The evidence-based management approach

The evidence-based management approach

1. The evidence-based management approach uses several sources of information or scientific evidence and empirical results to gather information for making sound decisions. Google’s People Operations Group utilized the evidence-based management approach to conduct and collect information on how the high scoring and low scoring managers impacted on Job satisfaction, retention, and performance. The research also showed that the employees who worked under top-scoring managers had better employment qualities such as work-life balance, innovation, career development, and job retention. The research pointed towards the needs of better quality managers in place of attributes such as seniority or tenure. Google found the need for managers in their unique organizational culture that was mostly flat, with only a few executives (Garvin, 2013, p. 5). The evidence-based approach helped to gather information on what attributes make up a quality manager and then create a model to train managers to have the qualities. Google chose to use the evidence-based approach, for it allowed them to critically examine evidence from research to support the decisions they make.

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2. The research found that high-scoring managers have eight common management behaviors that include:
3. A good coach
4. Empowers the team without micromanaging
5. Shows concern for team member’s success and well-being
6. Productive and results-oriented
7. Good communicator
8. Helps with career development
9. Has a clear vision and strategy for the team
10. Good managers have technical skills that allow them to advise the team ((Garvin, 2013, p.16 ).

Being a good coach in the workplace involves looking into the workers’ skills and potential and then pushing and offering support for them to grow. Empowering the team involves allowing the team more liberty to do their work as they see fit without guiding their every move. A manager showing interest and concern for the team shows genuine care making everyone in the team feel valued. Focusing on productivity and results of the group means the manager supports the team in all necessary ways to achieve the set goals on time. A good communicator focuses on open dialogue where ideas and feedback flow in both directions. A manager helping with career development helps the team to acquire and grow in their respective areas. A clear vision for the team guides them towards one direction, and having technical skills allows the manager to be involved in the activities of the group.

1. Google survey data showed managers have the most influence in areas such as performance management and career development, collaboration, and work-life balance. Performance management has an impact on the employees’ job satisfaction and engagement in that the workers in a performing team are happier about their jobs. Career development positively impacts employee job satisfaction and engagement, where the employees feel valued that the management is concerned about their career growth. Collaboration allows for quick solutions to problems, diverse perspectives, and faster processes making the workers more satisfied and engaged in the workplace. Work-life balance allows the workers to have a balance between daily life needs and the requirements at work (Garvin, 2013, p. 15). Employees with a manager concerned about their work-life balance have more job satisfaction and engagement. If the areas are ignored by leadership, employees are likely to leave the organization and search for other jobs with more satisfaction and engagement.
2. After Google collected all the data on their managers, they generated numerical scores for the questions asked based on percentages of favorable responses and also specific comments on the performance. The managers were to share their ratings with the team members to get feedback on ways they could improve. Google also worked on providing the managers with management training courses that would help improve their management quality and scores. The training courses were in such a way that managers would attend classes for the areas they scored lowest and start implementing the lessons. Employees were also involved in the training where they would, for example, role-play to receive and give positive feedback. The company also created a reward system for the managers who held the highest scores based on the eight qualities of a good manager (Garvin, 2013, p.8&9). Further transformation of the management staff at Google is possible through implementing a way to continuously monitor the performance of the managers and make training recommendations where performance is low.