What Are Analytical Aptitude and Evidence-Based Decision Making?

Analytical Aptitude refers to examining an idea, a process, or an event with an open, objective, and inquiring mind. It is a critical skill in evidence-based decision making (EBDM), using sound data to hypothesize, assess, and select solutions.

Applied Skills and Knowledge includes the following in the Analytical Aptitude competency:

·    Data advocacy. Developing an inquiring mindset, learning what data drives the business and where it can be found, developing partnerships across the organization to promote EBDM, and modeling the skill of EBDM to the entire organization through the decisions HR makes and the plans of action it undertakes

·         Data gathering. Knowing what constitutes sufficient, credible, and objective evidence and being able to find it

·         Data analysis. Being able to organize data so that it reveals patterns and to analyze it to detect logical relationships

·         EBDM. Being able to apply the results of data gathering and analysis to make better business decisions

All members of modern organizations are being asked to be accountable for their use of the organization's limited resources and to identify and manage threats and opportunities in their lines of business and across the organization. For example, HR professionals must be able to demonstrate the soundness of investments in tactics designed to increase engagement and retention by measuring the results of ongoing activities and by using evidence to support effective tactics.

Effective data advocates show that analysis does not exist for the sake of analysis; it is focused on making more informed decisions that minimize risk and maximize opportunities. They also assist in building a data-driven culture, encouraging EBDM throughout the organization, from the bottom up.

Steps in Evidence-Based Decision Making

HR professionals should consider following six steps described by Ben Eubanks, a human resource management specialist. Eubanks's recommendations are based on research.

·         Ask. When faced with a problem, translate the situation into a question that can then be answered through information gathering. For example, an HR manager notes that the discipline system the organization uses is not effective in preventing eventual terminations or resignations. The HR manager asks, "What are we doing now? Does our disciplinary approach reflect what we know about adult behavior and motivation to change?"

·         Acquire. Gather information from varied sources. For example, the HR manager reviews the organization's policies and processes concerning discipline and retrieves from HR's records data about disciplinary actions and subsequent employee history. The HR manager develops some case studies on specific incidents, gathering information from the supervisors involved. The manager also begins to gather information about current research into these areas and assessments of current practices from journals and HR professional societies and networks.

·         Appraise. Determine whether the evidence gathered is relevant, valid, reliable, accurate, complete, and unbiased.

·         Aggregate. Combine and organize the data to prepare it for analysis. Determine the priority to be given to different types of information.

·         Apply. See the logical connections within the data and with the issue. Use the data to draw conclusions, develop possible solutions, win sponsor support for a decision, and take action.

·         Assess. Monitor the solution that has been implemented and objectively  measure the extent to which the objectives have been attained.