5CO02 Evidence-Based Practice Guide

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5CO02 Assignment Guide

(Section One –Report)

(AC 1.1) Evaluate the concept of evidence-based practice, including how it can be applied to decision-making in people practice.

Evaluate: To judge or decide the importance, value, or amount of something its validity, reliability, and applicability by using evidence, information, and knowledge. A recommendation can then be made based on this information.

• Define what EBP is, investigating the current body of theory and research on the subject. You should include an evaluation of the concept of evidence-based practice in terms of its pros and cons.
• Assess at least two evidence-based practice approaches, considering how they offer a reliable and valid way to support sound decision-making and judgments across a range of people practice issues and organizational issues. e.g. (critical thinking, assessing evidence from a variety of sources, rationale model etc) including their pros and cons)
• Factors to consider under the concept of evidence-based practice: making decisions based on ‘effective thinking’ and sound evidence, decisions that can be justified to others. Making use of strategies, including critical thinking and analysis in decision-making. Models of decision-making, for example the rational model and its limitations, bounded rationality, individual vs group decision making, group think and group polarisation.
• Application of evidence based practice applying each of them to at least one people practice or organisational issue eg (out of date L&D practices, high absence levels, staff skills shortages etc).

(AC 1.2) Evaluate a range of analysis tools and methods, including how they can be applied to diagnose organisational issues, challenges, and opportunities.

Evaluate: To judge or decide the importance, value, or amount of something its validity, reliability, and applicability by using evidence, information, and knowledge. A recommendation can then be made based on this information

• Answers should include 1 tool and 1 method. Evaluate how they can be applied to diagnose issues, challenges, and opportunities. Answers should evaluate the chosen methods and their application when diagnosing issues, challenges, and opportunities. The aim here is to evaluate the models and their effectiveness
• Evaluate in terms of its pros and cons, when used to diagnose organisational (any/all of the following three areas) issues (legislation), challenges (new competitors) or opportunities (growth).
• Range of analysis tools used in people practice: for example environmental analysis tools, strategic review, future state analysis, Porter’s five forces, force field analysis, Ansoff matrix, fishbone analysis, critical incident analysis, cause and effect, target operating model, balanced scorecard, McKinsey 7S; uses and applications within different areas of people practice.
• Range of analysis methods: for example interviews, observations, job analysis questionnaires, work sampling, examination of organisation metrics, comparison with sector metrics
• Evaluate the pros and cons of the tool when used to diagnose organizational (any/all of the following three areas) issues (legislation), challenges (new competitors) or opportunities (growth).

 (AC 1.3) Explain the principles of critical thinking, including how you apply these to your own and others’ ideas.

Explain: Explain: To make something clear to someone else, and to give a reason for something that will enable them to understand better. Make plain, interpret, and account for, enlighten, give reasons for a specific decision

• Define the term and offer a confident explanation of the principles of critical thinking eg (objective rationale thinking, checking source validity, considering unconscious bias, not jumping to conclusions etc).
• Principles of critical thinking: for example objective rational thinking and well-reasoned argument. Questioning and checking validity of sources and validity of ‘evidence’; awareness of bias – conscious and unconscious, yours and others’.
• You should also include two contextualised examples to help describe the application of critical thinking – one where you apply the principles of critical thinking to an idea of your own, and another where you apply critical thinking to an idea of someone else.
• Confident explanation of the principles that scf hould be applied to your own ideas eg (presenting and checking facts and data, remaining objective in your approach and presentation, and providing evidence not emotion).
• Confident explanation of the principles that should be applied to the ideas of others eg (Being aware of an author’s credibility, research methods and source, checking their claims and presenting fact, not opinion).
• Examples that relate to a work environment are preferable, however if you are not currently employed in people practice, you can use examples from your studies, or social / volunteering experiences.

(AC 1.4) Explain a range of decision-making processes.

Explain: To make something clear to someone else, and to give a reason for something that will enable them to understand better. Make plain, interpret, and account for, enlighten, give reasons for a specific decision

• Good explanation of two decision making tools/approaches in terms of how they can be used to ensure effective outcomes/decisions are achieved.
• Decision-making processes ideas: for example, best fit, future pacing, problem-outcome frame, action learning approaches, De Bono (six thinking hats).
• You should be explaining how these processes can be applied, and not describing them, with a focus on how to ensure that effective outcomes are achieved.

(AC 1.5) Assess how different ethical perspectives can influence decision-making.

Assess: Evaluate or judge the importance of an issue and use available information to make a reasoned judgment. To examine content and decide whether it meets the pre-determined criteria. You would then give your opinion, based on the facts and information you have been provided with.

• In this section, you are required to give an assessment of a range of ethical theories – you should include at least two.
• Ethical perspectives: theories of ethics for example utilitarianism, deontology/ Kantianism, communitarianism, altruism; ethical values, for example democracy, fairness, honesty, equality; ethics and religion; ethics and business; examples of ethical dilemmas and outcomes
• Consider the application of each theory in relation to decision making, and how the theory impacts perspectives of decision making such as moral or ethical. Use strong examples of ethical dilemmas and outcomes and the underlying rationales; examples of how different perspectives might result in certain decisions, for example utilitarianism, deontology, the impact of religious and personal beliefs on workplace decision making. Different approaches to dealing with capability and performance issues based on ethical values, compassionate and punitive responses to work issues.
• Pros and cons of the theories should be included in the assessmentg on management and leadership styles and consequently on organisation culture etc.

(AC 3.1) Appraise different ways organisations measure financial and non-financial performance.

Appraise: To assess and estimate the worth, value, quality, and performance. Consider carefully to form an opinion.

• This answer must contain an appraisal of at least two different ways in which an organisation can measure performance. One should be financial and another non-financial.
• Financial measures include (revenue, gross and net profit, cash flow, return-on- investment etc) and non-financial measures include (service level agreements, stakeholder benefits and feedback, customer satisfaction, legal compliance etc).
• You must consider both the pros and cons of these methods. Presentation and layout are of a high standard. Considerable evidence of appropriate wider reading to inform answer. An excellent standard of in-text referencing.
• Answers could evaluate cash flows vs ROI vs customer satisfaction and look at the positives and negatives of using each one of those approaches.

 (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.

Explain: To make something clear to someone else, and to give a reason for something that will enable them to understand better. Make plain, interpret, and account for, enlighten, give reasons for a specific decision

• This question has two parts:
• Begin with an explanation of what it means to add value, and how people practices can add value to an organisation.
• Impacts: for example, short and long term, positive and negative, direct, and indirect impacts. Value such as through people analytics, workforce planning, employee development, etc.
• Then you should identify the reasons for measuring and why it is important to check that value is constantly being achieved to justify that the people practices are contributing to organizational success.
• Next you need to identify a range of methods to measure the impact of people practices, so this will include at least two methods.
• Methods: for example, cost-benefit analysis, evaluation, validation, ROI, ROE. Models of evaluation; evaluation methods, determining evaluation scope and criteria; types of information and evidence for evaluation; evaluation tools (for example staff satisfaction surveys, absence data, wellbeing)
• There are two command verbs in this question – Explain and Identify. More detail is required within the explanations than in identifying the methods.

5CO02 Assignment Help Guide

(Section Two – Quantitative and Qualitative Analysis Review)

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

• Answers must analyse each data set individually. There is no wordcount assigned to this section, so no narrative is expected. Your answer here will be a range of charts, graphs & tables that you produce to display and analyse the data sets. For each data set, including at least 3 different visual representations of the data will be appropriate
• Table 1 will be analysed with charts/graphs etc. presented, before identifying the key themes, patterns, and trends that the data shows. Table 1 requires 2 elements to be represented in the graphical depiction. Therefore you Must review the Equality, Diversity, Inclusion and Salary data that is presented in Table 1 and provide analysis of it to show the:
  • Present each department’s performance review judgements as a percentage.
  • Those gaining ‘outstanding’ are entitled to a four percent bonus payment each quarter. Calculate the bonus due to each of these employees for each quarter and then provide an overall total cost of bonus payments for the organisation

The survey data presented in Table 2 has been collected from managers and employees on their views of the organisation’s approach to monitoring performance. Review the data in Table 2 and identify any patterns, themes or trends that might be occurring and present recommendations based on your findings.Table 2 is less prescriptive and gives more creative freedom to demonstrate an analytical approach.

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

• In this section, you are looking at presenting the finding from your data to stakeholder. You should consider who your stakeholders are, and collate the key findings that they would be most interested in.
• Using a narrative, explain what the data is showing, focusing on at least 2 key themes or patterns that each data set is showing.
• Keep this section factual – focus on what the data is showing and do not go into solution mode yet.

(AC 2.3)  Make justified recommendations based on evaluation of the benefits, risks, and financial implications of potential solutions.

• Based on the analysis, you should now make your recommendations to the organisation.
• You should make a minimum of 2 recommendations, ensuring they are justified, considering benefits, risks, and financial implications of each on the organisation. One from the analysis of table 1 and one from the analysis of table 2.
• Benefits (for example achievement of objectives, enhanced worker productivity, customer engagement, improved organisational culture, enhanced metrics and business awareness, increased capabilities, perception of fair policy and processes, legal compliance).
• Risks (for example legal, health and safety, financial, reputational, capability, impact on worker or customer engagement).
• Financial implications: direct costs (costs of implementing the solution) and indirect costs (for example loss of working time, need for skills upgrade in relation to the solution); costs in relation to the short and long term benefits (cost benefit analysis, return on investment); costs in relation to budget limitations and feasibility of solutions.

5CO02 Evidence-Based Practice

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