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RESEARCH CLOSED (19 July 2021).
About the Research
The Performance management has changed significantly in last decade, moving from one-time annual appraisal to a continuous process of managing and evaluating performance to align individual performance to the organisation’s goals. Now with the rising growth and importance of evidence-based decision making, we believe that HR analytics will certainly not leave the area of Performance and Reward management untouched. Eventually, this leads us to our main research question: What is role of HR analytics in the decision-making process in Performance and Reward management?
- What are the common decisions being made in organisations related to Performance and Reward management?
- What is the role of HR analytics in Performance and Reward management decision making?
- What kind of metrices/tools or technologies are used to carry out such decisions within an organisation?
- How and when Performance and Reward data driven decisions are being made?
Context of the Research
Despite ongoing changes in the performance management and its link with Performance-related reward, it is still widespread, especially in the private sectors. However, the harsh reality is too few organisations effectively link performance with rewards that result in a struggle to attract, retain and develop the best talent (Hearn, 2011). With the advent of technological advancement and the current pandemic, 87% of HR leaders are now looking to make changes in their performance management (Gartner, 2021), and this signifies the importance of decision making concerning how performance management will be done in the near future and what kind of decisions will be made.
The decision-making process in the field of performance management and reward lacks research evidence. Therefore, it has become integral to study the most common decisions made by HR professionals, the judgments and biases present in those decisions. Judgments are automatic assumptions that a person or a team implicitly has about aspects of a decision (Hastie & Dawes, 2001), and biases are systematic so that they can be de-biased or nudged (Artinger et al., 2015). Thus, with the help of this study the research is trying to explore the rationality behind those decisions and judgments and will spot the biases within the social context of the performance management and reward area of HR (Hertwig & Herzog, 2009). As a result, recommendations on making better decisions and avoiding biases will be suggested. With the growing demand of evidence-based decision making, it is also essential to take explore the role of HR analytics in the field and how it can value add.
Why participate in this research?
By sharing your experiences and perspectives with us, you will help the HR Analytics ThinkTank team to draw conclusions on how Performance and Reward decisions are being made in organisations using decision canvas (framework that helps any individual make better decisions) and the role HR analytics is playing in the decision-making process. We anticipate our findings will help professionals trying to adopt evidence-based decision for their Performance and Reward strategies along with sharing the best industry practices and remove present biases. We also expect our report will help us to better understand the link between Performance and Reward and will contribute to the ongoing debate moving reward away from performance. In addition to this, as with anyone who takes part in our research, you will also gain access to exclusive ThinkTank reports, content and webinars.
Call to Action
There are many more exciting questions we hope to answer with this study. We are currently looking for participants who are willing to enlighten us with their experience in the field of Performance and Reward. If you wish to participate, you will be invited for a short pre-interview questionnaire followed by an in-depth interview (60 minutes) from mid-June to mid of July. Interviews will be arranged during April-June 2021, and we will be sharing our initial findings in September 2021.
- Talent & Reward Directors/ Talent Directors
- HR Directors with a strong involvement in Performance and Reward
- HR Business Partners
- Senior Managers (managing Line managers)
Sanchayika Joshi, LSE Masters Student
Beatriz Valverde-Sanchez, LSE Masters Student
@Nigel Dias, Managing Direct at 3n Strategy, Chair of the HR Analytics ThinkTank
To find out more about this research project or other research projects the HR Analytics ThinkTank is working on, please feel free to contact: firstname.lastname@example.org to set up a meeting.