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(Solution) 5CO02 Evidence-based practice Assessment ID / CIPD_5CO02_24_01 CIPD Level 5

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Briefing paper Questions

(AC1.1) Evaluate the concept of evidence-based practice including how it can be applied to decision-making in people practice.

Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.

Word count: Approximately 450 words

Evidence-Based Practice (EBP) is defined as practically solving a problem by incorporating best strategy in research, analyse data, professional experiences and stakeholders views (CIPD, 2024). The outcome of EBP is integrating evidence in making decisions with assumptions avoided owing to integration of data and people analytics.

Evaluation of EBP

In people practice, application of EBP assists in effective decision making. According to Briner (2019), this is by ensuring decision making is anchored on data, improving the link of the decisions and organisation SMART objectives hence positive outcomes. In critical thinking, EBP factors make sure people professionals evaluates holistically all issues for eliminating biasness and making critical decision.

For the cons, EBP is time intensive and complex particularly when being used by unexperienced people professional practitioners (CIPD, 2024a). Also, the application of evidence from various sources increase value in making decisions by generating diverse views and holistic approaches. The outcome of this is what Rousseau (2020) identify as sourcing and analysing numerical data, perceptions and best practice in this area. Besides, the use of multiple data source could be overloading the information or conflicting data in place hindering successful decision making.

Application of EBP for People Practice Issues

Learning and Development (L&D)– By using the EBP, it is possible for L&D teams to identify learning needs for staff. According to CIPD (2024b), this is by performance appraisals, assessing skills and feedback surveys. The evidences which is employed include different courses completion, employees engagement rates and ROI of previous learning initiatives. The outcome of this is provision of L&D programs which are aligned with organisation needs. Working in Saudi Aramco for example, by using EBP, need for innovation and technology in organisation operations inform L&D initiatives.

Resourcing– As part of recruitment and selection, EBP is employed in initiating effective decisions informed by data-based market research. According to De Fruyt (2019), this is through an identification of skills-workforce differences, total rewards and how compatible they are. The EBP leads to generation of psychometric assessments, well-structured interviews and past recruitment processes for selection of qualified employees.

Also, Abdalla Hamza et al. (2021) note that using the trends in industries and internal data analysis lead to effectiveness of workforce planning where an entity expectations and future workforce needs are established successfully.

Application of EBP in an Organisation Issue

EBP application is relevant for improving decision making contributing to an increased employee engagement. According to De Fruyt (2019), this is due to the application of research findings and feedback sourced from stakeholders. The application of critical thinking guide assessment of engagement survey findings, exit interviews and feedback from focus groups for establishing the major cause of issues. Lu et al. (2022) identify some of the issues including ineffective communication and lacking recognition. A comparison of the engagement levels with industrial standards provide an opportunity to appreciate engagement scope. Also, through sourcing of data from different sources such as staff performance and absenteeism data, people professionals are in a position of initiating interventions. In my organisation for example, these are recognition strategies, skills development and remote working approaches. The data for instance is identified in Abdalla Hamza et al. (2021) to be relevant for gaining feedback hence informing areas of improvement and development.

(AC1.2) Evaluate a range of analysis tools and methods including how they can be applied to diagnose organisational issues, challenges and opportunities.

Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.

Word count: Approximately 400 words

Selected Analysis Tool (PESTLE)

PESTLE represent Politics, Economic, Social, Technology, Legal and Environment factors impacting organisations (CIPD, 2024c). The relevance of this tool for people practice professionals is to diagnose different trends, skills-jo mismatch and risk of compliance evident in external impacts. According to Battista (2024), different economic factors have an impact on availability of funds for resourcing, technology in capacity development. Also, by use of the tool, it becomes possible to identify different changes in economy impacting workforce policies in place and budget.

Further, by use of the PESTLE analysis tool, it is possible to note the issues in various social factors including trends socially and technology growth such as AI informing adaptation of diverse workforce teams.

Also, for opportunities, using PESTLE analysis assists to understand markets awareness, technology growth and appropriate economic policy to be capitalised on. According to CIPD (2023), these are intended to enhance new talents and skills growth. The limitations nevertheless include over-reliance with the factors impacting data accuracy. Also, it prioritise on macro-environment aspects with a likelihood of ignoring competition. Another limitation is being broad in terms of its focus with no elaborate objectives focused.

Selected Analysis Method (Exit Interviews)

This represent a qualitative approach used by people practice intended to understand reasons employees leave their employer. According to CIPD (2017), this is by identifying intentions for leaving, experienced and views in regard to their organisation. The outcome of this is diagnose problems, issues and opportunities. According to Mannermaa (2024), the focus areas include satisfaction in their roles, management relations and culture issues.

By use of exit interview, problems are identified including turnover, reduced opportunities for growth and inappropriate working conditions. Further, challenges identified include lacking effective leadership and ineffective communication strategies leading to staff exit.

For challenges, exit interviews are an attribute of their designing and use. The pros entail obtaining appropriate feedback from different participants, encourage open-based interaction with feedback appropriately used with improvement strategies recommended. As evidenced in CIPD (2023), less costs are incurred with process versatility high. For cons, they entail information distortion with the feedback sourced ineffective owing to potential of lack of clarity.

(AC1.3) Explain the principles of critical thinking including how you apply these to your own and others’ ideas.

Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.

Word count: Approximately 450 words

Critical Thinking Principles

The main principles entail clear, logic, consistent, precisive, accurate, relevant and fair. According to Mannermaa (2024), embracing critical thinking lead to a successful evaluation of the link of different concepts and posing questions in regard to topic appreciation. By being logic, conclusions generated characterised with validity, factual and zero assumptions made. According to CIPD (2018), with precision ensuring arguments are simplified hence not confusing. An accurate and relevance data is significantly valid and linked to the situation at hand. Fairness has a potential of enhancing inclusion with prejudice reduced. All these principles ensuring systematic reasoning for initiating appropriate decisions and solve challenges (CIPD, 2024).

Application to Individual Ideas

In analysis of likely change in my organisation HR policy which is the flexible working strategy, critical thinking is applicable. According to Chatfield (2022), it guide to analyse and source feedback and employees performance metrics. I am in an appropriate position of establishing the employees demands for flexible working. I reviewed all raised assumptions on the likely disruption and a reflection of the implication incurred to other entities.

After pursuing an in-depth literature in area of work-life balance and performance, I initiated recommendations for an outcome which would enhance staff and organisations. After engaging senior leadership teams, I was in a position of logic and effectively supported proposals for altering prevent phenomenon. The outcome of this is achieving coherence, appreciation and informed with factors enhancing appropriate decision making.

Application on others ideas

A time we were in a discussion with a colleague for redesigning onboarding strategy. I was able to embrace critical thinking for analysis of how feasible it is. In line with Khandelwal and Mehta (2023), I posed queries in sourcing further information on decision and information evaluation such as commenting on fresh staff and completion levels in onboarding strategy.

My suggestions entailed sourcing for more data for supporting my proposal as it was insufficient in cost-benefit analysis of proposal. This assisted me in reasoning with them well and positive engagements, integrating ideas and ensuring good reasoning., maintained an appropriate discussion, idea developed and ensured appropriate reasoning. In line with CIPD (2023), this assisted to create harmony on how they relate and promoted how they understanding with opinions prioritised.

Critical thinking approach on rational and objective debate

As part of critical thinking, being rational and objectivity informed by points of arguments are informed by data and appropriate reasoning. According to CIPD (2017), this assists the different players to analyse points of arguments in a critical and rational manner as opposed to anchoring them on how they feel or prejudice. A case example is where part of the discussions surround how feasible a capacity development initiative is. The outcome of this is maintaining the discussion on a result-based goals including L&D and returns on investment (ROI).

The use of critical thinking evaluate various stereotypes, offer an elaborate understanding of ambiguity and supporting areas of discussions based on facts (CIPD, 2023a). This promote equity by calling upon diverse points for effective decision making amongst the teams rationally and consistently with an entity objectives.

(AC1.4) Explain a range of (2) decision-making processes.

Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.

Word count: Approximately 400 words

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Solution Executive Summary This assignment aims to explain how a change process while guaranteeing that the team leader and members can implement it by leverage on the skills and capability possessed. This evaluation has focused on a new category management strategy by ADNOC. Through a focus Abu Dhabi National Oil Company (ADNOC), the best practice in change implementation has been evaluated. The selected category of spend is sourcing for Information Technology (IT) system as part of their operations. Although they now have a system that enables suppliers to sign up and participate in procurement, they still need to update their sourcing strategy. ADNOC intends to improve its sourcing strategy by investing in the appropriate technology. A team selected from the PS&M would enable the deployment of this category under my guidance. To achieve the objectives of this report, various change management techniques, as well as leadership training to give leaders the skills they need to execute category management, have been used. This is relevant to drawing meaningful conclusions from both quantitative and qualitative data. The outcomes demonstrate that for the category management to be successful, the team must possess the necessary change management abilities. This presupposes that the leaders have total control over applying category management. These skills include the ability to embrace diversity and incorporate a range of sources. The success of adopting category management will also depend on the capacity of the assigned team to embrace innovation as a skill. The best practice also involves involving leaders in determining how the change will impact various stakeholders based on their influence and level of authority during the change process. This would make it possible to implement the best transformation strategy comprehensively. Ultimately, the observations and conclusions result in the development of several ideas, including;

Within six months, PS&M personnel will be provided with chances for capacity building through partnerships with educational institutions to gain knowledge and skills for implementing category management.
The PS&M would become more motivated in the long run by providing recognition and benefits for pursuing category management implementation.
Within a year, an effective change management strategy would be pursued, focusing on tracking the change and spotting change resistance

Table of Contents 1.0 Introduction. 3 1.1 ADNOC Organisation Background. 3 1.2 Identified Category Management 4 2.0 Change Management Approach. 5 2.1 Introduction of the Required Change Process. 5 2.2 Strengths, Weaknesses, Opportunities, and Threats (SWOT) of the Change Management 8 2.3 Process of the Change Management. 9 3.0 Stakeholders Analysis. 11 3.1 Identifying and Analysing Stakeholders. 11 3.2 Communicating and Obtaining a Buy In for the Stakeholders. 13 4.0 Process of Implementing Change. 14 5.0 Ensuring Team Leader and Team possess Relevant Skills for Implementing the New Category (Managing People) 16 5.1 Approach of Leading the Team.. 16 5.2 Skills for Working Together Effectively and Successfully. 16 5.3 Team Diversity. 18 6.0 Conclusion and Recommendations. 19 References. 21 Figure 1: ADNOC Organisation Structure. 4 Figure 2:Drivers of Change Model 6 Figure 3:Summary of Forces for and against Change. 8 Figure 4:Summary of the ADNOC Stakeholders analysis 12 Figure 5:ADNOC Stakeholders Analysis. 13 Figure 6:PESTLE Analysis Summary. 15 Figure 7:Kotter 8 Phases of Change Implementation. 16 Figure 8:Tannebaum & Shmidt Model 17 Figure 9:Personality Traits summary. 18 Figure 10:Vroom-Yetton Jago Decision Model 19 Table 1:Summary of the Drivers of Change in ADNOC Organisation. 7 Table 2:SWOT Analysis. 9 Table 3:Gantt Chart 10 Table 4:Gantt Chart 11 Table 5:Summary of the Stakeholders Analysis. 13 Table 7:Summary of the RACI Matrix. 14

1.0 Introduction

1.1 ADNOC Organisation Background

In this report, the organisation of focus is Abu Dhabi National Oil Company (ADNOC). This is for understanding the impact of contract terms and conditions on distribution of risk and power with their suppliers. This is an organisation which began its operation in 1971 and today is ranked as the leader in diversified energy group which is owned by Abu Dhabi Government (ADNOC, 2022). The organisation network of holistically integrated business has based their operations across the entire energy value chain assisting their capacity for meeting overall demands of the consistently changing energy markets. For remaining competitive, the organisation has allocated $15 billion for advancing and accelerating lower-carbon solutions, investment in new energy solutions and decarbonisation technologies for lowering their carbon intensity with 25% by 2030 and successfully facilitating their NetZero by 2050 target. The company has a network of fully operational companies that operate throughout the entire hydrocarbon value chain, handling tasks including exploration, production, processing, storing, refinement, and supply in addition to manufacturing a wide range of petrochemical products. I work as a Contract Engineer for ADNOC Offshore, one of the company's divisions. The offshore division of ADNOC is responsible for the delivery and development of oil and gas resources in the waters surrounding Abu Dhabi. With OPEX and CAPEX, ADNOC Offshore spends over 3,000 million dollars annually. The organisation structure is as illustrated in figure 1; Figure 1: ADNOC Organisation Structure

1.2 Identified Category Management

The deployment of the iSourcing system, a technology-focused procurement procedure, was chosen as the category management in this study. The need for oil and gas has significantly expanded in the modern era since the Covid-19 epidemic. As a result, ADNOC is forced to spend money on equipment to help them process and refine more oil and gas products. In light of this, the team leader's responsibility is to see that an iSourcing system is in place and can be utilised to purchase the new machines that the company needs to upgrade its operations. Locally in UAE, regionally in the Middle East, and internationally in Western nations, this would apply. This project aims to produce a report outlining the implementation of the change approach. This is done while ensuring the team members and leader have the necessary abilities to carry out the plan successfully. Implementing the new category management strategy is the kind of change being sought. The learner will be the team leader throughout the full category management process since a team has been chosen to oversee the deployment of iSourcing. The practical approach would be utilising various tools and strategies that demonstrate leadership and best practices in change management, along with a focus on the category management data from the ADNOC firm.

2.0 Change Management Approach

2.1 Introduction of the Required Change Process

In its Procurement Supply and Management (PS&M) budget, ADNOC had allocated roughly 10 million UAEis before the COVID-19 epidemic. Up to 5,000 domestic and foreign providers are currently utilised in this. Because of the significant financial allocation in PS&M, the ADNOC sourcing method is crucial to their operations in this scenario. Logistics, equipment, and facility administration are all purchased separately by the organisation, all of which fall under the organisation's primary spending categories of computers and technical systems. As a result, they lack a centralised system that would allow all departments to be involved in aiding the procurement procedure (CIPS, 2020). The Burke-Litwin Model (Coruzzi, 2020) can pinpoint the internal and external factors that contributed to the identified change. This model ranks the many change drivers according to their importance and provides evidence of each one in figure 2; Figure 2:Drivers of Change Model When taking into account the ADNOC organisation and indicated change, these elements have the following effects, as stated in Table 1: Table 1:Summary of the Drivers of Change in ADNOC Organisation

Factors of change	Explanation
*External environment*	Supply chain networks have been significantly impacted since COVID-19. ADNOC's ability to replenish stock, equipment, and machinery has been affected. Therefore, ADNOC would participate in strategic alliances by including diverse actors and intermediates in the complete value chain through iSourcing
*Individual and oganisational performance*	ADNOC's investment in iSourcing would reduce PS&M turnover, everyone's performance, and supply chain network satisfaction.
*Leadership*	To ensure iSourcing success, the PS&M will lead and manage efficiently. This inspires and guides other organisations to iSourcing success.
*Mission and strategy*	The achievement of ADNOC's aim to provide high-quality oil and gas products would be ensured by the deployment of iSourcing. The justification for this is to quickly and effectively engage highly qualified vendors.
*Organisation culture*	Implementing iSourcing would promote the collaborative and teamwork-oriented organisational culture of ADNOC. This is due to the platforms offered by iSourcing that provide suitable options for teamwork and collaboration.
*Task requirements and individual skills*	Employees at ADNOC lack the knowledge and skills necessary to deploy iSourcing. This deficit might be filled by offering possibilities for professional advancement. Implementation of the change would be successful.
*Employee motivation*	This report's proposal suggests that providing monetary and non-monetary rewards is necessary to encourage people to adopt iSourcing. This is for employing remarkably contemporary systems of practice.

Assessing the change's supporters and detractors is also crucial. The Lewin Force Field Forces (Gaivoronskaya et al., 2021) should consider these factors. Figure 3 shows that change-supporting variables were 12 and 8, respectively. The adjustment is appropriate in this case. Figure 3:Summary of Forces for and against Change

Since the COVID-19 pandemic, ADNOC has struggled. Flechsig et al. (2022) say delayed service delivery and internal process automation reduce efficiency. Thus, integrating internal procedures, evaluating vendors, and monitoring the sourcing process with iSourcing will benefit ADNOC. A successful and efficient supply chain would result—in situational leadership to handle all everyday situations. Mulyana et al. (2022) define this as improving cost reduction, client satisfaction, and complex and critical processes. The ADNOC organization's automation and flexibility would improve. This involves learning, teamwork, and smart buying. Those fighting against iSourcing face massive supply chain challenges. Yevu et al. (2021) projected network security, system reliability, and persistent unauthorised access difficulties for ADNOC. This would hurt ADNOC's reputation with stakeholders, make persuading clients hard, and alienate supply chain actors. Transformational leaders may remedy this by creating enduring, positive change in their followers and moulding ADNOC PS&M followers into leaders.

2.2 Strengths, Weaknesses, Opportunities, and Threats (SWOT) of the Change Management

Additionally, it is crucial to comprehend the Strengths, Weaknesses , Opportunities, and Threats associated with the present strategy and the new category strategy for the change implementation to succeed. To do this, CIPS (2022) recognizes SWOT analysis as influential in capturing various decisions taken and would aid in guiding and educating category management. Table 3 illustrates the SWOT Analysis; Table 2:SWOT Analysis In conclusion, as shown in Table 1, while the existing strategy has strengths such as giving opportunities for comparison, transferring risks, and extensive evaluation, it is time-consuming and expensive. Using iSourcing makes it feasible to provide chances for risk transfer, pricing comparisons between suppliers, and finding the best items. Furthermore, it ignores sustainability-related aspects essential to contemporary procurement strategies (Hazaea et al., 2022). To equip staff members with the necessary abilities to use the new system, ADNOC must pursue security measures and ongoing capacity development. To handle the interference, a leader must promote the consultative approach in the sourcing process. To continuously acquire new skills and information, relevant L&D plans have been granted.

2.3 Process of the Change Management

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Solution Task 2- Report 1.0 Introduction In modern business environment, with organisations interested in becoming international in their scope and

(Solution) 5CO02 Evidence-based practice Assessment ID / CIPD_5CO02_24_01 CIPD Level 5

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Description

Briefing paper Questions

Related Papers

(Solution) CIPS Advanced Practitioner Corporate Award (APDP)

1.0 Introduction

1.1 ADNOC Organisation Background

1.2 Identified Category Management

2.0 Change Management Approach

2.1 Introduction of the Required Change Process

2.2 Strengths, Weaknesses, Opportunities, and Threats (SWOT) of the Change Management

2.3 Process of the Change Management

(Solution) CIPS Strategic Supply Chain Management APSS

(Solution) CIPD Level 7 7HR02 Question 1 (AC 1.1) Analyse one external and one internal factor that is shaping the organisation’s resourcing and talent strategy

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