(Solution) CIPD 5C002 (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

This is defined in Soykurt (2021) as a decision-making tool which is a creation of people practice professionals for consideration of various tasks in varying opinions. The success of this is reconsideration of a specific issue under focus, pursue an analysis in varying perspectives. According to Rajaram and Eren (2024), the matrix includes four quadrants which include identifying a problem, understanding its constituents, hypothesis development and evaluating outcomes of the hypotheses.

The rationale of use of reframing matrix is identified in Scappini (2020) as ensuring success of people practice professionals for increasing success in their operations. For example, in Riyad Bank case, when retention level is reduced, using the matrix assists to identify aspects past the reward strategy or their work environment for evaluating causative of high turnover and reduced turnover. Hence, people professionals handle the root cause and not the face value since multiple levels of consideration are put into account.

A solution-based organisation development or structural interventions including lecturing are used for lowering turnover. Also, Soykurt (2021) identify reframing matriz as entailing different groups by being invited to contribute to guidance of solving prevalent issues hence harnessing success in solving prevalent issues.

A con of reframing matrix is its complexity nature. This could limit the effectiveness of the results in terms of their application. Also, there are delays and failure to timely embrace the solution.

Empathy Mapping

This prioritises on emotions and cognitive aspects of staff/stakeholders (Yeung & Ng, 2024). The relevance of the tool is prioritising on development of an explanation of people engagement, thinking, acting and with emotions responding to specific issues including organisation change or initiating a new program in an organisation.

By use of empathy mapping, people practice professionals gain in scope of their appreciation of strategies of employees addressing them effectively. In implementation of an appraisal system in organisation, Siricharoen (2021) identify empathy mapping as illuminating on fears of employees on performance review, constructive/supportive criticism and challenges limiting a change. Basically, to sum-up these ideas, Gibbons (2018) it is possible to in precise note on areas of concern, initiate strategies for managing issues and achieve increased scope of recognition amongst staff.

Also, by application of empathy mapping, employee’s engagement is improved through actively listening and interacting in an entity. By appreciating staff opinions, Siricharoen (2021) note HR specialists as developing appropriate policies for improving staff morale amongst employees.

A major drawback/challenge include significantly relying on subjective-based interpretation hence skewed data sourced. The subjectivity nature of the data contributes to conclusion bias when not well balanced to quantitative data.