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Critical Evaluation

Definition of Critical Evaluation

The ability to interpret information to make business decisions and recommendations

Subcompetencies:

  • Measurement and Assessment Skills
  • Objectivity
  • Critical thinking
  • Problem-solving
  • Curiosity and Inquisitiveness
  • Research Methodology
  • Decision-making
  • Auditing Skills
  • Knowledge Management

Behaviors:

· Makes Sound decisions based on evaluation of available information
· Assesses the impact of changes to law on organizational human resource management functions
· Transfers knowledge and best practices from one situation to the next
· Applies critical thinking to information received from organizational stakeholders and evaluates what can be used for organizational success
· Gathers critical information
· Analyzes data with a keen sense for what is useful
· Delineates a clear set of best practices based on experience, evidence from industry literature, published per-reviewed research, publicly available web-based sources of information and other sources
· Analyzes large quantities of information from research and practice

Assistant: Gathers facts and reports on data entry and key metrics. Conducts data entry and tracks statistics and metrics for use by management. Recognizes problems with systems and runs reports to help identify issues. Often requires guidance in non-routine situations.

Associate: Identifies sources of data and information and learns where to find the most relevant information for solving problems. Develops basic working knowledge of statistics, research methods, measurement concepts and metrics. Asks critical questions and Identifies patterns in data and raises relevant issues to higher-level management. Often requires guidance in moderately difficult situations.

Senior Associate: Evaluates information gathered through research conducted. Differentiates best practices that will work for organization/business unit. Ensures processes/systems/programs meet desired and reliable outcomes. Occasionally requires guidance.

Professional/Supervisor: Conducts effective program evaluation. Conducts assessments to address problems and implements solutions within business units. Executes case and pilot studies to evaluate and to address specific problems and questions. Integrates findings to propose or select best course of action. Generally requires little or no guidance.

Senior Professional/Manager: Uses advance knowledge and ability to interpret data and make recommendations. Asks critical questions needed to evaluate data. Provides training and mentoring to upper- and lower-level employees on critical evaluation. Communicates the impact on organizational strategy of relevant and important findings from data analysis. Generally requires no guidance and is able to consult and advise others in developing the critical evaluation skills.

Principal/Director: Manages effective evaluations of organizational programs and interventions. Applies, translates and interprets findings from evaluations toward building effective and creative policies within organizational context. Provides strategic view to direct and prioritize decision-making. Sets the direction through HR and the organization through evaluation of risks and economic and environmental factors. Demonstrates broad, in-depth master level proficiency. Recognized as an organizational authority and serves as a key resource, advisor, and leader to others in the area of critical evaluation.

How to Develop Critical Evaluation

University Courses:

Course offerings and schedules are subject to change. Refer to class-search.byu.edu for updated offerings and schedules.

· Bachelor’s/Master’s degree in Human Resource Management, Organizational Behavior, or related field

· MSB 491R: Impacting Investing (“Students will gain a foundation in understanding venture capital and impact investing, hear social ventures pitch their ideas, and learn how to think critically and analyze a business’ social impact and model.”)

· HRM 391: Organizational Effectiveness

· IS 201: Intro to Management Information Systems (“Create technology solutions to solve business problems. Learn database, analytics, spreadsheet, and programming skills”)

Training / Conferences / Other Courses:

· Offered through Professional Associations

o SHRM educational programs (wide variety)

o WorldatWork trainings and courses (wide variety)

  • Attend conferences/workshops related specifically to your field

· Offered through LinkedIn Learning (free premium subscription for all BYU employees). Suggested searches: “Critical Thinking and Problem Solving”

o HR Measurement and Analytics: https://www.linkedin.com/learning/human-resources-leadership-and-strategic-impact/hr-measurement-and-analytics?u=2153100

o Improve Your Problem-Solving Skills https://www.linkedin.com/learning/paths/improve-your-problem-solving-skills (6 courses) including:

  • Critical Thinking (1h 6m)
  • Solving Business Problems (36m)
  • Making Quick Decisions (21m)

Books/Publications:

  • Thinking, Fast and Slow by Daniel Kahneman
  • Critical Thinking Skills: Developing Effective Analysis and Argument by Stella Cottrell
  • Asking the Right Questions: A Guide to Critical Thinking by M. Neil Browne and Stuart M. Keeley

· HR Magazine, SHRM quarterly magazine (included with SHRM membership)

· Workspan, WorldatWork monthly magazine (included with WorldatWork membership)

· WorldatWork Journal, WorldatWork quarterly research publication (included with WorldatWork membership)

Experiences:

· Volunteer to participate on a task force, workgroup, etc. focused on analytics or problem-solving.

· Identify a process or function in your department and do an assessment of that process. Collaborate with others and create a report describing areas where adjustments or improvements could be made.

· Many teams conduct debrief sessions at the end of a job project, semester, or significant task. Ask to attend so that you can learn some of the challenges, lessons learned and successes.

· Seek out and actively engage with a mentor.

· Initiate a meeting or lunch with an experienced colleague. Ask this person to share his or her thoughts on the department’s strengths and weaknesses. Ask about the key success factors for the department or college. Ask in-depth questions to help you understand what has happened and why.

How to Demonstrate Critical Evaluation

In reporting back to the CDC, it is strongly encouraged that specific examples be provided by sharing final work product, presentations, test results, etc. giving a clear, tangible illustration of what was accomplished and learned during the development journey / experiences.

The following is an outline of what can be shared to demonstrate the development efforts made and learning results achieved.

DO: Describe what you did in completing / achieving your development plan

· Write up you plan to develop critical evaluation skills.

ASSESS: Share, if applicable, any assessments that were taken / provided related to your activities

· Evaluate the experience using the critical evaluation skills gained and share with your manager.

LEARN: Explain what you felt that you were able to learn during your journey / experiences

· Share what you were expecting to gain from the experience. Did you learn what you wanted how can you retain the knowledge for future use?

APPLY: Give specifics examples where you have / plan to make direct application to your work

· Share how the skills you have developed and how you have utilized the knowledge gained to enhance your job performance.

REFLECT: Review / consider things you would have done differently had you had this experience earlier

· Reflect on the experience and consider what went well and what could have improved the experience and learning.