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

The goal of evidence-based practise (EBP) in the field of people practises is to help professionals make the most informed and prudent decisions possible by weighing available information. According to CIPD (2023), EBP encourages a systematic strategy that is based on an organization’s trustworthy information source. This method improves people practices by coordinating HR initiatives with overall business objectives. Additionally, it promotes a practice-based approach and encourages HR to think forward when making choices that will benefit both employees and the company.

Evidence-Based Practice Utility

Several clear benefits of EBP have been highlighted by Rousseau (2018).Time efficiency is the primary one. In a paragraph style, some of the merits of EBP include making the human resources profession more responsible and enabling professionals to make decisions based on facts rather than personal judgements. The fact that EBP is fact-based rather than based on assumptions or hypothetical claims is what sets it apart from previous approaches. Human resources can improve its input to the company and, by extension, provide more accurate and effective organisational support to people and management in particular, thanks to this factual information base.

Drawbacks of EBP

Although there are many benefits to utilising EBP, there are also some challenges.Time and maybe money will be required to gather and process the high-quality data. When dealing with human resources issues, it is common to require both quantitative and qualitative data, although the quality and relevance of the data might vary. Also, EBP isn’t always “blind” or insightful enough when it comes to HRM concerns; for example, it could not have enough quantitative data to draw conclusions. In addition, according to Sadler-Smith (2021), EBP may exclude minority perspectives if the data does not adequately represent them. Therefore, it is still crucial to enquire about and consider additional viewpoints, taking into consideration both statistical and non-statistical data.

People Practice Issues

Performance

Human resources are better able to provide performance management and make informed decisions about staffing, candidate quality, and other resource efficiency-related matters thanks to evidence-based practice (EBP). For instance, by focussing on qualities that are proven to be associated with job success, evidence-based recruiting might enhance selection. Therefore, in order to accomplish organisational goals, EBP may be used to thoroughly examine demographic data and labour market statistics that indicate a lack of suitable skills inside the business. Improving recruitment validity through the use of copies of evidence-based practises can help eradicate bias in the selection of candidates.

Resourcing
Using evidence-based practice (EBP) in resource allocation aids human resource professionals in comprehending the research, formulating and refining strategies for workforce planning, applicant recruitment, and real resource allocation decisions. To ensure a good fit between employees and employers, HR considers metrics including performance reviews, salary ranges, and skill sets. Staff members are trained to be better and more competent when EBP is part of an effective resource allocation plan (CIPD, 2023).

Organisational Issue: Raising level of employee engagement.

Using evidence-based practise (EBP) in people practises also increases employee engagement, which has a direct impact on productivity and morale. Leadership style, culture, and remuneration schemes are shown to correlate with involvement in SHRM (2023). As a consequence, HR managers may boost retention, motivation, and productivity by defining practises that contribute to staff satisfaction utilising EBP. Using evidence-based practice (EBP) to assess engagement activities improves the organisational work environment, which in turn encourages a healthy workforce through an effective sixteen best fit model.

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

Analysis Tool: PESTLE Analysis

PESTLE (Political, Economic, Social, Technological, Legal, and Environmental) is a strategic tool used to analyse external macro-environmental factors affecting an organisation. It helps identify trends, risks, and opportunities that may influence decision-making processes in people practice (CIPD, 2023).

Evaluation

PESTLE analysis used widely to diagnose the external environment where the organisation operates because of offering all concerning external factors affecting the organisation. For instance, a technological change may bring chances of developing new human resource solutions, whereas a change that is legal may pose a threat to compliance. In people practise, this tool helps with mapping the HR strategies on the external factors like on readiness of the workforce for digital change. However, it actuality depends on the quality of the data collected, since poor data would result in wrong decisions.

Strengths

• Provides a broad understanding of external influences.
• Encourages strategic thinking by highlighting emerging trends.

Weaknesses

• Time-consuming and requires constant updates to remain relevant.
• Subjectivity may arise in identifying the significance of each factor.

Analysis Method: Exit Interviews
Exit interviews involve interviewing employees before they leave their organisations of work with a view of getting information about their tenure, assessing organisational problems such as high turnover and low employee morale(McGrath 2019).

New participants’ exit interview is very useful in identifying organisational challenges and opportunities in people practise. For example, poor management or lack of growth opportunities are some of the feedback information that is consistent and can thus be said to require intervention. Also, knowledge of the factors leading to employee turnover derives ways of minimising similar issues with the existing staff. However, their effectiveness is only determined by the organisation’s capacity to provide a conducive environment for departing employees to give accurate feedback.

Strengths

• Provides first-hand insights from employees, making data highly relevant.
• Helps identify trends or recurring issues over time.

Weaknesses

• Risk of biased or incomplete responses due to employees’ hesitance to share negative feedback.
• Limited applicability as it reflects only the perspective of those leaving.

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