Evidence-based management is a conceptual approach to decision-making that is increasingly being adopted by executives. Although a CEO may value the experience and the judgment of an HR practitioner more support for recommendations on workforce management strategies and programs is being demanded. Executives are asking “what is the evidence that supports that?” The evolution of technology has created new tools, such as artificial intelligence, machine learning and other types of analytical capabilities. These tools provide decision-makers with more evidence to use in formulating recommendations and they lend additional support to those recommendations.
The ability of HR practitioners to effectively utilize workforce analytics has become a key element of competence. Those lacking the ability to use quantitative analysis find it more difficult to influence executive management, even though they possess the knowledge and skill acquired through their experience that often produces the right solutions. Relying solely on “I think…” arguments may not be persuasive in selling recommendations. HR needs to increase the use of scientific methods to discover what impacts the outcomes that result when adopting specific strategies and programs.
HR practitioners must understand quantitative methods and how they can be applied to forecast what impact decisions will have on the effectiveness of the workforce. They must also employ the best decision-making tools and processes to make the case for recommended strategies and programs
This seminar is designed to help attendees understand the principles underlying sound decision-making. The focus is on the types of decisions that are made by HR professionals and line management when they are dealing with workforce management issues. Many decisions are made based on emotion, past experience, intuition and the beliefs held by the people making them. All of these influences can be valid, but often making sound decisions requires a structured process and the application of methods that minimize the impact of personal bias.
(Training Venues: In view of the current COVID-19 situation, we will maintain small class size for all our courses. Hotels has taken strict measures such as daily disinfecting of all seminar rooms, cleaning the lift buttons and door knobs, temperature taking for our participants and hand sanitizers are also available)
(Social Distancing: Traditional classroom setting with only ONE participant at each table, with a distance of one metre apart from another. Comfortable seating space at the lunch area. All participants have to wear a mask during the training)
1. To ensure attendees understand the concepts and principles of sound decision-making and how evidence can inform decision-making and provide support for recommendations to executive management.
2. To demonstrate how the scientific method can be used to formulate and test hypotheses and to structure issues and problems.
3. To inform attendees about how quantitative methods and technology can be used to find relevant data and other forms of evidence and analyze alternative strategies.
4. To demonstrate how statistical techniques can be applied to common problems.
5. To engage attendees in applying evidence using case studies.
1. Principles of Sound Decision-Making
• Defining issues/problems
• Identifying alternative approaches to finding solutions
• Structuring the decision-making process
• Determining what evidence is required for making informed decisions
2. Quantitative Anaysis Methods & Processes
• Finding and evaluating relevant evidence
• Professional knowledge
• Analyzing evidence
• Data analytics
• Artificial intelligence
• Basing recommendations on evidence
3. Developing & Presenting Recommendations
• Formulating recommendations based on evidence
• Presenting recommendations in an understandable and compelling manner
• Dealing with opposing points of view
Who should attend
• Case Studies
Dr. Robert J. Greene has a PhD (Applied Behavioral Science) from Northwestern University, an MBA (Human Resource Management) from the University of Chicago and BA (Economics) from University of Texas and has over thirty years of industry and consulting experience with organizations on formulating and evaluating human resource management strategies and designing, implementing, administering and evaluating performance and compensation management programs. He also provides counsel on defining, assessing and reshaping organizational culture and effectively managing cross-cultural workforces.
"Rewarding Performance Globally: Reconciling The Global - Local Dilemma" (co-authored), “Rewarding Performance: Guiding Principles; Custom Strategies – 2d ed”, “The Most Important Asset: Valuing Human Capital", “Strategic Talent Management: Creating The Right Workforce”, Dr. Greene has published over 100 articles, white papers and book chapters on HR management and was awarded the first Keystone Award for achieving the highest level of excellence in the field by the American Compensation Association (now WorldAtWork).
He was a principal designer of the CCP, GRP, PHR, SPHR and CPHRC certification programs and brought the GRP program to Singapore at its inception, working in conjunction with the Singapore National Employers Federation. He has taught and spoken around the world and was an expert advisor to the SHRM Global Learning System and principal author of the SHRM Learning System module on Compensation, as well as several certification courses in the GRP and CPHRC certification programs.
He is also a faculty member for DePaul University's MBA & MSHR degree programs globally.
• Date to be advised (1st Run)
Duration / Venue
• Two days
• 9 am to 5.30 pm
• Hotel seminar room
A Certificate of Attendance will be awarded at the end of the course.
• S$ 1250 for Community
• S$ 1280 for Non-Subscribers
• Coffee & tea with snacks during the morning and afternoon breaks
• Buffet lunch with vegetarian & halal options