Evidence-Based HR and Making the Business Case
6
Decision Steps
Ask acquire appraise aggregate apply assess
4
Analytics Levels
Descriptive diagnostic predictive prescriptive
1
Critical Rule
Correlation does not equal causation
The Evidence-Based Decision Process
Evidence-based HR follows six steps from question to outcome. The critical rule throughout: Correlation does NOT equal causation. The SCP designs rigorous analysis before making recommendations to the C-suite.
A
Ask
Frame the question precisely. What decision needs to be made?
A
Acquire
Gather evidence from organizational data, research, stakeholders, and practitioners.
A
Appraise
Evaluate evidence quality. Is the data reliable? Is the research methodology sound?
A
Aggregate
Synthesize findings across sources. Weight evidence by quality and relevance.
A
Apply
Make the decision. Implement the recommendation based on the best available evidence.
A
Assess
Evaluate outcomes. Did the intervention work? What adjustments are needed?
Building a Business Case
Problem Statement
Quantify the issue. "Voluntary turnover in engineering is 28%, costing $4.2M annually" not "we have a retention problem."
Proposed Solution
What specifically you recommend and why. Root cause analysis connects the solution to the problem.
Cost-Benefit Analysis
Implementation cost vs expected return. Include direct costs, opportunity costs, and risk-adjusted projections.
Risk Assessment
What could go wrong? Mitigation strategies for each identified risk. Shows strategic thinking.
Implementation Timeline
Phased rollout with milestones. Quick wins in phase 1 to build credibility for later phases.
Success Metrics
Leading and lagging indicators. How you will measure whether the intervention worked.
Analytics Pitfalls the Exam Tests
Survivorship Bias
Studying only successful employees ignores those who left. Your retention data must include departed employees.
Selection Bias
Studying only volunteers or available data skews results. Ensure samples represent the full population.
Confounding Variables
A third factor explains the relationship. Engagement and retention both improve during economic downturns because alternatives shrink.
practice evidence-based HR scenarios
SCP-level questions on building business cases, identifying analytical pitfalls, and quantifying HR ROI
Practice Analytics QuestionsExam Traps
quantify everythingCorrelation does not equal causation
This principle appears in multiple SCP contexts. Engagement scores correlate with retention, but that does not prove engagement causes retention. The SCP designs studies that control for confounding variables before making causal claims.
"More data needed" can be the correct answer
The SCP recognizes when available evidence is insufficient to support a decision. Recommending additional research before acting demonstrates analytical rigor, not indecisiveness.
The SCP quantifies ROI, not qualitative arguments
Telling the CFO that leadership development is "important for morale" loses the conversation. Showing that leadership development reduces turnover by 15% and saves $2.4M annually wins it.
Strategic SJI Angle
CFO challenges the value of a leadership development program. The SCP quantifies expected ROI using workforce data: reduced turnover saves $X annually, faster succession readiness saves $Y in external search fees, engagement correlation predicts $Z in productivity gains. The trap answer argues qualitatively about the “importance of developing leaders” without financial evidence.
Not Just Correlation
Correlation does NOT equal causation. The exam tests this principle across multiple domains.
Speak Their Language
The C-suite speaks in ROI, risk reduction, and competitive advantage. Translate HR into business metrics.
A patient says "my head hurts." A bad doctor prescribes painkillers. A good doctor asks where, when, how often, what triggers it. Define the actual question before searching for answers.
Run tests, check the research, consult specialists. Gather data from multiple sources and evaluate its quality. Not all studies are equal. Not all data is reliable.
Combine all evidence into a diagnosis. Lab results plus patient history plus research literature. Then prescribe the treatment that best fits the evidence, not the most popular one.
Did the treatment work? Measure outcomes, adjust the approach, and document what you learned. Evidence-based practice is a cycle, not a one-time event.
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