HR Analysis Meets Organisational Reality: A Tale of Two Evaluations

Evidence based HRM and decision making requires data on what interventions are effective and how they are implemented. However, the literature does not consider the processes through which data are acquired to evaluate HR interventions. In this chapter, we explore factors that may help or hinder data collection and analysis of HR interventions. We do so by presenting two case studies of HR interventions introduced into high stakes contexts. We conclude that the best organisational contexts for evaluating HR interventions are characterised by: a) a high level of maturity with evidence-based approaches to decision making; b) good communication with staff about data collection; c) a long and stable relationship between key decision makers and the evaluation team; and d), stability in the organisation so that the effects of specific changes can be isolated or e) knowledge of concurrent changes so that these can be accounted for in the analyses. However, we also conclude that seeking only ideal organisational contexts for future evaluations would not be desirable for advancing knowledge of how to effect beneficial changes in diverse real workplace contexts.