(Solution) CIPD 5CO02 concept of evidence-based practice use in decision-making
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| Evaluate the concept of evidence-based practice including how it can be applied to decision-making in people practice. (AC 1.1)
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
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Evaluation of Evidence-Based Practice EBP is an organised and systematic approach to decision-making that aims to avoid frequent mistakes, such as basing judgements exclusively on intuition, gut feelings, or prior experiences (CIPD, 2023) It entails a mindset that combines data and evidence to get well-informed judgements. Organisations may make simpler, fair, and efficient choices that help both people and the organisation using critical thinking and the best available information. One advantage of EBP is that it improves organisational performance and efficiency by using validated and proven EBP practices. However, it necessitates training and implementation resources, which can be costly and time-consuming in the short run. Approaches to Evidence-Based Practice Metrics, Key Performance Indicators (KPIs), and performance data gathered inside the organisation are examples of organisational data that may offer helpful insights into employee performance, engagement levels, and other important factors (Pietrantoni et al., 2023). Analysing this data makes finding patterns, trends, and opportunities for improvement in people’s practises possible. Additionally, various information and discoveries on different people’s practises, and organisational challenges may be found in scientific literature, including credible publications and research papers. By consulting this literature, decision-makers may get the most recent research and evidence-based solutions to problems. Expertise and judgement of experts is another strategy. Internal subject matter experts have important insights into the organisation’s particular difficulties and environment. Involving these professionals in decision-making processes enables a more thorough comprehension of the effects of various actions. Finally, stakeholder engagement promotes a more inclusive decision-making process by involving stakeholders interested in and influencing the decisions. Organisations may make well-rounded and knowledgeable choices by embracing the viewpoints and expertise of different stakeholders. Practical Application – People Practice: Adopting a new performance management strategy, such as implementing a 360-degree assessment system, is one real-world example of applying EBP to people’s practices. In this case, data from organisational performance measures are combined with information from internal specialists, scientific research on successful performance management techniques, and stakeholder input. The new performance management plan will be evidence-based and in line with the organisation’s goals thanks to this all-encompassing approach, which will enhance employee performance and boost overall organisational success. Practical Application – Organisational Issue: Evidence-based practice may help solve organisational difficulties like raising employee engagement levels to boost productivity (Mohammed & Aly, 2021). Decision-makers may create a data-driven engagement plan by looking at organisational engagement statistics, evaluating pertinent scientific research, consulting internal experts, and involving stakeholders. With this approach, the problem of low engagement will be more effectively addressed, resulting in a more motivated and effective staff. Talent acquisition and recruitment are key issues in human practice. Making informed decisions in this field relies heavily on evidence-based practice. Using empirical evidence to choose the proper employees can considerably improve the selection process (Mohammad, 2020). Analysing historical data on successful individuals inside the organisation, for example, can assist in identifying the important talents, qualities, and qualifications that correspond with job performance. Furthermore, studies on effective recruitment tactics, such as organised interviews or psychometric evaluations, can help inform decision-making. Evidence can be taken from various sources, including internal performance data, external research, and industry benchmarks, to build a solid framework for evaluating job applications. By implementing evidence-based practices, employers can make better hiring decisions and achieve better long-term performance results (Reid, 2023). The Definition of Evidence-Based Practice (EBP) EBP is an approach that is used in improving decision-making where the people apply the best available data from a variety of relevant sources judiciously, conscientiously and explicitly, to make sure that the decisions have an increased likelihood of rendering the desired outcomes (CIPD, 2023). People professionals are advised to consider a minimum of four sources of data which comprise scientific literature, organisational data, expertise and judgement of professionals and stakeholder values. An Evaluation of EBP EBP is considered important to people practice because it ensures data-driven, systematic and consistent decision-making bringing effective and sustainable decisions (Boatman, 2024). This is by using reliable data to eliminate influences by natural bias, and short-term fads to design unbiased solutions. EBP is also important because it allows effective risk management because data allows one to forecast happening and adequately prepare for issues and opportunities. CEBMa (n.d) states that the limitation of EBP is that the required reliable evidence may not be available to make credible decisions, for instance when deciding on matters to do with new HR technologies. Also, this practice is limited by the fact that the process is time-consuming. How EBP Can Support Sound Decision-Making and Judgement for;
Learning and Development – Outdated Learning Programs When using EBP to solve this issue, organisational data is gathered from the workforce and the management to identify what learning programs are outdated, and the preferred solutions. The people professionals may then consult scientific literature to identify how other studied organisations resolved the matter. Then, finally, the people practitioners consult experts to identify the modern solutions being used in contemporary workplaces like the use of e-learning, allocating more time for CPD, social learning and personalised learning programs, where the most effective solution for the organisation is selected. Resourcing Issue – Staff Skill Shortage When resolving staff skill shortages, people practitioners gather organisational data from the management and the employees on the skill gaps in the organisation. Then, they could consult recruitment experts to conduct a situational analysis of the labour market. All the data sets are analysed, and the development of the most feasible alternatives to resolve the skill shortage such as introducing trainee programs, improving employee retention and training the existing workers follows, which are evaluated before implementation.
Resolving Low Productivity Issues When an organisation experiences low productivity, the management should first gather organisational data and stakeholder views through surveys and interviews, where the causes of low productivity could be established to be the lack of certain equipment and technical skills. The relevant stakeholders could consult experts and brainstorm alternatives for the organisation where they would consider getting more resources to acquire the equipment needed for higher productivity or enrol the employees in learning institutions to help them acquire the required skills.
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| Evaluate a range of analysis tools (One) and methods (One) including how they can be applied to diagnose organisational issues, challenges and opportunities. (AC 1.2)
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
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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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(Solution) CIPS PIN NUPCO Formal Commercial Negotiation Plan
- For the current integrated modules assignment, a formal negotiation plan has been developed appropriate for the Procurement and Supply Management (PS&M) focusing on organisation operations.
- In this assessment, the National Unified Procurement Company (NUPCO) a leader in Saudi Arabia procurement, logistics and supply chain management for pharmaceutical, medical devices and supplies for government hospitals in Saudi Arabia (KSA).
- Further, the Ultrasound Machines procurement category has been identified in this report. By successfully reflecting on the content from driving value through procurement and supply, managing expenditures, developing contracts, sourcing essentials, negotiation in procurement and supply, relevant insights of the negotiation plan has been provided. Further, in this integrative assessment, the various tools applied include STEEPLE, Porter’s 5 Forces, SWOT analysis and Mendelow Matrix Stakeholders have been used to develop a successful negotiation strategy.
- The importance of this has been informed by the fact that NUPCO being a procurement organisation prioritise on attaining cost spending efficiencies and improvement of the healthcare services providers to government hospitals.
- This is with the skills, concessions, alternatives in the negotiation prioritised identified in this integrative assessment.