Question
In readiness for the session, prepare a presentation (slides and presenter notes) about ethical practice in business. The presentation should explore the importance of ethical values to people practice professionals, how they can be applied, and how ethical practices can impact positively on organisations.
Your presentation should cover all the points below and provide a convincing argument for ethical behaviour in business. Your audience will be a mixture of academics and practitioners, who will expect your presentation to include a range of relevant academic theory as well as practical examples to support your comments.
- Define the term professional and explain what it means to be a ‘people practice professional’. (1.1)
- Discuss the concept of ‘ethical values’, and how at least three ethical values that you hold personally impact (or could impact) on your work as a people practice professional. (1.2)
- Drawing on work or personal examples, analyse how you would/have:
- made an engaging and well-informed contribution to discussions to support the application of good people practice (1.3)
- taken responsibility for your work/actions, including recognising and rectifying mistakes (1.4).
- known when and how to raise concerns when issues such as organisational policies or leadership approaches conflict with ethical values or legislation. (1.5)
- Provide a robust argument for ethical people practice that is supported by academic theory and details both the business and human benefits of people at work feeling included, valued and fairly treated. (2.1)
- Using your own example of providing a people practice solution to meet a particular need, or a hypothetical example such as introducing a new policy or reward initiative, comment on how you would/have:
- ensured the ‘design’ of the solution was informed by engagement with others, particularly those most affected by the solution. (2.2)
- evaluated the impact of the solution in terms of how well it met the needs of and engaged all those it was aimed at. (2.3)
Solution
Table of Contents
1.1 Evidence-based Practice, Approaches and support of sound decision-making and judgements 1
Evidence-Based Practice Evaluation. 1
Principles of Critical Thinking. 8
1.4 Ethical Theories and Perspectives, Understanding inform and influence moral decision-making. 9
Inform and Influence Moral Decision Making. 10
3.1 Organisation approach in measuring financial and non-financial performance. 12
Methods of Measuring the People Practices Impact 15
Today, businesses operates in a dynamic environment which necessitate integration of an evidence-based process in decision making. This report focuses on SABIC organisation in Saudi Arabia to generate a report. This report evaluate the scope of evidence-based strategies to inform appropriate making of decisions in people practices and business aspects. This is while ensuring a highlight of best practice in managing risks, noting progress and financial and non-financial progress in decision making.
1.1 Evidence-based Practice, Approaches and support of sound decision-making and judgements
Evidence-Based Practice Evaluation
In New CIPD HR Professional Map 2018, CIPD (2021) identify evidence-based practice as in the category of purpose and values of people professionals. In the map, it is identified as “a process for decision making informed by evidence from sources use for assisting in ensuring the appropriate projected business results are attained”. This is by leveraging on a set of techniques intended to diagnose, evaluate, analyse and synthesise the obtained information. Further, as evidenced in Avado Notes 2021, the concept is identified being guided by use of critical thinking and best available evidence. This is by following the steps illustrated in figure 1;
Figure 1: Steps of Evidence-Based Practice
Source: Summarised from Avado Notes 2021
Further, in a different context, Hawkins and Heathcote (2021) identified evidence-based HR practice as integrating all readily existing sources as a main determinant of the process as the sources are distinct.
In regard to a people professional, a set of sills are essential for sucessful evidence-based decision making (see figure 2);
Figure 2: Evidence-Based Practice by people professionals
Source: Carnegie Mellon University (2021)
Further, according to Fink Chorzempa et al. (2019) initially, evidence-based practice was a medicine-based concept. Particularly, Thoma and Eaves III (2015) noted that “the concept was initially coined by Gordon Guyatt being the program director of internal medicine at McMaster University starting 1990 to 1997”.
Sources
Stakeholders data– As evidenced in CEBMa (2021), this include “reflection of stakeholders believes on what is relevant and necessary conversely impacting their reactions for potential outcomes of entity decision”.
Professional players– This include the business leaders, executive team in an organisation and administration engaged in gaining required knowledge and successful information in a set of segments.
Internal organisation data– According to Gubbins et al. (2018) this include internal organisation policies, programs, practices which inform on effectiveness of an organisation goals and objectives.
Scientific literature– As evidenced in Shedler (2020), this “include published literatures which include detailed data in particular areas of focus”.
In SABIC case study where I am based as a people practice professional, after COVID-19 pandemic and economic slowdown that followed, review of employment contracts (part-time, full-time, remote working) was essential. By using Mendelow Analysis tool (Oxford, 2021) the entire preferences on employment contracts was established. Professional practitioners were similarly engaged with remote working suggested as a cost-cutting measure.
Considering this issue, the best approaches to make sound decisions entail;
Rational Model– Koechlin (2020) note that “rational approach of sound decision making entail highlight of entire assumption, identifying the best with costs minimised while maximising on gains”. For instance, for the employment contracts, the best fitting in current COVID-19 pandemic was established.
Advantage of using this approach to SABIC organisation entail the capacity of identifying entire issues, highlighting solutions and identifying relevance. Alternatives are a priority with most appropriate solution identified. For disadvantages, Acevedo et al. (2021) identify the process as “often has irrationality” leading to inappropriate information.
Bounded Rationality– According to Decision Lab (2021) this is a “human decision-making strategy where the focus is on satisficing as opposed to optimising”. The advantage of this approach to SABIC organisation decision making is its guidance on cognitive limitations, imperfection on information sourced and time constraints issues. For disadvantages, in the employment contracts in COVID-19 pandemic decision making, this strategy demands experts input, cost intensive and immense time used.
Individual Vs Group Thinking– As noted in Lee and Park (2018), “while individuals tend to follow individual intuition and views, groups follow multiple views and approaches with outcome being an improved decision made”. In SABIC organisation, group decision making strategy was the preference as remuneration issue impacted multiple individuals in the entity.
1.2 Analysis tool, One Method to recognise and diagnose current and future issues, challenges and opportunities
Analysis tool
An applicable analysis tool is the Porter’s 5 forces CIPD (2021a) which is used in recognising and diagnosing current and future issues, challenge and presented opportunities. In figure 3 summary, analysis tool evidence profits acquisition and market dominance. In SABIC organisation, working in Saudi Arabia (KSA) banking sector, Porter’s 5 forces is applicable. This tool identify current and future issues, challenges and opportunities.
Figure 3: Porter’s 5 Forces Analysis
For SABIC, by use of this analysis tool, there is a possibility of establishing approaches noting main forces in particular operations segment and identified areas of interest in their practice.
Method Used
Considering the SABIC situation, Fishbone Diagram (Coccia, 2020) is applicable. The tool visualise to categorise likely problem causes intending to identify root cause. In SABIC for instance, the recent employees absenteeism rates increase during COVID-19 pandemic can be diagnosed.
Figure 4: Fishbone Diagram on Absenteeism cases
Accordingly, by using this tool, it can be evidenced that there are health and wellbeing issues impacting the employees and lack of appropriate relations amongst all stakeholders affecting their functionality. Also, stress issues, lower cost control and reduced venture with consultation inappropriate represent issues. These root causes are interlinked and ought to be prioritised in generating solutions.
1.3 Principles of Critical Thinking, Application in Individual and Work Colleagues Ideas for Objectivity and Rational Debate
According to CIPD (2019), “critical thinking is a critical skill for HR and people professionals as the capacity for thinking appropriately and reflecting objectively with ideas, opinions and arguments of the rest”. The intention of this is solving complex issues and appropriate decisions, clarity from any confusion and to increase potential for success. Put differently, Mahanal et al. (2019)
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