Question
You have been asked to prepare a briefing paper that is to be given to people practitioners at a regional event, to share insights and good practice. The paper needs to provide understanding of approaches that can be taken to support effective critical thinking and decision-making within the HR remit.
Your Briefing Paper needs to:
- provide an evaluation of the concept of evidence-based practice and assess how evidence- based practice approaches can be used to support sound decision-making and judgments for people practitioners across a range of people practices and organisational issues. (1.1)
- evaluate two micro and two macro analysis tools or methods that can be used in people practice to explore an organisation’s micro and macro environment, and how those identified might be applied to diagnose future issues, challenges and opportunities. (1.2)
- explain the principles of critical thinking and give examples of how you apply these yourself when relating to your own and others’ ideas, to assist objective and rationale debate. (1.3)
- assess at least two different ethical theories and perspectives and explain how an understanding of these can be used to inform and influence effective decision-making. (1.4)
- explain a range of decision-making approaches that could be used to identify possible solutions to a specific issue relating to people practice. (2.3)
- as a worked example to illustrate the points made in 2.3, take this same people practice issue, explain the relevant evidence that you have reviewed, and use one or more decision- making tools to determine a recommended course of action, explaining the rationale for that decision and identifying the benefits, risks and financial implications of the suggested solution. (2.2 & 4)
- compare and contrast a range of different ways and approaches that are used to measure financial and non-financial performance within organisations. (3.1)
It is essential that you refer to academic concepts, theories and professional practice for the tasks to ensure that your work is supported by analysis. Please ensure that any references and sources drawn upon are acknowledged correctly and supported by a bibliography.
In preparing for the forthcoming department heads meeting your manager has asked you to prepare a range of information and interpretations for use at the meeting. Below are two sets of data that have been collected by a 360-degree review for Department ‘A’. Table 1, is the feedback that has been elicited from employees on their line-managers and table 2 is from the customers that use the services and goods from Department A.
Use one analytical tool to review the two data sets to reveal any themes, patterns and trends (2.1).
Solution
5C002: Evidence- Based Practice
Table of Contents
1.1 Evaluation of the Concept of Evidence-Based Practice to support decision-making. 1
Evidence-based Practice Approaches. 3
Evidence-Based Practice in Sound Decision Making and Judgements. 5
1.2 Micro and Macro Analysis Tools/Models for People Practice. 7
1.3 Principles of Critical Thinking and Examples of Application. 11
1.4 Ethical Theories and Perspectives in Effective Decision-Making. 14
2.3 Decision Making approaches and issues relating to people practice. 15
2.2 & 2.4 Evidence explanation, Decision Making Tools. 16
Task 2: Data Analysis and Review.. 20
2.1 Analytical tools to review two data sets revealing themes, patterns and trends. 20
3.3 Presentation of findings in 3 different methods. 21
3.2 Key Systems and Data for effective people practices, to measure work and people performance. 23
T
Table of Contents
Definition of Evidence-Based Practice. 2
Evidence-Based Practice in People Practice Decision Making. 3
Evidence-Based Strategy/Failure in using Insights for Judgements. 4
1.2 Tool, Method of Future Issues, Challenges and Opportunities. 5
1.3 Principles of Critical Thinking. 7
Decision-Making for Ensuring Effective Outcomes Achievement. 9
1.5 Ethical theories and perspectives. 10
Importance of embracing ethical workplace. 11
3.1 Measuring Financial and Non-Financial Performance. 11
3.2 People Practices Adding Value to Organisations. 13
Task Two- Quantitative and Qualitative Analysis Review.. 14
2.1 Interpretation of Analytical Data. 14
2.2 Findings to Stakeholders for People Practice Activities and Initiatives. 20
Task 1- Report
1.1 Evidence-based Practice; Application in Decision-Making in People practice decision making process
Definition of Evidence-Based Practice
In line with CIPD HR Professional Map, an evidence-based practice (EBP) is categorised as a professional value. As evidenced in CIPD (2022), it include appropriate decision making, informing action which lead to projected results. Also, this concept can be traced back from Gordon Guyatt in 1990 in area of Medicine (Djulbegovic & Guyatt, 2017). Before this concept was introduced (EBP), there were no appropriate systems to support clinic medicine and research work. The advantage of this is that people practice professionals are in a position of making successful decisions to leverage on existing sources (Melnyk & Fineout-Overholt, 2022). A summary of this is shown in figure 1 provided in AVADO Notes;
Figure 1: Summary of the Evidence-Based Practice
The significant achievement of modern organisations in EBP is informed by ability to make decisions which are backed with factual information hence success in making decisions. The strength of this is that EBP is successfully pursued with objectives being put into account. For instance, for Saudi Aramco in Saudi Arabia (KSA), by embrace of EBP, they are in appropriate positioning to use set policies to execute their functions. Conversely, for weaknesses, Kleijn et al. (2019) argue that EBP is costly to implement and also a lot of time being used to obtain the relevant evidence to be obtained.
Evidence-Based Practice in People Practice Decision Making
Resourcing– Integrating EBP in resourcing is noted as promoting how the different factors are put in place to make decisions on appropriate results from the resourcing. The recruitment process include adoption of predictive factors and input for promoting overall resourcing. The outcome of this is reduced turnover and being committed in assigned roles (AIHR, 2022).
Learning and Development (L&D)– For success in L&D, this include the use of appropriate strategy for implementing their process (TrainingZone, 2019). The application of EBP in L&D lead to success in entities L&D process as it is possible to achieve learning needs analysis, identify the most appropriate approach for L&D and monitoring/evaluate the entire practice. For Saudi Aramco, they are able to adopt EBP to ensure that success in aligning the learning needs and approach used in learning. A summary of this link is as illustrated in figure 2;
Figure 2: EBP Integrated in L&D
Evidence-Based Strategy/Failure in using Insights for Judgements
Increased Retention– This is informed in CIPD (2021) as EBP ensuring that organisations promote an increased retention of best performing employees. This is with the turnover reduced with an upward of 40%. In KSA, most organisations have their retention ranging from 15% to 40%. To manage this, the EBP can appropriately be adopted (see figure 3);
Figure 3: Evidence-Based Practice and Turnover
Failure to effectively use EBP contribute to navigating the employees morale and commitment, reduced productivity and lowered performance of entities. In Saudi Aramco, they are in a position of using EBP, managing work-oriented performance and productivity harnessed.
Increased clients and Employees Commitment– As evidenced by Daniel (2019), satisfaction of clients has a positive correlation with an increased clients satisfaction and use of EBP. The findings of the report further hypothesised that 90% of entities which lack EBP achieve a minimal 15% of satisfied clients and performance level. These findings are supported by Garcia et al. (2022) identifying the fact that by embrace of communication, engagement and motivation is achieved. A positive achievement of EBP investment is successful.
1.2 Tool, Method of Future Issues, Challenges and Opportunities
SWOT Analysis
In CIPD (2021a), SWOT analysis represent a tool which evaluate Strengths, Weaknesses, Opportunities and Threats. The importance of this framework is represented by ability of matching organisation practices, programs set and ability to integrate internal environment. In Saudi Aramco, SWOT Analysis is as shown in figure 4;
Figure 4: SWOT Analysis Summary for Saudi Aramco
For appreciating and diagnosing current and future potential challenges, SWOT analysis can be used as part of strategic thinking and used in a holistic manner. This lead to promotion of the likelihood of noting internal strengths and weaknesses. This is with the opportunities and threats which are external prioritised for brainstorming and engaging all practitioners (Fedorowicz et al., 2020). For disadvantages, SWOT analysis is subjective and only focus on a single area of interest and also not detailed. There are other tools with more than 4 factors to be evaluated.
Organisation Metrics
For the method, organisation metrics has been identified. This is defined by Mohammed, D. and Quddus (2019) as being applied in improving performances. This is while identify evaluation and improvement of their operations. For Saudi Aramco organisation, the metrics which tend to be people centric is illustrated in figure 5;
Figure 5: Summary of Organisation Metrics
For diagnosing today and future strategies, organisation metrics are used for managing revenues, profits and sales identifying the strategy pursued in an organisation operation. For their disadvantages, the organisation metrics and efficiency has a positive implication on identifying the issues and opportunities in place. Also, it is possible driving an organisation good direction and appropriate priority. The best decisions are elicited, performances improved and internal and external public relations set. The disadvantages of this include Saudi Aramco being applied to forecast and estimate performance.
1.3 Principles of Critical Thinking
This is identified in CIPD (2019) as a significant skill which is owned by the people practice professionals. It is appropriate to share ideas, shape opinion and argue with others. Through critical thinking, it is possible managing immense issues and effective decisions making, mitigating issues and an increase in likelihood of operations success. This is supported by Lincoln and Kearney (2019) which identify critical thinking as including management of relevant and arbitrary-based information to establish best metrics affecting focus areas. See figure 6 summary;
Figure 6: Summary of Critical Thinking Approach
Critical Thinking Principles
Rational Judgements Made– Through an adoption of Monteiro et al. (2020) definition, a Rational Decision Theory inform the process as promoting the capacity of pursuing an objective sourcing of data, use of logic and analysis process contrary to being subjective and simple intuition. The outcome of this is managing entire challenges with organisation strategy achieved. The advantage of this include clearly identifying the problem, obtaining solution of all issues and appropriate answer obtained. The drawbacks of this include lack of appropriate rational arguments with a negative impact on rational decision.
Evaluating Validity of Sources– As part of critical thinking, this is used to evaluate the level of truth in regard to information provided. This is noted in Monteiro et al. (2020) as having the strength of evaluating the valid level of all sources used. This evidence the scope of sourcing data holistically relying on the selection process. In regard to weaknesses, these include lack of high-level quality sources which could lead to inappropriate classification of sources.
Bias Identified– In critical thinking, Royce et al. (2019) identify critical thinking as promoting possibility of cognitive bias inclusive of distortion of likelihood of perpetuating different types of misconception/misinformation in terms of holistic decision making. Hence, inaccurate data end up being evaded, uncomfortable as opposed to issues investigations which contribute to accurate results. The disadvantages however entail failing in option for the alternatives and best practice in decision making.
Achievement my Objectives
From the time COVID-19 pandemic emerged, Saudi Aramco as an oil and gas sector, significant issues have been evident impacting their revenues. For Saudi Aramco, they have encountered immense issues in reduced KSA administration facilitation. Considering Saudi Aramco has an upward of 30,000 employees in different department, their facilitation and supporting them is a major challenge. Therefore, my options were to implement redundancy in the organisation or an early retirement being recommended to the employees. To make appropriate decisions, benchmarking was carried out to local and international organisation to understand what they had been doing. By using critical thinking, I recommended my organisation to pursue technology based resourcing, redundancy management and retirement which could lead to issues to the organisation. I also recommended the need to pursue annually provided leave-time and be offered with good pay to the point KSA and international economy is stable.
Ideas of others
In late 2022 (November), I pursued performance appraisal in Saudi Aramco. In my position as a people practice professional, I ensured I succeeded in the practice success. The outcome of this was particular departments being identified as low performers with less profits and overall sales being lowered. For the organisation management team, a decision was realised for reviewing pay of employees in the departments. In particular, they were supposed to be provided with performance oriented remuneration leading to likelihood of attaining organisation performance.
I made sure that all suggestions made were in detail merged. This lead to the necessity for working on critical thinking for reviewing the importance of the undertaking. I managed to identify suitability of strategic rewards. I was in a position of using the provided data by employees to improve on their recognition and appreciation. Also, appropriate input to engage entire employees with appropriate qualification for future success of their operations noted.
Decision-Making for Ensuring Effective Outcomes Achievement
Future Pacing- According to Kopotun et al. (2022), the future pacing include a best decision making approach for people called upon to imagine themselves as belonging to the future in their situation. Further, according to Dwyer and Walsh (2020), this include priority being offered in their operations to forecast potential of pursuing most appropriate practice. The outcome of use of this approach is to identify area of focus, issues, challenges and limitations for clients management.
The advantage of using this strategy is ensuring decisions are made and offer appropriate change for ensuring entire audience pursue the best practice. Prioritisation is offered to their feeling and expectation with best decision making determined by positive and negative factors. The drawbacks of this include lacking holistic costs management. Also, in Saudi Aramco, this is used for noting the issues which lead to employees demotivation, reduced engagement and morale increased.
Best Fit- This is identified by Paul et al. (2019) as identifying best practice for professionals in achieving their most appropriate strategy. This process challenges include success in their evaluation of best practice to solve all issues including turnover levels. The drawbacks include ineffective in management of all issues for decision making.
Reframing Matrix– According to Bowen (2021), this is a strategy pursued for understanding, defining and prioritising the issues noticeable in organisation issues and challenges as illustrated in figure 7;
Figure 7: Reframing Matrix
For Saudi Aramco, by adoption of the strategy, they understand different issues important to understand the best practice of their effective management. In such an organisation, they make sure entire encountered issues are managed. A case example is practice pursued to manage turnover scope. Besides, for drawbacks, it is unclear on scope of decision making and time used to implement.
1.5 Ethical theories and perspectives
Utilitarianism Theory
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