5CO02 Evidence-based practice Task two: Data analysis and review


By way of exemplifying the importance of decision-making strategies and how these can be used by people practitioners to solve people practice issues, your manager wants you to illustrate to the audience how the people professional department interprets different types of data to inform sound decision making.  Completion of these two activities will address the following:

  • With reference to a people practice issue, interpret analytical data using appropriate analysis tools and methods. (AC 2.1)
  • Present the findings for stakeholders from people practice activities and initiatives. (AC 2.2)
  • Make justified recommendations based on evaluation of the benefits, risks and financial implications of potential solutions. (AC 2.3)

Presented below are two sets of data. Firstly, review the absence data that is presented in Table 1 and provide analysis of it to show:

  1. trends across departments
  2. absence by type
  3. absence by gender
  4. total days lost through absence
  5. annual total costs through absence based on a 37-hour working week.

Present your finding using appropriate diagrammatical forms and make justifiable recommendations based on your evaluations.


Task 2: Data Analysis and Review

With reference to a people practice issue, interpret analytical data using appropriate analysis tools and methods. (AC2.1) Wordcount: Approximately 400 words.

Trends across departments

As shown in the provided table data, it is evident that in the various departments, the absenteeism rates are different. This is as show in figure 1;

Figure 1: Absenteeism Trends Data

In summary, in line with the figure 1 data, it can be argued that the department affected largely by absenteeism at 15% is the customer experience. Also, in production, delivery, finance, administration and research &design are equally impacted by absenteeism at a rate of 14%, 11% and 10% respectively. The reduced absenteeism cases are reportedly from strategy and innovation at 1% followed by HR and health and safety at 4%.

Absence by Type

In the data given, a summary of the cases of the cases of absenteeism could be summarised in the following table;

Table 1: Summary of causes of absenteeism cases

Considering the summary of the causes table, it can be argued that majority of the cases are caused by prevalence of COVID-19 pandemic. This is with absenteeism similar to the issues of stomach/gastro and cold/flue which equally contribute to the issues of absenteeism at a substantial percentages. The viral infection entail 1% for muscular, injuries at working, skeletal damages, and cardiovascular issues all increasing absenteeism cases. Also, the ENT, and post-operative contribute to absenteeism cases.

Absence by Gender

Comparative of the provided data informed by the gender of the different respondents; this can be classified as shown in figure  2;

Figure 2: Absence by gender

It can be argued that males have the lowest percentage of absenteeism at 38%. This is while the male population being at 40%.

Total Days Lost through Absence

In overall, the days which end up being lost through absence are as shown in table below;

Therefore, the total number of days which are lost to absenteeism is a sum function determined by the female and male absence days. In total, 627 days had been lost to absenteeism cases.

Total cost of absence based on 37-hour week

Annual costs is calculated by summarising the total costs per day. The number of hours for each day was calculated by dividing 37 hours and 5 days where the total is 7.4 hours. As shown in table below, the total cost every day obtained by product of 7.4, the days in specified rows and hourly rate correspond similar row. In total, £64,111.010 are the total costs lost to absence.

Analysis of feedback data from table 2

Focusing on table 2 data, it include Manager A feedback scores. From the data, it is clear that the manager is able to set clear work targets for all the employees as 37 respondents fully agreed. This is with clear communication (31 fully agreed) being another strength. However, the weakness/disadvantage include failure to successfully harness conflict resolution (32 fully disagreed), fairness in policy implementation (30 fully disagreed), being open to suggestions (42 fully disagreed) with enabling other employees in putting forward their views being 40 fully disagreed.

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