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A collaboration between the Society for Human Resource Management (SHRM) and the Society for Industrial and Organizational Psychology (SIOP)
To further the use and understanding of evidence-based HR practices, SHRM and SIOP have partnered to create a series of resources for HR practitioners. These resources, available to SHRM and SIOP members and affiliates, are specifically intended to infuse the science of Industrial-Organizational (I-O) Psychology and other HR disciplines into management practices for daily use in the workplace.
SHRM-SIOP White Paper Series
The SHRM-SIOP white paper series provides practitioner oriented reviews of evidence-based HR practices. These papers, written by leading researchers and practitioners in the field of I-O psychology and HR, make the science of evidence-based HR practices accessible to SHRM members and affiliates.
Each collaborative article will be posted to this page and can also be viewed on SIOP's website here. For more information regarding the SIOP-SHRM Science of HR Series, please contact Ashley Miller (email@example.com) or David Dubin (David@dubinadvisorygroup.com).
NEW Data Visualization: Get Visual to Drive HR's Impact and Influence
The goal of this paper is to establish a rationale and roadmap for adopting visualization techniques to represent HR data. By using these approaches, HR professionals can unlock a level of data engagement and influence difficult to achieve using tables and numbers alone. Many HR datasets are well-suited to visualization as a component of storytelling and messaging for nontechnical, professional and executive audiences. Data visualization is also a more approachable skill than ever, with many easy-to-use and quick-to-learn tools available. This paper provides an overview of foundational concepts for effective visualization design and a recommended set of practical resources and principles for rapidly incorporating data visualization into your own work.
Increasingly, organizations are investing in or upgrading their efforts in talent analytics. Based on 22 interviews with academics, consultants and practitioners at 16 corporations and other talent analytics experts, this paper offers a review of key approaches, competencies and tools. Examples of sophisticated talent analytics projects to address human resource challenges and organizational dynamics are also provided. We find that successful talent analytics depends on mandates, structure and operationalization, and responses to obstacles. By classifying talent analytics work into three broad categories—data infrastructure and reporting, advanced analytics, and organizational research—we offer a high-level roadmap for building and growing the talent analytics function.
The Bigger Picture of Employee Well-Being: Its Role for Individuals, Families and Societies
A wealth of literature from industrial/organizational psychology and other fields indicates that the well-being of employees influences various individual job outcomes (e.g., attendance and productivity) and non-work outcomes (e.g., disease and mortality). This white paper summarizes these results but also goes beyond them, highlighting less well-known findings. We show that employee well-being has broader impacts such as on the school performance of children of working parents and on the American economy as a whole. Moreover, we discuss that work, when organized and managed in certain ways, can produce various positive individual and societal benefits. The paper closes with a discussion of how governmental and organizational policies can promote well-being and, in turn, bring about these gains.
Understanding Nonstandard Work Arrangements
This paper provides a review on nonstandard work arrangements. Nonstandard workers tend to be defined as those who are associated with organizations for a limited duration of time (e.g., temporary workers), work at a distance from the organization (e.g., remote workers) or are administratively distant from the organization (e.g., third-party contract workers). The results of this review answers four key questions: (1) what are nonstandard work arrangements and how prevalent are they; (2) why do organizations have these arrangements; (3) what challenges do organizations that adopt these work arrangements face; and (4) how can organizations deal with these challenges?
Perceived Organizational Support
This white paper provides HR professionals, upper-level managers and frontline supervisors with tactics to enhance perceived organizational support and its benefits for employees and their work organizations.
This paper discusses evidence-based strategies that can be used to improve the quality of workplace decisions in today's data-rich but time-poor environment.
Conducting Background Checks for Employee SelectionThis paper discusses legal considerations in using two components of the background check: criminal history and credit history.
Engaging and Retaining Mature WorkersThis paper provides a review of current research on workforce aging relevant for engaging and retaining mature workers.
Role of Human Resources in Cyber SecurityThis white paper reviews effective cyber security training for end users of computer systems and offers suggestions about how human resource leaders can effectively implement this training.
Coaching for Professional DevelopmentThis white paper examines the role of coaching as an effective and integral component of leadership development programs.
New Talent StrategyThis white paper introduces several new approaches firms may employ to compete for the best talent in a changing world of work.
Competency Modeling DocumentationThis white paper examines why documentation should be considered an essential element of all competency modeling projects.
Putting the "Performance" Back in Performance ManagementThis white paper provides evidence-based, practical approaches for improving performance management.
Social Science Strategies for Managing Diversity: Industrial and Organizational Opportunities to Enhance InclusionThe goal of this white paper is to provide evidence-based recommendations for leveraging diversity. This overview considers strategies that can be enacted by individuals, both employees and managers, as well as those that can be adopted within organizations.
Leadership Development: Growing Talent StrategicallyThe goal of this white paper is to discuss the importance of linking leader development efforts to the organization's mission and strategy, and observing how these links can clarify leadership performance objectives, competencies and gaps.
The Evolution of Employee Opinion Surveys: The Voice of Employees as a Strategic Business Management ToolThe goal of this white paper is to discuss the role of employee surveys as tactical events in business operations, and the importance of having broad-reaching plans following the surveys' results in order to enact positive change.
Applicant Reactions to Selection: HR's Best PracticesThis paper bridges the gap between research on job candidate attitudes and behavior and applied practice by highlighting why candidate reactions matter, outlining the key research findings, and sharing a list of best practices for human resource managers directly involved in employee selection
Achieving Well-Being in Retirement: What HR Professionals Need To KnowThis paper summarizes the research evidence and makes recommendations for policy makers and individuals to achieve well-being in retirement.
Driving Customer Satisfaction through HR: Creating and Maintaining a Service ClimateThis paper presents data highlighting the link between service climate, customer satisfaction and human resource management.
Skill-Based Pay: HR's RoleThis paper provides a detailed discussion of its different forms and purposes.
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