.

Step 4: Challenge, Don’t Spoon-Feed

Rethink your management methods, if you hand your employees everything on a silver platter. Instead, challenge them with tasks that make them think. It might be tough, but don’t worry. A little struggle can be a good thing.

Step 5: Embrace Different Ideas

Do you only like ideas that match your own? Well, that’s a no-no. Encourage different ideas, even if they sound strange. Sometimes, the craziest ideas lead to the best solutions.

Step 6: Learn from Mistakes

Mistakes happen. So, instead of pointing fingers, ask your employees what they learned from the mistake. Don’t let them just say, “It’s not my fault.”

Step 7: Lead the Way

Are you a critical thinker yourself? Show your employees how it’s done. Lead by example. Don’t just say, “Do as I say!”

Wrapping It Up!

As we’ve seen, examples of critical thinking in the workplace are numerous. Critical thinking shows itself in various scenarios, from evaluating pros and cons to breaking down complex problems and recognizing biases.

The good news is that critical thinking isn’t something you’re born with but a skill you can nurture and strengthen. It’s a journey of growth, and managers are key players in this adventure. They can create a space where critical thinking thrives by encouraging continuous learning.

Remember, teams that cultivate critical thinking will be pioneers of adaptation and innovation. They’ll be well-prepared to meet the challenges of tomorrow’s workplace with confidence and competence.

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A Short Guide to Building Your Team’s Critical Thinking Skills

• Matt Plummer

Critical thinking isn’t an innate skill. It can be learned.

Most employers lack an effective way to objectively assess critical thinking skills and most managers don’t know how to provide specific instruction to team members in need of becoming better thinkers. Instead, most managers employ a sink-or-swim approach, ultimately creating work-arounds to keep those who can’t figure out how to “swim” from making important decisions. But it doesn’t have to be this way. To demystify what critical thinking is and how it is developed, the author’s team turned to three research-backed models: The Halpern Critical Thinking Assessment, Pearson’s RED Critical Thinking Model, and Bloom’s Taxonomy. Using these models, they developed the Critical Thinking Roadmap, a framework that breaks critical thinking down into four measurable phases: the ability to execute, synthesize, recommend, and generate.

With critical thinking ranking among the most in-demand skills for job candidates , you would think that educational institutions would prepare candidates well to be exceptional thinkers, and employers would be adept at developing such skills in existing employees. Unfortunately, both are largely untrue.

• Matt Plummer (@mtplummer) is the founder of Zarvana, which offers online programs and coaching services to help working professionals become more productive by developing time-saving habits. Before starting Zarvana, Matt spent six years at Bain & Company spin-out, The Bridgespan Group, a strategy and management consulting firm for nonprofits, foundations, and philanthropists.  

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Helen Lee Bouygues

Reboot Foundation

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Improving the workplace through critical thinking

A lot of the problems in business — and in human resources — can be traced back to a single root: bad thinking. Over the course of my career as a consultant, I’ve seen business leaders make abysmal decisions based on faulty reasoning, and I’ve seen HR managers fail to recognise their own innate biases when addressing employee complaints and hiring decisions.

Let me give you an example. I was once asked to help turn around a large, but faltering, lingerie company in Europe. It didn’t take too long for me to see what the problem was: the company’s strategy assumed that all their customers everywhere pretty much wanted the same products.

Company leaders hadn’t done their research and didn’t really understand how their customers’ preferences varied from country to country.

In the UK, for example, lacy bras in bright colours sold the best; Italians seemed to prefer beige bras without lace; and Americans opted for sports bras in much, much larger numbers.

Transformations and turnarounds:

What to do when leadership fails

How HR can prioritise procedure using automation and digital processes

How to transform dysfunctional teams

Without realising it, they were making business decisions on faulty assumptions and bad information. However, a new strategy based on market-dependent research quickly helped turn things around.

Using feedback to get outside of your own head

One huge advantage consultants have over internal employees is simply that they are outsiders. Consultants obviously won’t know the ins and outs of the business as well as internal managers, but because of that, they also haven’t developed the biases and assumptions that can constrain employee thinking. In short, employees are sometimes too close to the problem.

Now, there are a lot of exercises and routines you can employ to make sure you don’t have blinders on when you’re confronting new problems or challenges.

Perhaps the easiest way to do this is through feedback. Of course, feedback can be tricky. No one likes to be evaluated harshly, and without the proper mechanisms in place the value of feedback may be lost amid negative interpersonal dynamics.

One of the best things an organisation can do is to implement clear and explicit practices and guidelines for feedback between managers and employees.

Feedback should be cooperative rather than antagonistic. It should give both parties the opportunity to reflect on, explain, and refine their reasoning. And it should be explicit, preferably using both written and oral communication to find flaws in reasoning and tease out new solutions.

Making conflict productive

Conflict is inevitable in a workplace. It’s how conflict is managed that can determine whether an organisation thrives. The key to good decision-making in group settings is productive, rather than destructive, conflict.

The best decisions emerge from a process in which ideas have to do battle with one another and prove their worth in group discussions. Without some conflict, organisations fall prey to group-think , where everyone goes along with the consensus.

Again, process is crucial here. The best organisations have clear guidelines and structures in place to ensure decision-making proceeds productively.

Decision-making practices should also include mechanisms for avoiding groupthink, by, for example, soliciting opinions in writing before a discussion and by composing groups with a diverse range of backgrounds and opinions.

Finally, leaders must truly value dissenting opinions. Special consideration should be given to ideas that go against the grain. Even if they lose out in the end, dissenting opinions make the final decision stronger.

Dissenters will also be more likely to buy into a decision that goes against their views if they feel their voice has been genuinely heard.

Thinking through individual goals critically and creatively

A key component of workplace happiness is employees’ sense that they are working toward something , both in terms of overall organisational goals and in terms of personal and professional growth.

Regular reflection on individual goals is vital to sustaining a healthy workplace culture. It also encourages more thoughtful work and allows employees to see day-to-day tasks in a broader context, helping them avoid burnout and monotony .

HR professionals can implement regular systems that allow employees to intentionally formulate these types of goals and understand how their work can be integrated more fully into achieving those goals.

Organisations can also grant employees time to pursue passion projects, like Google has, to give workers the freedom to develop ideas and products beneficial to both themselves and the company.

Creative and critical thinking is integral to organisational success, but it is too often assumed that employees and organisations either have it or they don’t.

The truth is that good thinking can be fostered with intentional, structured systems in place for feedback, argument, and reflection.

Helen Lee Bouygues is founder of the Reboot Foundation

Further reading

  Critical Thinking in HR 

Although we may not have been aware of it, critical thinking has always played an important role in business. Have you ever been in a meeting with senior management making a business case for a HR policy only to find your sound case was derailed? Someone in the room may relate it to something that didn’t work in the past, causing your valid arguments to be lost? If this sounds familiar, that person may have applied their critical thinking skills to the situation to your detriment. 

Opportunities to share ideas with senior management or outside stakeholders may not present themselves regularly. To make the most of them it is important people professionals can identify and employ critical thinking skills. 

It is also an area employers surveyed by the World Economic Forum identified as essential to the future of work across many industries. Critical thinking and analysis topped a list of ten skills  employers believed would be required in 2025. 

What are critical thinking skills?

Before we delve into why critical thinking matters for people professionals and how you can develop your critical thinking skills, it is important to define the term. Critical thinking is a process of conceptualising, analysing and evaluating information gathered from observation, experience or communication to guide belief or action. For people professionals there are three key areas relating to the skill:  

• Critiquing the ideas and arguments of others
• Constructing our own ideas and arguments
• Identifying when others are using critical thinking 

Critical thinking helps people professionals make decisions in a more reflective way. These decisions are less likely to be biased , crucial for HR leaders.

Why is critical thinking important in HR?

HR and People management involves solving a multitude of problems for your business. Critical thinking is important in people management because it helps us avoid making decisions based on:

• Incorrect assumptions
• Unreliable sources
• Unconscious biases 

Having strong critical thinking skills enables HR professionals at all levels to collect and process information in a structured way aiding the problem solving process. 

Critical thinking also helps people managers engage in strategic conversations with internal business partners from professions where critical thinking is a central part of their role like legal professionals, engineers or C Suite management. HR teams are often asked to facilitate meetings around complex or difficult strategic issues amongst other parts of the business. With critical thinking knowledge you are likely to be in a better position to do this but also to facilitate stakeholder thoughts in a more structured way.

How to develop critical thinking skills?

Fortunately, critical thinking skills are not inherent, it is something that can be learnt or improved upon. If you feel your skills need some improvement we have found 6 ways HR professionals can improve critical thinking skills :

1. Question your own thinking

It is natural for all human beings to develop a pattern of thinking that we use to navigate life and work. As a HR leader it is easy to believe something must be correct because it has ‘always been done that way’. Critical thinking helps us to break out of those patterns of passive thinking where little changes. Instead, it asks us to question how we think and look for problems that could be solved to make a situation or process better. 

2. Discern relevant data

The digital age means we are often overwhelmed by data. It is important that people managers remember that not all data is useful or relevant. As critical thinking skills improve it should become easier for you to divide information into what to ignore and what to pay attention to.

3. Explore new ideas

It can sometimes be intimidating or threatening when you are faced with new ideas, especially in such a regulated area. In order to grow as a professional, it is important to explore new ideas. Speak to colleagues or people in other departments for input on how things could be done. Take a professional development course in an area of interest or read up on new developments in the industry that your business might be able to employ.

4. Encourage alternative views

Often businesses get stuck in a cycle of short-term thinking. Getting things done to reach immediate goals at the expense of the bigger picture. Developing an organisational culture that is open to alternative views is an important part of facilitating critical thinking. Don’t just wait for colleagues to challenge the status quo, actively encourage it through:

• Informal conversations
• Brainstorms

When provided with the space to do so, you and your colleagues may come up with many alternative ideas that challenge existing processes and procedures across the organization.

5. Take time to decide

A quick decision is the enemy of critical thinking. If you regularly make decisions on the fly, take time to reflect on whether with the benefit of hindsight they were always the right one. As a people manager it is important to take time to think about important decisions. Particularly those that are going to impact the entire organisation.

If you love a proposal, take some time to think about potential negative implications. Try to look at it from a number of different viewpoints, put yourself in the shoes of someone of a different:

• Level in the organisation

How will your decision impact each of them? If it is a very significant change, it might be worth interviewing a spectrum of people for their opinion before you make a final decision. Take a similar approach to decisions you don’t like, just because you don’t like an idea does not mean it is not the right thing for the wider team or organization as a whole. 

6. Avoid assumptions

The old adage making an assumption makes an ass out of you and me is most certainly true when it comes to critical thinking. Before you unintentionally jump to a conclusion ask yourself:

a.            What are the facts?

b.            Is there a relationship between cause and effect?

c.            Is the language used to describe the issue is ambiguous or clear?

          These questions will help you avoid falling back on something you believe to be true without any proof. 

TedTalks to improve your critical thinking skills

Prefer to learn by watching or listening? The experts at TED have created some useful talks on the subject of critical thinking:

1.  5 tips to improve your critical thinking

Samantha Agoos takes us through a five step process we can apply to decision making in any area of life.  

2.  Encourage critical thinking with these 3 questions

Eric Wilberding shared the Socratic Method of critical thinking developed by Socrates one of the founding fathers of philosophical thought.  

3.  How can you change someone's mind

Hugo Mercier demonstrates how critical thinking skills can be used to change the minds of others. Particularly useful for people managers who have to influence others within the business. 

The most important thing to remember when it comes to using critical thinking effectively is there is no one right answer. You can use this skill to create a number of options, all of which may work well.  Although people management may be fraught with difficult decisions. International health insurance for your expat employees does not have to be one of them. We offer tailor made solutions for businesses of all sizes. Get in touch with us today to discover more. 

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Evidence-based HR: Make better decisions and step up your influence

A step-by-step approach to using evidence-based practice in your decision-making

People professionals are often involved in solving complex organisational problems and need to understand ‘what works’ in order to influence key organisational outcomes. The challenge is to pick reliable, trustworthy solutions and not be distracted by unreliable fads, outdated received wisdom or superficial quick fixes.

This challenge has led to evidence-based practice . The goal is to make better, more effective decisions to help organisations achieve their goals.

At the CIPD, we believe this is an important step for the people profession to take: our Profession Map describes a vision of a profession that is principles-led, evidence-based and outcomes-driven.

This guide sets out what evidence-based practice is, why it’s important, what evidence we should use and how the step-by-step approach works. It builds on previous CIPD publications 1 and the work of the Center for Evidence-Based Management ( CEBMa ), as well as our experience of applying an evidence-based approach to the people profession.

What is evidence-based practice?

Why do we need to be evidence-based, what evidence should we use, how do we make evidence-based decisions, how to move towards an evidence-based profession, notes and further reading, acknowledgements and publication information, evidence-based practice: a video introduction.

The basic idea of evidence-based practice is that high-quality decisions and effective practices are based on critically appraised evidence from multiple sources. When we say ‘evidence’, we mean information, facts or data supporting (or contradicting) a claim, assumption or hypothesis. This evidence may come from scientific research, the local organisation, experienced professionals or relevant stakeholders. We use the following definition from CEBMa :

“Evidence-based practice is about making decisions through the conscientious, explicit and judicious use of the best available evidence from multiple sources… to increase the likelihood of a favourable outcome.”

This technical definition is worth unpacking.

Conscientious means that you make a real effort to gather and use evidence from multiple sources – not just professional opinion. Good decisions will draw on evidence from other sources as well: the scientific literature, the organisation itself, and the judgement of experienced professionals.

Explicit means you take a systematic, step-by-step approach that is transparent and reproducible – describing in detail how you acquired the evidence and how you evaluated its quality. In addition, in order to prevent cherry-picking, you make explicit the criteria you used to select the evidence.

Judicious means critically appraised. Evidence-based practice is not about using all the evidence you can find, but focuses only on the most reliable and trustworthy evidence.

Increased likelihood means that taking an evidence-based approach does not guarantee a certain outcome. Evidence-based people professionals typically make decisions not based on conclusive, solid evidence, but on probabilities, indications and tentative conclusions. As such, an evidence-based approach does not tell you what to decide, but it does help you to make a better-informed decision.

The importance of evidence-based practice and the problems it sets out to solve is explained in more detail in our  factsheet and thought leadership article but, in essence, it has three main benefits:

• It ensures that decision-making is based on fact, rather than outdated insights, short-term fads and natural bias.
• It creates a stronger body of knowledge and as a result, a more trusted profession.
• It gives more gravitas to professionals, leads to increased influence on other business leaders and has a more positive impact in work.

Before making an important decision or introducing a new practice, an evidence-based people professional should start by asking: "What is the available evidence?" As a minimum, people professionals should consider four sources of evidence.

Evidence from people professionals

The expertise and professional judgement of practitioners, such as colleagues, managers, staff members, employees and leaders, is vital for determining whether a people management issue does require attention, if the data from the organisation are reliable, whether research findings are applicable, or whether a proposed solution or practice is likely to work given the organisational context.

Evidence from scientific literature

In past decades, a large number of scientific studies have been published on topics relevant to people professionals, for example on topics such as the characteristics of effective teams, the drivers of knowledge worker performance, the recruitment and selection of personnel, the effect of feedback on employee performance, the antecedents of absenteeism, and the predictors of staff turnover. Empirical studies published in peer-reviewed journals are especially relevant, as they provide the strongest evidence on cause-and-effect relationships, and thus what works in practice.

Evidence from the organisation

This can be financial data or performance indicators (for example, number of sales, costs, return on investment, market share), but it can also come from customers (for example, customer satisfaction, brand recognition), or employees (for example, task performance, job satisfaction). It can be ‘hard’ numbers such as staff turnover rates, medical errors or productivity levels, but it can also include ‘soft’ elements such as perceptions of the organisation’s risk climate or attitudes towards senior management. This source of evidence typically helps leaders identify the existence or scale of a need or problem, possible causes and potential solutions.

Evidence from stakeholders

Stakeholders are people (individuals or groups inside or outside the organisation) whose interests affect or are affected by a decision and its outcomes. For example, internal stakeholders such as employees can be affected by the decision to reduce the number of staff, or external stakeholders such as suppliers may be affected by the decision to apply higher-quality standards. However, stakeholders can also influence the outcome of a decision; for example, employees can go on strike, regulators can block a merger, and the general public can stop buying a company’s products. For this reason, this evidence is often an important guide to what needs or issues an organisation investigates, what improvements it considers and whether any trade-offs or unintended consequences of proposed interventions are acceptable.

The importance of combining all sources

Finally, none of the four sources are enough on their own – every source of evidence has its limitations and its weaknesses. It may not always be practical to draw on all four sources of evidence or to cover each of them thoroughly, but the more we can do, the better decisions will be.

Since the 1990s, evidence-based practice has become an established standard in many professions. The principles and practices were first developed in the field of medicine and following this, have been applied in a range of professions – including architecture, agriculture, crime and justice, education, international development, nutrition and social welfare, as well as management. Despite differing contexts, the approach broadly remains the same.

Below, each step is discussed and illustrated with examples. It is important to note that following all six steps will not always be feasible. However, the more that professionals can do – especially when making major or strategic decisions – the better.

Asking questions to clarify the problem and potential solution and to check whether there is evidence in support of that problem and solution is an essential first step. Without these questions the search for evidence will be haphazard, the appraisal of the evidence arbitrary, and its applicability uncertain.

Asking critical questions should be constructive and informative. It is not about tearing apart or dismissing other people's ideas and suggestions. By the same token, evidence-based practice is not an exercise in myth busting, but rather seeking to establish whether claims are likely to be true and potential solutions are likely to be effective.

Example 1 shows the type of questions you can ask.

Example 1: Autonomous teams – an example of asking critical questions

Consider a typical starting point: a senior manager asks you to develop and implement autonomous teams in the organisation. Rather than jumping into action and implementing the proposed solution, an evidence-based approach first asks questions to clarify the (assumed) problem:

• What is the problem we are trying to solve with autonomous teams?
• How do we know we have this problem? What is the evidence?
• What are the organisational consequences of this problem?
• How serious and how urgent is this problem? What happens if we do nothing?

The next step would be to ask more specific questions on whether there is sufficient evidence confirming the existence and seriousness of the problem. The senior manager explains that the organisation has a serious problem with absenteeism, and that a lack of autonomy – employees’ discretion and independence to schedule their work and determine how it is to be done – is assumed to be its major cause. Important questions to ask are:

• Do experienced practitioners (for example, supervisors, managers) agree we have a serious problem with absenteeism? Do they agree lack of autonomy is a major cause?
• Do the organisational data confirm we have a problem with absenteeism? How does our rate of absenteeism compare to the average in the sector? Is there a trend? Do the data suggest the problem will increase when nothing is done?
• Does the scientific literature confirm that lack of autonomy is an important driver of absenteeism? What are other common causes?
• How do stakeholders (for example, employees, supervisors) feel about the problem? Do they agree lack of autonomy is a major cause?

Based on the answers, you should be able to conclude whether there is sufficient evidence to support the senior manager’s claim that the organisation has a problem with absenteeism, and that this problem is most likely caused by a lack of autonomy. If one or more questions can’t be answered, this may be an indication that more evidence is needed. The next step would be to ask the executive manager critical questions about the proposed solution:

• Do we have a clear idea of what autonomous teams are? How are they different from ‘traditional’ teams?
• How exactly are autonomous teams supposed to have a positive effect on absenteeism? How does this work? What is the causal mechanism/logic model?

The final step would be to ask questions to check whether there is sufficient evidence from multiple sources indicating the proposed solution will indeed solve the problem:

• Do experienced practitioners (for example, supervisors, managers) agree that the introduction of autonomous teams is the ’best’ solution to lower the organisation’s absenteeism rate? Do they see downsides or unintended negative consequences? Do they see alternative solutions that may work better?
• Can organisational data be used to monitor the impact of autonomous teams on absenteeism?
• Does the scientific literature confirm that autonomous teams have a positive effect on absenteeism? Does the literature suggest other solutions that may work better?
• How do stakeholders (for example, employees, supervisors) feel about the introduction of autonomous teams? Do they think it will have a positive impact on absenteeism?

Based on the answers to the questions in Step 1 , we should have a good understanding of whether there is sufficient evidence from multiple sources to support the assumed problem and preferred solution. In most cases, however, the available evidence is too limited or important sources are missing. In that case, we proceed with the second step of evidence-based practice: acquiring evidence.

Acquiring evidence from practitioners

This could be through:

• face-to-face conversations: this is the easiest way. While it can be prone to bias, sometimes simply asking people about their experience can give good insight.
• more structured interactive group meetings, workshops or other ways of collecting views, such as surveys.

Practitioner expertise is a useful starting point in evidence-based practice to understand the assumed problem and preferred solutions. It is also helpful in interpreting other sources of evidence – for example, in assessing whether insights from scientific literature are relevant to the current context.

Acquiring evidence from scientific literature

This could be through the following types of publication:

• Peer-reviewed academic journals, which can be found in research databases. These are usually behind a paywall or are accessible only through a university, but CIPD members have access to one such database in EBSCO's Discovery Service . It is also worth noting that different databases focus on different specialisms – for example, like the Discovery Service, EBSCO's more expansive Business Source Elite and ProQuest's ABI/INFORM cover business and management in general, whereas the APA's PsychINFO focuses on psychology (these are all available via CEBMa ). However, even once you access them, peer-reviewed articles often contain theoretical and technical information that's hard to understand for non-researchers.
• ‘Evidence reviews’ such as systematic reviews (see below) and shorter rapid evidence assessments (REAs). These are easier to use as they aim to identify and summarise the most relevant studies on a specific topic. They also do the work of identifying the best research, and selecting and critically appraising  studies on the basis of explicit criteria. The CIPD produces evidence reviews on a range of HR and L&D topics – you can access these via our Evidence review hub .

Acquiring evidence from the organisation

This could be through the following sources:

• Internal management information: Often the finance department and the HR/personnel department are the key custodians of people data and analytics.
• Internal research and evaluation: This could be conducted via trials of interventions, bespoke surveys or focus groups.
• External sources such as census bureaus, industry bodies, professional associations and regulators. However, sometimes relevant organisational data is not available, either because collecting it is too time-consuming and costly, because of data sensitivities and a lack of disclosure (for example on  employee diversity ), or simply due to a lack of  analytical capability in processing and interpreting data.

Acquiring evidence from stakeholders

Organisational decisions often have lots of stakeholders both inside and outside the organisation. A stakeholder map is therefore a useful tool to identify which stakeholders are the most relevant. A stakeholder’s relevance is determined by two variables:

• The extent to which the stakeholder’s interests are affected by the decision (harms and benefits).
• The extent to which the stakeholder can affect the decision (power to influence).

When the most important stakeholders are identified, often qualitative methods such as focus groups and in-depth interviews are used to discuss their concerns.

Unfortunately, evidence is never perfect and can be misleading in many different ways. Sometimes the evidence is so weak that it is hardly convincing at all, while at other times the evidence is so strong that no one doubts its correctness. After we have acquired the evidence we therefore need to critically appraise what evidence is ‘best’ – that is, the most trustworthy.

Appraising evidence from practitioners

When appraising the evidence from practitioners, the first step is to determine whether their insights and opinions are based on relevant experience or personal opinions. Next, we need to determine how valid and reliable that experience is. We can assess this by considering:

• whether the experience concerns repeated experience
• whether the situation allowed for direct, objective feedback
• whether the experience was gained within a regular, predictable work environment. 

For example, based on these three criteria, it can be determined that the expertise of a sales agent is more likely to be trustworthy than the expertise of a business consultant specialised in mergers. In general, sales agents work within a relatively steady and predictable work environment, they give their sales pitch several times a week, and they receive frequent, direct and objective feedback. Consultants, however, are involved in a merger only a few times a year (often less), so there are not many opportunities to learn from experience. In addition, the outcome of a merger is often hard to determine – what is regarded as a success by one person may be seen as a failure by another. Finally, consultants accompanying a merger do not typically operate in a regular and predictable environment: contextual factors such as organisational differences, power struggles and economic developments often affect the outcome.

Professional expertise that is not based on valid and reliable experience is especially prone to bias, but any evidence from practitioners is likely to reflect personal views and be open to bias (see Building an evidence-based people profession ). For this reason, we should always ask ourselves how a seemingly experienced professional’s judgement could be biased and always look at it alongside other evidence.

Appraising evidence from scientific literature

Appraising scientific evidence requires a certain amount of research understanding. To critically appraise findings from scientific research, we need to understand a study’s ‘design’ (the methods and procedures used to collect and analyse data). Examples of common study designs are cross-sectional studies (surveys), experiments (such as randomised controlled trials, otherwise known as ‘RCTs’), qualitative case studies, and meta-analyses. The first step is to determine whether a study’s design is the best way to answer the research question. This is referred to as ‘methodological appropriateness’.

Different types of research questions occur in the domain of people management. Very often we are concerned with ‘cause-and-effect’ or ‘impact’ questions, for example:

• What works in managing effective virtual teams?
• Does digital work affect mental wellbeing?
• How can managers help employees be more resilient?
• What makes goal setting and feedback more effective in improving performance?

The most appropriate study designs to answer cause-and-effect questions are RCTs and controlled before-after studies, along with systematic reviews and meta-analyses that gather together these types of study.

Other research questions that are relevant to people professionals are questions about prevalence (for example, “How common is burnout among nurses in hospitals?”), attitudes (for example, “How do employees feel about working in autonomous teams?”), prediction (for example, “What are drivers/predictors of absenteeism?”) or differences (for example, “Is there a difference in task performance between virtual teams and traditional teams?”).

Each of these questions would ideally have a specific study design to guarantee a valid and reliable (non-biased) answer.

An overview of common study designs and what they involve can be found in the Appendix . Following this (also in the Appendix) is an overview of types of questions and the appropriateness of each design. This gives a useful guide for both designing and appraising studies. For example, if you want information on how prevalent a problem is, a survey will work best; a qualitative study will give the greatest insight into people’s experiences of, or feelings about, the problem; and an RCT or before-after study will give the best information on whether a solution to the problem has the desired impact.

Of course, which design a study uses to answer a research question is not the only important aspect to consider. The quality of the study design – how well it was conducted – is equally important. For example, key considerations in quantitative studies include how participants are selected and whether measures are reliable and valid. 2 For systematic reviews and meta-analyses, a key question is how included studies are selected.

Finally, if an impact study seems to be trustworthy, we want to understand what the impact is of the intervention or factor being studied. Statistical measures of ‘effect sizes’ give us this information, both for an intervention or factors of influence itself, and how it compares to others. Being able to compare effect sizes is very important for practice. For example, the critical question is not simply, “Does a new management practice have a small or large effect on performance?” but rather, “Is this the best approach or are other practices more impactful?” For more information on effect sizes, see Effects sizes and interpreting research findings in the Appendix .

Appraising evidence from the organisation

When critically appraising evidence from the organisation, the first thing to determine is whether the data are accurate. Nowadays, many organisations have advanced management information systems that present metrics and KPIs in the form of graphs, charts and appealing visualisations, giving the data a sense of objectivity. However, the data in such systems are often collected by people, which is in fact a social and political endeavour. An important appraisal question therefore is: “Were the data collected, processed and reported in a reliable way?”

In addition to the accuracy of data, several other factors can affect its trustworthiness, such as measurement error, missing contextual information and the absence of a logic model. Some organisations use advanced data-analytic techniques that involve big data, artificial intelligence or machine learning. Big data and AI technology often raise serious social, ethical and political concerns as these techniques are based on complex mathematical algorithms that can have hidden biases and, as a result, may introduce gender or racial biases into the decision-making process.

Appraising evidence from stakeholders

Unlike the scientific literature and organisational data, which serve to give objectifiable and trustworthy insights, stakeholder evidence concerns subjective feelings and perceptions that can’t be considered as facts. Nonetheless, we can make sure that stakeholder evidence comes from a representative sample, so that it is an accurate reflection of all relevant stakeholders.

Evidence-based practitioners should present stakeholders with a clear view of the other sources of evidence. That is, they should summarise what the body of published research and organisational data tell us, as viewed with the benefit of professional knowledge. This can serve as the basis for a well-informed and meaningful two-way exchange. For example, the scientific literature may point to a certain solution being most effective, but stakeholders may advise on other important aspects that should be weighed up against this evidence – for example, whether the intervention is difficult to implement, ethically questionable or too expensive.

Use the best available evidence

The purpose of critical appraisal is to determine which evidence is the best available – that is, the most trustworthy. Sometimes, the quality of the evidence available is less than ideal; for example, there may not be any randomised controlled trials on your intervention of interest. But this does not leave us empty-handed. We can look at other studies that are less trustworthy but still go some way to showing cause-and-effect. Indeed, it’s possible that the best available evidence on an important question is the professional experience of a single colleague. However, even this limited evidence can still lead to a better decision than not using it, as long as we are aware of and open about its limitations. A useful maxim is that “the perfect is the enemy of the good”: if you don’t have the ideal evidence, you can still be evidence-based in how you make decisions.

After we have acquired and critically appraised the different types of evidence, how should we bring them all together? The broad process of knitting together evidence from multiple sources is more craft than science. It should be based on the question you wish to answer and the resources available.

A potential approach is illustrated in Figure 3 below. The steps illustrated here are as follows:

• The starting point is evidence from the organisation in the form of people data; for example, let’s say employee survey results and key performance indicators have identified a likely problem.
• This evidence informs the next phase: workshop or roundtable discussions with practitioner experts and stakeholders on issues the organisation faces.
• Once there is agreement on the priority issues, the project managers scope researchable questions, which are examined in an evidence review of the published scientific literature.
• The review finds little research on a practice of particular interest, so to fill the evidence gap, researchers run an in-house trial.
• The findings of this pilot are presented to practitioner experts and stakeholders, discussing with them the implications for practice.
• All the sources of evidence, including expert and stakeholder views, are then brought together into a final report with recommendations.
• These are presented and discussed with stakeholders in a final workshop.

In most cases, the answer as to whether to implement a new practice is not a simple yes or no. Questions to consider include the following:

• Does the evidence apply to our organisational context?
• Is the intervention in question the most effective or are others more effective?
• Are the anticipated benefits likely to outweigh any risks?
• Are there ethical issues to consider; for example, if the benefits aren't evenly distributed among shareholders?
• Do the costs, necessary resources and timescale fit the organisation’s needs?

The final part of this step concerns how, and in what form, the evidence should be applied. This includes the following possible approaches:

• The 'push' approach: Actively distributing the evidence to the organisation’s relevant stakeholders, often in the form of a protocol, guideline, checklist or standard operating procedure. The push approach is typically used for operational, routine practices (for example, hiring and selection procedures, or how to deal with customer complaints).
• The 'pull' approach: Evidence from multiple sources is actively obtained and succinctly summarised. When it concerns summarising findings from the scientific literature, rapid evidence assessments (REAs) are often used – see Step 2 and the CIPD Evidence review hub . The pull approach is typically used for non-routine decisions that involve making changes to the way an organisation operates (for example, the implementation of an autonomous team, or the introduction of performance feedback).
• The 'learn by doing' approach: Pilot testing and systematically assessing outcomes of the decisions we take in order to identify what works (see also Step 6 ). This is especially appropriate if there is no other option, for novel or hyper-complex decisions when evidence is often not (yet) available (for example, starting a new business in an emerging market).

The final step of evidence-based practice is assessing the outcome of the decision taken: did the decision (or the implementation of the new practice) deliver the desired results?

Unfortunately, organisations seldom evaluate the outcome of decisions, projects or new practices. Nevertheless, assessing the outcome of our decisions is something we can and always should do. Before we assess the outcome, however, we first need to determine:

• whether the decision or new practice was executed/implemented
• whether it was executed/implemented as planned.

After all, if we don’t know with certainty if a practice was implemented as planned, we don’t know whether a lack of impact is due to poor implementation or the practice itself.

When we assess the outcome of a decision, we are asking whether the decision had an effect on a particular outcome. As discussed in Step 3 , for a reliable answer to a cause-and-effect question, we need a control group (preferably randomised), a baseline measurement, and a post-measurement – also referred to as a randomised controlled trial. However, often there is no control group available, which leaves us no other option than to assess the impact of the decision or practice by comparing the baseline with the outcome. This type of assessment is referred to as a before-after measurement.

When we do not (or cannot) obtain a baseline, it is harder to reliably assess the outcome of a new practice or intervention. This is often the case in large-scale interventions or change projects that have multiple objectives. But even in those cases, assessing the outcome retrospectively is still beneficial. For example, a meta-analysis found that retrospective evaluations can increase performance by 25%.

People professionals may be thinking: “How do I follow the six steps if I’m not a qualified researcher?” But evidence-based practice is not about trying to turn practitioners into researchers. Rather, it’s about bringing together complementary evidence from different sources, including research and practice. Some aspects of evidence-based practice are technical, so people professionals may find it useful to work with academics or other research specialists.

For example, it’s unlikely all people professionals in an organisation will need to be highly trained in statistics, but an HR team may benefit from bringing in one or two data specialists, or hiring them for ad hoc projects. Similarly, conducting evidence reviews and running trials requires well-developed research skills – practitioners could either develop these capabilities in-house or bring them in from external researchers. Academics are also usually keen to publish research, so it may not be necessary for practitioners to do much additional work to support this. Events like the CIPD’s annual  Applied Research Conference can be a good way for people professionals to develop networks with academic researchers.

A good aim for practitioners themselves is to become a ‘savvy consumer’ of research, understanding enough that one can ask probing questions; for example, about the strength of evidence and the size of impacts. This is underpinned by skills in critical thinking, in particular being clear about what questions are really of interest and what evidence will do the best job of answering those questions.

To develop your knowledge and capability, visit the  CIPD’s online course  on evidence-based practice or, for more advanced skills, look at CEBMa’s online course . 

While it is fair to say that evidence-based practice and HR is still in its infancy compared to some other professions, people professionals can begin with these practical steps to pump prime their decision-making:

• Read research.
• Collect and analyse organisational data.
• Review published evidence.
• Trial new practices.
• Share knowledge.
• Above all, think critically.

Our thought leadership article gives further insight into how the people profession can become more evidence-based.

Evidence-based practice is about using the best available evidence from multiple sources to optimise decisions. Being evidence-based is not a question of looking for ‘proof’, as this is far too elusive. However, we can – and should – prioritise the most trustworthy evidence available. The gains in making better decisions on the ground, strengthening the body of knowledge and becoming a more influential profession are surely worthwhile.

To realise the vision of a people profession that’s genuinely evidence-based, we need to move forward on two fronts:

• We need to make sure that the body of professional knowledge is evidence-based – the CIPD’s Evidence review hub is one way in which we are doing this.
• People professionals need to develop knowledge and capability in evidence-based practice. Resources such as the CIPD Profession map and courses from the CIPD and CEBMa can help. Our case studies demonstrate how people professionals are already using an evidence-based approach to successfully address issues in their organisations.

In applying evidence-based thinking in practice, there are certain tenets to hold onto. For substantial decisions, people professionals should always consider drawing on four sources of evidence: professional expertise, scientific literature, organisational data, and stakeholder views and concerns. It can be tempting to rely on professional judgement, received wisdom and ‘best practice’ examples, and bow to senior stakeholder views. But injecting evidence from the other sources will greatly reduce the chance of bias and maximise your chances of effective solutions.

Published management research is a valuable source of evidence for practitioners that seems to be the most neglected. When drawing on the scientific literature, the two principles of critical appraisal (‘not all evidence is equal’) and looking at the broad body of research on a topic (‘one study is not enough’) stand us in excellent stead. This has clear implications for how we look for, prioritise and assess evidence. A systematic approach to reviewing published evidence goes a long way to reducing bias and giving confidence that we’ve captured the most important research insight.

Becoming a profession worthy of the label ‘evidence-based’ is a long road. We need to chip away over time to see real progress. HR, learning and development, and organisational development are newer to evidence-based practice than other professions, but we can take inspiration from them, for whom it has also been a long road, and be ambitious.

This appendix explains some important technical aspects of appraising scientific research, which is inevitably the trickiest aspect of evidence-based practice for non-researchers. As we note in this guide, most people professionals won’t need to become researchers themselves, but a sensible aim is to become ‘savvy consumers’ of research.

To support this, below we explain four aspects of appraising scientific research:

• The three conditions that show causal relationships.
• Common study designs.
• Assessing methodological appropriateness.
• Interpreting research findings (in particular effect sizes).

We hope that this assists you in developing enough understanding to be able to ask probing questions and apply research insights.

Three conditions to show causal relationships

In HR, people management and related fields, we are often concerned with questions about ‘what works’ or what’s effective in practice. To answer these questions, we need to get as close as possible to establishing cause-and-effect relationships.

Many will have heard the phrase ‘correlation is not causality’ or ‘correlation does not imply causation’. It means that a statistical association between two measures or observed events is not enough to show that one characteristic or action leads to (or affects, or increases the chances of) a particular outcome. One reason is that statistical relationships can be spurious, meaning two things appear to be directly related, but are not.

For example, there is a statistically solid correlation between the amount of ice-cream consumed and the number of people who drown on a given day. But it does not follow that eating ice-cream makes you more likely to drown. The better explanation is that you’re more likely to both eat ice-cream and go swimming (raising your chances of drowning) on sunny days.

So what evidence is enough to show causality? Three key criteria are needed: 3

• Association: A statistical relationship (such as a correlation) between reliable measures of an intervention or characteristic and an important outcome.
• Temporality or prediction: That one of these comes before the other, rather than the other way round. We obtain this from before-and-after measures to show changes over time.
• Other factors (apart from the intervention or influencer of interest) don’t explain the relationship: We obtain this from various things: studying a control group alongside the treatment group to see what would have happened without the intervention (the counterfactual); randomizing the allocation of people to intervention and control to avoid selection bias, and controlling for other relevant factors in the statistical analysis (for example, age, gender or occupation).

Common study designs

Different study designs do better or worse jobs at explaining causal relationships.

Single studies

• Randomised controlled trials (RCTs): Conducted well, these are the ideal method that meets all three criteria for causality. They are often referred to as the ‘gold standard’ of impact studies.
• Quasi-experimental designs: These are a broad group of studies that go some way towards meeting the criteria. While weaker than RCTs, they are often much more practical or ethical to conduct, and can provide good evidence for cause and effect. One example is single-group before-and-after studies. Because these don’t include control groups, we don’t know whether any improvement observed would have happened anyway, but by virtue of being longitudinal they at least show that one thing happens following another.
• Parallel cohort studies: These compare changes in outcomes over time for two groups who are similar in many ways but treated differently in a way that is of interest. Because people are not randomly allocated to the two groups, there is a risk of ‘confounders’ – that is, factors that explain both the treatment and outcomes, and interfere with the analysis. But these studies are still useful as they show change over time for intervention and control groups.

These research designs go much further to show cause-and-effect or prediction than cross-sectional surveys, which only observe variables at one point in time. In survey analysis, statistical relationships could be spurious or the direction of causality could even be the opposite to what you might suppose. For example, a simple correlation between ‘employee engagement’ and performance could exist because engagement contributes to performance, or because being rated as high-performing makes people feel better.  

Other single study designs include controlled before-after studies (also called 'non-randomized controlled trials' or 'controlled longitudinal studies'), controlled studies with post-test only, and case studies. Case studies often use qualitative methods, such as interviews, focus groups, documentary analysis, narrative analysis, and ethnography or participant observation. Qualitative research is often exploratory, in that it is used to gain an understanding of underlying reasons or opinions and generate new theories. These can then be tested as hypotheses in appropriate quantitative studies.

Systematic reviews and meta-analyses

Systematic reviews and meta-analyses are central to evidence-based practice. Their strength is that they look across the body of research, allowing us to understand the best available evidence on a topic overall. In contrast, even well-conducted single studies can give different results on the same topic, due to differences in context or the research approaches used.

Characteristics of these are as follows:

• Systematic reviews: These are studies that summarise the body of studies on the same topic. They use consistent search terms in different scientific databases, ideally appraise the quality of studies and are explicit about the methods used. The CIPD conducts evidence reviews based on rapid evidence assessments (REAs), a shortened form of the systematic review that follows the same principles.
• Meta-analysis: This is often based on a systematic review. It is a study that uses statistical analysis to combine the results of individual studies to get a more accurate estimate of an effect. It can also be used to analyse what conditions make an effect larger or smaller.

More information on research designs can be found in CEBMa resources .

Assessing methodological appropriateness

When conducting an evidence review, we need to determine which research evidence is ‘best’ (that is, most trustworthy) for the question in hand, so we can prioritise it in our recommendations. At the same time, we assess the quality of research evidence to establish how certain we can be of our recommendations: well-established topics often have a strong body of research, but the evidence on new or emerging topics is often far less than ideal.

This involves appraising the study designs or research methods used. For questions about intervention effectiveness or cause-and-effect, we use tables such as that below to inform a rating of evidence quality. Based on established scientific standards, we can also estimate the trustworthiness of the study. Hypothetically, if you were deciding whether to use a particular intervention based on evidence that was only 50% trustworthy, you would have the same 50/50 chance of success as tossing a coin, so the evidence would be useless. On the other hand, using evidence that was 100% trustworthy would give you certain success. Of course, in reality nothing is 100% certain, but highly trustworthy research can conclusively demonstrate that, in a given context, an intervention has a positive or negative impact on the outcomes that were measured.

Table 1: Methodological appropriateness of effect studies and impact evaluations

Notes: Trustworthiness takes into consideration not only which study design was used but also how well it was applied. Table reproduced from CEBMa (2017), based on the classification system of Shadish, Cook and Campbell (2002) 4 and Petticrew and Roberts (2006) 5 .  

There are two important points to note about using such hierarchies of evidence. First, as we discuss in this guide, evidence-based practice involves prioritising the best available evidence. A good mantra here is ‘the perfect is the enemy of the good’: if studies with very robust (highly methodologically appropriate) designs are not available on your topic of interest, look at others. For example, if systematic reviews or randomized controlled studies are not available on your question, you will do well to look at other types of studies, such as those with quasi-experimental designs.

Second, although many questions for managers and people and HR relate to effectiveness or causality, this is by no means always the case. Broadly, types of research questions include the following:

Table 2: Types of research question

Different methods are suited to different types of questions. For example, a cross-sectional survey is a highly appropriate or trustworthy design for questions about association, difference, prevalence, frequency and attitudes. And qualitative research is highly appropriate for questions about experience, perceptions, feelings, needs and exploration and theory building. For more discussion of this, see Petticrew and Roberts (2003).

Effect sizes and interpreting research findings

Even if practitioners wanting to be evidence-based can search for and find relevant research, they are left with another challenge: how to interpret it. Unfortunately, academic research in human resource management is often highly technical, written in inaccessible language and not closely linked to practice. A recent analysis found that in a sample of 324 peer-reviewed articles, half of them dedicated less than 2% of the text to practical implications, and where implications were discussed, this was often obscure and implicit.  

Even if published research does include good discussion of practical implications, it’s helpful and perhaps necessary for practitioners wishing to draw on them to understand the findings. This can be tricky, as they contain fairly technical statistical information.

Statistical significance

There’s an obvious need to simplify the technical findings of quantitative studies. The typical way to try to simplify research findings is to focus on statistical significance, or p-values. Reading through a research paper, this may seem intuitive, as the level of significance is identified with asterisks: typically, * means sufficiently significant and ** or *** means highly significant. However, there is a lot of confusion about what the p-value is – even quantitative scientists struggle to translate it into something meaningful and easy to understand – and a growing number of scientists are arguing that it should be abandoned. What’s more, statistical significance does nothing to help a practitioner who wants to know if a technique or approach is likely to have a meaningful impact – that is, it does not answer the most important practical question of how much difference  an intervention makes.

Effect sizes

The good news is that effect sizes do give this information. The information is still technical and can still be hard to understand, as studies often use different statistics for effect sizes. Fortunately, however, we can translate effect sizes into every-day language. A useful tool is 'Cohen’s Rule of Thumb', which matches different statistical measures to small/medium/large categories. 6   

According to Cohen:

• a ‘small’ effect is one that is visible only through careful examination – so may not be practically relevant
• a ‘medium’ effect is one that is ‘visible to the naked eye of the careful observer’
• a ‘large’ effect is one that anybody can easily see because it is substantial. An example of a large effect size is the relationship between sex and height: if you walked into a large room full of people in which all the men were on one side and all the women on the other side, you would instantly see a general difference in height.

The rule of thumb has since been extended to account for very small, very large and huge results. 7

Effect sizes need to be contextualised. For example, a small effect is of huge importance if the outcome is the number of fatalities, or indeed, sales revenue. Compared to this, if the outcome is work motivation (which is likely to affect sales revenue but is certainly not the same thing) even a large effect will be less important. This shows the limits of scientific studies and brings us back to evidence from practitioners and stakeholders, who are well placed to say what outcomes are most important.

1 Gifford, J. (2016) In search of the best available evidence: Positioning paper. London: Chartered Institute of Personnel and Development.

2 For a discussion of reliability and validity in performance measures, see People performance: an evidence review.

3,4 Shadish, W. R. Cook, T. D., & Campbell, D. T. (2002). Experimental and quasi-experimental designs for generalized causal inference. Belmont, CA, Wadsworth Cengage Learning. 

5 Petticrew, M., & Roberts, H. (2006). How to appraise the studies: an introduction to assessing study quality. In: Systematic reviews in the social sciences: A practical guide,  pp125-63. Oxford: Blackwell.

6 For a table showing different measures of effect sizes according to Cohen’s Rule of Thumb, see CEBMa Guideline for Rapid Evidence Assessments in Management and Organizations,  p 20.

7 Sawilowsky, S. S. (2009) New Effect Size Rules of Thumb. Journal of Modern Applied Statistical Methods. Vol 8(2), pp 597–599.

CIPD evidence reviews are available on a range of HR and L&D topics.

Barends, E. and Rousseau, D. M. (2018)  Evidence-based management: how to use evidence to make better organizational decisions . London: Kogan Page.

Barends, E., Rousseau, D. and Briner, R. B. (2014) Evidence-Based Management: the basic principles . Amsterdam, Center for Evidence-Based Management.

Guadalupe, M. (2020) Turn the Office Into a Lab . INSEAD Economics & Finance – Blog.

Petticrew, M. and Roberts, H. (2003)  Evidence, hierarchies, and typologies: horses for courses . Journal Of Epidemiology And Community Health. Vol 57(7): 527.

Pfeffer, J. and Sutton, R. I. (2006) Hard facts, dangerous half-truths, and total nonsense:profiting from evidence-based management . Boston, Mass., Harvard Business School Press.

Pindek, S., Kessler, S. R. and Spector, P. E. (2017) A quantitative and qualitative review of what meta-analyses have contributed to our understanding of human resource management . Human Resource Management Review. Vol 27(1), pp26–38.

Rousseau, D. M. (2006) Is there such a thing as "evidence-based management"? Academy of Management Review. Vol 31(2), pp256–269.

Rousseau, D. M. (2020) Making Evidence-Based Organizational Decisions in an Uncertain World . Organizational Dynamics. Vol 49(1): 100756.

This report was written by Jonny Gifford and Jake Young of the CIPD and Eric Barends of the Center for Evidence-Based Management (CEBMa).

Please cite this guide as: Gifford, J., Barends, E. and Young, J. (2023) Evidence-based HR: Make better decisions and step up your influence . Guide. London: Chartered Institute of Personnel and Development.

In this short video, HR and business experts offer an introduction to the what, why and how of evidence-based practice.

Read our case studies which demonstrate how an evidence-based practice approach helped:

• Surrey and Sussex Police shape new fair selection processes
• the BBC reinvigorate its performance management practice
• the International SOS Foundation improve the support needed for the wellbeing of hybrid workers .

Tackling barriers to work today whilst creating inclusive workplaces of tomorrow.

Bullying and harassment

Discover our practice guidance and recommendations to tackle bullying and harassment in the workplace. 

Evidence-based practice: Essential Insights

Get to the heart of evidence-based practice and recognise the types of evidence that best inform your professional judgement and decision-making

More on this topic

We all know that being evidence-based helps us make better decisions, but how can we turn this into a reality?

A case study on using evidence-based practice to better understand how to support hybrid workforces

A case study on using evidence-based practice to reinvigorate performance management practices

A case study on using evidence-based practice to review selection processes for promoting police officers

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Best Critical Thinking Examples to Help You Improve Your Critical and Analytical Skills

Critical thinking has been studied since ancient times. Greek philosophers such as Aristotle and Plato provided us with good critical thinking examples and the foundations for this field. Socrates is widely regarded as one of the fathers of critical thinking and deductive reasoning, a valuable skill in a world plagued with fake news and overwhelming amounts of information.

However, what is critical thinking? How can we use it in everyday life? In this article, we will explain what critical thinking is and why it is important, provide tips for improving your critical thinking skills, and offer the best examples of critical thinking.

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What is critical thinking.

Critical thinking is the ability to think clearly and logically about what to do or believe. To do so, you must establish logical connections between ideas, evaluate arguments, approach problems systematically, and reflect on your values and beliefs. Logical thinking and scientific thinking are types of thinking that depend on these skills.

Additionally, the critical thinking process involves challenging knowledge to discover the truth. It involves reviewing knowledge and information to make an informed decision. You can improve your critical thinking skills by becoming more adept at analyzing problems, identifying biases, practicing active listening and inductive reasoning, and avoiding emotional reasoning.

Where Is Critical Thinking Used?

• Progressive education
• Risk assessment
• Programming
• SAT standardized tests

Why Is Critical Thinking Important?

Critical thinking is important because it allows you to better synthesize, analyze and interpret information. Other critical thinking skills like problem-solving , observation, and communication, can help you advance in your career. All of these skills can enable you to understand yourself better and make better life decisions.

Many people believe they are critical thinkers. However, when drawing conclusions in real life most people rely on common sense and numerous fallacies. To avoid this, we must have critical thinking dispositions to gain more insight, learn to identify a weak argument, and make better decisions. Understanding critical thinking concepts is crucial if you want to understand your thoughts, emotions, or live a better life.

Real-World Examples of Critical Thinking

People live their lives based on the choices they make. As a result, they require critical thinking skills and a constructive approach to problem-solving to make their lives easier. For example, if you need to deliver to multiple locations, don’t just go there by chance.

To save time, determine which location is closest and devise an efficient pattern for the next locations you will need to visit. This is just one of many examples of critical thinking for the following section. Below are more critical thinking examples.

• Self-evaluation of your actions
• HR manager resolving conflict between staffs
• A military officer working on tactical plans
• Professor guiding students to fresh ideas with creative questioning
• Student defending a master’s thesis
• Basketball coach seeking out new tactics during a timeout
• Writer organizing content ideas
• Applicant preparing for a job interview
• Using a disciplined process to look for a job
• A detective using their observational ability to analyze a crime scene

10 Great Examples of Critical Thinking

Critical thinking example 1: self-evaluation of your actions.

Self-evaluation is essential for improving your overall performance. When you use reflective thinking or try to evaluate yourself, you analyze what went wrong and how you can improve in the future. You attempt to understand what happened and figure out what you need to change to get different results.

Many universities and schools use special questionnaires that test critical thinking abilities. For example, Cambridge, a school with over 20 years of experience in assessing critical thinking, uses a student self-assessment critical thinking questionnaire .

Critical Thinking Example 2: HR Manager Resolving Conflict Between Staffs

Employees have disagreements in every organization. In many cases, it is the HR manager who steps in to solve the problem. However, the HR manager must first listen to both sides, determine the source of the problem, assess the situation, and decide how to proceed. As a result, a soft skill such as problem-solving or management is essential for HR.

Critical Thinking Example 3: A Military Officer Working on Tactical Plans

A military officer working on tactical plans for extracting fellow soldiers in a dangerous military zone is another example. In this case, the military officer must find an effective way to get the soldiers out of the danger zone while minimizing casualties, which requires logical thinking.

Critical Thinking Example 4: Professor Guiding Students to Fresh Ideas With Creative Questioning

Creative questioning is an interesting process because it can promote critical thinking. By asking creative open-ended questions, the professor makes students think more deeply about a subject. Therefore, they need to discern what information to pick and share. Analysis of arguments is another way to foster analytical thinking among students.

Critical Thinking Example 5: Student Defending a Master’s Thesis

Writing a master’s thesis requires applying critical thinking. You seek and gather information, conduct research, perform calculations, analyze data, and draw conclusions. You also demonstrate what critical skills you used to create the thesis by explaining all of the steps and methodology you used in the research process.

Critical Thinking Example 6: Basketball Coach Seeking Out New Tactics During a Timeout

In some cases, if the match does not go well, the basketball coach may call a timeout to reassess the team’s strategy. During the timeout, a basketball coach looks for new tactics that reveal the vulnerabilities of the opposing team. The coach needs to find a way to assess the potential risks and provide a new strategy that will lead the team to victory.

Critical Thinking Example 7: Writer Organizing Content Ideas

When writing articles, writers must distinguish between good and bad information. They must also make the article flow. To accomplish this, writers must adhere to the core concept of writing format: title, introduction, body, and conclusion. This means that they have to choose certain information to insert in certain sections of the text.

Critical Thinking Example 8: Applicants Preparing for a Job Interview

If you apply for a job and go to the interview blindly, there is a high chance you will not be hired. It is preferable to arrive prepared and apply critical thinking to the interview. One tip for interview preparation is to ask yourself outcome-based questions about the job. Before going to the interview, practice answering questions and acting quickly.

Critical Thinking Example 9: Using a Disciplined Process to Look for a Job

It can be difficult to find a job. Some stats show that on average it takes 100 to 200 applications to get a job. To improve your chances, you should put your critical thinking cap on. Logical thinking can help you consider how you will approach employers, devote time to updating your resume, skills, and create an effective cover letter .

Critical Thinking Example 10: A Detective Using Their Observational Ability to Analyze a Crime Scene

As a police detective, you must have strong critical thinking skills as well as excellent observational abilities to analyze a crime scene. You need logical inquiry and deduction skills to analyze the evidence. A police detective must have probable cause to obtain a search warrant from a judge to search a suspect’s home, which is another example of critical thinking.

Pro Tips to Boost Your Critical Thinking Skills

• Analyze and Break It Down. Before forming an opinion, conduct extensive research and analysis. Once you have enough information, then you can try to break down all that information and analyze what it means. It is a good idea to break the problem down into smaller pieces so that you can see the bigger picture.
• Deal With Your Biases. Critical thinking requires constant work, as people have biases that they need to deal with throughout their lives. If a person is aware of their biases, they can be aware of their own thought process and make sure they’re not just thinking one way.
• Seek Advice. Develop a strong sense of acquiring knowledge. This means seeking advice when you are not sure about what you know. If you don’t know something, ask someone that knows. The more information you have, the better conclusion you can draw. Deal with the fact that you are not always right.

What Should Be the Next Step in My Critical Thinking Learning Journey?

Your next step in your critical thinking learning journey should be to actively use it in your everyday life. In real life, people encounter many opportunities to solve problems. With critical and careful thinking, you can afford to lead a better life and make more accurate decisions.

Using analytical and objective reasoning are some of the intellectual virtues that critical thinking offers to get a better job. If you use it in self-evaluation you can become a better version of yourself.

Advancing this skill can improve your professional life, problem-solving, and improve in developing and executing solutions. If you want to have well-informed opinions and deal with your biases, advance your critical thinking skills.

Critical Thinking Examples FAQ

Yes, critical thinking is a skill. The interesting part is that critical thinking is a learned skill. If it can be learned then it can be taught. However, the problem is that in many cases an experienced instructor is needed to transfer the skill. It is also one of the 21st-century skills you need to add to your resume.

Developing your critical thinking skills is a gradual process that requires deliberate effort. Changing your thought patterns and practices is a long-term project that you should commit to for the rest of your life.

No, IQ tests don’t measure critical thinking. Intelligence and critical thinking are not the same. If you want to test your critical thinking ability, you need a specialized critical thinking test. One example is the Cornell critical thinking test .

The bandwagon fallacy is about creating an opinion based on what the majority thinks. If everyone says the same thing, then it must be true. The problem with this notion is that the opinion of the majority is not always valid or a real form of knowledge. To avoid the bandwagon fallacy, you need to have a critical thinking disposition.

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10 Crucial HR Skills and Competencies in 2024

HR skills and competencies lay the foundation in a world where HR professionals stand as the architects of organizational success. HR professionals with the right capabilities can attract top talent, foster employee engagement, drive continuous learning, and align individual aspirations with organizational goals.

Key Takeaways:

• Concept of HR skills and competencies for employee engagement
• Importance of HR skills and competencies in the workplace
• 10 key HR skills and competencies and steps to improve them
• Examples of HR practice in the real world and lots more

What are HR Skills and Competencies?

With these organizational skills at their disposal, they have the ability to transform organizations, enhance employee engagement, and create an inclusive and forward-thinking work environment.

As per Linkedin 2022 Workplace Learning Report , LinkedIn members’ skills for the same occupation changed by about 25% from 2015 to 2021. At this pace, Linkedin expects members’ skills will change by about 40% by 2025. This figure here shows a visible growth in the member skills owing to the upskilling training provided and adopted by many companies regarding Hr skills and competencies.

Importance of HR Skills and Competencies

HR skills are an important contributor to the pool of management skills required to run a successful business. They are instrumental in seamless operations between employees and management while keeping them aligned with the company’s goals.

By investing in HR skills, businesses can build high-performing teams, create a positive work environment, and ensure a sustainable talent pipeline. Today's businesses are marked by technological advancements and data-driven decision-making.

Thus, HR professionals need to embrace the power of analytics and technology. By developing competencies in HR analytics, they can leverage data to make informed decisions, identify trends, and predict future talent needs.

By prioritizing the development of HR skills and competencies, organizations can position themselves for sustainable success and navigate the complexities of the ever-evolving world of work.

Let’s look at 3 scenarios that illustrate the importance of HR skills and competencies.

A. COVID Pandemic:

HR skills are very important during times of crisis. This was one such period where HRs became the guiding light for many organizations. As businesses worldwide struggled amid the COVID pandemic, business leaders depended on human resource professionals to tackle various complex issues. These include -

• Ensuring compliance with vaccine regulations,
• Implementing hybrid work models, and
• Supporting employees' physical, mental, and emotional well-being.
• Navigating the return to the workplace,

B. The Great Resignation:

An HR professional needs to be able to track the wave their employees are following. The Great Resignation has brought forth a seismic shift in the employment landscape, underscoring the immense importance of HR skills and competencies.

A study done by Deloitte revealed that HR business partners that tracked employees' behavior were able to bend the curve of resignation and bring down the annual turnover to 9%.

C. Rise of Automation:

The rise of automation is changing the functionalities in HR management. Automation streamlines time-consuming administrative tasks, such as data entry, benefits management , and payroll processing, allowing HR professionals to focus on strategic initiatives.

Automation will lead to a decline in the number of HR generalist positions. HR generalists must adapt to become more analytical. But some core skills of the HR role will always remain critical for every HR professional.

Nearly 1 in 4 organizations use automation and/or AI to support HR-related activities. - SHRM

Related Article: 15 Best HRMS Software in 2024

10 Must-Have HR Skills And Competencies

Great HR professionals possess the invaluable skill of balancing compassion and objectivity, enabling them to connect with employees on a human level while still upholding the best interests of the organization. – Richard Branson

In the fast-paced world of HR, mastering a set of core HR skills and competencies is crucial for success.

These ten must-have HR skills are vital in driving organizational growth and shaping the employee experience.

From strategic thinking and effective communication to data analysis and change management, these competencies empower the human resources department to navigate complexities, attract and retain top talent , and foster a culture of innovation.

So, let's glimpse into each of these in detail.

1. Effective Communication

Communication skills are the most sought-after HR skills. HR professionals act as the bridge between the employees and the employer. They must voice the employees’ concerns while maintaining the employer's authority. Let's look at some sub-skills to understand how you can develop effective communication.

Excellent Writing:

One of the core elements of effective communication is to have excellent writing skills to avoid miscommunication. For example, excellent writing helps in -

• Reducing the time wasted in back-and-forth emails and meetings
• Drafting company regulations and policies.

As an HR professional, you may not be a pro at writing. So, let’s look at some steps that can be taken to improve your writing skills.

• Read, read, and read. You must read a lot about what you want to write. Whether to write company policies, emails, reports, or job descriptions, you can learn the writing style only by reading.
• Request your company to provide a workshop session on writing. Companies can organize workshops and training sessions on various writing techniques and etiquette.
• Pay more attention to the proofreading and editing process of writing. You can use tools such as Grammarly and Hemingway to check grammar, clarity, spelling, readability, etc.
• Encourage your peers to collaborate while writing. Ask them to review your work and vice versa. You can also request an experienced peer to mentor and guide the inexperienced writers in your team.

Active Listening:

Most people do not listen with the intent to understand; they listen with the intent to reply. – Stephen R. Covey

Another important element is active listening skills. A good listening strategy can help you handle organizational issues without preconceived notions. It is a handy skill to have while conducting interviews, dealing with employee grievances, evaluating the performances of employees, and many more managerial aspects.

Let’s look at ways you can improve your active listening skills -

• Pay attention to the speaker without getting distracted by your own thoughts.
• Ask questions to clarify if you didn’t understand the speaker’s message.
• Develop empathy by putting yourself in the speaker’s shoes to understand them better.
• Pay attention to the nonverbal cues. For example, in a direct conversation, you can detect if someone is getting bored from their facial expressions and tone of voice.

Now that you know how to improve your active listening skills, let’s discuss how you, An HR, can improve your employees’ active listening skills -

• Promote a culture where employees actively listen to their peers, superiors, and subordinates.
• Provide resources such as books, articles, and podcasts on active listening.
• Conduct training sessions with practical scenarios and techniques to develop their listening skills.

Conflict Resolution:

Conflict resolution as a core skill is crucial for HR professionals in effectively managing and resolving conflicts that arise within the workplace.

Let’s look at some ways to improve your conflict resolution skills.

• Proactively communicate with your employees to understand the heart of the problems.
• Active listening skills can help you here to build a mutual understanding.
• Asking the right questions will help you to assess the situation and take appropriate action.

Read More: You can learn more about Conflict Resolution Skills

2. Interpersonal skills

They help interact, communicate, and build positive relationships. Interpersonal skills can be developed by developing the below-mentioned sub-skills.

Empathy helps an HR professional to create a safe space. A safe space is important for the employees to express their concerns and grievances. HR can better understand employees' well-being by empathizing with their emotional state. This can help to improve work-life balance and employee engagement.

As an HR, how can you develop empathy in the workplace ? Let’s look at some ways.

• The first thing you should try while developing empathy is to keep an open mind. Try putting yourself in the other person’s shoes when encountering their issues.
• Be aware of your own biases. For example, in similar situations, you might react differently to different people.
• An open-door policy can show your employees that they work in an empathetic organization.
• Help your employees by providing resources such as books, articles, or videos that give insight into the importance of empathy in the workplace.
• Provide employees with empathetic benefits such as flexible working hours, working from home, or paid time off to demonstrate an empathetic work culture.

96% of employees say flexible working hours is the most empathetic benefit an employer can offer. - Businesslover

Dependability:

An organization should be able to depend on HR teams during times of crisis. Employers and employees depend on the Human Resources Department for many important things. Some of these are -

• To maintain fair employment practices,
• Resolve conflicts,
• Maintain the confidentiality of sensitive information, etc.

But how do you improve dependability at work?

• Be punctual. Showing up on time allows others to admire your time and encourages them to work on time management.
• Be detail-oriented while working on any project.
• Follow the company policies and encourage your employees to do the same.

Patience is a key element of success. – Bill Gates

Patience is a virtue that every HR professional requires. It helps to handle sensitive issues within the company. An HR professional must practice patience by -

• Accept what cannot be changed and adjust your expectations accordingly. For example, expecting employees to follow a new company policy immediately will make you impatient. Instead, lower your expectations and allow them some time to adjust.
• Identify impatience triggers. Think about what makes you impatient, write down the instances when you grew impatient, and find the common themes in those instances.
• Be optimistic. Finding positivity in daily negative situations will teach you to become more patient.

3. Relationship-Building

Building relationships between the HR group and other departments is very critical. HR professionals who excel in relationship-building possess the ability to establish meaningful connections with employees, managers, and stakeholders at all levels of the organization.

Communication and Interpersonal skills are two crucial components in building relationships. Apart from those two skills, the sub-skills mentioned below are also some of the essential components.

Trust is the foundation for building relationships. HR professionals must be trustworthy - from handling confidential organizational information to handling employee payroll and appraisal. Also, HR should develop a work culture where employees can trust each other.

So, what measures can you take to build trust in the workplace? Let’s look at some of them -

• Harvard Business Review suggests acknowledging your coworker's emotions can improve relationships at work. Asking something as simple as “Hey, is something bothering you today?” can signal that you care enough to invest in that relationship.
• Taking accountability for your work, even when you make a mistake, can build trust.
• Be transparent while communicating. Do not hide bits of information while sharing it with your colleagues.

Emotional Intelligence:

HR professionals must own emotional intelligence. It helps to make sound decisions.

Emotional intelligence is useful for navigating social dynamics and building strong relationships.

There are many ways to develop emotional intelligence. Let’s look at some of them -

• Be aware of your emotions. Understanding how you feel about work or your coworkers can help you to track (anger, frustration, joy, etc) emotions.
• Avoid reacting during a conflict. Instead, try to respond calmly.
• Conduct assertiveness training for employees to help them learn how and when to handle emotions in difficult situations.
• Allow employees to share their emotions. Help them to separate their emotions from their personality.

Appreciation and Recognition:

HR professionals should promote a culture of appreciation and recognition. Rewarding employee performance and teamwork helps build a cohesive, healthy work environment. However, rewarding each employee in a large organization is not an easy task.

That's where Vantage Circle , a game changer in the field of rewards and recognition solutions, steps in. The platform serves as a catalyst for enhancing employee recognition , team collaboration, and overall productivity.

HR professionals must be attentive to the worries of other departments. They should act as a binding force, keeping the departments united. Workplaces have individuals from diverse backgrounds. HR professionals must introduce inclusive policies so everyone feels welcome.

4. Adaptability skills

Adaptability in HR professionals enables them to effectively manage and support employees through times of change. They anticipate and address resistance, proactively communicate changes, and provide the necessary resources for employees to adapt and thrive.

Adaptability is not just a skill but a fundamental mindset that distinguishes exceptional HR professionals.

So, how can an HR professional improve adaptability in the workplace? Let’s look at some important sub-skils that contribute to improving adaptability.

24% of companies currently use AI for recruitment, and 56% plan to adopt AI in the coming years. - BW People

Learning and Improving:

Learning and improving are very important factors in developing adaptability skills. Masaaki Imai, a Japanese management consultant, first introduced The Kaizen . This approach talked about continuous improvement. The same process is applicable in HR to learn and continuously improve their skills. Some ways to build a habit of learning are -

• You can maintain a “To-Learn” list. It is just like a to-do list but with a small change. Here, you can write down things you want to learn, books you wish to read, thoughts you consider worth exploring.
• Dedicate some time (an hour, a day) to learning.
• Encourage your colleagues to learn. You can share articles, ideas, news, etc., via email or on the office messaging group.
• Learn about new HR technologies. For example, tools like PathSavvy or Talent Guard are used for employee learning and development.
• You must gain academic knowledge of Human Resource Management and psychology.

Prioritization:

HR professionals must prioritize tasks and responsibilities based on employee and organizational needs. This helps in allocating time and resources to various important projects. These projects then improve HR processes, policies, and practices. Here are some tips for prioritizing tasks at work -

• Maintain a list of all the tasks
• Identify which tasks are important and highlight them
• Sort the tasks based on urgency and importance
• You can also sort the tasks based on the effort required to complete them. This way, you can either get over with those tasks at first or keep them for last, depending on their urgency.

Resilience:

Resilience empowers HR professionals to effectively navigate setbacks, overcome obstacles, and maintain a positive and productive mindset amidst adversity.

Let’s have a look at some tips to boost your resilience.

• Practice compassion. Being compassionate to yourself and your colleagues can increase positivity in the workplace. This leads to increased resilience.
• A healthy work-life balance contributes toward increasing resilience
• Reset your energy by taking a break for a few minutes every 90-120 minutes of working. This increases focus and mental clarity leading to a growing capacity for resilience.

5. Technological skill

Technological skills have become integral to HR core competencies in today's digital era. By embracing technological tools and platforms, HR professionals can optimize their operations, streamline processes, and improve the overall employee experience.

Having technological proficiency empowers HR professionals to stay ahead of the curve and drive organizational success.

The post-COVID period has presented opportunities for HR professionals to develop their technical skills while adapting to new tools for remote work and virtual collaboration. Some examples include,

• Trello and Asana for project management and team collaboration
• Slack and Microsoft Teams for messages
• Zoom and Skype for video conferencing

So, what can you do to improve your technology skills?

• Read news, articles, and blog posts about the latest HR trends and software.
• Research the tech-related media outlets that provide useful information about HR technologies. Examples include SHRM , TLNT , Spiceworks , etc.
• Keep an eye out for digital tools that make your work more efficient. For example, you can use Google Keep or Apple Notes to sync your notes between your computer and phone.
• You can arrange a training workshop to help your employees learn about the latest technologies.

A study done by Oracle revealed that 50% of workers currently use some form of AI at work, compared to 32% the previous year, with workers in some countries adopting AI over 2x more than others.

6. Critical Thinking

Critical thinking is an important skill for HR professionals. It allows you to analyze and evaluate information, situations, and problems to make informed decisions.

It involves employing logical reasoning, sound judgment, and evidence-based evaluation to assess complex issues and arrive at well-reasoned conclusions.

Critical thinking helps to build analytical expertise by breaking down complex situations. It also helps to split information into smaller components that are easy to navigate.

Critical thinking is self-guided, self-disciplined thinking which attempts to reason at the highest level of quality in a fair-minded way. – Dr. Linda Elder, Foundation for Critical Thinking

Below are some strategies for HR professionals to develop and strengthen their critical thinking skills -

• Active listening skills can come in handy while developing critical thinking. Pay close attention to what someone is saying and ask relevant questions to understand their point of view.
• Verify the sources of information whenever you are gathering information for your work. Check whether the information is upto date and has come from a trustworthy source.
• Introduce HR professionals to decision-making frameworks such as SWOT analysis, cost-benefit analysis, or the 5 Whys technique.
• For better critical thinking, introduce the Paul-Elder Critical Thinking Framework at work.

These frameworks provide a structured approach to problem-solving and aid in critical thinking by considering multiple factors, assessing risks, and weighing potential outcomes.

7. Analytical and Reporting skills

Data has become the new currency in the business world. So, the functions of HR have also adopted the data-driven decision-making process. Merely gathering the data is not enough to create an effective report. HR professionals with strong analytical skills possess the ability to interpret and analyze data accurately, extracting meaningful insights that drive strategic decision-making.

Let’s look at some sub-skills to improve your analytical and reporting skills.

Visualization:

Visualize this thing that you want, see it, feel it, believe in it. Make your mental blueprint and begin. – Robert Collier

HR professionals must be able to visualize the data to make it easy to understand. Visualization can be in the form of Pivot tables, Line graphs, Bar charts, Pie diagrams, etc.

Expand your knowledge on the topic or data you are trying to visualize. Do the necessary research, and ask your colleague to mentor you if necessary. You can opt for an online data analytics course like CareerFoundry or Springboard .

Business Acumen:

Additionally, HR professionals also must have business acumen. Understanding how the business functions and makes money is crucial. It allows for making tailored reports and decisions that affect the business.

So, how do you improve your business acumen? Here are some tips -

• Understand the business model of the company you are working for.
• Know your target customers and how the HR department can help the company to serve them.
• Observe how different departments function within the company.
• Take an online business class to expand your knowledge of different functions of business.

Analytical Thinking:

Once you have a decent understanding of analytics, practice analytical thinking by considering opposing viewpoints, looking at data from different angles, and coming to a conclusion based on the data.

There are some fun ways of practicing analytical thinking -

• Playing games like chess and sudoku can help you to look at situations from different angles
• Reading mystery novels can help you visualize relationships between variables
• Solving logic puzzles helps you to engage with your analytical hat for a longer period without losing focus.

8. Diversity & Inclusion

The 2018 Gallup Report describes 'diversity' as the “full spectrum of human differences.” It encompasses the distinct characteristics of individuals. Examples include gender, sexual orientation, religious beliefs, age, ethnicity, race, geographical location, culture, socioeconomic status, physical abilities, and more.

Diversity and inclusion form a major part of organizational culture. By prioritizing diversity and inclusion, you create an environment that values and embraces your workforce's unique experiences and perspectives. This attracts top talent and fosters innovation, collaboration, and creativity.

However, the major challenge in diversity and inclusion in the workplace is overcoming systemic biases and creating an inclusive environment where individuals from all backgrounds feel valued, respected and have equal opportunities for growth and advancement.

Creating an all-inclusive diversified workforce is, however, a challenge. To tackle these challenges, organizations must

• Implement diversity and inclusion training programs for all employees.
• Review and revise recruitment and hiring practices to ensure diverse candidate pools.
• Foster inclusive leadership by promoting diverse individuals into leadership positions.
• Make employees feel included. For instance, accepting and celebrating employees’ religious beliefs can make them feel included.
• Introduce the Diversity & Inclusion Officer role in the Human Resources Department to specifically focus on implementing the D&I policies and practices.

Related Article: Diversity and Inclusion in the Workplace: A Complete Guide

9. Legal and Ethical Skills

A grasp of labor laws, regulations, and compliance requirements is essential for HR professionals. Those with extensive legal knowledge play a vital role in ensuring that organizational practices conform to legal obligations and effectively reduce potential legal risks.

AIHR ’s study revealed that ethics and privacy concerns jeopardize 81% of people analytics projects. Another study revealed that 41% of U.S. workers observed unethical or illegal misconduct on the job.

Reasons like this make legal and ethical compliance essential for an organization.

Example of HR Compliance Gone Wrong: Uber 2017 Scandal Uber faced several legal challenges in 2017. These were related to workplace culture and employee relations. There were allegations that the company fostered a toxic work environment. This enabled harassment and discrimination against female employees. Susan Fowler, who used to work as an engineer at Uber, reported a case of sexual harassment to the HR department. She complained about her team manager's behavior. But the department ignored her complaint. She found that the department wouldn’t give the offender anything but a warning. The HR department gave her two options. (i) Either move to a different team where her work experience and projects may not match or (ii) Stay in the same team with the same manager and probably receive a lower performance rating. They even told her they would ignore her retaliation against a lower performance rating. This was a clear case of the HR department lacking legal and ethical knowledge. Later Susan Fowler published a blog narrating her story. Soon, several other scandals came to light resulting in the resignation of Uber’s CEO.

As an HR professional, you wouldn’t want negligence of legal and ethical compliance within your organization. So, what can you do as an HR professional to improve legal and ethical skills at the workplace?

• The first and wisest thing would be to read and expand your knowledge on HR legal and ethical compliance required in an organization. You can encourage your team to do the same.
• Keep an eye out for the changes in laws and regulations applicable to your company.
• Regular HR audits can help in identifying the gaps in policies. These gaps can be fixed by implementing compliance programs that monitor adherence to legal and ethical standards.
• Implement a code of conduct in the organization that expects certain standards of behavior from their employees.

The penalties for breaching European Union’s GDPR can be very strict. According to the law, “companies who fall foul of the regulation and are found to be misusing personal information face stiff fines of up to €20m or 4% of annual worldwide turnover, whichever is the greater of the two.

10. Advising and Coaching

HR leaders must be competent to empower employees through coaching. They can guide employees in handling tough conversations with their colleagues and managers. Additionally, HR leaders can foster a positive work environment. This helps in creating a supportive and encouraging atmosphere for everyone involved.

54% of the organizations with a strong coaching culture are also classified as high-performing. - Human Capital Institute

HR can develop a coaching culture to help employees grow personally and professionally. During these coaching sessions, employees receive guidance on

• Setting goals: Guide employees in setting SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals. You should discuss their short-term and long-term objectives. Also, ensure their personal aspirations and the organization's vision are aligned.
• Mapping their career path: Have a discussion with your employees about their career aspirations. Help them assess their strengths and weaknesses and identify opportunities for improvement.
• Developing new skills: Help your employees develop new skills that complement their career aspirations as well as support their current work responsibilities.
• Performance management: Discuss performance goals, and provide feedback to enhance your employees’ performance.
• Succession planning: Work closely with the talent management team to identify potential candidates for leadership positions in the company. Then guide those candidates towards the positions that align with their aspirations and development plans.

HR skills and competencies are the superpowers that empower professionals in the field to thrive. HR practitioners become catalysts for positive organizational change by mastering effective communication, adaptability, technological prowess, and a commitment to diversity and inclusion.

Not only do these skills enhance relationships, streamline processes, and embrace innovation, but they also create an environment where everyone feels valued and included.

To create such an inclusive and engaging environment, you can use Vantage Circle ’s employee engagement platforms. These platforms allow you to analyze your employees’ concerns, address their well-being, reward their performance, and many more factors that help to engage them.

Frequently Asked Questions (FAQ)

1. what are some essential hr skills.

Some essential HR skills include communication skills, interpersonal skills, analytical skills, legal and ethical skills, etc.

2. Why are communication skills important in HR?

HR professionals with strong communication skills convey ideas, policies, and initiatives effectively, ensuring alignment and engagement throughout the organization.

3. How can HR professionals develop their skills and competencies?

HR professionals can develop their skills by continuously learning and developing new HRM technologies and worldwide trends. They also must gain academic knowledge of Human Resource Management and psychology.

4. How can HR professionals demonstrate their skills and competencies?

HR professionals can demonstrate their skills and competencies by showcasing successful HR projects, retaining top talent, training employees, and mitigating risks by ensuring legal compliance.

5. What are the key responsibilities of HR professionals in terms of legal and ethical compliance?

HR professionals play a vital role in developing and implementing policies and procedures that adhere to legal requirements, promoting ethical behavior, and handling employee concerns or grievances fairly and unbiasedly.

This article is written by Nilotpal , a content marketer at Vantage Circle. When he is not reading or writing content, he is probably clicking some photographs. For any related queries, contact [email protected]

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How to Make Better-Informed HR Decisions: Applying Critical Evaluation

Written especially for HR professionals at small businesses and HR departments of one, Applying Critical Evaluation (Society for Human Resource Management, 2017) by Jennifer Currence, SHRM-SCP, draws from thought leaders' insights and real-life examples to provide ready-to-use recommendations that HR professionals can incorporate into nearly every aspect of the job. The book is the second title in the SHRM Competency Series, which will cover nine behavioral competencies that are critical to effective HR performance.

Currence, president of  OnCore Management Solutions  in Tampa Bay, Fla., and a professor of human resource management at the University of Tampa, is a presenter at the SHRM 2017 Annual Conference & Exposition June 18-21 in New Orleans on Top Five Priorities for an HR Department of One , How to Create a Dynamic Onboarding Experience and Developing Business Acumen as an HR Department of One . 

HR Magazine 's Book Blog recently spoke with her about how HR can make an impact by applying critical evaluation. 

What makes critical evaluation an indispensable tool for the day-to-day work of HR professionals?

Critical evaluation is about going deep instead of wide. In the first book in the SHRM Competency Series, Developing Business Acumen , we talked about how HR can effectively develop business goals, mission and values. HR must be able to create and recommend programs that align with those goals. Critical evaluation is the linchpin between understanding the business and offering consultative solutions for effective people programs.

Why is it important to start the critical evaluation process by assessing the big picture?

Sometimes when confronted with a situation, we try to solve it quickly based on past experience. Or we immediately address what we think is the causation. When we start midway into the process, we miss the opportunity to ask the right questions. That's what enables us to examine all the options.

How has learning about critical evaluation changed your approach to problem-solving and decision-making?

I realized I had an unconscious bias against the very term "critical evaluation." Critical evaluation means a lot of hard work, right? But what I learned was that I gained so much more confidence going through the process, and that's when some magic started to happen. I have learned that following the process is immensely rewarding.

How can HR best evaluate the quality of its decisions?

Decide on three optimal choices or plans of action and measure each of them against what works for your organization [and] what doesn't work, and critically evaluate whether or not there are any unconscious biases or assumptions that are playing a part in your decision.

Not every situation requires a formal critical evaluation process. What advice do you have for making everyday decisions?

Successful solutions invariably derive from an openness to possibilities. If we remain curious, we'll overcome our biases and gather key information and data to make sound decisions. But beware of over-analyzing. One trick I use to move myself from thinking to doing (or deciding) is to schedule a deadline for myself—and promise someone an answer at that time to help hold myself accountable.

What's one thing HR professionals can do today to apply critical evaluation in their decision-making?

Develop this habit: When confronted with an issue or problem, ask yourself "why" five times. Simple, but you'll be surprised how your responses will guide a realistic and manageable approach. Next step? Read Applying Critical Evaluation , naturally!

Matt Davis manages book publishing at SHRM.

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What Is Evidence-Based HR? Examples, Benefits, and Decision-Making Steps

What is evidence-based HR?

• Available internal data
• Research findings and empirical studies
• Expert judgment and real experience
• Values and concerns

Examples of evidence-based HR

Benefits of evidence-based HR

• Aligning HR practices with strategic organizational goals – An organization’s most important asset is its workforce, which can have a direct impact on the organization’s business performance and bottom line. Using an evidence-based approach, HR will be able to, for example, balance the amount of compensation offered with the existing resources of the organization, or decide on the number of new talents they need to hire to help the organization further expand.
• Systematic and consistent decision-making that generates effective interventions – Think of recruitment, for example. By utilizing hiring data, HR professionals can help their organizations increase recruiting efficiency by 80% and decrease up to 50% of attrition rates. 
• Reducing speculation, uncertainty, and errors in judgment – Every professional, no matter how senior or experienced they are, will always have their own biases. The presence of data and evidence in people management and HR decision-making will help reduce those biases and allow the team to make judgements based on a shared objective reality instead of just gut instinct.
• Improve credibility and stature of the HR profession – Gone are the days when HR is seen as merely an administrative team with no real strategic value. By utilizing a data-driven approach to an organization’s people issues and applying HR best practices , HR can directly contribute to increasing the business’ bottom line and realizing business goals.
• Ensuring solid risk management – With data, HR people can not only understand what has gone wrong in the past, but also have an insight into what might happen in the future . This means that HR can make decisions and plan accordingly in order to effectively minimize the possibility of failure when implementing their future initiatives. 

Obstacles to practicing evidence-based HR

• Resistance to change – Many people are skeptical about new methods and resist leaving their comfort zones. They might also fear that a new approach will reveal flaws in current practices that reflect poorly on their efforts. Consequently, it can be challenging to convince them that it’s safe to move beyond “the way things have always been done.” 
• Low data literacy – HR practitioners might not have the knowledge and skills needed to read and interpret workforce data and other figures and translate it into action. They may also be apprehensive about the process of learning what they need to know.
• Lack of access to data – If HR does not have essential company data at its disposal, it hampers the effort to make evidence-based decisions. HR needs the right resources and the ability to analyze data from all functions of the organization. 
• Perceived time issues – Decisions often need to be made quickly, and going through the process of gathering and analyzing data might be seen as time-consuming. However, the reduction of errors and improved efficiency outweigh this.

Sources of data for evidence-based HR

Scientific research/literature and empirical studies.

• Common factors that cause employees to leave
• Recruitment methods that successfully predict strong performance 
• Average absence rates in other similar jobs/industries
• Management journals (e.g., Harvard Business Review ) 
• Academic journals and publications (you can search for them with Google Scholar )
• Professional advisory networks (e.g., Deloitte or Gartner )
• Human Resources research and development groups (e.g., SHRM ) 

Internal company data

Professional expertise and judgment of practitioners, stakeholder values and concerns.

• Board members
• Shareholders

Steps to making an evidence-based HR decision

1. identify the problem and pose an answerable question, 2. develop hypotheses, 3. gather data, 4. analyze data and aggregate evidence.

• Is this the best of the available information?
• Is it biased in any way?
• Does it support the hypothesis adequately?
• Does it justify the proposed solution?
• Is the situation in the evidence a similar environment to ours?
• How frequently has this person encountered this particular issue?
• Did they have a clear view of how the situation actually turned out?

5. Apply the evidence

6. assess the outcome, carrying it forward, weekly update.

Stay up-to-date with the latest news, trends, and resources in HR

Andrea Boatman

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16 Critical Thinking Examples in Real Life

What is critical thinking.

While making your academic assignments or thesis, you are required to do some research and analyze various things, or for making a career decision or any other decision you are required to think of all pros and cons of that decision. Well, the most important thing that helps us to effectively take these decisions is what we call critical thinking. Critical thinking is very important in both personal and professional life. The process of critical thinking involves the analysis of the various facts and figures in a particular situation before straightaway acting on that situation. Critical thinking demands keen observation, creativity, problem-solving skills, which helps the individual to thoroughly evaluate the gathered information and then use this available information as a guide to making accurate decisions. From doing academic works or regular activities to solving various large scale problems, critical thinking is required in everyday life. In this article, we will learn about some real-life examples where critical thinking plays an important role.

Critical Thinking Examples in Real Life

1. critical thinking in problem solving.

Suppose your manager asks you to find an effective solution to a problem that is affecting the business. What would be your first step? Like most people, you may also start looking for potential solutions to deal with that situation. Well, one requires the use of critical thinking here. Before looking for the solution one needs to take a step back and try to understand the cause of the problem first. One should ask for the opinions of the other people that how does this particular problem impact them and the overall business. If you arrive at a solution, you should not only just rely on one solution, instead, you should always have various backup plans in case the first solution does not work as expected. Most people feel that they are great at problem-solving, but if one is not following all these above discussed steps before making a final judgement, he/she is not a critical thinker. Critical thinking allows people to find the best possible solution to any problem. Critical thinking is an important factor of problem-solving skills, one needs to look at any situation from multiple perspectives because in some cases, your decisions not only impact you but also the people in your surrounding.

2. Critical Thinking in Analysing Risks

Risk assessment is another important factor, which requires the use of critical thinking. Risk assessment is required in various sectors, from children analysing the impact of eating junk food on their health to large businesses in analysing the impact of certain policies on the growth of the company. Let us understand the implication of critical thinking in analysing the risks with some examples.

3. Critical Thinking in Data Analysis

Whether analysing the performance of the children in the schools or analysing the business growth of a multi-national company, the skill of data analysis is very crucial. In today’s era, almost every sector demands experts that can accurately evaluate the available data or information and draw out effective conclusions from it. With the rise in technology, the various tasks of the data analysis such as finding profit and loss, creating balance sheets, and issuing invoices are done with the help of various software, but it does not mean that human skill is not required. Various kinds of software can just convert a large amount of data into some simpler and readable format, but it is the critical thinking of the humans that is required to effectively interpret the data and apply the obtained insight for the benefits. The data analysis can even help us to estimate the future trends and potential risks of taking any decisions.

4. Critical Thinking in Hiring Employees

The ability to objectively view any situation without getting influenced by your personal beliefs or thoughts is one of the important characteristics of critical thinking. In business, the hiring managers require critical thinking to evaluate a large number of resume’s to choose the suitable candidates for the required position. Critical thinking here enables the hiring managers not to hire a candidate on the basis of various factors like gender, age, religion or country, these factors may influence the hiring managers unconsciously. The hiring manager may tend to choose the candidate on his/her subjective beliefs if he/she does not use critical thinking. Hence, critical thinking can help HR’s to hire the best employees that may eventually lead to the growth of the company.

5. Promoting the Teamwork

In a team, every individual is unique and has his/her different ideas to tackle the proposed problem. It is the responsibility of the team leader to understand the perspective of each member and encourage them to work collectively to solve the common problem. You may find the opinion of the other members of your team as ineffective, but instead of straightway denying their opinions one should logically analyse their suggestions and try to put your point of view regarding the problem in an effective and calm manner. If the team leader does not use critical thinking, instead, he/she boost his/her opinions on others, the team is sure to collapse.

6. Critical Thinking in Self-Evaluation

Critical thinking plays a major role in self-evaluation. The knowledge of critical thinking skills allows you to accurately analyse your performance by controlling various subjective biases. People should always evaluate their reactions towards any situation and the way they think, this may help them to get a deep insight into their thought processes, hence improving their thinking abilities to take accurate decisions. Self-evaluation is very important in professional life too. Suppose your manager has set a new target for the company. Every employee is thus required to analyse his/her contribution to the company and try to accomplish the set target. If you know your contribution to the company, it will help you to analyse your performance, and you can try to improve your performance in the areas where you lag.

7. Critical Thinking in Choosing the Career

Almost all of us face various dilemmas in our lives such as choosing the stream, the type of job, choosing between the regular college degree or the online programme. Whatever you choose, every option has its pros and cons. However, critical thinking allows us to accurately weigh the positives and negatives of each option and choose the one that offers more benefits than drawbacks. The best way to do this is to make a list of the pros and the cons and then analyse. Well, this is not just limited to choosing the career path, it can be used in other situations also such as professionally, and financially. One can list the pros and cons of selecting to work in a specific company or choosing the right insurance plan. It is often seen that our choices are greatly influenced by the choices of our friends or known, but one should understand that every individual’s beliefs, desires, and ambitions are different so, if the particular carrear or job is best for the others it does not mean that it would be the best option for you also. Hence, to choose the right carrear path, one requires critical thinking.

8. Critical Thinking in Time Management

Time is the most valuable asset that we have, hence utilizing it appropriately is very crucial. Critical thinking in time management helps you to wisely plan your schedule according to the importance of the particular task or the activity. For example, if the task to which you devote most of your time, is not giving you much return then you need to reconsider your schedule and should devote more time to the tasks that give you high returns.

9. Critical Thinking in Analysing the Fake News

Suppose, one of your friends shares a piece of news with you. Do you bother to analyse that whether this piece of news is real or not? Many of us just believe in the news and shares this with others too without thinking that this can be fake news too. A study conducted by Stanford University showed that around 82 per cent of the teenagers failed to distinguish between the real news and the advertisement with the ‘sponsored content’ label. This problem arises because the standard education curriculum does not emphasise much on critical thinking skills much because of the assumption that critical thinking is inbuilt in every person. By introducing certain lessons or activities that may help to increase the knowledge or overall thinking skills, the critical thinking of the children can be improved. Well, it is also seen that not only children, but adults also fall for these fake news and articles that circulate on various social media platforms. Before believing any piece of information, one should think of various questions like the source of the publication, the intention of the article, the author of the article, and the agenda behind the article. Critical thinking helps us to precisely evaluate any information before straightway believing it.

10. Critical Thinking in Distinguishing between Right and Wrong

Most people, especially teenagers are very much conscious about what their friends or relatives think of their behaviour. You may have had been through the situation, wherein if your friends think that certain behaviour is cool then you start acting in that way to fit in your friend’s circle without even considering that what you are doing is good or bad, and is your actions are related to your beliefs or not? One should understand that if a certain behaviour seems cool to some people, it may also seem bad to some others. One should not change his/her actions depending upon the approval of certain people, rather one should look at the broader aspect and should deeply analyse that whether their actions are morally right or wrong.

11. Critical Thinking in Decoding Fashion Trends

Nowadays, some people are so crazy about following the latest fashion trends, they start following every trend that some popular actor, actress, or fashion influencer suggest. If you are a critical thinker you may have had thought of the questions like why the particular trend that was so popular a few years back seems foolish now? why does a particular trend that does not even look good is so popular? Do the particular fashion trend that suits the other person suits yourself or not? Critical thinking helps people from falling victim to the bandwagon fallacy; it is fallacy in which people starts believing a particular thing or idea as good or bad if the majority of the population thinks so. Fashion trends are a common example of bandwagon fallacy.

12. Critical Thinking in Choosing the Suitable Diet and Exercise

You must have heard of various types of diets such as the Keto diet, Whole 30 diet, Gluten-free diet, Vegan diet and so on. It seems complex to choose the diet that is best for you. What people usually do is that they search online, go through several videos and choose the diet that showed the best results to the person in the video. Well, this is not the right approach, choosing the best diet for yourself requires critical thinking. People who use critical thinking evaluate the pros and cons of the particular diet on their own body, they generally ask about the suitable diet from professional dieticians rather than just following the advice of a random person online. Like choosing a suitable diet, choosing a suitable exercise also demands critical thinking. For example, What are your goals? How can you achieve this? At what time you can do exercise? Do you have any injuries that may get affected by the particular exercise? People who use critical thinking tend to ask all these questions, and then by utilizing the knowledge they have and the following routine for a few weeks, and by analyzing the results they are getting from it, they finally plan a proper schedule for them.

13. Critical Thinking in Online Shopping

In today’s digital era, online shopping is preferred by most people. However, there are various tactics and psychological tricks such as the anchoring effect , Stroop effect , and Serial position effect that are used by the various e-commerce websites, which makes the customers buy more things or things that they don’t even need. Critical thinking can help people to smartly buy items without falling victim to all these effects or tactics. While making the purchase you should focus on the price that you are paying for the particular item rather than the discount you are getting on that item because the chances are that the price that you are paying for that item is not worth paying even after the discount.

14. Critical Thinking in Job Search

Critical thinking plays an important role in the Job search. If you are applying for a job, you may consider the following points to get the desired job.

Use of Keywords in Resume: One should always understand the job post and its requirements before straightaway applying for the job. It is important to update your resume according to the job and add some keywords (mentioned in the job requirements) into your resume to get the job. If you possess some critical thinking skills such as problem-solving, analytical, communication, or creativity skills, it is better to put that in your resume. However, one should always restrain from adding any random critical thinking skills that you do not possess.

Cover Letter: Hiring managers receive hundreds of resumes daily, hence the chances that they will read every resume are quite less. Well, you can make your resume different from others by adding a good cover letter. You can add some of the critical skills that you have to your resume, it is better to explain a little about the tasks or activities where you showed these skills in your previous jobs or work experiences rather than just simply writing the skill. This assures the recruiter that you are not randomly writing the skills and you possess these qualities.

Interviews: Nowadays, some interviewers present the interviewees with hypothetical stories to check their critical thinking skills. You may be asked to explain what you think of the given situation or your first reaction after looking at the given image. You are required to solve any random problem, and then you have to explain to the recruiter about your thought processes. The interviewer here is more focused on the way you reach the conclusion rather than the conclusion itself. Your thought process helps the interviewer to analyse and evaluate the way you approach various problems

15. Critical Thinking While Driving

Imagine you are driving on a busy road and your phone starts ringing. It’s an urgent call that you have to pick. What would you do? Would you pick up the call and risk yourself into an accident or stop your car on the roadside to take the call. Critical thinking helps you to make accurate decisions while driving, it includes finding the right place to park your car, analysing whether you can pass the car through that narrow street or not, or how to handle if any animal suddenly comes in front of your car. Hence, critical thinking is must require skill in driving.

16. Critical Thinking in Business

Critical thinking is one of the most important things that the owner of the business needs to possess. One has to make several important decisions, effectively communicate with the clients, hire suitable employees, take certain risks, and deal with several ups and downs in the business, and much more; all these things require critical thinking.

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Great post! I’ve been trying to apply critical thinking to my life, and these examples are a great way to start.

critical thinking is what anyone of us should have in spoiled world

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12 HR Critical Success Factors for Forward-Thinking Leaders

As a human resources leader, you’re responsible for delivering programs that improve the employee experience and help the organization accomplish its goals. Achieving success in those areas requires meeting the expectations of employees and senior leaders alike. 

As one HR consultant described in a recent SHRM article , “CEOs want HR to hire people more quickly and keep them longer. They want help achieving big goals for growth or turnaround. They want a change agent, someone with ideas and energy and patience to make things happen. They want someone who questions the status quo.” 

With the right tools and support, you can successfully exceed expectations and deliver value along all the stages of the employee lifecycle journey . Here are 12 critical HR success factors to guide you:

Top Critical HR Success Factors

At the heart of every organization is its culture—the attitudes and behaviors defining how things get done. When you incorporate activities to build a great company culture, your employees benefit, and you also attract candidates with similar values and cultural ideals.

You can improve company culture by encouraging team-building activities and clear communication at all levels of the organization. You can also provide employees with tools that make their lives easier at work, for example, human capital management software that features employee self-service access.

2. Talent Acquisition

Good talent is hard to find, particularly in a tight labor market. According to an XpertHR survey , almost a third of surveyed HR professionals named recruiting and hiring as their most critical challenge. Of those, 51 percent said they were “extremely challenged” in finding high-quality candidates.

A well-crafted recruitment strategy and process will help you source, select, and hire the talent required for your organization to succeed. Available HR software provides reporting and data management tools to help you understand the effectiveness of your recruiting activities and keep better track of candidates in your talent pipeline.

3. Workforce Planning

Being a forward-thinking HR leader means anticipating future talent needs. A critical part of your success relies on being prepared to help the organization find new talent or reskill existing employees, so they can tackle change and new ways of working. When you have all-in-one HR technology to help you manage your workforce from one convenient location, you can develop a more complete picture of your company’s staffing and skill development needs.

View our ultimate guide to employee management and see how streamlining HR functions provides a competitive advantage. >>

4. Compensation

A recent Achievers study found that 52 percent of employees are looking or would consider leaving their company because of compensation . To engage and retain your employees, you need a competitive mix of salary and other rewards. To understand workforce compensation trends and plan for salary adjustments and incentives, you could benefit from an integrated payroll system that allows you to track employee pay alongside performance and other factors.

5. Benefits and Employee Wellness

The safety and wellbeing of employees are always important, but due to COVID-19, your organization may be facing new challenges in keeping employees healthy and safe. Whether your employees are working remotely or beginning to return to the office , you may need to consider a different or new mix of benefits to support their health and wellness. Some of the benefit changes you may want to consider include:

• Expanded flexible work arrangements
• Additional paid time off and family leave options
• Virtual medical care coverage

6. Training 

Employee training can take many forms, from classroom training to on-the-job learning. Not only do you need to track training participation and costs , but you also want to understand the effectiveness of your existing training . With a clear picture of employee skill levels and prior training attendance, you can identify which new programs and experiences will aid further learning. 

7. Leadership Development

A strong pipeline of company leaders helps ensure a sufficient number of managers for key roles, and it helps your organization prepare for the future. Tracking HR metrics , such as turnover by manager, can help you understand the strength of your managers and where they may need help leading and retaining members of their team. 

The following programs and activities can help you develop leaders in your organization:

• Mentorship programs
• Stretch assignments
• Rotational programs
• Training and coaching

8. Employee Engagement

According to Gallup , only 35 percent of U.S. employees are engaged or highly committed to their work and organization. To improve engagement, you first need to understand which aspects of the employee experience are engaging for your employees, and which are not. Conducting engagement surveys and tracking trends in employee responses over time can help you identify the drivers of engagement in your organization and how to build greater commitment among employees.

9. Employee Relations

If your organization is experiencing issues related to harassment, team communication, or managers who struggle to lead, it can hurt employee retention and satisfaction. The success of your HR function relies on the timely and fair resolution of those issues. Managing employee relations issues helps employees see the value of HR, and also prevents smaller problems from snowballing into bigger ones.

10. Performance Management 

A robust performance management program helps you understand employee effectiveness and productivity. It also helps you identify areas where employees need improvement. By using HR software with a module for performance management , you can keep track of employee ratings, feedback notes, and productivity reports. When it’s time for performance reviews, managers will have easy access to historical performance data for their employees.

11. Diversity and Inclusion 

Creating an environment that brings together different people, experiences, and ways of working supports creative decision-making and a culture of mutual respect. Whether you’re designing a new diversity and inclusion program or you need help with standard EEOC reporting , HR software can help you better understand the demographics of your organization and how to build a more inclusive workplace.

12. Compliance

The SHRM digest of federal labor laws lists 58 distinct federal employment laws covering just about every aspect of HR. There are also state laws and federal agencies that set rules for the workplace. To meet your year-round compliance obligations , it’s essential to keep track of regulations impacting the following areas: 

• Benefits and COBRA administration
• Paid leaves
• Workers compensation

Apply HR Success Factors and Exceed Employee Expectations

Meeting the needs and expectations of your workforce is no easy feat, but the right tools can strengthen your chances of success in the top HR success factors discussed above. All-in-one workforce management software can provide the automation support and reporting capability you need to exceed employee expectations and support their needs. To learn more about how you can build an environment that engages and retains your employees, read our e-book, Exceeding Employee Expectations .

Top 15 HR Processes Examples (With Flowchart)

Effective HR processes are the main components of a successful organization.

Whether you’re managing a small business or a large enterprise, understanding and implementing these processes can make a huge difference in how smoothly your company operates.

In this guide, we’ll break down the top 15 HR processes, providing simple steps and examples to help you put them into practice.

Let’s get started.

What Are HR Processes?

HR processes are the structured activities and workflows that manage every stage of an employee’s journey, from recruitment to retirement.

These processes ensure that your company’s human resources are handled efficiently, fairly, and in compliance with legal requirements

Role And Importance Of HR Processes

Nowadays, having well-defined HR processes is more important than ever.

They help simplify HR processes, reduce errors, and ensure that every employee is treated fairly and consistently.

HR processes also play a key role in shaping company culture and driving business performance.

As an HR leader, you need to care about these processes because they:

• Impact on Organizational Efficiency – Well-defined HR processes streamline operations, reduce redundancy, and free up time for strategic activities. For example, automating the recruitment process using ATS software like Workday can significantly reduce the time-to-hire.
• Influence on Company Culture – HR processes set the tone for your workplace culture. Consistent processes ensure that all employees are treated fairly, which fosters a sense of trust and respect. For instance, regular performance reviews can help in identifying and nurturing talent, thus reinforcing a culture of growth.
• Long-Term Benefits for Business Performance – Effective HR processes contribute to employee satisfaction, which in turn reduces turnover and increases productivity. For example, companies with strong onboarding processes experience improved new hire retention and productivity.

HR Processes vs. HR Systems

HR Processes:

These are the tasks and workflows that manage employee-related activities, such as recruitment, training, and payroll. For example, the process of onboarding involves specific steps like paperwork, training, and introductions.

HR Systems:

These are the tools and platforms used to execute HR processes. Examples include HR software like BambooHR or ADP, which can automate and simplify various HR tasks.

How They Complement Each Other in HR Management:

Processes define what needs to be done, while systems provide the means to do it efficiently. 

For instance, while the performance management process highlights how to evaluate employees, an HR system like SAP SuccessFactors helps track performance metrics, manage reviews, and analyze results.

Top 15 HR Processes Examples With Easy Implementation Tips

1. Recruitment

Recruitment is one of the most crucial HR processes. It involves finding, attracting, and hiring the right people for your organization.

Tips To Implement Recruitment:

• Job Analysis – Understand the role you’re hiring for by defining the responsibilities, required skills, and qualifications.
• Job Posting – Write a clear and compelling job description and post it on relevant platforms.
• Screening Applicants – Review resumes and conduct initial phone interviews to shortlist candidates.
• Interviews – Conduct thorough interviews to assess the candidate’s fit for the role and company culture.
• Offer Letter – Once you’ve identified the right candidate, extend a job offer outlining the terms of employment.

2. Onboarding

Onboarding is the process of integrating new employees into the company. A good onboarding process helps new hires adjust and become productive quickly.

Tips To Implement Onboarding:

• Pre-Arrival Preparation – Set up the workspace, and provide necessary tools and access.
• Welcome Kit – Include company information, policies, and any necessary forms.
• Orientation – Introduce new hires to the team, provide a tour, and explain the company’s mission and values.
• Training – Provide initial job training, including any software or systems the employee will use.
• Check-Ins – Schedule regular check-ins during the first few months to answer questions and provide feedback..

3. Training and Development

Training and development focus on improving employees’ skills and knowledge, which is crucial for both individual and organizational growth.

Tips To Implement Training and Development:

• Identify Training Needs – Assess gaps in skills or knowledge within your team.
• Develop a Training Plan – Outline the objectives, content, and delivery method (e.g., workshops, online courses).
• Conduct Training – Implement the training using the chosen method.
• Evaluate Effectiveness – Gather feedback and assess whether the training objectives were met.
• Continuous Improvement – Update and refine training programs regularly.

4. Performance Management

Performance management is about ensuring employees meet their goals and contribute to the company’s objectives.

Tips To Implement Performance Management:

• Set Clear Goals – Define measurable and achievable goals for employees.
• Provide Ongoing Feedback – Regularly discuss progress and provide constructive feedback.
• Performance Reviews – Conduct formal reviews annually or semi-annually to evaluate overall performance.
• Development Plans – Create personalized development plans to address any areas for improvement.
• Recognition – Acknowledge and reward employees who meet or exceed their goals.

5. Compensation And Benefits

Compensation and benefits are vital for attracting and retaining talent. It includes salaries, bonuses, health insurance, retirement plans, and other perks.

Tips To Implement Compensation and Benefits:

• Benchmark Salaries – Research industry standards to ensure your compensation packages are competitive.
• Design a Benefits Package – Offer benefits that meet the needs of your employees, such as health insurance, retirement plans, and wellness programs.
• Communicate Clearly – Ensure employees understand their compensation and benefits, including how to access and use them.
• Regular Review – Periodically review and adjust compensation packages to stay competitive.
• Incorporate Flexibility – Consider offering flexible benefits that employees can tailor to their individual needs.

6. Employee Relations

Employee relations involve maintaining a positive relationship between the company and its employees. It’s about resolving conflicts and ensuring a healthy work environment.

Tips To Implement Employee Relations:

• Open Communication – Encourage an open-door policy where employees feel comfortable sharing their concerns.
• Conflict Resolution – Handle and resolve conflicts quickly and fairly, using mediation if necessary.
• Engagement Initiatives – Implement programs that promote team building and employee satisfaction.
• Regular Feedback – Provide opportunities for employees to give feedback on company policies and culture.
• Encourage Inclusivity – Promote a culture of diversity and inclusion, where all employees feel valued.

7. Regulatory Compliance

Regulatory compliance ensures that your company adheres to all relevant laws and regulations, avoiding legal issues.

Tips To Implement Regulatory Compliance:

• Stay Informed – Keep up-to-date with changes in employment laws and regulations.
• Conduct Regular Audits – Periodically review your HR practices to ensure compliance.
• Employee Training – Provide regular training on compliance-related topics, such as workplace safety, or diversity and inclusion.
• Documentation – Maintain accurate records of compliance activities and employee files.
• Legal Consultation – Consult with legal experts when in doubt about compliance issues.

8. Offboarding

Offboarding is the process of managing an employee’s exit from the company, whether they are retiring, resigning, or being terminated.

Tips To Implement Offboarding:

• Exit Interview – Conduct an exit interview to gather feedback and insights.
• Knowledge Transfer – Ensure that the departing employee transfers their knowledge and responsibilities to a colleague.
• Return of Company Property – Collect all company property, such as laptops and access cards.
• Final Settlement – Process the final paycheck and any remaining benefits.
• Maintain Relationships – Keep in touch with former employees, as they may return in the future or become brand ambassadors.

9. HR Planning

HR planning involves forecasting future HR needs and developing strategies to meet them, ensuring the company has the right people in the right roles.

Tips To Implement HR Planning:

• Workforce Analysis – Assess current staff levels and skills.
• Forecasting – Predict future needs based on company goals and market trends.
• Succession Planning – Identify key roles and develop succession plans to ensure continuity.
• Talent Management – Develop strategies to attract and retain top talent.
• Budgeting – Allocate resources for recruitment, training, and development.

10. Retention

Retention focuses on keeping your best employees engaged and committed to the company.

Tips To Implement Retention:

• Employee Surveys – Regularly survey employees to understand their satisfaction levels and concerns.
• Recognition Programs – Implement programs that reward and recognize employees for their hard work.
• Career Development – Offer opportunities for growth and career advancement.
• Work-Life Balance – Promote policies that support work-life balance, such as flexible work schedules.
• Competitive Compensation – Ensure your compensation packages are competitive within your industry.

11. Employee Requests

Managing employee requests efficiently is essential to maintaining a smooth HR operation.

Tips To Implement Employee Request Management:

• Create a Centralized System – Implement a system where employees can submit and track requests, such as time off, transfers, or equipment needs.
• Automate Approvals – Use HR software to automate the approval process for common requests.
• Clear Policies – Communicate clear policies regarding how and when requests can be made.
• Timely Response – Ensure requests are addressed promptly to avoid frustration.
• Record Keeping – Maintain records of all requests and their outcomes for future reference.

12. Performance Reviews

Performance reviews are a formal assessment of an employee’s work over a specific period, usually annually or semi-annually.

Tips To Implement Performance Reviews:

• Set Expectations Early – Clearly communicate performance expectations at the beginning of the review period.
• Ongoing Feedback – Provide regular feedback throughout the year to avoid surprises during the review.
• Structured Review Process – Use a standardized form or process to evaluate performance consistently.
• Two-Way Dialogue – Encourage employees to share their own feedback and career goals during the review.
• Improvement Plans – Develop a plan for improvement or growth based on the review’s findings.

13. HR Process Automation

Automation in HR processes involves using technology to streamline and improve efficiency, reducing manual workload.

Tips To Implement HR Process Automation:

• Identify Processes to Automate – Determine which processes, such as payroll or leave management, can be automated.
• Choose the Right Tools – Select software that meets your company’s needs and integrates with existing systems.
• Implementation – Roll out the automation tool, starting with a pilot program if necessary.
• Training – Ensure all relevant employees are trained on the new system.
• Monitor and Improve – Continuously monitor the automated processes for efficiency and make adjustments as needed.

14. HR Audits

Regular audits ensure that your company remains compliant with all HR-related laws and regulations.

Tips To Implement Regulatory Compliance Audits:

• Schedule Regular Audits – Plan audits at least annually to review HR practices.
• Create a Checklist – Develop a checklist of all legal requirements and internal policies.
• Gather Documentation – Collect all necessary records, such as employee files and training logs.
• Identify Gaps – Look for any areas where your company may not be fully compliant.
• Take Corrective Action – Resolve any issues found during the audit and document the steps taken.

15. Employee Engagement

Employee engagement measures how committed and connected employees feel to their work and the company.

Tips To Implement Employee Engagement:

• Measure Engagement – Use surveys or interviews to assess employee engagement levels.
• Identify Important Factors – Determine what factors contribute to or detract from engagement in your organization.
• Develop Initiatives –  Create programs or policies to boost engagement, such as team-building activities or wellness programs.
• Communicate Regularly – Keep employees informed about company goals, changes, and successes.
• Monitor Progress – Regularly check in on engagement levels and adjust strategies as needed.

What Is End-To-End HR Process Management?

End-to-end HR process management refers to overseeing and optimizing the entire lifecycle of an HR process from start to finish. This approach ensures that each stage of a process, from recruitment to offboarding, is handled consistently and efficiently.

Let’s take the recruitment process as an example of end-to-end management:

• Job Analysis – Define the role and responsibilities.
• Job Posting – Publish the job on multiple platforms.
• Candidate Screening – Use an Applicant Tracking System (ATS) like Greenhouse to screen resumes.
• Interviewing – Conduct structured interviews to assess candidate fit.
• Job Offer – Extend an offer through an automated system to streamline communication.
• Onboarding – Once the candidate accepts, the onboarding process begins, handled by HR software like BambooHR.

This end-to-end approach ensures that each step is connected and flows seamlessly into the next, reducing the chance of errors and delays.

Want to help your HR team upskill? Our industry leading training courses and HR certification programs are designed to increase your team’s expertise and help them drive better results. Visit hrtech now to get started!

What Is HR Process Automation?

Automation in HR processes is about using technology to automate and simplify routine tasks, reduce errors, and free up HR professionals to focus on more strategic activities.

Some of its benefits:

• Increased Efficiency – Automation can significantly speed up processes. For instance, using payroll software like Gusto can process payroll in minutes instead of hours.
• Reduced Errors – Automated systems reduce the risk of human error. For example, an automated attendance tracking system ensures accurate records, which is crucial for compliance.
• Enhanced Data Security – Automation often includes secure data storage and access controls, protecting sensitive employee information.
• Cost Savings – Automating processes like recruiting or benefits administration can reduce the need for additional HR staff, leading to cost savings.

For example, a mid-sized company might use automated recruitment software to automates the hiring process.

The software can automatically post job ads , screen candidates based on predefined criteria, and even schedule interviews , reducing the workload on HR staff and speeding up the hiring process.

So if you want to scale your HR processes, then one of the best ways to do that is by implementing HR automation.

Improving Company Culture Through Well-Managed HR Processes

Well-managed HR processes are important in shaping and maintaining a positive company culture.

When HR processes are consistent, fair, and transparent, they contribute to a work environment where employees feel valued and engaged.

Here’s how it works:

Employee Engagement

HR processes like performance reviews, employee recognition, and career development initiatives help keep employees engaged.

For example, regular feedback sessions ensure that employees feel heard and valued, which boosts morale and productivity.

Trust and Transparency

Transparent HR processes build trust between employees and management.

When employees see that HR processes, such as promotions or disciplinary actions, are handled fairly, they are more likely to trust the organization’s leadership.

Alignment With Company Values

HR processes that reflect the company’s values help reinforce those values across the organization.

For instance, if a company values innovation, its HR processes might include regular training sessions to encourage creative thinking and skill development.

At a company like Zappos, which values customer service, HR processes are designed to hire, train, and retain employees who are passionate about helping others.

This alignment between HR processes and company values ensures that the culture remains strong and consistent.

HR Process Flowchart And Checklists

Hr process flowchart.

Mapping HR processes is a crucial step in ensuring that your HR functions are clear, consistent, and effective.

Process mapping involves creating a visual representation of the steps involved in any given HR activity, such as recruitment, onboarding, or performance management.

• Clarity – A process map makes it easy for everyone in the organization to understand how a particular HR process works. This transparency helps prevent misunderstandings and ensures that tasks are completed in the correct order.
• Training – New HR staff can quickly get up to speed by reviewing process maps, reducing the learning curve and ensuring consistency in how processes are executed.
• Process Improvement – By visualizing the steps in a process, you can more easily identify bottlenecks or inefficiencies. This makes it simpler to refine and improve your HR processes over time.

Example Of Creating a Process Map for Recruitment and Onboarding

Let’s say you’re mapping out the recruitment and onboarding process. Here’s how you might break it down:

• Job Analysis – Identify the need for a new hire and define the role.
• Job Posting – Write and post the job description on various platforms.
• Resume Screening – Use an Applicant Tracking System (ATS) to filter candidates.
• Interviewing – Conduct interviews with shortlisted candidates.
• Job Offer – Extend the offer and negotiate terms.
• Onboarding Preparation – Set up the new hire’s workspace and prepare orientation materials.
• Orientation – Introduce the new hire to the team and company culture.
• Training – Provide initial job-specific training.

HR Process Checklist

An HR processes checklist is an essential tool for ensuring that every necessary step in an HR task is completed correctly and efficiently.

A good checklist helps keep everyone on track and can be especially useful for managing complex processes like onboarding or compliance audits.

Best Practices:

• Regular Updates – HR processes and requirements can change over time due to new laws, company policies, or technology. Regularly update your checklist to reflect these changes, ensuring it stays relevant and effective.
• Cross-Department Collaboration – Involve other departments in creating and updating the checklist. For example, IT might need to be involved in onboarding to ensure new hires have the necessary equipment and software. Collaboration ensures that all aspects of the process are covered and reduces the risk of oversights.

Related Read: 12 Best New Hire Onboarding Templates And Checklists

Future Trends In HR Processes

As HR continues to evolve, staying ahead of emerging HR trends is crucial for maintaining a competitive edge.

The future of HR processes will be shaped by advancements in technology, changes in the workplace environment, and the need for continuous learning.

Artificial Intelligence is transforming HR processes by automating tasks like resume screening, employee engagement analysis, and even performance management.

For example, AI tools like Pymetrics can be used to assess candidates’ soft skills through gamified tests, improving the accuracy of hiring decisions.

Remote Work Processes

With the rise of remote work, HR processes need to adapt.

This includes updating onboarding procedures for remote hires, ensuring compliance with labor laws, and maintaining engagement with a distributed workforce.

How To Prepare For It

1. adapt current processes.

Review your existing HR processes to identify areas that could benefit from automation or digital transformation.

For example, if you’re still using manual methods for performance reviews, consider transitioning to a digital platform like Lattice that offers real-time feedback and goal tracking.

2. Invest In Technology

Start integrating AI and other technologies into your HR processes now to stay ahead of the curve.

This might involve using chatbots for employee inquiries, implementing AI-driven recruitment tools, or adopting software that supports remote work.

3. Building A Culture Of Learning

Encourage continuous learning within your organization by offering employees access to online courses and learning platforms .

Make learning a part of your company culture by recognizing and rewarding those who pursue professional development.

Final Thoughts

So far, we explored the top 15 HR processes that are crucial for the success of any organization.

As you understand and implement these processes, you can ensure that your HR processes are more efficient, compliant, and aligned with your company goals. Need more help? Our HR experts at hrtech are here to help! With years of experience in the HR industry, they can easily identify the root cause of your challenge and help you implement a more effective HR process. Contact us now to learn more.

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