Question
Report: Part one
You are required to prepare a report to senior managers at their forthcoming annual meeting. The report needs to:
• Provide evaluation of the concept of evidence-based practice and assess how evidencebased practice approaches can be used to provide insight to support sound decision-making and judgments for people practitioners across a range of people practices and organisational issues. (1.1)
• Provide evaluation of one appropriate analysis tool and one method that might be applied by organisations to recognise and diagnose current and future issues, challenges, and opportunities. (1.2)
• Explain the main principles of critical thinking and describe how these might apply to individual and work colleagues’ ideas to assist objective and rational debate. (1.3)
• Assess a range of different ethical theories and perspectives and explain how understanding of these can be used to inform and influence moral decision-making. (1.4)
• Explain a range of approaches that could be taken by people practitioners to identify possible solutions to a specific issue relating to people practice. (2.3)
• Appraise one approach an organisation can take to measure financial and non-financial performance. (3.1)
• Explain how a variety of people practices add value in an organisation and identify a range of methods that might be used to measure the impact of a range of people practices (3.4)
Part 2
2.1 Interpret analytical data using appropriate analysis tools and methods.
Review relevant evidence to identify key
2.2
insights into a people practice issue.
2.4 Provide a rationale for your decision based on evaluation of the benefits, risks and financial implications of potential solutions.
3.2 Scrutinise key systems and data used to inform people practice in relation to measures of work and people performance calculations.
Collate key findings for stakeholders from people practice activities and initiatives.
Solution
Table of Contents
Evaluating Evidence-Based Practice. 3
Principles of Critical Thinking. 8
Inform and Influencing Moral Decision Making. 10
3.1 Organisation approach in measuring financial and non-financial performance. 12
Meaning of Impact and Value. 13
People Practices adding Value. 14
Methods to measure people practice impact 14
Report Part 2: Data Analysis and Review.. 15
2.1 Analytical Data used in Tools and Methods. 15
Percentages of Turnover Rates in Each Department 16
2.2 Reviewing Evidence for Identifying Key Insights into People Practice Issues. 17
3.2 Key Systems and Data for People Practice Measures of Work and People Performance Calculations 21
3.3 Key Findings For Stakeholders from People Practice Activities and Initiatives. 23
Report: Part One
Background
Currently, organisation operations are in an appropriate environment influencing success in integrating an evidence-based strategy in making decisions. In my position as a recruiting coordinator in Saudi Aramco, this report is based on this. The impact of evidence-based approaches in informing relevant decision making in area of people practice and business have been put into account. This is at the same time making sure risk management, progression, monetary and non-monetary relevance in making decisions.
1.1 Concept of Evidence-based practice and assessing approaches use in offering insights for supporting sound decision-making and judgments for people practitioners in a range of people practices and organisational issues
Evaluating Evidence-Based Practice
As evidenced in the new CIPD HR professional Map 2018 (CIPD, 2021), the evidence-based practice is grouped in the purpose and values. In particular, it is expressed as “process used in making decisions guided by evidence from various sources to aid making sure business outcomes are achieved”. This is through an active leverage on various techniques for diagnosis, evaluation, analysis and synthesising sourced information. Additionally, in line with Avado Notes lessons, evidence-based practice entail use of critical thinking and all the most appropriate resources to make appropriate evidence. For success in evidence-based practice, the steps adopted are as summarised in figure 1;
Figure 1: Steps followed in Evidence-Based Practice
Source: Avado Notes
Additionally, in Horntvedt et al. (2018), a different meaning is generated of the practice as a practice “used to integrate all available resources with their sources being unique”.
For people practice professionals, there are different skills and knowledge which are instrumental for meeting the evidence-based practice. These promote their capacity to appropriate use the evidence;
Figure 2: Evidence-Based Practice among People Professionals
Source: Li et al. (2018)
Additionally, in line with Chow et al. (2018), at the start, evidence-based practice was initiated as a medicine-sector aspect. In particularly, Halalau et al. (2021) elucidate “concept as at the start having been developed by Gordon Guyatt at that time working as McMaster University program director (190 to 1997)”.
Sources
Stakeholders Data– Quanbeck et al. (2018) identify this as inclusive of stakeholders reflecting on their belief on relevance and essential impact on reactions for possible results in organisation decisions.
Professional Players– Entail the business leaders, executive teams in an entity and admin involved in sourcing essential knowledge and information for various areas.
Internal organisation data- As evidenced in CIPD (2021a), this is inclusive of the policies set in internal entities, programs management, initiatives informing success in implementing entity goals and objectives setting.
Scientific Literature- According to CEBMA (2021), this entail the application of published works which offer insights on a specific area of interest.’
For Saudi Aramco entity where I am currently based, due to prevalence of COVID-19 pandemic and eventual negative effects on the economy, the need for reviewing contracts of employment was essential (part-time, full-time and remote working). I employed Mendelow Analysis Tool (ConceptBoard, 2021) for gaining insights on impact on employment contracts. This is with their professionals also being involved in flexible working with cost-savings attained.
In this regard, the most approaches of making sound decisions are;
Rationale Model– According to Zhang et al. (2020), “rational model include the ability to note on all assumptions, selecting the cost fitting with limited costs being incurred with entire gains attained”. This is for instance popular in Saudi Aramco where they adopt this model for highlighting on the best practice in mitigating effects of COVID-19.
The merits of this approach entail Saudi Aramco having the ability to identify all encountered problems, noting on the solutions and relevance identified. The alternatives conversely entail prioritisation of the best solution noted. Disadvantages include what CEBMA (2021) note as “instances of irrationality sometimes” contributing to inaccurate information.
Bounded Rationality– In Wheeler (2018), this is identified as a set of human-based decision-making approach prioritising on satisfaction contrary to optimisation.
The main advantage of this approach in use in Saudi Aramco include an improved decision making cognitive based with entire imperfections mitigated with sufficient time use noted. Disadvantages on the other hand entail COVID-19 pandemic contracts of employment decision making, a need arise for expertise input, managing costs and a lot of time used.
Individual Vs Group Thinking– According to Thakore et al. (2021), with the individuals tending to adopt their intuition and views as part of decision making, the groups adopt multiple vies and relevant approaches with their results entailing improvement of decision making. For Saudi Aramco Case Study organisation, making of decisions in the group entail preferring their pay issues which impact different people in an organisation.
1.2 Analysis Tool, Method to recognise and diagnose current and future issues, challenges, and opportunities
Analysis Tool
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