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Implementing Evidence-Based Management in the Government of Flanders: A Step-by-Step Approach

This presentation outlines the process of adopting Evidence-Based Management (EBM) within the Government of Flanders. It emphasizes the importance of grounding HR and OD decisions in the best available evidence, fostering professional integrity, and developing organizational competencies. The session explores methods for training staff, integrating EBM methodologies in projects, and effectively communicating the benefits. It highlights practical experiences, challenges faced, and proposed frameworks for long-term implementation, aiming to inspire a culture of evidence-based practices across the organization.

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Implementing Evidence-Based Management in the Government of Flanders: A Step-by-Step Approach

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  1. EvidenceBased Management This is how we do it AOM 2014 – session 308 Evidence-Based Management in Action

  2. Government of Flanders

  3. Whoam I?

  4. The Dream Alldecisionsconcerning HR & OD in the government of Flanders are grounded on the best availableevidence.

  5. It's a matter of professional integrity! No girl wants to marry a doctor who can't tell if a man's dead or not! Scherlock Holmes, 2009

  6. Becominganevidencebasedorganisation • It starts withyour mind • Everydaypracticeandlearning • Integratingevidencebasedpractice in the organisation Rousseau, D.M. and Barends, E.G.R. (2011) ‘Becoming an evidence-based HR practitioner’. Human Resource Management Journal 21: 3, 221–235.

  7. Becominganevidencebasedorganisation • Our plan: • Developcompetencies • Applying the methodology • How do we implementit? • Is itfeasible? • Communication/ Marketing • Convincing the organisation • Blog, presentations, factcheck,… -> Support from CEBMA

  8. Developingcompetencies • Trained 12 colleaguesduring 5 halve days • Content: • Developing awareness • formulating explicit questions • lookingforevidence • appraisingevidence • HR-analytics (I-nostix) • … -> the 1+6 A’s (awareness + ask, acquire, appraise, aggregate, apply, assess) • Goal: • providing basic competencies • Providing a common language -> It starts withyourmind - Awareness

  9. Developingcompetencies Whatwe'velearned • Involve corporate HR & OD + the oneswhoimplementit • We created basic knowledge of EBM • We createdawarenes • understandingof the addedvalueand even necessity of EBM • Inspiredcolleagueswith new possibilitiesandideas

  10. Developingcompetencies Whatwe'velearned • But howtoimplement, how wil we do it? • Searchingforscientificevidence= challengeingforsomecolleagues • Whataboutexternal partners • Whatwill we expectfrom partners? • Whataboutexpectations of ourclients? • …. • 5 sessions, toomuch? • Depends on background • Someexpressed a preferencefor a shorter but more intensive training

  11. Applying the methodology • Try-out in alreadyplannedprojects: • Burn-out, high potential program, new ways of working, autonomous teams andorganisationalvalues • Goal • Building a portfolio of cases • Learnabouthowdifficult/ easy it is in reality • Practicing the competenties -> Everydaypracticeandlearning

  12. Applying the methodology Whatwe'velearned • Difficulttoimplement in ongoingprojects • Threatningtointernal consultant andclient • Difficulttoquestionalready made choices • integrate the methodology in new projectsfrom the beginning • Implementitstep by step

  13. Applying the methodology Whatwe'velearned • Evidencebasedworkingchallengesexternal partners • Evidencebasedworkingasksdifficultquestionstowardsproposed tools & methodologies • Communicatewithexternal providers • Whenwriting a commisiondemandfor EB proposals • Externalpartners are ableandwillingto follow the EB logic • Acquiredknowledgecannotbeneglected

  14. Applying the methodology • Evidencebasedworkingchallengesourbeliefs • Externalcomments are sometimes right • Question ourownposition • Criticalyexploringourownchoicesmakesourpoliciesbetter

  15. Applying the methodology • Evidencebasedworking is possible • Exploring the 4 sources of evidencemightseemtime-consuming • Does every HR-professional need the skillto consult scientificevidence? • In the beginning focus on projectswith big and/or long-term impact • Thereis a learning curve

  16. Communication • Infographic • Communicating in anattractiveandpositive fashion • Blog • Sharingourexperiences • Factchecker • Showing the potential of EvidenceBasedworking • Involvedecision-makers • Iftheyexpect ‘evidencebased’ propositions, we will take a hugeleap forward -> It starts with your mind

  17. The future • Realising the dream step by step • First focus: Important projectswithpotential big impact and/or long term consequences • Toolboxes • New corporate policies • Next challenge: integratingEvidenceBasedworking in ourprocesses • Involvingourexternal partners • Building a solidknowledge base= long term project

  18. The future • Providing a competence pool • Making a pool of experts in evidencebasedworkingavailablefor the organisation • Marketing evidencebasedworking in the organisation • A whatworkscentrefor management in Flanders?

  19. Questions?

  20. Maxime Loose Internal consultant – government of Flanders Maxime.Loose@Bz.vlaanderen.be Twitter: @maximeloose Slideshare: http://www.slideshare.net/maximeloose/evidence-based-management-how-we-do-it

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