5CO02 Evidence-based Practice Assignment Example

Task 1: 3061 words

Task 2: 987 words

Contents

5CO02 Evidence-based practice. 1

Task 1: 3061 words. 1

Task 2: 987 words. 1

Task one: 7

AC 1.1: 7

Concept of Evidence-Based Practice: 7

Models of Decision-Making: 7

Application of Evidence Based Practice: 9

AC 1.2: 9

Analysis Tool: McKinsey 7S Framework. 9

Interviews as an Analysis Method. 10

AC 1.3: 11

Principles of Critical Thinking. 11

Principle 1: Questioning the Validity of Sources. 11

Principle 2: Awareness of Bias. 12

AC 1.4: 13

De Bono’s Thinking Hats. 13

Problem-Outcome Frame. 13

Precisely recognising the issue: 13

Articulate the desired outcome: 14

Knowing the root cause: 14

Brainstorm the possible solutions: 14

Evaluate the solutions: 14

Implementation: 14

Evaluation of outcomes: 14

Action Learning Approaches. 15

(AC 1.5) 15

Altruism: 15

Strengths: 15

Weaknesses: 16

Deontological Ethics. 16

Strengths: 16

Weaknesses: 17

Utilitarianism.. 17

Strengths: 17

Weaknesses: 17

(AC 3.1) 18

Financial Performance Measurement Return on Investment (ROI): 18

Positives of ROI: 18

Negatives of ROI: 18

Non-Financial Performance Measurement: 19

Balanced Scorecard (BSC): 19

Positives of Balanced Scorecard: 19

Negatives of Balanced Scorecard: 19

(AC 3.2) 19

How People Practices Add Value: 19

Creating Value through People Practices: 20

Measuring the Impact of People Practices. 20

Reasons for Measuring Impact 20

Methods to Measure the Impact of People Practices. 20

Cost-Benefit Analysis (CBA): 20

Staff Satisfaction Surveys: 21

Section Two. 22

AC 2.1. 22

Percentage of each gender by type. 22

Chart A.. 22

Total 22

Female. 22

Male. 22

Non-binary. 22

Female in %.. 22

Male in %.. 22

Non-binary in %.. 22

Ethnicity as a percentage per team.. 23

CHART B: 23

Disability percentage as an organisational whole and by teams. 26

CHART C: 26

Salary differences across genders. 28

CHART D: 28

Overall average salary paid by the organisation. 28

Table 2 evaluation: 28

(AC 2.2) 30

Key findings from table 1: 30

Chart a: 30

Chart b: 31

Chart C: 32

Chart d: 33

Part e: 34

Overall average salary paid by the organisation. 34

Main conclusion: 34

Key findings from table 2: 35

Work-Life Balance and Well-being: 35

Enjoy Working from Home: 36

Connection to Company Culture: 36

Reduced Conflict: 36

Isolation from Colleagues: 36

Feeling Unsupported at Work: 36

Access to Resources: 36

Recognition for Remote Work: 36

Stress Levels: 36

Meeting Targets: 36

Main conclusion: 37

(AC 2.3) 37

Table 1: 37

Establish a Mentorship Program for Underrepresented Groups. 37

Introduce Flexible Working Arrangements. 38

Recommendations from Analysis of Table 2: 38

Develop Clear Remote Work Policies and Guidelines: 38

Improve Remote Work Support Systems. 39

References: 41

Task one:

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 decisionmaking across a range of people practices and organisational issues.

Evidence-based practice can be defined as the method of decision-making that incorporates the best accessible evidence, critical thinking, and contextual expertise. It includes decision-making that is logical and well reasoned and supported by consistent data. This approach is effective in making justified and credible decisions as well-supported and researched decisions are likely to be transparent and acceptable to stakeholders (Rousseau, 2021).

Concept of Evidence-Based Practice:

EBP concept is based on efficient thinking and logical and well-reasoned sound evidence, incorporating critical thinking and analysis making sure they are systematic.

  EBP characteristically involves the following phases:

• Identifying the problem: Define the issue that needs resolution.
• Gathering evidence: Collect data from multiple sources, including academic research, organisational records, expert opinions, and stakeholder inputs.
• Critical appraisal: Evaluate the evidence`s validity, reliability, and relevance.
• Applying the evidence: Integrate the evidence with professional expertise and contextual factors to decide.
• Evaluating outcomes: Monitor and evaluate the impact of the decision to inform future practice (Rousseau, 2021).

Models of Decision-Making:

Rational Model:

This model is about approaching decision-making using concrete facts and information and analysing them employing a step-by-step procedure to conclude the most reliable decision.

Pros:

This model is focused on a systematic, logical approach to decision making involving clear definition of the problem, determining all possible alternatives, assessing each alternative based on predetermined criteria, and selecting the most optimal solution. This model is clear, reliable, and objective in nature helping to prevent errors, biases, and personal emotion that might affect the judgement (Taylor and Woodhams, 2022).

Cons:

This may assume that the decision maker has access to all essential information along with the ability to appraise it objectively which may not be possible in real world scenarios (Taylor and Woodhams, 2022).

Bounded Rationality:

This idea proposes that rationality is likely to be limited when individuals make decisions, due to this limitation rational decision is the one which is the most satisfactory instead of ideal (Rousseau, 2021).

Pros:

It recognises the limits of human cognition and the limitations of time and information. It also offers the most effective decision addressing the problem mitigating the chances of biases (Taylor and Woodhams, 2022).

Cons:

It requires extensive information from multiple sources to decide on a satisfactory decision which could be decision making. It may acknowledge the limitations in decision making but doesn’t address them (Rousseau, 2021).

Application of Evidence Based Practice:

EBP is also essential for people professionals to make effective decisions for the workforce. This helps them to make well informed decisions about employee relations recruitment, performance management, and training. For example validated psychometric tests in talent acquisition I make sure to use structured interviews and authenticated psychometric tests supported by reliable evidence about their effectiveness in hiring decisions (Taylor and Woodhams, 2022).

AC 1.2: Evaluate one appropriate analysis tool and one appropriate analysis method that might be applied by organisations to recognise and diagnose issues, challenges, and opportunities.

Analysis Tool: McKinsey 7S Framework

The McKinsey 7S Framework is an inclusive organisational analysis tool which helps to assess  seven key essentials: Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff. This model makes sure that these aspects are aligned and supportive which is essential for accomplishing organisational objectives (Ko, 2023).

Application in Diagnosing Issues

• Strategy: Assessing the organisation’s strategic goals and how they are communicated and implemented.
• Structure: evaluating the organisational hierarchy and reporting lines to recognise potential inadequacies.
• Systems: Examining the processes and IT systems that support daily operations.
• Shared Values: analysing the core values and culture that influence employee behaviour.
• Skills: Recognising the skills and competencies within the organisation and any gaps that should be addressed.
• Style: Reviewing leadership styles and their influence on the organisational climate.
• Staff: Assessing the workforce in terms of numbers, capabilities, and motivation (Ko, 2023).

Effectiveness

This framework offers an inclusive view of the organisation making sure that all critical aspects are considered. This inclusive approach helps to understand evident issues along with the hidden issues that may not be immediately apparent. It also show how people professional and work as the change leader leading organisational change focusing on these seven factors.  However, the effectiveness of this model depend the availability on accurate data collection and unbiased analysis. It offers broad scope but it could lead to confusion on prioritising precise issues, potentially leading to analysis paralysis (Ko, 2023).

Interviews as an Analysis Method

This includes direct, face to face or virtual conversations with employees, stakeholders, or experts helping people professionally to gather qualitative data regarding their perceptions, experiences, and insights (Townsend, Loudoun and Lewin, 2016).

Application in Diagnosing Issues

With the help of interviews, professional people can understand employees` point of view, offering them an outlet to share their feelings about their roles, the organisational culture, and management practices. This includes detailed questioning so interviews can discover the fundamental reasons behind exact challenges or issues as employees can offer valuable suggestions and insights into possible chances for improvement (Townsend, Loudoun and Lewin, 2016).

Effectiveness:

Interviews are likely to be effective to gather in depth information and understand the context behind quantitative data. This allows the investigation of intricate issues that may not be obvious through surveys or metrics. But on the other hand, it can be time consuming and may lead to interviewer bias. The quality of this data is dependent on skills of interviews and the interviewees honesty towards answer (Townsend, Loudoun and Lewin, 2016).  

AC 1.3: 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

Principles of Critical Thinking

Critical thinking is an essential ability that involves the objective and rational appraisal of information to form a well-reasoned decision. The main principles of critical thinking include questioning the validity of sources, understanding and mitigating biases, safeguarding clarity of terminology, and differentiating between fact and opinion. These principles are fundamental in both personal and collective contexts, aiding in the development of objective and rational debate (Schuster, 2018).

Principle 1: Questioning the Validity of Sources

One of the basic principles of critical thinking is critically questioning the validity of sources. This includes assessing the reliability, credibility, and relevance of the available information. For example, while working on employee relation initiatives it is important to distinguish between peer-reviewed academic articles and opinion pieces found on social media. People professionally have to question the credibility of these sources by checking whether they are from credible sources or not. This questioning of the validity of sources makes sure that decisions are based on effective and credible evidence (Martinez, 2021).

Principle 2: Awareness of Bias

People professionals need to be aware of bias, both conscious and unconscious for effective critical thinking. It is essential to be aware of biases as they can lead to ineffective judgement and lead to flawed conclusions. Identifying and addressing bias is about being aware about one`s own preconceptions and actively considering diverse perspectives to challenge and improve one’s viewpoints. For example, in a team, decisions can be ineffective if everyone judges the situation based on their perspectives instead of evidence highlighting the need to be neutral. This also Encourages open dialogue and critical debate helping to address the effects of bias (Schuster, 2018).

Application to own Ideas

While making decisions for effective recruitment strategies I gather extensive evidence relevant to recruitment strategies. I make sure to check the credibility of publishers, authors and their methodology ensuring they are not against the universal concept. I also make sure to be aware of my  biases while assessing these evidence (Martinez, 2021).

Application to Others Ideas

Applying these principles to other ideas is about being respectful and systematically evaluating their arguments. While assessing others` ideas I make sure to acknowledge other viewpoints, comprehend their primary assumptions, and assess the evidence presented

AC 1.4: Explain three decision-making processes that can be applied to ensure that effective outcomes are achieved

De Bono’s Thinking Hats

The Six Thinking Hats is an effective decision-making technique developed by De Bono and includes participants in adopting several ‘hats,’ each representing a specific view. The six hats are: White – which signifies information and facts; Red – which represents emotions and intuition; Black – represents critical judgement; Yellow – represents optimism and benefits; Green – which represents originality and new ideas; Blue – which represents process control (De Bono, 2017).  

Using a systematic application of these different perspectives, the professional can consider multiple aspects of an issue. It also proposes a practical way of selecting solutions as it integrates rational thinking with creativity and emotions leading to a more effective review of the situation. For example, while  accommodating the process of employee retention, people professional may employ  the White Hat to recognise the turnover rates, the Green Hat to conclude  creative solutions, and the Black Hat to determine the drawbacks, which will lead to inclusive and efficient results. 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 decisionmaking across a range of people practices and organisational issues. (De Bono, 2017).

Problem-Outcome Frame

It can be defined as a structured decision-making approach in which people professionals focuses on defining problems thoroughly and outlining desired outcomes before considering possible solutions (Zhu et al., 2023). This process includes many steps:

Precisely recognising the issue:

The initial step involves for people professionals to precisely recognise and articulate the issue. This includes combining data, involving stakeholders and knowing the context in which the problem exists. In people`s practises, this may include worker turnover rates, recognising gaps in skills or performance, or addressing workplace disputes (Zhu et al., 2023).

Articulate the desired outcome:

After the identified problem, the next step for people professionals is to articulate the desired outcomes. This refers to specifying what success looks like and how it can be calculated. For instance, if the issue is high worker turnover, the desired result may be to reduce turnover by a specific percentage within a specific timeframe (Young, 2023).

Knowing the root cause:

In this step by using the techniques like a fishbone diagram, or 5 whys people professionals dig deep into the “WHY” of the problem and make sure the solution addresses the problem completely (Javad Shahreki, 2024).

Brainstorm the possible solutions:

In this stage with a clear knowledge of the issue and the desired results, people professionally brainstorm the possible solutions (Young, 2023)

Evaluate the solutions:

In this step, people professionals select the most proper solution by considering and contrasting the pros and cons of each solution.

Implementation:

After choosing the solution people professionally implement it effectively by doing detailed planning, clear communication for both stakeholders and employees, and resource allocation.

Evaluation of outcomes:

The final step for people professionals is to measure the results of this against the desired outcomes and examine whether the solutions have efficiently addressed the issue (Javad Shahreki, 2024).

Action Learning Approaches

Action learning is a decision-making framework that concentrates on learning through action and reflection. Action learning initiates with real issues that participants are currently facing. Problems are being tackled by different groups of people, bringing several ideas and expertise. This diversity fosters innovative thinking and more complete solutions. Participants act to address the issue and then reflect on the outcomes (CIPD, 2022). This iterative procedure of action and reflection assists people professionals to deepen their knowledge and enhance problem-solving abilities over time. The solutions developed in action learning are directly applied to the problem at hand. This ensures that learning is not just theoretical but directly influences the organisation`s contests.

People professionals can use these frameworks to handle a wide range of subjects, from enhancing employee satisfaction and retention to emerging more effective training programs. By systematically classifying problems, considering diverse viewpoints, and iteratively testing solutions, people practitioners can ensure that their selections lead to effective and sustainable penalties (CIPD, 2022). If you are planning to get this assignment you can seek our cipd assignment help and get best grades guaranteed.

(AC 1.5) Assess three different ethical perspectives and explain how understanding of these can be used to inform and influence moral decision-making

Altruism:

It is an ethical viewpoint that concentrates on selflessness and concern for the well-being of others. It advocates for actions that advantage others, even at a personal cost.

Strengths:

• Altruism gives courage to a caring and supportive atmosphere, projecting a strong social bond and mutual assistance (Bernard et al., 2024).
• By giving priority to the needs of others, altruistic actions can enhance overall societal well-being.
• Altruism is most of the times seen as morally superior because it includes self-sacrifice and benevolence.

Weaknesses:

• Excessive altruism is directed towards negligence of one`s wants and well-being, possibly resulting in burnout or anger.
• Altruistic persons may be exploited by those who take benefit of their unselfishness.
• In competitive surroundings, such as commercial ones, altruism may not continuously be practical or sustainable (Bernard et al., 2024).

Deontological Ethics

Deontology ethics is based on the principle that actions are morally right if they follow a set of rules or duties, regardless of the consequences. Deontological ethics can inform policies and practices that uphold ethical standards and fairness (Bosley, 2022). For example, in dealing with performance issues, a deontological strategy will make sure that all workers are treated consistently and as per the established process sustaining fairness and respect.

Strengths:

Deontological ethics gives clear guidelines, making it easier to define what actions are morally acceptable (Russ-Eft, 2024).

This viewpoint underlines treating individuals with admiration and self-respect, and valuing their inherent value (Bosley, 2022).

It indorses adherence to moral values, ensuring actions are morally sound regardless of outcomes.

Weaknesses:

Strict adherence to the rules can be stubborn, failing to account for complex situations where exceptions might be essential.

There can be fights between different moral duties, foremost to difficult selections without clear resolves (Domènec Melé, 2023).

Focusing solely on instructions may lead to consequences that are harmful or unjust, as consequences are not careful (Russ-Eft, 2024).

Utilitarianism

Utilitarianism advocates for actions that maximise the overall happiness or minimise the suffering. The ethics of an action is determined by its consequences. Utilitarianism encourages decision-making to examine the broader effect of their actions (Artur Yetvart Mumcu, 2024).

Strengths:

• Utilitarianism concentrates on the situations of actions, assisting to produce the greatest good for the greatest number.
• It allows for flexibility and flexibility in decision-making, as the background and potential outcomes are measured (Domènec Melé, 2023).

Weaknesses:

• Counting happiness or suffering can be individual and difficult, complicating decision-making.
• By concentrating on the majority`s welfare, utilitarianism can supervise or sacrifice the rights and needs of minorities (Artur Yetvart Mumcu, 2024).

(AC 3.1) Appraise two different ways organisations measure financial and non-financial performance, providing one example of each

Financial Performance: Measurement Return on Investment (ROI):

Return on Investment is a commonly used financial metric that examines the profitability of an investment. ROI is calculated by dividing the net income from an asset by the original cost of the asset, frequently expressed as a fraction:

Positives of ROI:

ROI is straightforward to examine and easy to know, making it accessible for managers and stakeholders to examine the profitability of investments.

It assists companies in comparing the profitability of dissimilar investments or projects, assisting in resource allocation and strategic planning.

Negatives of ROI:

Short-term concentrates ROI often concentrates short-term gains, possibly at the expense of long-term strategic aims or sustainability initiatives.

ROI does not account for intangible advantages such as brand reputation, consumer loyalty, or worker satisfaction, which can be crucial for long-term success.

Non-Financial Performance Measurement:

Balanced Scorecard (BSC):

Balanced Scorecard (BSC) is a performance administration method that gives a complete view of a company by measuring financial and non-financial performance along four main perspectives: Financial, Customer, Interior Processes, and Learning and Growth. For instance, a manufacturing company implemented BSC to monitor its performance. The BSC contains the following measures: revenue growth, ROI, customer satisfaction scores, customer retention rates, production efficiency, and defect rates.

Positives of Balanced Scorecard:

• The BSC delivers a well-rounded view of organisational performance by counting financial and non-financial metrics, safeguarding a balanced method of management and policy.
• Its assistances align business doings with the organisation`s vision and plan, safeguarding that all departments and employees work towards common aims

Negatives of Balanced Scorecard:

• Some non-financial metrics, such as customer satisfaction or worker engagement, can be subjective and harder to quantify accurately.
• Organisations might emphasise too much on achieving exact BSC metrics, possibly neglecting other significant aspects of performance not involved in the scorecard.

(AC 3.2) Explain how people practices add value in an organisation and identify two methods that might be used to measure the impact of people practices

How People Practices Add Value:

People practices add value by increasing company performance, projecting worker engagement, and developing a positive workplace custom. This value can be direct or indirect, short-term or long-term. Direct influences include instant improvements in productivity and efficiency, while indirect influences might include enhanced worker morale and reduced turnover ratios (Stone et al., 2024)

Creating Value through People Practices:

Efficient recruitment and selection procedures make sure that the company attracts and retains skilled workers, directly affecting productivity and innovation. Constant learning opportunities increase workers` skills and capabilities, leading to enhanced performance and adaptability to changing market conditions. Regular performance evaluations and feedback mechanisms help identify strengths and areas for improvement, driving overall organisational performance (Napolitano, Massimo Di Francesco and Giovanni Maria Sechi, 2024).

Measuring the Impact of People Practices

Reasons for Measuring Impact

• To ensure that the people practices align with and contribute to the organisation’s strategic goals.
• Regular evaluation helps identify areas for improvement and opportunities to enhance people`s practices (Stone et al., 2024).

Methods to Measure the Impact of People Practices

Cost-Benefit Analysis (CBA):

Cost-benefit examination is a quantitative method that compares the costs of people`s practices to the benefits they generate. This method provides a financial perspective on the value added by HR activities. Include direct costs like salaries, training expenses, and recruitment costs, as well as indirect costs such as time spent by managers in HR activities (Stone et al., 2024).

Positives

• Provides a clear financial justification for HR initiatives.
• Helps prioritise investments in people practices based on their return.

Negatives

• May overlook qualitative benefits such as employee satisfaction and morale.
• Requires accurate data collection and analysis, which can be complex and time-consuming (Napolitano, Massimo Di Francesco and Giovanni Maria Sechi, 2024).

Staff Satisfaction Surveys:

Staff satisfaction surveys are a qualitative method that gauges employees’ perceptions and attitudes towards their work environment, management, and overall job satisfaction. Designing Surveys Develop questions that cover various aspects of the employee experience, including job satisfaction, engagement, communication, and career development (Hailey, Farndale and Truss, 2021).

Positives

• Provides direct feedback from employees, offering valuable insights into their experiences and perceptions.
• Helps identify issues affecting employee morale and engagement, guiding targeted interventions.

Negatives

• Responses can be subjective and influenced by individual biases.
• Requires careful design and regular administration to ensure reliability and validity (Hailey, Farndale and Truss, 2021).

Section Two

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

Percentage of each gender by type

Chart A

Calculations:

Female = (118/259) * 100

Female = 45.5%

The same calculation has been done for males and non-binary

Total	Female	Male	Non-binary	Female in %	Male in %	Non-binary in %
259	118	140	2	45.55985	54.05405	0.772201

Ethnicity as a percentage per team

CHART B:

White Other = (1/260) *100

White Other = 0.38% in the Business services team.

The same calculation has been repeated for every other ethnicity

Count of Ethnicity	Column Labels
Row Labels	Asian - Bangladesh	Black - Other	Chinese	Indian	Mixed - Other	Pakistani	White and Black Caribbean	White British		White Irish	White Other		Grand Total
Business Services	0.00%	0.00%	0.00%	0.00%	0.00%	0.00%			0.00%			2.69%		0.38%	0.38%	3.46%
Community Engagement and Partnerships	0.00%	0.00%	0.00%	0.38%	0.38%	0.00%			0.38%			1.54%		0.00%	0.00%	2.69%
Customer Services	0.00%	0.00%	0.38%	0.00%	0.00%	0.77%			0.00%			4.62%		0.00%	0.00%	5.77%
Directors	0.00%	0.00%	0.00%	0.38%	0.00%	0.00%			0.00%			1.54%		0.00%	0.00%	1.92%
Facilities	0.00%	0.00%	0.00%	0.00%	0.00%	0.00%			0.00%			0.77%		0.00%	0.00%	0.77%
Finance	0.00%	0.38%	0.00%	0.38%	0.00%	0.00%			0.00%			3.08%		0.00%	0.00%	3.85%
Governance	0.00%	0.00%	0.00%	0.38%	0.00%	0.00%			0.00%			0.77%		0.00%	0.00%	1.15%
Green Spaces	0.00%	0.00%	0.00%	0.00%	0.00%	0.00%			0.00%			4.23%		0.00%	0.38%	4.62%
Housing	0.38%	0.00%	0.00%	0.00%	0.00%	0.00%			0.38%			6.15%		0.00%	0.00%	6.92%
Income Team	0.00%	0.00%	0.00%	0.00%	0.00%	0.00%			0.00%			6.54%		0.38%	0.38%	7.31%
IT	0.00%	0.38%	0.00%	0.00%	0.00%	0.00%			0.00%			3.08%		0.00%	0.00%	3.46%
Lettings	0.00%	0.00%	0.00%	0.00%	0.00%	0.00%			0.00%			3.85%		0.00%	0.00%	3.85%
Marketing	0.00%	0.00%	0.00%	0.00%	0.00%	0.00%			0.00%			1.54%		0.00%	0.00%	1.54%
People Services	0.00%	0.00%	0.38%	0.00%	0.00%	0.00%			0.00%			3.85%		0.00%	0.00%	4.23%
Property Team	0.00%	0.00%	0.00%	0.00%	0.00%	0.38%			0.00%			37.69%		0.00%	0.00%	38.08%
Regeneration	0.00%	0.00%	0.00%	0.00%	0.00%	0.00%			0.00%			1.92%		0.00%	0.00%	1.92%
Supported Housing	0.00%	0.00%	0.00%	0.00%	0.00%	0.00%			0.38%			3.85%		0.00%	0.00%	4.23%
Tenancy Team	0.00%	0.00%	0.00%	0.00%	0.00%	0.00%			0.00%			3.46%		0.00%	0.77%	4.23%

Disability percentage as an organisational whole and by teams

CHART C:

Disability as an organisation:

Disability percentage as an organisation = Total disabled employee/ Total number of employees in the organisation

Disability percentage as an organisation = 21/ 260

Disability percentage as an organisation = 8.12 %

The same calculation has been done for not disabled employees

	Disability as an organisation	in %
Disabled	21	8.12
Not Disabled	239	92.27
total	260

Disability by teams in terms of %:

Total number of disabled employees in Business Service/ Total number of employees in the company

= (0/260) *100

= 0%

The same calculation goes for every disabled and not disabled employee in the team

Count of Team	Column Labels
Row Labels	Disabled	Not disabled	Grand Total
Business Services	0.00%	3.77%	3.46%
Community Engagement and Partnerships	4.76%	2.51%	2.69%
Customer Services	14.29%	5.02%	5.77%
Directors	0.00%	2.09%	1.92%
Facilities	0.00%	0.84%	0.77%
Finance	9.52%	3.35%	3.85%
Governance	0.00%	1.26%	1.15%
Green Spaces	4.76%	4.60%	4.62%
Housing	9.52%	6.69%	6.92%
Income Team	4.76%	7.53%	7.31%
IT	9.52%	2.93%	3.46%
Lettings	4.76%	3.77%	3.85%
Marketing	0.00%	1.67%	1.54%
People Services	9.52%	3.77%	4.23%
Property Team	23.81%	39.33%	38.08%
Regeneration	0.00%	2.09%	1.92%
Supported Housing	0.00%	4.60%	4.23%
Tenancy Team	4.76%	4.18%	4.23%
Grand Total	100.00%	100.00%	100.00%

Salary differences across genders

CHART D:

Average salary = Sum of the salary/ total members from the gender

Average salary for female = £ 3,759,895/ 118

Average salary for female = £ 31,900.30

Row Labels	Average of Salary FTE
Female	31900.29661
Male	31812.17857
Non-binary	19500
Grand Total	31757.46154

Overall average salary paid by the organisation

The overall average salary paid by the organisation is £31642.00

Table 2 evaluation:

For I enjoy working from home on some days of the week:

(fully agree/ total number of employees) *100 = 112/259*100 = 37%

The same calculation has been done for others

				1 (fully agree)	2 (agree)	3 (not sure)	4 (disagree)	5 (strongly disagree)
I enjoy working from home on some days of the week				37%	19%	6%	31%	6%
Hybrid working practices support my work-life balance and well-being.				54%	29%	4%	11%	3%
I miss engaging with my colleagues in the workplace				2%	5%	10%	52%	31%
I feel fully supported when working at work				7%	7%	6%	46%	34%
I find working remotely a challenge				3%	21%	34%	18%	24%
I find it difficult to separate work from my personal life when working from home				33%	32%	8%	23%	5%
Hybrid working practices make me more productive				23%	26%	2%	27%	22%
Working from home does not affect cross-functional communication and collaboration with my team				21%	18%	2%	26%	34%
Since hybrid working has been in place, I feel more connected to our company culture.				3%	59%	1%	13%	24%
Working from home allows me to meet my targets				14%	20%	0%	19%	47%
I can easily access resources at home				16%	33%	2%	12%	37%
Working from home removes conflict				30%	29%	2%	9%	30%
I feel less stressed when away from the workplace				14%	1%	0%	2%	83%
I get the same amount of recognition for my work when working from home				23%	23%	1%	24%	29%

(AC 2.2) Present key findings for stakeholders from people practice activities and initiatives

Key findings from table 1:

Chart a:

Females constitute 45.56% of the workforce (118 out of 259 employees). This suggests a fairly balanced gender representation within the organisation.

Males make up 54.05% of the workforce (140 out of 259 employees), indicating a slightly higher male presence.

Non-binary individuals represent 0.77% of the workforce (2 out of 259 employees), highlighting a very small but present non-binary demographic.

Chart b: