(Solution) New 5C002- Evidence-based Practice
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Description
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Table of Contents
1.1 Evidence based practice; approaches inform sound-decision making. 2
Definition of Evidence-Based Practice (EBP) 2
1.2 Evaluation of Analysis Tools and Methods for Organizational Diagnosis. 3
Macro Analysis Tool – PESTLE: 3
Micro Analysis Method – Observations: 4
1.3 Principles of Critical Thinking and its Application in Decision-Making. 4
Main Principles of Critical Thinking. 5
Application of Critical Thinking to Individual Ideas: 5
Application to Others’ Ideas: 6
Role in Rational and Objective Debate. 6
1.4 Decision-Making Processes for People Professionals. 6
1.5 Ethical Perspectives on Decision-Making. 7
3.1 Measuring Financial and Non-Financial Performance Measurement. 9
3.2 Impact and value of the people’s practice using various methods. 11
Section Two- Quantitative and Qualitative Analysis Review.. 12
2.1 Interpretation of Analytical Data using analysis tools and methods. 12
TABLE 2- Hybrid Working Practices Survey. 16
2.2 Key Findings Representations 16
Table 1- Equality, Diversity and Inclusion Salary Data. 16
Task 2: Hybrid Working Practices. 18
Section One- Report
Executive Summary
In this report, it focuses on evaluation evidence-based practice. This report is targeted to the senior management teams demonstrating knowledge and understanding of the EBP concept. Also, the approaches which could be pursued for effective critical thinking and decision-making ensuring that integrity and value is achieved has been evaluated. The findings in this report note that the senior management teams need to put in place appropriate strategies for ensuring best practice is achieved.
Introduction
Evidence-Based Practice (EBP) is defined in CIPD (2022) as a systematic decision-making approach that integrates the best available evidence from diverse sources to inform actions and judgments. The evidence based practice and data analytics has been identified as critical for people practice professionals. People practice professionals must put in place appropriate strategies for successful EBP implementation.
1.1 Evidence based practice; approaches inform sound-decision making
Definition of Evidence-Based Practice (EBP)
Evidence-Based Practice (EBP) is defined in CIPD (2022) as a systematic decision-making approach that integrates the best available evidence from diverse sources to inform actions and judgments. In the context of HR and organizational practices, EBP goes beyond conventional data analysis, focusing on connecting HR initiatives to overarching business outcomes. This approach ensures that HR aligns with the business and drives it by making well-informed decisions that positively impact the workforce and organizational success.
EBP’s usefulness is substantial, as described by Young (2022). It provides a structured methodology that encourages informed decision-making rooted in empirical evidence. EBP enhances the likelihood of achieving desired outcomes by basing decisions on data rather than assumptions. This approach enables HR to tailor strategies to the organisation’s and its employees’ specific needs, promoting efficiency and effectiveness.
However, EBP has limitations. Its implementation can be resource-intensive and time-consuming, potentially delaying swift decision-making. Additionally, the quality and availability of evidence may vary, leading to challenges in finding relevant and reliable data. EBP might also need help to capture nuances and contextual factors influencing HR practices. Despite these limitations, EBP remains a valuable framework, allowing HR professionals to navigate complexities by grounding decisions in objective evidence. EBP could inadvertently marginalize marginalized voices if certain groups’ experiences are underrepresented in available evidence, as stated in Dewidar et al. (2022).
People practice issues
Turning to specific people practice issues like Reward and Performance, EBP offers a structured framework to enhance decision-making.
Rewards– in line with Benevene and Buonomo (2020), EBP enables HR to assess the effectiveness of various incentive systems through data analysis. By examining employee engagement, turnover rates, and performance metrics, HR can decide which reward strategies motivate employees and contribute to job satisfaction. By analysing trends in employee engagement, turnover rates, and performance metrics over time, HR can identify patterns and correlations that inform the design of reward systems.
Performance– EBP enables HR to identify evidence-backed methods to assess employee performance accurately. Hume et al. (2021) state that by incorporating data from performance appraisals, project outcomes, and peer reviews, HR can determine which assessment techniques correlate most strongly with actual performance. This informs the selection of assessment tools that align with the organization’s goals and enhance decision-making in performance evaluations.
Organizational issues
increasing productivity– EBP again plays a crucial role. When striving for heightened productivity, HR can analyse workforce utilization, task allocation, and training effectiveness data. By examining these factors, HR can pinpoint areas of improvement and make decisions grounded in evidence. For instance, EBP might reveal that a training program consistently increases productivity. This insight informs HR’s judgment in investing resources wisely to optimize productivity.
1.2 Evaluation of Analysis Tools and Methods for Organizational Diagnosis
In the complex landscape of organizational dynamics, practical analysis tools and methods are essential to diagnose issues, challenges, and opportunities. Organizations are intricately linked to their micro and macro environments, as stated in Brockbank (2016). The microenvironment encompasses immediate stakeholders like customers, suppliers, and competitors, while the macro environment encompasses broader economic, technological, political, and societal factors.
Macro Analysis Tool – PESTLE:
One powerful macro analysis tool is the PESTLE framework, which evaluates Political, Economic, Social, Technological, Legal, and Environmental factors. Adopting Business To You (2018), PESTLE provides a comprehensive view of external forces shaping an organization’s environment. It enables an understanding of the impact of regulatory changes, economic trends, cultural shifts, and technological advancements on business strategies. The strengths of PESTLE lie in its systematic approach and comprehensive coverage of external influences. It fosters proactive planning and helps organizations anticipate potential challenges. However, PESTLE may need help to capture nuances and interdependencies among various factors. It can also be overwhelming due to the breadth of information it covers.
PESTLE analysis aids people practitioners in comprehending the broader business environment. It helps identify threats and opportunities from macro factors, guiding strategic decision-making. For instance, understanding economic trends can influence HR planning related to recruitment, training, and employee benefits. However, PESTLE might need help to predict the exact impact of these factors on HR practices, and certain elements could be beyond HR’s control, as stated in Business To You (2018).
Micro Analysis Method – Observations:
Among micro-analysis methods, observations offer a firsthand understanding of day-to-day operations, behaviours, and interactions within an organization. Comments allow practitioners to identify informal processes, communication patterns, and areas of friction that might not be evident through formal channels. The strength of observations lies in their ability to uncover hidden dynamics and provide context to quantitative data. They enable HR professionals to address issues that might not be apparent in reports or surveys. However, observations are subject to bias and limited by the observer’s perspective. They might miss subtleties and require careful interpretation. Moreover, statements can be time-consuming and might only capture some organisational challenges’ scope.
Observations assist in grasping internal dynamics, enhancing HR’s understanding of team dynamics and employee behaviour. By observing interactions and workflows, HR can tailor interventions to address specific challenges. Nevertheless, observations might not capture deeper emotional states and could inadvertently introduce observer bias.
1.3 Principles of Critical Thinking and its Application in Decision-Making
In Skills You Need. (2011), Critical thinking is the cornerstone of effective decision-making, enabling individuals to analyse ideas thoughtfully and rationally while recognizing logical connections. In the context of people professionals, critical thinking is an indispensable skill that aligns with the CIPD Profession Map, emphasizing the importance of analytical capabilities and evidence-based practices.
Main Principles of Critical Thinking
Clarity: Critical thinking requires clear and precise expression of ideas, ensuring that concepts are well-defined and easily understood. This principle fosters effective communication and reduces ambiguity.
Logic: Logical reasoning forms the foundation of critical thinking. It involves identifying and evaluating the coherence and consistency of arguments and recognizing valid deductions and inferences.
Evidence: Critical thinkers prioritize evidence-based reasoning. They demand robust evidence to support claims, distinguishing between subjective opinions and objective facts.
Open-Mindedness: Critical thinkers approach ideas with an open mind, considering diverse perspectives and avoiding preconceived notions. This principle encourages intellectual flexibility and innovation.
Scepticism: Healthy scepticism prompts critical thinkers to question assumptions, seeking to uncover potential biases and gaps in reasoning. This attitude drives deeper exploration of ideas.
Problem-Solving: Critical thinking revolves around effective problem-solving. It involves dissecting complex issues into manageable components, analyzing root causes, and devising solutions.
Critical thinking is pivotal for people professionals due to its alignment with the CIPD Profession Map (2022). This skill aids in evidence-based decision-making, ensuring HR strategies and practices are founded on objective analysis rather than intuition. Critical thinking empowers professionals to assess diverse factors impacting people management, enhancing the quality and effectiveness of HR initiatives.
Application of Critical Thinking to Individual Ideas:
In my role, I encountered a challenge in designing a training program to enhance employee engagement. Applying critical thinking principles, I meticulously defined objectives, analyzed available data, and considered various engagement theories. This approach led to a holistic training design that addressed specific organizational needs and improved employee satisfaction and performance.
Application to Others’ Ideas:
While collaborating on a team project, a colleague proposed a novel approach to streamline recruitment processes. Applying critical thinking, I probed further, seeking evidence of its feasibility and potential drawbacks. This led to a comprehensive discussion, refining the idea and ultimately implementing a modified version that combined innovation with practicality.
Role in Rational and Objective Debate
Critical thinking underpins rational and objective debate by requiring participants to base their thoughts on available evidence. It curtails emotional bias, fostering logical exchanges that lead to well-informed conclusions. Critical thinking promotes a robust discourse that elevates decision-making by emphasising the examination of evidence. Critical thinking encourages individuals to explore alternative viewpoints and consider potential counterarguments, contributing to a more comprehensive understanding of complex issues.
1.4 Decision-Making Processes for People Professionals
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- 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
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 Structure1.2 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. |
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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- Commercial negotiation plan has been developed by reference to data, factual information and CIPS tools. HSE and chemicals portfolio spend category has been identified and evaluated in-depth to come up with an appropriate negotiation plan.
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