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Insights focused - Lesson 2: your reflections

Benjamin

| 0 Posts

CIPD Staff

17 Jan, 2020 11:20

Welcome to the online community learning space for the lesson: Asking the right questions. Use this forum to discuss the community reflective activity in the lesson. Read the contributions of others, ‘liking’ those you find helpful and add your unique reflections to the conversation by replying to this post. Click here to return to the lesson page at any time.

Community reflective activity:
What area of people practice do you think is most affected by a lack of insight or evidence?
What implications do you see that having? 
Share your thoughts in the forum. 

2604 views
  • Video makes a nice point that an evidence base (clue is in the name) gives you a good base to work from and ask questions. Liked the learning styles curve ball. Highlights how evidence and questions can challenge well held beliefs. Fits well with a coaching/consultancy approach.
  • I am a consultant and work frequently with CEOs and Directors and find they do not always query their ideas or stack them up against evidence, I frequently find ways to assess the position and present the risk to the decision makers s they are better informed. Usually they take my guidance as I am the HR expert , yet sometimes they have their vision and need to learn from doing it their way-Learning is learning.
  • I have found that with certain personalities, asking questions has resulted in them feeling frustrated, as they have become aware that the propositions they are considering may need further thought. It's not been hugely successful for me with these personalities, so I am still wondering how to best broach this aspect...
  • In my view, the area of people practice is irrelevant - its more likely to be the individual or team in specific cases that either takes or doesn't take an evidence-based approach. Company culture places a lot of pressure on individuals and teams to conform with bad practices - challenging poor practice is often considered as being unduly resistant which can be damaging to individual career advancement or even job security, it is a poweful disincentive to adopt this approach.
  • I think that my internal clients are too quick to jump in - phone me with a question and the answer to it themselves. This has implications if policy and procedure is ignored - and alongside it employment law!
    I need to 'encourage' some of my clients to give me the question and listen to my answer first before telling me what they think I should say!!
  • Pretty much all people practice can be disadvantaged if insight/evidence is not sought/utilised prior to decisions being made. My decisions/ideas are ignored if not supported, and Seniors ideas sometimes get implemented with no real basis or demonstrable results if not challenged.
    I think it comes from the personality type and working styles of the people at the top. I've experienced it, when you are encouraged as part of company values to challenge the status quo or have a voice, but personality type / ego is a big factor in it being achieved succesfully. I too have experienced environments where to disagree with a senior is to be negative/disruptive. I have learnt the hard way to always consider any questions/alternative options with evidence of why now, regardless of the request. Colleagues do not speak up and instead complain in private, worsening the morale for all.
  • In reply to Helen:

    I completely agree with this one Helen! Managers and Clients usually already want a certain outcome, usually without having put the work in to get to that point, and more often than not are asking for HR support to achieve it without considering that would breach employment law to proceed. A lot of frustration can be felt when you review with them what actions they need to take prior to the action they may want to take today.
  • I believe engagement is most affected by a lack of insight and evidence. Managers tend to hold their own opinions about what's broken, what needs fixing and how to fix it. In turn, they make decisions which are counter productive as their perception of the root of the problem is incorrect. Additionally, their solutions do not take on board, nor consider the Employees who actually do the job and are able to advise on possible solutions. To obtain evidence and make meaningful decisions, the people most affected should be engaged. If not, they can be demotivated due to lack of voice and the perception that their thoughts and opinions don't matter. I hope I've interpreted this correctly.
  • This is an area I need to work better myself in. As a people consultant I am left to put in place policies and ideas and I need to force myself to investigate further before jumping to ideas so that I can 1. Get others on board by being able to explain benefits. 2. Make sure that what ideas I do have will actually benefit the overall business.