We argue that although HR has a lot of tools and practices, it still lacks an overarching decision science that defines how organizations can obtain strategic success through their human resources. In order to support companies’ informed HRM decision-making, we recommend establishing a tradition of evidencebased HR practices. Evidence-based HR is a family of practices, combining research evidence with contextual information and individual judgment of HR professionals as essential sources of information. After having reviewed implications for HR practice from scholarly work, economic and societal trends as well as business tools from other managerial domains, we discuss the potential of Talentship as an evidence-based decision science and as a first step towards a general way of thinking to support HR decisions. As such, we believe the present chapter provides a significant contribution to the insights of practitioners and scholars into the further development towards evidencebased HR.

Heldere uiteenzetting van de gouden stelregels om beter voor jezelf te zorgen: ken jezelf, waardeer jezelf, kies en bemin je keuze, verander je kijk op de wereld en verwen jezelf. Met tal van concrete voorbeelden uit de praktijk. Volledig herwerkte editie, up-to-date en aangevuld.

This contribution proceeds from a number of assumptions, i.e., that (a) conflict is an inevitable part of any employment relationship but is also a manageable and potentially valuable phenomenon (Swanepoel 1999; McNully et al. 2013); (b) low levels of trust in work environments serve either as a trigger or aggravating factor in the escalation of conflict (Purcell 2012a); (c) improved levels of trust can reduce the occurrence and intensity of conflict, or facilitate the constructive resolution of workplace conflict, or both (Douwes Dekker 1990); and (d) collaboration to resolve workplace conflicts and disputes normally delivers superior outcomes with less relational consequences that results arrived at through competitive or adversarial means (Van Boven and Thompson 2003). As our first assumption suggests, we adopt a pluralistic industrial relations frame of reference, as opposed to a unitary or radical approach.