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Solution
Task 1
AC 1.1 Evidence-Based Practice in Decision Making Evidenced-based Practice
In order to make managerial and organisational decisions based on the best available research findings, evidence-based practice is used. This evidence can come from a variety of sources. Decision makers tackle organisational difficulties and boost performance by using strategic searching, critical assessment, and implementation of current research findings and measurements (CIPD, 2023), rather than depending only on opinions, experience, or old practice. Making decisions on planning, policies, programs, and day-to-day operations that are most likely to accomplish desired results and be of most benefit requires integrating high-quality scholarly research with practical experience and stakeholder values.
Meaningful Application of Evidence-Based Practice:
Organisational decision-making can benefit from an evidence-based practice strategy. Adopting approaches that are backed by data as being most effective requires taking available research information into account. Decision consequences can be objectively measured with quantitative measurements. In order to identify what needs adjusting based on real outcomes, regularly examining evidence is another way to assist ongoing self-improvement.
Negative aspects of Evidence-Based practice
Although evidence-based practice aims to justify decision making, it is not without limitations. According to Dagne & Beshah (2021), quantitative research cannot capture all aspects of organisational leadership. The existing literature might be contradictory or not applicable to a specific context. Already overworked decision-makers will need to devote even more time and energy to fully implementing evidence-based improvements. Important to stakeholders and still factored into the final choice are qualitative concerns, which the facts may not reflect.
People Practice Issues:
Two people practise issues that are prevalent in my organisation are performance evaluation and staff resourcing:
When it comes to allocation of resources, EBP can be useful for decision making because it centres on metrics like staff retention rate, turnover rate, and absenteeism correlated with variables like pay and benefits (Aarons et al. 2009). Knowing what works in terms of retention and recruiting based on evidence can help shape relevant strategies.
To create a strict, unchangeable system for evaluating performance, it is helpful to consult empirical research on validation, bias reduction, and success predictors (Service.gov.uk, 2019) .This will help identify top performers and areas that need improvement, which in turn can improve the overall functioning of the organisation. In EBP, reasoning takes place in both fields.
Organisation issue:
Raising levels of client satisfaction is an issue for the company. By doing research on consumer experiences, EBP can bolster decisions in this area. Customers’ happiness drivers, pain spots, and preferences can be better understood and improved upon with the help of objective data gathered through surveys (Rane, Achari and Choudhary, 2024) .Evaluating several possibilities to maximise satisfaction is made possible through tests of alternative ways that are influenced by academic research on customer service best practices. An evidence-based continuous cycle of improving the customer experience could be achieved by regular surveys that measure the impact of improvements.
AC 1.2 Range of Analysis Tools and Methods
Analysis Tool-SWOT:
Taking stock of the organisation’s strength, weaknesses, opportunities, and threats—the SWOT analysis—is a great way to evaluate personnel practices (Renault, 2019). By utilising this technique, one can identify both internal and external elements that have the potential to impact strategies for managing people. In order to gain a better grasp of an organization’s internal resources and problems, it is crucial to identify its strengths, such a competent workforce, and its weaknesses, like excessive turnover. Meanwhile, when devising strategies to draw in, keep, and cultivate talent, it’s helpful to first identify external opportunities—like entering new markets—and threats—like rivalry from other industries.
The SWOT analysis is useful because of its simplicity and versatility. Additionally, as Teoli et al. (2023) points out, it forces companies to think about both internal and external factors simultaneously, which provides a thorough evaluation of the company’s present situation and it’s potential for the future. Workforce development, talent management, and employee engagement are just a few of the people practice issues that this tool may help businesses pinpoint.
Several limitations apply to SWOT analysis. It might be extremely simplistic, leading to judgements based on generalised diagrams and observations. Unchecked, it has the potential to contaminate discourse with biassed viewpoints. In addition, SWOT analysis may overlook the external context’s malleability and is unable to delve further into complex challenges (Indeed Editorial Team, 2023)
Analysis Method: Employee Surveys
Staff surveys are a suitable tool for data analysis in human resource management. Current employees are polled on a range of topics, including job satisfaction, management, and company culture.
Problem Identification: to get to the bottom of things, employee surveys are great. Organisations can find out about issues with workload, communication, or team relationships that would not be apparent otherwise by asking certain questions (de Waal, 2014). Problems like poor morale or discontent can be better understood with the help of these insights.
Obstacles in Diagnosis: Finding the sources of problems can be a challenge, but surveys can assist. For instance, if workers express discontent with management, HR can investigate potential causes such as insufficient backing, inadequate acknowledgement, or faulty communication (Aguilera, 2023). Organisations can develop targeted strategies to address these difficulties when they have a good grasp of them.
Discovering Possibilities: Opportunities for growth and improvement can also be uncovered through surveys. For instance, workers could want to know more about mentoring programs, career development opportunities, or ways to have greater control over their work schedules. Human resources can use these findings to create programs that boost engagement and employee retention (de Waal, 2014).
Areas of Efficacy: Quick and anonymous feedback collection is a strength since it encourages people to be honest. Unfortunately, this approach loses some of its effectiveness if surveys aren’t well-designed or if the results aren’t put into action.
1.3 Principles of Critical Thinking
A logical decision-making process based on the evaluation and analysis of pertinent facts is what the Chartered Institute of Personnel and Development (CIPD) calls “critical thinking” (CIPD, 2019). For those working in people management, this is a priceless tool for making decisions and solving problems.
According to The Foundation for Critical Thinking (2019),the following are the main principles of critical thinking:
Logic and Consistency:
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