Adopting the definition of Stuart (2023), Evidence Based Practice (EBP) entail a process used to make decisions informed by existing evidence, research focus, data analysis and different stakeholders’ context and experiences. The embrace of EBP harness how objective individuals involved are, reduce biasness and accrue appropriate outcomes.

Rational Model– This is a popular approach which can be used in EBP. It entails following an appropriately structured and logic-based sequence, prevalent issue identified, source data, alternatives considered and put under evaluation with best fitting final decision identified (CIPD, 2024). The outcome of using this approach is reduced uncertainties and underpinning the success of the strategic planning. The cons include lack of adequate skills for implementation of rational model.

Critical Thinking– This form of EBP is defined in Young (2024) as working on data analysis in an objective manner, posing queries for various assumptions and evaluation of entire evidence prior concluding. The cons of this method include being costly to implement.

The identified approaches of EBP assists to support overall interventions. The outcome of this is having fairness. Also, it ensures the holistic people practices are in alignment with the exiting organisation objectives.

Support sound Decision-Making to Manage employees Absenteeism

By effectively embracing the use of data to make holistic decisions, the absenteeism rates would be significantly reduced. The outcome of this would be achieving an increased workforce performance. According to Vulpen (2025), using the rational model for example, the people practice professionals would be systematic to analyse the records of present employees, identifying patterns of absenteeism and implement. The best practice would be for the people practice professionals to initiate evidence-based policies to manage absenteeism levels. This is contrary to only operating under assumptions, use of absenteeism data and benchmark contrary to set industrial standards.

Further, the Evidence-Based Decision-making process is harnessed through an active critical thinking. According to Young (2024), this is by prioritising on various perspectives such as staff feedback, reports from healthcare facilities and legal demands. This would inform initiation of fairness and transparency of these policies. This is an assurance of the strategy complementing organisation needs and also the staff wellbeing with engagement amongst the employees achieved with reduced absenteeism costs successfully (Chojnacki, 2023).

Support Sound Decision-Making in Equal Pay

The equal pay is identified as a process of making sure that the data is used to analyse and make strategic decisions for identifying and solving inequalities in rewards. According to Young (2024), using rational model offer people professionals with systematic approaches to evalyate reward structure in form of pay auditing, evaluating jobs and industrial benchmarking.

The embrace of the strategy is identified by Symonds and Pham-Ada (2023) enhance objectivity of the criteria and lower the risks of unconscious biasness/discrimination. The process is supported with use of critical thinking through establishing whether pay gaps are an attribute of systemic inequality, job designing or issues with performance. Hence, in line with CIPD (2024), people practice professionals would entail identifying and developing fair pay informed by sourcing for new promotion opportunities, progress in pay offered and ethnicity informed difference. An integration of entire strategies promote organisation adhering on equality in rewards offered and enhancing equity in workplace increasing trust and retention scope.

1.2 Analysis tool and method

Ansoff Matrix Tool

This is identified in Peterdy (2023) as strategic tool assisting an entity in appreciating growth opportunity through categories such as penetration in market, product development, market development and diversification. The outcome of this analysis is being systematic to assess risks and likely accrued value from the services provision.

The strengths of this entail a holistic diagnosis of organisation challenges including noting if internal capability is in alignment with selected strategy.

For instance, considering an organisation case venturing a new market environment it could face regulation and policies challenges and limited awareness on the brand identity. Considering opportunities, indeed (2024) identify the use of the model to establish opportunities to expand and innovate.

The model equally assists in embracing customers insights and R&D capabilities with an intention of increasing services differentiation in an event they assume a product development strategy (CIPD, 2024). The embrace of the Ansoff Matrix hence assist organisations in making an evidence-based decision on how a service is expanded and aligned with market factors, competition factors and organisation capability. This assist to plan in a strategic manner with all risks controlled in a service implementation.

McKinsey’s 7s Method

As evidenced in Jurevicius et al. (2023), McKinsey 7s Model provides a broad image of an organisation analysis. The focus of the method includes analysing factors of systems, structure, shared values, style, staff and skills. In introduction of a new customer service pmodel, how this align with organisation objectives is achieved by use of this method.

To diagnose organisation challenges, the use of this model assists to identify how service provision is compliance with vision and mission of a specific organisation. This is relevant as inefficient implementation can contribute to misaligned strategy and structure (CIPD, 2024).

Further, the model is appropriate in evaluating systems, ensuring operation strategies, technologies and workflows aligned with service developed. According to CFI (2023), challenges are equally identified which entail resistance for the change implementation, existence of gaps in possessed skills and cultural issues. For instance, internal push back could be noted in launching the identified change or the leadership strategy used in the organisation lacking adaptability.

According to Jurevicius et al. (2023), to manage the issues such as resistance is done by making sure the shared values are fostering innovativeness and being adaptive. For opportunities, a match of the different factors promotes success in provision of the services enhancing management of competitive advantage in their market of operations. People practice professionals would initiate strategies intended to upskill their employees and initiate a relevant culture for successful transitioning.

1.3 Main principles of critical thinking

Inform Own Ideas

An involvement in critical thinking to review pay data in organisation for supporting my……

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