Level 5 Associate Diploma in People Management

Evidence-based practice - Unit 5C002

Week 1
Introduction

This unit addresses the significance of capturing robust quantitative

and qualitative evidence to inform meaningful insight and 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.
Learning outcomes

On completion of this unit, you will:

1. 2. 3.
Understand strategies Understand the Be able to measure the
for effective critical importance of decision- impact and value of
thinking and decision- making strategies to solve people practice to the
making. people practice issues. organisation.
Why are we studying this?

Allows the HR
Can identify and
Being able to evaluate function to avoid
analyse what can be
data is crucial for HR being reactive and
used for
professionals become more
organisational benefit
strategic
Assessment
Week 1

• AC 1.1: Evaluate the concept of evidence-based practice including how it can be

applied to decision-making in people practice.

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

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

• AC 1.4: Explain a range of decision-making processes.

• AC 1.5: Assess how different ethical perspectives can influence decision-making.

Learning Outcome 1
Understand strategies for effective critical thinking and decision-making
1.1 Evaluate the concept of evidence-based practice including how it can
be applied to decision-making in people practice.
Task 1: Evidence-based practice

What is evidence-based
practice?
Data vs information

Interpret or evaluate
Data to find meaning Information
Task 1: Evidence-based practice

What are the key data driven decisions that

need to be made in your work role?

What would be examples of data in your

organisation?

What would examples of information be?

What are examples of qualitative data?

And quantitative data?

Value of strategic data

Data is vital in order to inform accurate

decision making

How is data collected to

support strategic decision
making within your own
organisation?
Types of decision-making
PROGRAMMED
• Automatic / habitual decisions
• Minimal time and effort
• E.g. which route to drive to work
NON-PROGRAMMED
• Deliberate and conscious decisions
• Requires information gathering
and careful consideration of
alternatives
• E.g. which house to buy
Levels of decision-making

Strat
egic

Tactical

Operational
Decision-making

What are the pros

and cons of making
decisions in this way?
Learning Outcome 1
Understand strategies for effective critical thinking and decision making
1.2 Evaluate a range of analysis tools and methods including how they can
be applied to diagnose organisational issues, challenges and opportunities.
Analytical tools

• SWOT analysis
• Lewin’s force field nnalysis These can be analysed from:
• Gap analysis
• Critical incident analysis a) Organisational metrics
• Benchmarking b) Sector metrics
• Balanced scorecard c) Observations
• Porter’s five forces d) Job analysis
• Ansoff Matrix e) Interviews
• McKinskey 7S model f) Work sampling
• Fishbone analysis (Ishikawa) g) questionnaires
• STEEPLE analysis
Future state & gap analysis

Identifying the future state

involves several activities
such as:

1. Visioning
2. Contextual analysis
3. STEEPLE and SWOT
4. Forecasting
Force field analysis

Goal: To complete my CIPD Level 5 Associate Diploma in People Management

Constraints Drivers
Time limits Better professional credibility
Quiet time alone Advanced HR skills
Brain capacity 1st class CV for job opportunities
Stress from work Self satisfaction and achievement
Critical incident analysis

WHAT WORKED
WHAT WORKED LESS WELL AND
WELL AND WHY WHY

WHAT CAN WE LEARN AND HOW CAN WE

FROM THIS? APPLY IT HERE?
Break
Learning Outcome 1
Understand strategies for effective critical thinking and decision making
1.3 Explain the principles of critical thinking including how you apply
these to your own and others’ ideas.
Critical thinking

Ways to ensure critical thinking:

1. Identify a range of options

2. Analyse all the implications
3. Reflect on experience and knowledge
4. Evaluate the pros and cons carefully
5. Reason out the optimum choices
Task 2: discussion

How would you examine sickness

issues in your organisation in a
valid and reliable way?

What aspects and sources of data

would you choose to look at and
why?
Validity of sources

CIPD CIPD
Health and well-being at HR outlook
work Leaders’ views of our
Survey report profession
Triangulation
Triangulation

What data sources do you

use as an HR professional?

Are they from inside and

outside the organisation?

What are the benefits of

using both?
Learning Outcome 1
Understand strategies for effective critical thinking and decision making
1.4 Explain a range of decision-making processes.
Rational decision making
De Bono’s six thinking hats
Action learning sets
1.Presentation of challenge
• what is the issue/ question/
• what are the contributing factors?
• what did I do?
• what did they do?
• what do I want to happen ?

6.Make meaning of experience, draw 2.Dialogue with group; listening,

conclusions , commit to integrating learning questioning and challenging views, perceptions
into everyday practice and assumptions.

5.Bring ‘what happened’ back to the group. What went well / 3.Reflection and creation of thoughts of new ideas, new
not so well / why? understanding, new perspectives, commitment to action

4.‘Doing’ the action

‘Being’ the change
Decision making processes

Weigh up the pros and cons of using these three decision making models:

• Rational process
• De Bono’s six thinking hats
• Action learning sets

What people practice issues might they be useful for and which less useful?
Learning Outcome 1
Understand strategies for effective critical thinking and decision making
1.5 Assess how different ethical perspectives can influence decision-
making.
CIPD ethics & business
Deontological theory
An ethical theory based on the
specific principle that actions have an
inherent rightness or wrongness
dependent on whether they
correspond to a duty but
independent of their consequences.
Consequentialism /
teleological theory
An outcome-based ethical theory
which considers that the rightness or
wrongness of our acts is determined
by a comparative assessment of each
act’s consequences
Ethical values & impacts
Ethics & business impact

When might ethics be an issue in your decision making and evidence based
practice?
Capability

"Capability" refers to the skills, ability, aptitude and knowledge you have in relation to
the job that you are employed to do. Lack of capability will in most cases lead to
unsatisfactory performance in your role which in turn is likely to cause problems for
both managers and colleagues.

Very few people choose to perform their work badly, make mistakes, fail to complete
tasks or have poor relationships with colleagues or customers and so this should be
managed in a positive and supportive way.
Poor performance

Poor performance can be caused by a wide range of underlying issues, which are
sometimes not readily identifiable and can show as:

1. Negativism, lack of cooperation, hostility

2. Failure or refusal to follow instructions
3. Unwillingness to take responsibility
4. Insubordination or power games
5. Lateness or regular absence without substantial reasons

Poor performance should be managed sympathetically to enable the worker to

address these issues and raise the level of their performance themselves.
Ethical considerations

If your decisions do not require formal

approval, you need to consider the following:

• How will the decisions be made to

ensure integrity and quality?

• How will stakeholders be informed

about the purpose, methods and
benefits of your decision making?
Finish