>>What is evidence-based human resource management?

Evidence-based human resource management is the use of data, facts, analytics,

scientific rigor, critical evaluation, and critically evaluated research/case studies to
support human resource management proposals, decisions, practices, and
conclusions. It is the deliberate use of the best available evidence in making
decisions about the human resource management practices that a firm or an
organization focuses on. The evidence may come from actual measurements done
by the firm (or) the evidence may come from existing data within the firm (or) it
may come from published critically evaluated and reviewed research studies.
(Source: Text)
>>How does evidence-based human resource management benefit firms?
The main benefits of evidence-based human resource management are:
1. The firm can make more informed and effective (better) decision making based
on data and analytics. In other words it leads to objective decision making instead
of subjective decision making.
2. Evidence-based HR decisions and policies provide an increased ability to align
and support the strategic goals of the organization;
3. Analytical approach of the Evidence-Based which is built on existing information,
data, analytics and statistics drives a consistent decision making and leads
to effective risk management.
>> Provide an example of evidence-based human resource management.
Problem Statement: Retention of Powertrain Engineers at Fiat Chrysler Automobiles
Powertrain Organization
Specific Issue: High employee turnover rate of approximately 7% per quarter;
Higher than the historically established target of 3%
Evidence Based HR management process and solution:
Staff retention rates are benchmarked against other organizations within FCA with
similar profiles to truly establish the 7% is truly an outlier compared to the industry
standards. Review and analysis of records of exit interviews for the last few
quarters. The data or evidence demonstrated the most often cited reason for
employees quitting the powertrain organization. The top three reasons listed below
were statistically isolated 1. Work-Life Balance 2. Better benefit packages for a
highly sought after skillset like powertrain calibration 3. Absence of a career path.
As a result of the benchmarking and the analysis of the exit interviews the HR
department decided to implement the following practices to address the top hitters
1. Specified OT regulations and emphasis on better upfront planning of resources
for powertrain application programs to reduce the need for 12 hour workdays

2. Introduction of a 401k company match and across the board merit raises
3. Instituting a defined technical career path and instituting a mentoring
program for powertrain employees
The result is a downward trend in the employee turnover rate observed in the
last few quarters.

>> Discuss the theory behind Kurt Lewin's model of change. Lewin s
Change Process
Psychologist Kurt Lewin formulated a model to summarize the basic process for
implementing a change with minimal resistance. The model represents a very
simple and practical way for understanding the change process in any organization.
The process of change involves creating the perception that a change is needed,
then moving toward the new, desired processes and behaviors: and finally
solidifying the new behaviors and processes as the norm.
According to Lewin all behavior in organizations was a product of two kinds of forces
1. Forces that are striving to maintain the status quo and
2. Forces that are pushing for change
Implementing change means reducing the forces for the status quo or building up
the forces for change.
>>According to Lewin, what is the process that should be followed to
implement organizational change?
Kurt Lewin developed a change model that consists of three steps: Unfreezing,
Changing and Refreezing
1. Unfreezing means reducing the forces that are striving to maintain the status
quo, usually by presenting a provocative problem or event to get people to
recognize the need for change and to search for new solutions.
2. Moving means developing new behaviors, values, and attitudes. The manager
may accomplish this through organizational structure changes, through
conventional training and development activities, and sometimes through the other
organizational development techniques
3. Refreezing means building in the reinforcement to make sure the organization
does not slide back into its former ways of doing things.
Organizations can plan to implement the change required by recognizing these
three distinct stages of change. The first step is to create the motivation to change
(Unfreezing). The change process is navigated by promoting effective
communications and empowering people to embrace new ways of working
(Changing). The process ends when the organization is returned to a sense of

stability (Refreezing), which is necessary for creating the confidence to prepare for
next challenges.