Enhancing the trustworthiness and credibility of HRD: Evidence-based management to the rescue?

Abstract

It is notable that while numerous professional competencies are expected for HRD, including the likes of instruction design, learning technologies, and coaching (see Arneson, Rothwell, & Naughton, 2013), HRD professionals seldom display, collect or assess evidence of such competence. No surprise that Russ-Eft et al., (2014: 7) recently called out ‘HRD ability’ as a HRD deficiency, noting ‘accountability and evaluation continue to be of concern’. In this editorial we make the case for evidence-based HRD (EBHRD) as a means for HRD practitioners to demonstrate their professional competencies and enhance stakeholder support. Evidence-based HRD (EBHRD) is a process of decision making which is grounded in the best available scientific evidence and business information and informed by critical thinking and evaluation (Rousseau & Barends, 2011). With this focus our arguments align with those of the HR professional body, the Chartered Institute of Personnel and Development (CIPD): ‘future people professionals will need to have the competency and desire to explore different sources of information to inform their decisions, and to help evidence decisions for key stakeholders’ (2017: 32). The essence of our argument is that engaging with EBHRD helps HRD practitioners enhance their credibility, trustworthiness and professionalism in the eyes of key stakeholders.

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