Solution
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
Task 1: Briefing Paper
Introduction
Evidence based practice is a core knowledge category in the CIPD HR Professional Map 2018 (CIPD, 2021) which is identified as a strategy of using evidence and data for creating insight, problem solving and developing ideas and measuring impacts. For people professionals, it involve integrating an ethical perspective to harness decision making based on the organisation data, research, stakeholder insights and perspective such as professional expertise. The outcome of this is noted in Personnel Today (2019) to include positive gains, risk management and positive financial implication on managing the evident people professional problems. This is while evidencing the relevance of every people professional towards attainment of an entity set objectives.
1.1 Evaluation of the Concept of Evidence-Based Practice to support decision-making
As evidenced in the CIPD HR Professional Map 2018, evidence-based practice entails a leverage on evidence and data in creating insights, solving problems and developing ideas and measuring their impacts (CIPD, 2021). According to McMenamin et al. (2019) the origin of the concept date back in 1991 by Gordon Guyatt in the field of medicine and it entail a conscientious, explicit and judicious application of current evidence to make decisions. Since then, it has been majorly adopted in the clinical practice and caring for the medical patients in the health care and in the medical field. In People professional area, it entails collation of evidences from distinct sources. As evidenced in figure 1, Briner (2019) identify the evidence-based practice as a well-structured strategy which can be implemented through the focus of the skills identified.
Figure 1: A structured approach of Evidence Based Practice
As shown in figure 1, a strict adoption of the different steps entails integration of highly quality evidence with appraisal of the different sources of evidence being carried out. As evidenced in CIPD (2021a), through the adoption of the different steps, it is possible for people professionals to make sure the evidence is highly quality, trustworthy and applicable. In summary, the questions in figure 2 are asked;
Figure 2: Appraisal in Evidence-based practice
Source: Summarised from CIPD (2021a)
Evidence-based Practice Approaches
As evidenced in CEBMA (2014), different approaches can be applied which offer evidence of information, facts or data to support (or contradict) a claim, hypothesis or assumption. A personal experience alone is not sufficient for evidence-based practice but need to integrate other factors with utmost benefit to an organisation and employee. The approaches are as summarised in figure 3;
Figure 3: Evidence-Based Practice Approaches
Source: CEBMA (2014)
For the scientific research findings, this is readily available in the academic journals. Generally, most of the areas in people professionals such as psychology and sociology are readily available in this form and are applicable in solving most of the issues affecting the people professionals and management. Further, the organisation data include the customers issues (satisfaction and recurring clients) employees (employment status, retention). This is best applicable in establishing problems causes, their solutions and their implementation including the turnover rates and productivity.
Another approach include the professional experience and judgment which is best applicable in decision-making. There are varying professional knowledge which is acquired over time by reflection and actions of specialised knowledge and activities. Lastly , stakeholders both internal and external who are directly or indirectly impacted by organisation decisions and their consequences are also put into account. This is best applied to note on their concerns and referencing for analysis of evidence.
Evidence-Based Practice in Sound Decision Making and Judgements
As aforementioned, an evidence-based practice is applicable in actively supporting sound decision making and appropriate judgements. As evidenced in Rousseau and Barends (2011) this is since it is possible to evaluate multiple options prior coming up with the eventual decision. As evidence in Biznews (2021) as opposed to the non-rational decision making, a rational decision-making process ensures that all situations are prioritised to eventually make the best decision. The process adopted is as shown in figure 4;
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