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Define what is meant by evidence-based practice and how it is applied within organisations, providing three examples of different types of evidence-based practice that can be used to inform principle-led judgements and outcomes for an organisation
3CO02 Principles of Analytics
This unit looks at how people professionals make both straightforward and complex choices as they carry out their roles. It focuses on how utilising a diverse range of analytics and evidence is essential to the rationalisation and enhancement of working practices and situational decision-making to create value.
CIPD’s insight Using evidence in HR decision-making: 10 lessons from the COVID-19 crisis (June 2020)
Watch a video and download the slides from our webinar with Rob Briner and David D`Souza discussing what the current crisis can teach HR about becoming more evidence-based
Being evidence-based is at the heart of the CIPD’s new Profession Map and a vital skill for all people professionals to develop. What can we as a profession learn from this crisis about making more evidence-based HR decisions?
https://www.cipd.co.uk/knowledge/coronavirus/webinars/using-evidence-HR-decision- making-17-june-2020
Evidence-based practice for effective decision-making (August 2020)
Effective HR decision-making is based on considering the best available evidence combined with critical thinking.
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. 1.1 Review evidence-based practice and how it is applied within an organisation
https://www.cipd.co.uk/knowledge/strategy/analytics/evidence-based-practice-factsheet
Case study - 3CO02 Principles of Analytics Your recently appointed People Practice manager is surprised by the limited use of metrics in the department and wants to address this concern by raising the knowledge and understanding of the People Practice Team. The manager wants to express that using different forms of evidence and data can help make informed decisions and judgments on all manner of working practices and situations. You have been asked to prepare a presentation and presenters notes in readiness to be given to the People Practice Team on their next learning and development day. Also, by way of an example it has been requested that you provide interpretation of survey data that has been collected from three departments in the organisation.
Preparation for the Tasks:
Spend time planning your answer. You should attend the Assessment Q&A session if you have any questions about the assessment tasks.
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.
You will also benefit from:
Reflecting on your own experiences of learning opportunities and continuous professional development.
Reading the CIPD Insight, Fact Sheets and related online materials on these topics.
Don’t forget to:
Complete the front cover sheet and place at the front of your assessment.
Use the bullet points below each task as headings and sub-headings so your marker can see where your answer begins.
Task one – Presentation with Presenter’s Notes 3CO02 Principles of Analytics The presentation must provide knowledge and understanding of how evidence-based practice informs organisational measures and outcomes and how creating value benefits employees, customers and wider stakeholders. 1.1 Review evidence-based practice and how it is applied within an organisation. Ensure that you:
define what is meant by evidence-based practice and how it is applied within organisations, providing three examples of different types of evidence-based practice that can be used to inform principle-led judgements and outcomes for an organisation. (1.1),
explain the reasons why it is important to use data to help assist organisational improvements and why this data need to be timely, ethical and accurate. (1.2)
explain two different types of data measurements and information that can be used by people professionals, and how they are each used to collect and collate information to support effective decision making. (1.3)
explain how organisational policies, procedures and other forms of evidence can be used to support appropriate choices and decisions. (1.5)
explain the range of internal and external customers and stakeholders, that people professionals work with, and the part that influencing plays within the relationships (2.1)
explain what is meant by creating value as a people professional, and identify benefits of providing value to customers and stakeholders (2.2)
drawing on good practice examples, explain how the work that people professionals perform benefits others within an organisation in supporting good practice, open cultures, commitment and engagement. (2.4)
explain how social media can be used internally and externally in workplaces to improve communication and organisational practices, highlighting the risks in a work context. (2.3)
outline how you can, in your own work or a voluntary role, achieve and maintain a customer focused attitude to ensure consistent high standards and customer satisfaction. (2.5)
Task Two –Example of Analysis of Data to Inform Practice A mini survey on the quality of work has recently been carried out as a pilot and the raw data from the first three departments, Research & Design, Administration and Marketing has just been collected. The People Practice manager has asked you to represent the data as percentages and analyse the survey results.
1) Review the sets of raw numerical data that have been provided in the tables below and convert them to percentages to illustrate the results.
2) Provide an analysis of these, identifying themes, patterns and trends that appear to be occurring.
As a part of this analysis, consider the possible issues that have been revealed by the data.
3CO02 Principles of Analytics
Research and Design . (412 employees, 22 employees did not participate in the survey)
Agree or strongly agree
Neither agree nor disagree
Disagree or strongly disagree
It’s difficult to fulfil commitments outside my work because I spend too much time on my job.
187
52
151
The organisation provides flexi-time.
288
92
10
I’m allowed to work from home
347
20
23
I’m aware that that the organisation has the opportunity to job share
9
8
373
I have scope to use my own initiative in my job role
384
6
0
I’m provided with the opportunity to develop my skills
377
10
3
My line manager values the work I do.
302
40
48
I feel secure in my job role
270
26
94
I’m expected to complete my work outside of my contracted hours
388
1
1
Absence rates in my department are low
289
98
3
Administration (65 employees, 4 employees did not participate in the survey)
Agree or strongly agree
Neither agree nor disagree
Disagree or strongly disagree
It’s difficult to fulfil commitments outside my work because I spend too much time on my job.
58
1
2
The organisation provides flexi-time. 1.1 Review evidence-based practice and how it is applied within an organisation
4
0
57
I’m allowed to work from home
0
18
43
I’m aware that that the organisation has the opportunity to job share
8
3
50
I have scope to use my own initiative in my job role
3
49
9
I’m provided with the opportunity to develop my skills
21
5
35
My line manager values the work I do.
18
18
25
I feel secure in my job role
51
4
6
I’m expected to complete my work outside of my contracted hours
61
0
0
Absence rates in my department are low
3
0
58
Marketing (18 employees all responded to the survey)
Agree or strongly agree
Neither agree nor disagree
Disagree or strongly disagree
It’s difficult to fulfil commitments outside my work because I spend too much time on my job.
2
0
16
The organisation provides flexi-time.
18
0
0
I’m allowed to work from home
0
0
18
I’m aware that that the organisation has the opportunity to job share
0
18
0
I have scope to use my own initiative in my job role
15
3
0
I’m provided with the opportunity to develop my skills
14
1
3
My line manager values the work I do.
12
1
5
Marketing (18 employees all responded to the survey)
Agree or strongly agree
Neither agree nor disagree
Disagree or strongly disagree
I feel secure in my job role
10
3
5
I’m expected to complete my work outside of my contracted hours
2
0
16
Absence rates in my department are low
17
1
0
Absence rates for each department over a three-month period as a total of hours based on a contractual week of 37.5 hours are as follows:
Department
Hours lost through absence
Average hourly pay
Research and Design
1876 hours lost through absence
£35.00
Administration
237 hours lost through absence
£12.50
Marketing
20 hours lost through absence
£28.00
3) Calculate how many working days are lost in a three-month period for each department based on the above figures.
4) Estimate the projected average loss of working days over a 12-month period if these rates were to continue.
5) Calculate the costs of pay assuming all absentees are contractually paid full remuneration whilst off sick during the three-month period. (1.4)
Assessment Criteria Evidence Checklist 3CO02 Principles of Analytics Use the following as checklists to make sure that you have included the required evidence to meet each task. Please enter the evidence title and where it can be referred to. An example has been provided for you.
Task 1 – Presentation with presenter notes Assessment criteria
Evidenced Y/N
Evidence reference
1.1
Review evidence-based practice and how it is applied within an organisation.
Presentation
1.2
Explain the importance of using data, including why it is essential for timely, ethical and accurate analysis and evaluation of personal information.
1.3
Explain different types of data measurements in relation to the work of people professionals and how these are used to accurately retrieve and collate data to inform decision making.
1.5
Explain how the application of agreed procedures, policies and sources of evidence helps to make choices and informed decisions.
2.1
Explain the range of customers and stakeholders with whom people professionals work and the role that influencing plays in creating value for them.
2.2
Review the concept of creating value as a people professional and the significance for people, organisations, and wider stakeholders.
2.3
Explain how social media can enhance working practices internally and externally, including the associated risks.
2.4
Explain how working as a people professional benefits other people in an organisation.
2.5
Summarise ways in which you can be customer-focused, and standards-driven in your own context.
Task 2 – Example Analysis of data to inform practice
Assessment criteria
Evidenced Y/N
Evidence reference
1.4
Interpret common calculations and basic financial information from organisational data.
Analysis
Assessment Grading The grid below shows the range of results you could achieve based on total number of marks awarded across all assessment criteria.
To pass the unit assessment you must achieve a 2 (Low Pass) or above for each of the assessment criteria.
The overall result achieved will dictate the outcome you receive for the unit, provided
NONE of the assessment criteria have been failed or referred. 1.1 Review evidence-based practice and how it is applied within an organisation.
define what is meant by evidence-based practice and how it is applied within organisations, providing three examples of different types of evidence-based practice that can be used to inform principle-led judgements and outcomes for an organisation
Overall mark
Unit result
0 to 19
Fail
20 to 25
Low Pass
26 to 32
Pass
33 to 40
High Pass
Marking Grid
Mark
Range
Descriptor
1
Fail
Insufficient demonstration of knowledge, understanding or skills (as appropriate) required to meet the AC.
Insufficient examples included, where required, to support answers.
Presentation and structure of assignment is not appropriate and does not meet the assessment brief.
2
Low Pass
Demonstrates an acceptable level of knowledge, understanding or skills (as appropriate) required to meet the AC.
Sufficient and acceptable examples included, where required, to support answers.
Required format adopted but some improvement required to the structure and presentation of the assignment.
Answers are acceptable but could be clearer in responding to the task and presented in a more coherent way.
3
Pass
Demonstrates good knowledge, understanding or skills (as appropriate) required to meet the AC.
Includes confident use of examples, where required, to support each answer.
Presentation and structure of assignment is appropriate for the assessment brief.
Answers are clear and well expressed.
4
High Pass
Demonstrates a wide range and confident level of knowledge, understanding or skill (as appropriate).
Includes strong examples that illustrate the point being made, that link and support the answer well.
Answers are applied to the case organisation or an alternative organisation.
Answers are clear, concise and well argued, directly respond to what has been asked.
The presentation of the assignment is well structured, coherent and focusses on the need of the questions. define what is meant by evidence-based practice and how it is applied within organisations, providing three examples of different types of evidence-based practice that can be used to inform principle-led judgements and outcomes for an organisation
Includes clear evidence of the use of references to wider reading to help inform answer.
3CO02 Principles of Analytics
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