Research is used to establish facts around a specific subject, often to develop new conclusions and understanding (Cambridge Dictionary, 2019).  Research is obtained via a systematic process and investigation into a variety of sources to increase knowledge on a particular subject. A systematic process will explain methods of the collation of data and will give justification and explanation to the meaningfulness and any limitations to results (Saunders, Lewis and Thornhill, 2016). 
Anderson (2013) has identified a useful guidance tool to support HR professionals to plan research projects in advance and to monitor progress against expectations initially set. The idea of the roadmap is to be used as guidance as not all research projects would cover all elements detailed. Anderson (2013) defines five key steps within the research journey and within this are specific tasks. Firstly, defining the research topic which may include agreeing and reading around a topic, deciding on a research design and looking at any access issues. Secondly, evaluating what is already known around the subject which may involve searching for literature and writing a literature review. Thirdly, obtaining good quality data which involves planning, designing and collating data, and drafting a methodology and findings. Anderson (2013) then suggests interpreting the information by analysis and concluding findings highlighting any recommendations. Lastly, communicate the results by drafting final copy and finalising references.
Anderson (2013) specifies four main strategies for research carried out by HR professionals. According to Anderson (2013), cross sectional research involves the collation of data at a single point in time in a standardised form often as surveys or interviews. It is a beneficial in uncovering trends and making comparisons. It is often at a low cost to organise and can easily access a vast volume of people, producing a large amount of data. However, this can mean that breadth outweighs depth of data. It is also reliant on the questions being of high quality to gather the necessary data, and they can be open to misinterpretation. There is also a lack of control over responses.
Anderson’s (2013) second research strategy is case study design. This differs from cross sectional research as it involves investigating a situation, this could relate to a single case or a number of related cases. Often, this research strategy utilises interviews and observation periods to obtain data, providing a more qualitative approach. Critically, this produces a vast amount of qualitative data which can be difficult to analyse and there is difficulty in cross checking information. It can however allow focus on a particular issue, group or department where needed.
The third research strategy suggested by Anderson (2013), is action research design. Problem-solving is the main aim and is utilised to understand and promote change and its effects. This form of research is it can be descriptive rather than explanatory. It also focuses around the effects of certain actions, rather than why they have occurred or their motivations. Unlike cross-sectional data, action research design requires a large time commitment. It can however be useful, similarly to case study design, to focus on a specific issue within an organisation. 
The fourth research strategy identified by Anderson (2013) is comparative, comparing data from different groups or situations. Like cross-sectional designs, it often utilises standardised surveys/ interviews and the findings are then compared allowing researchers to investigate how practices and frameworks function in different settings or situations. It can be difficult to facilitate and may require an investment of time. It is also reliant on the ability to make valid comparisons e.g. where the environments being compared do not hold many similarities, the data may not be sufficient for comparison.
Research is vital in HR practice to allow us to ensure our decisions are evidence based, meaning they are based on the best available evidence sourced from research (CIPD, 2017). An example where this has been utilised, is research carried out into engagement. A report published by CIPD (2014) carried out research into the future of engagement discussing its importance in people management research and becoming embedded in businesses approaches. The report presented a collection of thought provoking and debateable evidence sources to help develop this field. This report does not have a definitive conclusion, however it did identify a number of areas for further research, for example  what the link is between engagement and human resource management, how employ engagement strategies can be evaluated within the workplace and how engagement interacts with diversity.
Another example where research has been utilised within HR, is a report published by CIPD (2017), which carried out research in developing managers to manage sustainable employee engagement, health and well-being. This report was carried out with the aim of building on previous research and providing a management resource. The report utilised cross-sectional research in the form of a survey around current management development programmes. The report was concluded that health and well-being and employee engagement are vital in workplace performance and productivity. This conclusion evidences the need to provide management with the tools, guidance, skills and behaviours to achieve these factors to ensure organisational success.