Evidence Based Approach To Equality And Inclusion In Workplace
An Evidence-Based Approach toEquality, Diversity and Inclusionin The WorkplaceRob B Briner1
Structure What is an evidence-based approach toanything?– Origins– Why and how you do it– Barriers To what extent are diversity practitionersevidence based What would evidence-based diversity practicelook like? Overcoming challenges to evidence-baseddiversity practice22
What’s the problem? Practitioners in all fields use evidence (orinformation) in their decision-makingBUT the evidence used is often limited––––Not enough of itNot from/of multiple and diverse sources/typesNot critically appraised for its quality or relevanceNot used in a systematic way (e.g., not focusingon the best available evidence, not weighting, notaggregating)33
Why is this a problem? The logic ofevidence-based practice Using limited quantities, sources, and typesof evidence in an uncritical and unsystematicway will increase the chances of poordecision processes and obtaining unintendedoutcomesUsing greater quantities, sources and typesof evidence in a critical and systematic waywill increase the chances of better decisionprocesses and obtaining intended outcomes44
What is it?Evidence-based practice is about making decisions through theconscientious, explicit and judicious use of the best availableevidence from multiple sources by1. Asking: translating a practical issue or problem into an answerablequestion2. Acquiring: systematically searching for and retrieving the evidence3. Appraising: critically judging the trustworthiness and relevance of theevidence4. Aggregating: weighing and pulling together the evidence5. Applying: incorporating the evidence in the decision-making process6. Assessing: evaluating the outcome of the decision takento increase the likelihood of a favourable outcome.55
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Example: Evidence-Based absencemanagementElement 1: Practitioner expertise andjudgement Have I seen this before? What happened? What are my beliefs about the causes of absence? Arethey reasonable? What’s worked in the past and why? What do I think are the causes and possible solutionsand why? How relevant and applicable is my experience?77
Example: Evidence-Based absencemanagementElement 2: Evidence from the local context What actually is the absence rate? What type of absences and where? What exactly is the absence problem? What are local explanations for absence? What absence management is currently in place and is itworking? What do managers think is going on? What are the possible costs and benefits ofinterventions? Is it worth intervening here? What is happening or what is going to happen thatmight be affecting absence?88
Example: Evidence-Based absencemanagementElement 3: Critical evaluation of bestavailable research evidence What are the average rates of absence in this sector andlocation – is the absence rate here ‘high’? Is there areal problem? What does systematically reviewed research evidencesuggest to be the major causes of absence? How relevant and applicable is that evidence here? What does research evidence from systematic reviewssuggest as effective interventions? How well might the interventions the research describeswork here?99
Example: Evidence-Based absencemanagementElement 4: Perspectives of those who maybe affected by intervention decision What do employees think is going on? How do they feel about the proposed interventions? Do they see downsides or unintended negativeconsequences? How do managers feel about these interventions? How practical or workable are interventions perceived tobe? What alternative explanations and proposed solutions doothers have?1010
Is that it? Yes, sort of: Any questions?1111
Evidence-based practice origins Two editorials in British Medical Journal– 1991 Only 15-20% medical interventionssupported by solid evidence– 1994 Many practices do more harm than good 1992 Evidence-based medicine: Newapproach to teaching medicine JAMA1993 Cochrane Collaboration formed1996 UK government commitment to pursueevidence-based medicine1212
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BPS Diversity & Inclusion Work Group2424
Why is it a particular problem in(diversity) management? It may not be but management has comevery late to evidence-based practiceThe concept is not well-known or understoodby organizations, managers or managementschoolsIt seems that some (diversity) managementpractice is dominated by fads and fashionsand not much into basing decisions on goodquality evidence from multiple sources2525
Not just (diversity) management Affects all professionsDecisions made on the basis of things otherthan critically evaluated information orevidenceSome examples .2626
Some alternatives to evidence-basedmanagement (inspired by Isaacs & Fitzgerald, 1999) Vehemence-based management (loud, brow-beating)Eloquence-based management (sharp-suited, slivertongued)Obedience-based management (because I say so, justfreakin’ do it) Resemblance-based management (doing what others do) Defence-based management (the safest option) Indolence-based management (whatever takes least effort) Haste-based management (whatever is fastest) Indulgence-based management (the coolest most fun thing) Reverence-based management (doing what is the most trulyawesome)2727
The paradox Evidence-based practice makes a lot of senseBut it doesn’t seem to happen as much as itshould It is not well-known in management So what are the barriers?– General misconceptions and myths– For managers and diversity practitioners inorganizations2828
Some general misconceptions and mythsabout evidence-based practice [1] Evidence can prove things. No. Just probabilities orindications based on limited information and situations. Evidence tells you the truth about things. No.Truth is a whole different thing. Evidence means quantitative ‘scientific’ evidence.No. Evidence in general just means information – likethe use of ‘evidence’ in legal settings – anything mightcount if it’s valid and relevant. Evidence-based practice means practitionersshould not use their professional expertise or gutfeel. No. Expertise /gut is also evidence which can beas valid as any other and is needed to apply evidence.Gut feel relevant only for some types of decisions.2929
Some general misconceptions and mythsabout evidence-based practice [2] Doing evidence-based practice means doing whatthe research evidence tells you works. No.Research evidence is just one of four sources ofevidence. Evidence-based practice is about practicenot research. Evidence doesn’t speak for itself or doanything. New exciting single ‘breakthrough’ studiesprovide the best evidence. No. It’s about what abody of research says. Single studies don’t matter. Collecting valid and relevant evidence gives youThe Answer to The Problem. No. Evidence rarelygives you The Answer but helps you make betterinformed decisions and develops understanding.3030
Some general misconceptions and mythsabout evidence-based practice [3] If you don’t have evidence you can’t do anything.No. You always have evidence. But you practiceexplicitly knowing the quantity and quality of evidenceavailable. It’s not about perfection or a completelyknowable world. It’s not an all-or-nothing thing. Experts (e.g., consultants and managementschool professors) know all about the evidence soyou just need to ask them. Rarely true. Experts arebiased, limited knowledge and have vested interests (astheir expertise is likely related to their power or otherresources). It’s about making our own judgements andovercome “trust me I’m a doctor”-type deference.3131
Examples of barriers for managers inorganizations Cognitive biases Fads and fashions Professional rituals and norms Power and politics Career incentives3232
Espoused and more implicit goals ofmanagersESPOUSED GOALS To do what works (but fewevaluations)To help organization fulfil itsmissionIMPLICIT GOALS To get things done To further career To avoid trouble To fix political or presentingproblemsTo identify and solve importantproblems To meet targets To do what matters To do what gets measured Treating everyone equally Speak truth to power(?) Favour those who helpadvance personal goalsSay what higher-ups want tohear3333
In your experience as a diversitypractitioner Can you think of examples of how each of thefollowing might push diversity practitioners awayfrom being evidence-based– Fads and fashions in diversity management? Couldbe old or happening right now or emerging.– Professional rituals and norms? Practices that arejust see as ‘the thing’ to do– Power and politics? Do vested interests or seniormanagers overly-influence what happens?– Career incentives? What are diversity practitionersreally rewarded for?3434
How evidence-based are diversitypractitioners? Any reason to assume they are different frommanagers, HR practitioners, workpsychologists, etc ?Are there specific factors that make themmore or less likely to be evidence-based?3535
Some criteria for evaluating EBPprofessions (Briner & Rousseau, 2011) The term “evidence-based” is well-known and used: It is unlikelythat any field using this approach would not use the termSystematic research summaries (reviews) are accessible topractitioners and articles reporting primary research and traditionalliterature reviews are accessible to practitioners.‘Cutting-edge’ practices, panaceas and fads are treated with healthyscepticism: While some new ideas do eventually come to besupported by evidence most do not.There is a demand for evidence-based practice from clients andcustomers and practitioners have some authority/powerPractice follows evidence-based principlesInitial training and CPD adopt evidence-based approaches toeducation and training3636
What would evidence-based diversitypractice look like? Reminder: What is evidence based-practiceA generic example of evidence-baseddiversity3737
What is it?Evidence-based practice is about making decisions through theconscientious, explicit and judicious use of the best availableevidence from multiple sources by1. Asking: translating a practical issue or problem into an answerablequestion2. Acquiring: systematically searching for and retrieving the evidence3. Appraising: critically judging the trustworthiness and relevance of theevidence4. Aggregating: weighing and pulling together the evidence5. Applying: incorporating the evidence in the decision-making process6. Assessing: evaluating the outcome of the decision takento increase the likelihood of a favourable outcome.3838
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Evidence-Based diversity managementElement 1: Practitioner expertise andjudgement Have I seen this diversity issue/opportunity before? What happened? What are my beliefs about diversity issue? Are theyreasonable? What’s worked in the past and why? What do I think are the causes of and possible solutionsto this diversity issue and why? How relevant and applicable is my experience?4040
Evidence-Based diversity managementElement 2: Evidence from the local context What are the organizational data that tell us we have adiversity issue? What specifically are these data telling us? What exactly is the diversity issue/problem? What are local explanations for the issue? What diversity management is currently in place and is itworking? What do managers think is going on? What are the possible costs and benefits ofinterventions? Is it worth intervening here? What is happening or what is going to happen thatmight be affecting the diversity issue?4141
Evidence-Based diversity managementElement 3: Critical evaluation of bestavailable research evidence Compared to other organizations or benchmark data isthere a real problem here?What does systematically reviewed research evidencesuggest to be the major causes of this particulardiversity issue? How relevant and applicable is that evidence here? What does research evidence from systematic reviewssuggest are effective diversity interventions? How well might the interventions the research describeswork here?4242
Evidence-Based diversity managementElement 4: Perspectives of those who maybe affected by intervention decision What are the values around the diversity issue? What do employees think is going on? How do they feel about the proposed interventions? Do they see downsides or unintended negativeconsequences? How do managers feel about these interventions? How practical or workable are interventions perceived tobe? What alternative explanations and proposed solutions doothers have?4343
Challenges for diversity practitioners inidentifying problem or issue How good are the organizational data wehave?How easy is it to link diversity data toimportant outcomes in our organizationCan we see changes in diversity practicesand outcomes What exactly is the problem? How do know when the problem is ‘fixed’? What exactly is a diversity intervention?4444
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Challenges for diversity practitioners inusing research evidence Lack of systematic reviews of evidence Access to evidence Relevance of evidence to practical problems Limited quantity of good quality evidence Little diversity of diversity research in topics,methods, and contexts (eg much is USbased)Processes may differ a lot across not onlycontext but categories of difference4646
Paluck & Green (2009): Prejudicereduction Of the hundreds of studies we examine, asmall fraction speak convincingly to thequestions of whether, why, and under whatconditions a given type of intervention works.We conclude that the causal effects of manywidespread prejudice-reductioninterventions, such as workplace diversitytraining and media campaigns, remainunknown.4747
Pitts & Wise (2010): Diversity in publicsector Although diversity issues remain salient,usable knowledge is in short supplyOnly a small portion providing practical,action-based findings for public managers.There is little research that would allowpublic sectors managers to step beyond bestguesses for what does and does not work formanaging diversityScholars are focusing on factors thatmanagers cannot manipulate4848
Kalev et al (2006): Institutional approach Looking at causes of inequality may not tellyou much about solutions“although inequality in attainment at workmay be rooted in managerial bias and thesocial isolation of women and minorities, thebest hope for remedying it may lie inpractices that assign organizationalresponsibility for change.”4949
Kulik (2014): Diversity managementsystems Diversity paradigms: Values, beliefs and norms abouthow diversity should be managed Diversity policies: Organisational goals or objectives formanaging human resources Diversity programmes: The set of formal diversityactivities used in the ------------------------------------ Diversity practices: The implementation and experienceof an organisation’s diversity programmes by lower levelmanagers and employeesDiversity climate: Shared employee perceptions andinterpretations of the meaning of diversity paradigms,policies and programmes in the organisation5050
Kulik (2014): Diversity managementsystems Who? More research that asks HR professionalswhat their organisation is doing, less researchasking employeesWhat? What are organisations actually doing,even if only a little. Examine full range not justpopular diversity management activitiesWhere? Where are programmes are more andless effectiveWhen? The answer to “When will diversitymanagement have a visible effect?” is “a longtime from now”.5151
Alhejji et al (2015) Diversity trainingreview A number of trends emerged: (1) research ondiversity-training outcomes is published in adiverse set of publication outlets; (2) studiesutilize a narrow range of theoreticalperspectives; (3) methodologically, studiessuffer from significant limitations including smallsample sizes, poor use of diversity-trainingmeasures, too much reliance on self-reportmeasures and little longitudinal investigation ofoutcomes. Therefore, the research base is atheoretically, methodologically flawed andfragmented.5252
Overcoming challenges5353
Overcoming challenges Need to start with clear and specific problemor opportunity – can’t be evidence-basedwithoutAll evidence/information has flaws – doesn’tmean you shouldn’t consider it It’s about using best available evidence All interventions have possible downsides If you don’t have much evidence – evaluationbecomes even more important5454
Conclusions Evidence-based practice approach can help anypractice decisionsIt’s not about certainty and making perfectdecisions – but better decisions that are morelikely to lead to intended outcomesEquality, diversity and inclusion more importantthan many areas – so improving skills inevidence-based practice vitalImportant ethically and otherwise to be openabout what we know, how well we know it,what we don’t know and the basis for ourdecisions5555
Thank youThoughts, comments, criticisms, etc?r.b.briner@bath.ac.uk5656
about evidence-based practice [2] Doing evidence-based practice means doing what the research evidence tells you works. No. Research evidence is just one of four sources of evidence. Evidence-based practice is about practice not research. Evidence doesn't speak for itself or do anything. New exciting single 'breakthrough' studies
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