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Robust evidence is vital for making good decisions, particularly when the decisions impact people’s careers and business success. The growing focus on Evidence-Based Practice (EBP) is refreshing, but also intriguing - evidence isn’t a new concept for psychologists, so why is EBP so firmly in the spotlight? Have people not been using evidence? Is there a disconnect between research and practice?
For me, this is partially explained by the influence that technology is having across the talent sector. Disruptive yes, but not always positively. Whilst digitisation brings transformational workplace change at a rapid pace, my worry is where new technologies are seen as shiny new solutions in their own right, disconnected from results and to the detriment of evidence-based practice and future impacts. It seems to be a question of time – having enough of it to critically review evidence behind technology before ‘solutioning’ and getting excited by new features. I spotted this Tech vs Time conflict at the 2018 Division of Occupational Psychology conference. There were two main themes;
Firstly, the importance of evidence-based practice and a clear message about how long it takes to ‘do good research’ (it’s a long time).
Then, completely separately, the second main theme was for the unavoidable reality of rapid change affecting businesses and talent.
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