Solution
Table of Contents
Evidence-Based practice Evaluation. 2
Meaning of impact and Value. 11
Approaches of Adding Value to People Practices. 12
Approaches of Measuring People Practice Impact. 12
Different departments Turnover Levels. 14
Introduction
In the contemporary business environment, for organisations success in this unique business environment, they need to embrace an evidence-based approach in making decisions. In this report, by use of Saudi Aramco organisation in Saudi Arabia, the context of this report has been supported. The extent in which evidence-based practices are applicable in informing relevant decision making for people strategies and business factors. This is at the same time making sure they note on risk management strategy, evidencing on progress, financial and non-financial success in making decisions.
Report Part 1
1.1
Evidence-Based practice Evaluation
As evidenced in the CIPD HR Professional Map 2018 (CIPD, 2022), an evidence-based practice is defined as a focus on purpose and values embraced by people professionals. As evidenced in the professional map, evidence-based practice is a decision-making practice supported by evidence sourced from a set of sources to guarantee achievement of business results. As a best practice, CIPD (2022) “identify this as inclusive of a leverage on a set of techniques in diagnosing, evaluating, analysing and synthesising sourced information”. Also, Avado Notes provided, evidence-based practice is noted as guiding application of critical thinking and most appropriate evidence. The best practice entail adoption of the figure 1 stages.
Figure 1: Stages of the Evidence-Based Practice
Source: Summarised from Notes
Additionally, in another case, Lehane et al. (2019) highlight an evidence-based HR strategy as integration of prevalent sources as a core influence of activities since the sources are unique.
Targeting a people practice professional, various skills can be adopted for success in evidence-based decision making approach as illustrated in figure 2;
Figure 2: Summary of Evidence-Based Practice for people professionals
Source: Rynes and Bartunek (2017)
Additionally, in Rynes and Bartunek (2017) definition the evidence-based practice was initially a medicine-anchored concept. Particularly, it is noted that “this concept was developed by Gordon Guyatt as the program director of the internal medicine based in McMaster University in years 1990 to 1997.
Sources used
Data from stakeholders– according to CEBMa (2021), “stakeholders reflection on relevance and essential process which impact on the attained knowledge and success in their assigned roles”.
Professional sources– examples of this include the business leadership, executive teams in an entity and admin involved in acquisition of demanded knowledge and detailed information from various segments. The advantage of the tool use in Saudi Aramco include the ability to identify overall issues, highlight entire outcomes and relevance identified. The evident alternatives are prioritised with best outcome noted. In disadvantages, highlight the practices as “most cases being irrational” hence inappropriate information.
Internally sourced data– as evidenced in Martinez et al. (2019), this is inclusive of policies made internally, initiated programs, activities informing success in implementing organisation goals and objectives.
Scientific literature– According to Quan-Hoang et al. (2020), this entail “integrating all publish literature sources such as data in specific focus areas.
Considering the Saudi Aramco organisation which is my current organisation as a people practice professional, after the COVID-19 pandemic emerged with eventual economic slowdown, employment contracts needed to be reviewed (part-time, full-time and flexible working strategy). By referencing on the Mendelow Matrix Analysis tool (Kivits & Sawang, 2021), it is possible identifying the entire employment market preferences after its introduction. Professional players are also involved in remote working evidenced as lowering entire incurred costs.
Putting this into account, the most appropriate strategy to come up with a sound decision include;
Rational model– this is defined by Bag et al. (2021) as “ decision making by noting on all assumptions, noting best costs minimised while at the same time maximising gains. A case example is the employment contracts where bb
Bounded rationality– As evidenced in Lorkowski and Kreinovich (2018), the process entail a human-decision making approach entail sacrificing an issue for optimising others satisfaction. The merit of use of this strategy in Saudi Aramco is making decisions and being guided from cognitive issues, imperfection in obtained information and appropriate time management. Disadvantages conversely are contracts changes of the employees due to prevalence of COVID-19 pandemic. This entail engaging expertise, immense time spent and costs.
Individual Vs Group Thinking– According to Lepri et al. (2018), when people end up following intuiting and views, groups adopt multiple views and strategies for a high-level decisions. For Saudi Aramco case study, the group-based thinking in decision making process is preferred as a pay factor which influence individuals in he organisation.
1.2
Analysis Tool
A tool that can be used here is Porter’s 5 forces applied to recognise and diagnose the existing and future issues, posed challenges and noting on opportunities (CIPD, 2021). As summarised in figure 3, for Saudi Aramco to dominate the oil and gas sector and also attain profits, the tool can be used for analysis. The tool is used in identifying the existing and future problems, incurred challenge and presenting opportunity.
Figure 3: Saudi Aramco Porter’s 5 forces analysis
By use of this analysis in Saudi Aramco, it becomes possible to create relevant strategies to identify the core forces in various areas of practice and area of interest by Saudi Aramco.
Method Used
A method which is applicable is the Surveys. According to Dalati and Marx Gómez (2018), this method is applied in diagnosing today and future potential problems, incurred challenges and presenting opportunities pursued by leverage on statistics and quantitative data. A good example is the current conflicts of Saudi Arabia and Yemen where Saudi Aramco oil wells have been destroyed. By use of surveys, it is possible to evaluate the extent in which this occurrence impact the employees ability to remain in the organisation, opportunities presented and voluntary working.
The set of gains for use of this method entail improved chances to solve issues with embrace of best HR strategy. Also, the employee turnover rates are mitigated, retention levels improved and appropriate work environment created. Besides, the employees of focus hesitate to enrol in surveys. Further, manipulation are easily noticeable with their outcomes being problem identification, noting on challenges and highlighting most appropriate chance for leveraging.
1.3
According to CIPD (2019) “critical thinking is a key skill for HR and all people professionals as an ability of thinking well and reflecting objectively to ideas, opinions and arguments of others”. This contribute on highlighting, analysing and mitigating problems in a systematic manner as opposed to being intuitive or instinctive. To success in the critical thinking, a set of principles are essential. The different principles are noted by Richards et al. (2020) as influencing questioning, problems identification, examination of evidences, analysis and biasness assumption, avoiding emotional reasoning, avoidance of oversimplification, priority on different interpretations and to tolerate ambiguity. These principles include;
Principle 1: Holistic Search of Available Information- Prior successful adoption of critical thinking, Abdulkarim et al. (2018) identify the “information literacy” concept which is an approach of information sourcing, interpreting and integrating critical thinking strategy. For Saudi Aramco case study organisation, in today COVID-19 pandemic, to a group, the Total Rewards System (TRS) is offered to the employees with significant implication. The result of this is implementing critical thinking on employee financial and non-financial rewards integrated.
At the start, different stakeholders and professionals are engaged with most appropriate knowledge and appreciating the process prioritised. For Saudi Aramco case study, a past strategy entailed application of stakeholder analysis tool for evaluation and analysis of a situation. Further, a detailed market research is put into account for creating a mutual and uniform approach by entire stakeholders. In regard to Pay-out, total rewards system employees with prioritise of overall interests prioritised.
Principle 2: Application– Considering the issue of flexible working in Saudi Aramco, using different sources and journals are relevant for appreciating the link of various sources and journals reviewed for appreciating Saudi Aramco sustainability of resources. For application, Saja et al. (2021), to an individua, cause and effect diagram can be used in identifying the link of the problem and appropriate measures/mitigation approaches. A good instance is Saudi Aramco is the reduced oil and gas prices and demand reduction owing to economic slowdown. To a group, this has a direct impact on the resourcing and employee redundancy and retrenching employees.
Principle 3: Synthesis– For success in critical thinking, the best practice entail use of in inputs and project outputs integration in their background information. As evidenced in Tommasi et al. (2021) the synthesis impact an individual evaluation of outcomes of a process both financial and non-financial. To a group of colleagues, in Saudi Aramco, the different implications affecting their operations is noted. From this, the colleagues are guided into setting good plans which would aid their success in their operations. The organisation most appropriate approach is evidenced and applied.
1.4
Deontology theory– According to Paquette et al. (2015), deontology theory is informed by
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