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Report Summary

In a global survey of 375 executives, The Economist Intelligence Unit explores how early adopters are using evidence to show connections between HR and business KPIs and opening doors to new processes and people strategies that impact the bottom line of the organisation.  

Those with a rose-tinted view of how organisations and professionals operate might assume that important decisions are only reached after poring through reams of detailed and relevant information.  But the reality is that gut instinct is frequently the dominant decision-making mode in many areas of human activity.

This report sets out the current state of evidence-based human resources, the obstacles it faces and its potentially transformative effect on performance. Given the increasing reliance on evidence in other business functions within major companies, HR must act now if it is not to be left behind.

Research Methodology

Commisioned by KPMG, The Economist Intelligence Unit conducted a global survey of 375 executives in September 2014.  More than one-half of respondents identified themselves as C-suite executives (58 percent); the remainder are at the management level up to senior vice president.  More than two-thirds of respondents (67 percent) serve an HR function; the remainder (33 percent) serve a wide range of other functions.