Level 3 Foundation Certificate 3C002 Principles of Analytics


Level 3 Foundation Certificate in People Practice 3C002 Principles of Analytics

Part 1: Presentation

Slide 1

  1. Evidence-Based Practice Definition, Application within Organisations


According to AIHR (2021), Evidence-Based HR is an approach adopted in decision making through evidence support. A set of sources are adopted for ensuring achievement of appropriate business result. Further, CIPD (2021) identify Evidence-Based Practice as coming up with the best decisions, to inform action with desired impact. For achieving this, use of relevant critical thinking and best available evidence.

For Saudi Aramco case study where I am based as people practice professional, employees are required to adopt the most appropriate available evidence to come up with appropriate decision making

Application Within Organisations

The areas of application are;

  • Identify issues and pose answerable questions– According to Shelton et al. (2018), this entail problem identified required for their uncovering. A relevant input is obtained from learning if a same issue is evident. In Saudi Aramco, the core issue of absenteeism include, “What is the responsibility of the organisation being an employer to increase employee’s absenteeism?
  • Gathering Data– Various sources including scientific research/literature, internal organisation data, professional expertise and stakeholders are used. AIHR (2021) identify this as informing purpose of an organisation and its success.
  • Applying evidence– According to Albarqouni et al. (2018), this application is to ensure hypothesis developed is made an action. This is while noting on the process of implementation, risks, and decisions for successful improvement.
  • Outcomes assessment– For this final phase of evidence-based practice application, it involve evaluating outcomes against established expectations. As evidenced in Teede et al. (2018), this is through an evaluation of the ultimate decision through feedback sourcing and evaluation of performance

Slide 2

  1. Examples of Types of Evidence-Based Practice

Selection Techniques– In Neumann et al. (2020), this is identified as resourcing employees through interviewing different candidates. In Saudi Aramco, GPA and application data is used to filter potential employees.

Employee Recognition– This evidence-based practice harness possibility of recognising value, increased staff satisfaction and productivity. For Saudi Aramco, this is applied for assisting managers to note benefits.

Performance Management– Novak et al. (2019) identify this as including the capacity development approaches for supporting staff. For Saudi Aramco, this is used for teamwork and enhancing organisation culture. This is for creating top-notch performance management systems in organisation context.

Slide 3

1.2 Importance of using data to assist organisation improvement and reasons data need to be timely, ethical, and accurate

Identifying stakeholders’ performance, wellbeing, inclusion, and diversity– The quantitative data is used to identify performance of employees. This identifies the scope in which such an organisation leverage on competitive advantage and also market dominance. For instance, Saudi Aramco sources absenteeism, turnover data and health and wellbeing to note their ranking.

Evidencing success in evidence-based decisions– According to ISACA (2020), by using data, disciplined thinking is attained for HR policies development.

Financial and social returns in investing on change estimation– Data sourced for profitability, organisation competitive advantage guide the scope of performance. This is in terms of market dominance.

Reliability– According to Tableau (2021), by relevant data management, potential errors are reduced for establishing processes and policies used and trust development. For Saudi Aramco case study, reliability is evident in updated data and prompt answer to customers.

An organisation culture are impacted by big data analytics. Analytics offer accurate information and learning of information which end up changing everything around them.

Finally, as evidenced in Eslake (2006), accurate, timely and reliable data is instrumental for entire entities to solve issues or guide optimum development. Further, lack of this an entity and people eventually make the best decision. The rationale of this is lacking the capacity to assist or persuade others in decision making.

Slide 4

1.3 Types of Data Measurements and Information

Qualitative measurements– According to Belhaj and Tkiouat (2017), this include the use of actions and behaviours observed. People practice professionals adopt this in identifying patterns available and obtaining the general feeling on how things are progressing on.

For collecting qualitative measurements, this can include the use of interviews, focus groups and other non-numerical data which is analysed by use of content analysis strategy.

Quantitative Measurements– This is noted in ABS (2021) as measuring values or counts with their expression being in form of numbers. For people practice professionals, this is applied to measure the success of human resources strategies and holistic decision making.

To collate and collect quantitative measurements, the sourced data prioritise on retention, paid salary, overtime working, professional development hours and age aspect. For Saudi Aramco case study organisation, by using pollsters, questionnaires, and surveys, they are able to collect quantitative data for informing core people practice decision making.

Slide 5      

1.4 Organisation Policies, Procedures and forms of Evidence used for supporting appropriate choices and decisions

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