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5CO02 Evidence-based practice

This unit assignment addresses the significance of capturing robust quantitative and qualitative evidence to inform meaningful insight to influence critical thinking. It focuses on analysing evidence through an ethical lens to improve decision-making and how measuring the impact of people practice is essential in creating value.

CIPD’s insight

Technology and data use in HR functions (March 2023).

Is there an ideal ratio when it comes to the size of HR teams in organisations? There are plenty of variables to consider. These include HR’s role in the business, the extent to which ‘HR responsibilities’ are delegated elsewhere, the capability and capacity of those with said responsibilities, and of course, how technology and data are used to support HR functions.

In this article, we outline the findings from our survey of 1,174 UK-based HR bosses to shed light on HR’s operating model from a technology and data perspective. Respondents were from organisations with 50 or more employees worldwide – the size we’d expect technology like HR information systems (HRIS) to become crucial for keeping track of employee records.

https://www.cipd.co.uk/knowledge/work/technology/workplace-people-management/technology-data-hr-functions

Evidence-based practice for effective decision-making (April 2022)

Evidence-based practice is about making better decisions, informing action that has the desired impact. An evidence-based approach to decision-making is based on a combination of using critical thinking and the best available evidence. It makes decision makers less reliant on anecdotes, received wisdom and personal experience – sources that are not trustworthy on their own. It’s important that people professionals to adopt this approach because of the huge impact management decisions have on the working lives and wellbeing of people in all sorts of organisations worldwide. This factsheet outlines the four sources of evidence considered key to effective evidence-based practice, before highlighting the importance of combining these to ensuring actions have the greatest chance of success. It outlines and refutes a number of misconceptions about evidence-based practice, before looking at literature which demonstrates the effectiveness of evidence-based practice. Finally, the factsheet explains the practical implications of applying evidence-based practice to real-life organisational scenarios.

https://www.cipd.co.uk/knowledge/strategy/analytics/evidence-based-practice-factsheet

People analytics (May 2021)

People analytics is about analysing data about people to solve business problems. You can find people data from HR systems, from other departments like IT, and from external sources such as salary surveys. You can use insights from people data to drive organisational change.

In this factsheet, we explain what people analytics is, why it’s important and how it’s used. We introduce key terms such as correlation, causation, predictive and prescriptive. We also discuss who is responsible for people analytics as well as the strategy and process for doing people analytics.

https://www.cipd.co.uk/knowledge/strategy/analytics/factsheet 

Please note that the purpose of this insight is to link you to CIPD’s research and evidence within the subject area, so that you can engage with the latest thinking.  It is not provided to replace the study required as part of the learning or as formative assessment material.

Preparation for the Tasks:

• At the start of your assignment, you are encouraged to plan your assessment work with your Assessor and where appropriate agree milestones so that they can help you monitor your progress.
• Refer to the indicative content in the unit to guide and support your evidence.
• Pay attention to how your evidence is presented, remember you are working in the People Practice Team.
• Ensure that the evidence generated for this assessment remains your own work.
• Completing and acting on formative feedback from your Assessor.
• Reflecting on your own experiences of learning opportunities and continuous professional development.
• Reading the CIPD Insight, Fact Sheets and related online material on these topics as well as key research authors on the subject.

Scenario

Your manager has just returned from the monthly Senior Management meeting where all departmental heads have been asked to present a report that showcases how they contribute to business performance. As someone who has experience in evidence-based practice and data analytics, she has asked if you would produce a report for Senior Management that explains what evidence-based practice is and its relevance to people professionals. She would also like you to include practical examples of the types of data analysis that people practitioners use to gain insight into people practices.

In readiness for this you are required to complete a report comprising two sections.

Section One – Report    

For section one, you are to produce a report that provides the Senior Management team with knowledge and understanding of what evidence-based practice is and the approaches that can be taken for effective critical thinking and decision-making that ensures integrity and value is upheld.

You must ensure that you:

• Evaluate the concept of evidence-based practice and assess how approaches to evidence-based practice can be used to provide insight that supports sound decision-making across a range of people practices and organisational issues. (AC 1.1)
• Evaluate one appropriate analysis tool and one appropriate analysis method that might be applied by organisations to recognise and diagnose issues, challenges, and opportunities. (AC 1.2)
• Explain the main principles of critical thinking and describe how these might apply to your own and others’ ideas to assist objective and rational debate.  (AC 1.3)
• Explain three decision-making processes that can be applied to ensure that effective outcomes are achieved. (AC 1.4)
• Assess three different ethical perspectives and explain how understanding of these can be used to inform and influence moral decision-making. (AC 1.5)
• Appraise two different ways organisations measure financial and non-financial performance, providing one example of each. (AC 3.1)
• Explain how people practices add value in an organisation and identify two methods that might be used to measure the impact of people practices. (AC 3.2)

You should relate to academic concepts, theories and professional practice throughout your report to ensure that your work is critical and informed by using key academic texts, articles and relevant publications. All cited references used should be correctly acknowledged and presented in full in a bibliography at the end of your report.

Brief Helpful Sample Answer for AC 1.1 - Evaluate the concept of evidence-based practice and assess how approaches to evidence-based practice can be used to provide insight that supports sound decision-making across a range of people practices and organisational issues.

Evidence-based practice (EBP) is a systematic approach to decision-making that integrates the best available scientific evidence with organizational context, practitioner expertise, and stakeholder values. This concept is commonly associated with fields such as medicine, psychology, and education, but it is increasingly being applied to various people practices and organizational issues. Here`s an evaluation of the concept and how it can be applied across different domains:

Strengths of Evidence-Based Practice:

1. Informed Decision-Making:

   • EBP emphasizes the use of high-quality research evidence to inform decision-making. This helps organizations make informed choices based on empirical data rather than relying solely on intuition or tradition.

2. Outcome-Oriented:

   • The focus on empirical evidence promotes a results-driven approach. Organizations can measure outcomes and assess the effectiveness of interventions or practices, leading to continuous improvement.

3. Transparency and Accountability:

   • EBP encourages transparency in decision-making processes. By relying on evidence, organizations can be held accountable for their choices, as the rationale behind decisions is grounded in research findings.

4. Adaptability:

   • The dynamic nature of evidence allows organizations to adapt their practices in response to emerging research. This adaptability is crucial in rapidly evolving environments.

5. Reduced Bias:

   • EBP aims to minimize personal bias by relying on systematic reviews and empirical data. This reduces the influence of subjective opinions and promotes objectivity in decision-making.

Applications of Evidence-Based Practice in People Practices and Organizational Issues:

1. Human Resources and Talent Management:

   • EBP can guide recruitment strategies, training programs, and performance management practices. For example, evidence-based hiring practices may involve using validated assessment tools to predict job performance.

2. Employee Well-being and Engagement:

   • Organizations can use evidence-based interventions to enhance employee well-being and engagement. Strategies based on research findings can be implemented to create a positive work environment.

3. Organizational Change and Development:

   • EBP can inform change management initiatives and organizational development efforts. Decisions regarding structural changes, leadership development, or cultural transformation can benefit from evidence-based insights.

4. Leadership and Management Practices:

   • Effective leadership strategies can be identified through evidence-based approaches. This includes decision-making, communication, and team-building practices that have been shown to be successful in various contexts.

5. Diversity, Equity, and Inclusion:

   • Evidence-based approaches can be applied to address issues related to diversity, equity, and inclusion. Organizations can adopt practices supported by research to create more inclusive and equitable workplaces.

Challenges and Considerations:

1. Access to Quality Research:

   • Limited access to relevant and high-quality research can be a challenge. Organizations must ensure that they have access to the latest and most reliable evidence.

2. Integration with Organizational Context:

   • It is essential to consider the unique context of the organization. Evidence should be applied in a way that aligns with the specific needs, culture, and goals of the organization.

3. Practitioner Expertise:

   • While evidence is crucial, it should be complemented by practitioner expertise. The integration of research findings with the experience and judgment of practitioners is essential for effective decision-making.

4. Timeliness of Evidence:

   • Research findings may not always be immediately applicable, and there can be a time lag between the emergence of evidence and its incorporation into organizational practices.

In conclusion, evidence-based practice provides a robust framework for decision-making in various people practices and organizational issues. By combining empirical evidence with practitioner expertise and organizational context, EBP contributes to more informed, transparent, and accountable decision-making processes. As organizations face increasing complexity and change, the adoption of evidence-based approaches can enhance their ability to navigate challenges and promote continuous improvement

Section Two – Quantitative and qualitative analysis review

For section two, you are to provide a quantitative and qualitative analysis review using the two sets of data provided.

Firstly, review the Equality, Diversity, Inclusion and Salary data that is presented in Table 1 and provide analysis of it to show the:

a) percentage of each gender by type.

b) ethnicity as a percentage per team.

c) disability percentage as an organisational whole and by teams.

d) salary difference across genders.

e) overall average salary paid by the organisation.

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

Table 1 – Equality, Diversity and Inclusion Salary Data – (please click on the icon to open the table)

Table 1

Secondly, Table 2 gives the rating feedback scores for a sample of 300 employees taken from a recent survey on hybrid working practices. Provide scrutiny of the applied scores, present written commentary on any themes or patterns that might be occurring, and present recommendations based on your findings.

Table 2 – Feedback scores from a recent employee survey on hybrid working practices

Table 2

Completion of the above two activities will address the following ACs:

• With reference to a people practice issue, interpret analytical data using appropriate analysis tools and methods. (AC 2.1)

• Present key 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)

Your evidence must consist of:

• Task One – Report (2900 words)
• Task Two – Quantitative and qualitative analysis review (1000 words)

Refer to CIPD word count policy

Assessment Criteria Evidence Checklist

You may find the following checklist helpful to make sure that you have included the required evidence to meet the task. This is not a mandatory requirement as long as it is clear in your submission where the assessment criteria have been met.

Declaration of Authentication

Declaration by learner

Assessment Criteria marking descriptors.

Assessors will mark in line with the following assessment criteria (AC) marking descriptors, and will indicate where the learner sits within the marking band range for each AC.

Assessors must provide a mark from 1 to 4 for each assessment criteria within the unit. Assessors should use the mark descriptor grid as guidance so they can provide comprehensive feedback that is developmental for learners. Please be aware that not all the mark descriptors will be present in every assessment criterion, so assessors must use their discretion in making grading decisions.

The grid below shows the range for each unit assessment result based on total number of marks awarded across all assessment criteria. 

To pass the unit assessment learners must achieve a 2 (Low Pass) or above for each of the assessment criteria.

The overall result achieved will dictate the outcome the learner receives for the unit, provided NONE of the assessment criteria have been failed or referred.

Please note that learners will receive a Pass or Fail result from the CIPD at unit level. Referral grades can be used internally by the centre.

Marking Descriptors

Marking grid and feedback for learner