? Task 1 – Business Report for Annual Meeting ? 7 questions ? Task 2 – Data Analysis and review ? 4 questions ? Combined word count – 3900 words +/- 10% (3610 – 4290 words) ? Data tables, executive summary, table of contents, subheadings, etc are excluded from the word count AC 1.1 EVALUATE the concept of evidence- based practice including how it can be applied to decision-making in people practice To answer this question, here are a few things you can discuss: • explain the concept of evidence-based practice • give examples from people practice showing how evidence based practice can help in decision making • evaluate when it is appropriate to use evidence-based practice and what happens if you don’t use insight to make judgements Useful resources: https://www.cipd.co.uk/knowledge/strategy/analytics/evidence-based-practice-factsheet CIPD Podcast on evidence-based practice 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: effective selection and interpretation of evidence. Effective analysis of situations and issues, critical review of theory, propositions and opinion. Assessing evidence from a variety of sources; identifying bias. Forming judgements and conclusions; developing and testing out own arguments and conclusions. AC 1.2: Evaluate one analysis tool and one method including how they can be applied to recognise and diagnose current and future organisational issues, challenges and opportunities. Evaluate the strengths and weaknesses on one analysis tool used to analyse trends (e.g. : Fishbone, Force Field Analysis, PESTLE analysis, SWOT analysis, Porter’s 5 forces, etc) Evaluate the pros and cons of one method that be used by organisation to diagnose issues (eg: analysis of company metrics, surveys internal to an organisation, etc) 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. AC 1.3: Explain the principles of critical thinking including how you apply these to your own and others’ ideas to assist objective and rationale debate. Describe the concept of critical thinking and how it might be used in the workplace. Explain the key principles of critical thinking (eg: making rational arguments, checking validity of sources, being aware of bias, etc) Give example of a situation to describe how you used critical thinking to achieve objective Give example of a situation to describe how a colleague’s idea was debated through critical thinking 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’. How to apply to own and others’ ideas: comparing ‘like with like’ and recognising different methodologies, approaches and contexts; ensuring clarity of terminology and differentiating between fact and opinion; awareness of personal agendas and ‘fake news’, not taking information at ‘face value’; managing ambiguity and complexity of information; triangulation and testing out of conclusions. AC 1.4: Explain a range of decision-making processes that can be applied to ensure that effective outcomes are achieved. Decision-making processes: for example, best fit, future pacing, problem-outcome frame, action learning approaches, De Bono (six thinking hats), rational decision-making. AC 1.5: Assess a range of different ethical theories and perspectives and explain how understanding of these can be used to inform and influence moral decision-making. Use TWO ethical theories to assess its importance in the work of people practitioners Explain how these can be used to influence decision making in the work place Describe the importance of having ethical practice in the workplace (eg: how can the principles of fairness, equity, transparency, consistency, equality might impact people practice) 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. How they influence decision-making: 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. How ethics can impact on management and leadership styles and consequently on organisation culture. AC 3.1 Appraise one approach an organisation can take to measure financial and non-financial performance Explain one approach that an organisation can use to measure financial performance AND one approach that can measure non-financial performance. (if you use a model like Balance Scorecard which covers both aspects, then only one model is sufficient.) You need to appraise this model – it means to evaluate the strengths/ weaknesses of this model and giving comments on suitability of its use. AC 3.2 Explain how a variety of people practices add value in an organisation and identify a range of methods that might be used to measure the impact of a range of people practices You need to explain at least THREE people practices as examples in this answer. For each people practice activity, you need to: • Explain how it adds value to the organisation • Explain the methods that can be used to measure its impact : Cost-benefit analysis Return on Investment (RoI) Return on Expectations (RoE) Employee performance evaluation Specific evaluation tools (e.g. engagement surveys, absence data, employee turnover, health & well-being) Evaluation model: Kirkpatrick HR metrics: efficiency/ effectiveness Impact and value: concepts and definitions of impact and value; how people practice creates value. Impacts: for example short and long term, positive and negative, direct and indirect impacts. Reasons for measuring: for example check and ensure that objectives being achieved, ensure a people practice contribution, justify spend on people practice, continuously improve people practice activities, identify further needs, identify gaps, enable informed business decisions. 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). Task 2 Focus on data analysis to identify issues and make recommendations ? All ACs to be mentioned at the start of this section ? Use subheadings for each part ? Include bars, graphs, charts, pie diagrams to enhance work (use at least 2 visual charts) ? Data tables are out of word count but keep them in the report (not as appendices) -Use the data tables to calculate -Analyse information to find trends -Draw conclusions about the issue -Make recommendations From the analysis present your findings using appropriate methods to highlight themes and trends that appear to be occurring. (2.1, 2.2, 2.3) In this task, your aim should be to: • (2.1) Identify the findings that would be of relevance to the stakeholders of the business • (2.2) Demonstrate your ability to analyse the data • (2.3) Make reasonable and well justified recommendations AC 2.3: Make justified recommendations based on evaluation of the benefits, risks and financial implications of potential solutions. Benefits (e.g. 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 (e.g. 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 (e.g. 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. 169