Solution

Table of Contents

Briefing Paper- Part One. 2

1.1 Evidence-Based Practice. 2

Evaluation. 2

People Practice Issues. 2

Organisation Issue. 3

1.2 Analysis Method and Tool 3

Analysis Tool 3

Analysis Method. 4

1.3 Critical Thinking. 5

Principles of Critical Thinking. 5

Application in my own Ideas. 6

Application on Others’ Ideas 6

Rationale and Objective Debate. 6

1.4 Decision-Making Process. 6

1.5 Ethical Perspectives in Decision Making. 7

3.1 Ways Organisations Measure Financial and Non-Financial Performance. 9

Financial KPIs: 9

Non-Financial KPIs. 9

3.2 Measure the Impact and Value of People Practice. 10

Section 2. 11

2.1 Data Analysis and Interpretation. 11

Table 1. 11

Table 2: 12

2.2 Data Presentations. 13

Table 1. 13

2.3 Recommendations. 15

Table 1. 15

Table 2. 16

References. 18

Appendices. 22

Table 1. 22

Appendix 2. 23

Table 2. 24

Briefing Paper- Part One

1.1 Evidence-Based Practice

Evidence-based practice in people work-related fields refers to utilising the highest quality research evidence available and combining it with practitioner expertise and client circumstances when making decisions impacting clients (CIPD, 2023). Practitioners consider empirical research findings as well as each client’s unique needs, values and context to determine the most appropriate interventions. This helps to ensure services are focused on achieving the desired client outcomes that are also supported by scientific evidence. The definition is the same with what is used in the medical sector. This concept is identified as a process followed in reviewing, analysing, and translating the latest scientific evidences.

Evaluation

Evidence-based practice has significant benefits when implemented appropriately in people-centered fields. It helps practitioners provide the most effective services that are backed by scientific research. This enhances outcomes for clients. However, evidence-based practice also has some limitations. Not all clients or situations can be neatly addressed by broad research findings due to individual differences. Research may also be limited in some areas. It requires ongoing skills in both finding and assessing new studies. Professional expertise as a source of evidence and client preferences must also be carefully weighed against empirical evidence on a case-by-case basis (HR Magazine, 2015).

People Practice Issues

Resourcing- For resourcing decisions, EBP allows us to use empirical research on factors like staffing levels, workload volumes, and productivity rates to determine optimal resource needs. We can look at peer-reviewed studies and reports on what level of resourcing is required to safely and effectively handle certain types and volumes of work. This evidence is known as organisational evidence gives us an objective basis to estimate resourcing requirements rather than relying solely on subjective opinions (HR Magazine, 2015).

Rewards, Learning & Development- When making decisions around rewards and learning & development programs, EBP guides us to consider evaluation research on factors like the impact of various non-financial incentives and training opportunities on employee engagement, performance and retention. For example, research on the relationship between tuition reimbursement and staff turnover can help us decide whether to invest more in education benefits. Studies on the effects of recognition programs or skills development can also influence how we structure rewards and L&D (NASW – National Association of Social Workers, 2023). Outcome data helps to direct funds to the initiatives and approaches that create the most value for both employees and our organisation.

By using varying types of empirical research evidence, we’re able to ground these important people-related decisions in facts rather than assumptions to make the choices that will best support our goals and priorities. Of course, real-world constraints also factor into any decisions.

Organisation Issue

Raise the Level of Employee Engagement

When trying to increase employee engagement levels within MNGHA, evidence-based practices support reviewing research on effective engagement strategies. Consulting studies that have evaluated initiatives like recognition programs, flexible work options, learning opportunities, collaborative decision-making and more can provide data on which approaches reliably boost engagement (Haque, 2023). Reviewing empirical evidence from similar organizations allows MNGHA to design and implement engagement interventions that have demonstrated success through proof of successfully improving employee commitment, satisfaction and retention.

1.2 Analysis Method and Tool

Analysis Tool

Balance Score Cards

The balanced scorecard is an effective analysis tool for people/HR as it provides a comprehensive framework for measuring performance across key organisational priorities like learning & growth, internal processes, customer satisfaction, and financials – important for evaluating impact of people strategies (Kaplan and Norton, 2019). The customer perspective is used in understanding the scope of customer seeing the organisation. This is with internal perspective identifying what they must excel in with innovation and learning perspective noting on improvement and creation of value. Finally, financial perspective evidence organisation view on their shareholders.

Evaluation of tool

The balanced scorecard is a very effective tool for diagnosing people/HR related problems and prospects. Its multidimensional approach incorporating financial and non-financial metrics from multiple organisational perspectives provides a comprehensive view of how human capital strategies influence business outcomes (Bisbe and Barrubés, 2012). Issues and opportunities that may be obscured in single-measure assessments can be revealed through the balanced scorecard. Relationships between measures also facilitate pinpointing root causes of underperformance and where adjustments are most needed to support strategic goals.

A major strength of the balanced scorecard is that it provides a comprehensive view of an organisation’s performance by measuring both financial and non-financial metrics across different perspectives like internal processes, learning and growth, customer satisfaction, etc. This allows for a well-rounded assessment of how human capital strategies impact success. A potential weakness is that developing measures for some factors, especially non-financial ones, can require subjective determinations and potentially sparse data. This makes metrics less precise and opens the door for manipulation.

Analysis Method

Interviews- Conducting interviews is an important analysis method that can be leveraged in people/HR practice as evidenced by SHRM, (2018). One-on-one and group interviews with key stakeholders like employees, managers and recruiters can surface valuable qualitative data on engagement, retention risks, skills gaps and more to inform strategic planning and decision making.

Evaluation of the Method

Interviews can be a highly effective tool for recognising issues, challenges and opportunities when used properly in people/HR analysis. Conducting targeted interviews allows for deeper exploration of attitudes, experiences and perceptions that may not otherwise surface (Rutledge and Hogg, 2020). This provides rich qualitative insights into organisational culture, pain points and potential solutions.

However, interviews also have weaknesses. Information gathered is subjective. Interviewer biases could influence responses. Sample sizes may be too small to generalise. Questions asked also need to be carefully designed to elicit the most useful data. Despite these weaknesses, when interviews are thoughtfully planned and conducted, and supplemented with other methods like surveys, they can yield valuable first-hand perspectives to help identify root causes and where efforts could be best spent.

1.3 Critical Thinking

Critical thinking refers to carefully analysing and evaluating beliefs and arguments as evidenced by CIPD (2019). Critical thinkers are open-minded, carefully evaluate evidence from multiple perspectives, suspend judgment even when feelings run strong, and change their views based on rational reasons instead of preexisting sentiments.

Principles of Critical Thinking

Please click the following icon to access this assessment in full