(Solution) CIPD L3 3CO02 Principles of analytics Assessment ID / CIPD_3CO02_23_01
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Section One – Briefing paper Questions
| Explain what evidenced-based practice is and how it is applied within an organisation. (AC1.1)
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 250 words
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| Evidence-based practice involves making decisions and taking actions that are driven by the best available evidence from multiple sources of data. According to CIPD (2023), these sources include people/HR data as well as organisational performance data, financial data, external industry, and competitor intelligence. The goal is to integrate this evidence with professional expertise and stakeholder perspectives. Decisions are tested and findings are used to determine the most effective solutions to meet organisational goals. This helps organisations operate as efficiently as possible based on what is known to work based on comprehensive data analysis from different parts of the business and industry.
As a people professional, applying evidence-based practice is critical to making the best people decisions. It means collecting and analysing various forms of data from across the organisation to understand employee and organisational needs as evidenced by Boatman (2021). This includes metrics like engagement scores, turnover rates, learning and development data, compensation benchmarks, and job performance reviews. It also means staying current on HR trends and what is working at other companies through research. Analysing all of this evidence allows me to propose solutions and strategies that are most likely to improve things like culture, retention, and business results. It creates practices grounded in real organizational data rather than assumptions or anecdotes alone. Examples of Evidence-based people practice decisions include: Hiring decision- When recruiting for a sales role, as a people professional, I analyzed previous hiring patterns, top performer profiles, sales data, and market trends. The evidence showed I would been too focused solely on past sales experience versus strengths in communication and adaptability. I updated the job posting and scoring rubric accordingly. The new approach led to hires that fit the evolving needs and exceeded their sales targets in the first year. Reward decision- Our compensation benchmarking revealed we were below market on bonuses for our customer service team despite their impact on retention. Customer satisfaction metrics also correlated higher bonuses with lower attrition. As people professionals, we redesigned bonuses to incentivise exceptional service rather than headcount. Service quality improved as reflected in fewer customer complaints. Attrition dropped by 15% year-over-year.
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| Explain the importance of using data in organisations. (AC1.2)
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 250 words
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| Using data to assist organisational culture and performance improvements is crucial for several reasons:
Informed Decision Making- Data provides objective insights into various aspects of the organisation, including employee engagement, productivity, and efficiency. By analysing this data, decision-makers can identify patterns, trends, and areas for improvement. This informed decision-making process helps in devising strategies to enhance organisational culture and performance effectively (Calzon, 2022). Targeted Interventions- Data allows organisations to pinpoint specific areas that require attention. Whether its addressing employee satisfaction issues, refining processes, or optimising resource allocation, data-driven insights enable targeted interventions (Frankenfield, 2023). This targeted approach ensures that efforts and resources are allocated efficiently, leading to more significant improvements in organisational culture and performance. Measurable Progress- Data serves as a yardstick for measuring progress towards organisational goals. By setting clear metrics and benchmarks, organisations can track their performance over time as evidenced by Rizwan (2024). This not only facilitates continuous improvement but also enables the identification of successful strategies and areas needing further refinement. Ultimately, data-driven monitoring and evaluation foster a culture of accountability and transparency within the organisation, driving sustained improvements in culture and performance. Importance of Accurate Data Accurate data is essential for identifying problems and issues because it forms the foundation for effective decision-making as evidenced by LinkedIn (2023). Inaccurate data can lead to incorrect assessments, misguided solutions, and wasted resources. Reliable data ensures that organisations address the root causes of problems, rather than treating symptoms. It enhances the credibility of findings, fosters trust among stakeholders, and increases the likelihood of successful interventions. Ultimately, accuracy in data drives informed actions, enabling organisations to resolve issues efficiently and achieve their goals effectively. |
| Explain different types of data measurements that people professionals use. (AC1.3)
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 250 words
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| Qualitative data
Qualitative data refers to non-numerical data that is collected through open-ended questions, interviews, and observations (Bhat, 2019). It provides insights into people’s experiences, perceptions, opinions, and feelings in a narrative form rather than a numerical form. Qualitative data aims to understand and explain phenomena from participants’ perspectives through themes, meanings, and descriptions rather than statistical analysis or counts. Two examples of qualitative data are observation notes and exit interview notes as outlined by Eval Community (2023). Observation notes typically record descriptive information about people’s behaviors, actions, activities and interactions in a natural setting through detailed field notes. They provide context and insight. Exit interview notes capture participants’ views and opinions gathered through open-ended questions at the end of a program or event. Both observation notes and exit interview notes are narrative, non-numerical data that help understand experiences and perspectives. Quantitative data Quantitative data refers to numerical data collected through closed-ended questions, experiments, tests, and surveys that can be analysed statistically as evidenced by TolaData (2021). It comes in numerical form that can be counted such as numbers, frequencies, percentages and statistical measurements. Quantitative data aims to quantify and generalise results from a sample population through statistical analysis and tests. Examples of quantitative data are: Number of employees – This would provide a specific numerical figure to quantify how many people are currently employed within an organisation. Absence data – Statistics collected on staff absence rates through tracking numbers of sick days taken (CIPD, 2023). This could include numerical figures on absence frequency, duration, reasons and trends over time that can analysed statistically. Significant in decision making Qualitative data like observation notes and interviews provides rich insights into the human experience to help design effective programs and policies. Quantitative data such as employee counts and absence rates allows evaluation of initiatives, comparisons over time, and objective workforce planning. Together this forms a comprehensive understanding for evidence-based decision-making – qualitative data gives context while quantitative data measures progress (LinkedIn, 2024). This supports people professionals to make informed choices centered on understanding and improving experiences. |
| Explain how the application of agreed policies and procedures informs decisions. (AC 1.6)
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 250 words
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| Policy- Policy refers to a set of principles, guidelines, or rules established by an organisation or government to govern behavior, actions, or decisions within a specific context or area of interest (G.I, 2023).
Example Recruitment policy– An example of a policy from MNGHA organisation is recruitment policy. This policy outlines procedures for hiring new staff, including job posting, candidate screening, and selection criteria (York, 2010). By specifying recruitment standards and processes, it supports decision-making by ensuring consistency, fairness, and alignment with organisational goals. It enables managers to make informed choices about candidates based on predefined qualifications and attributes, facilitating the selection of individuals who best fit the organisation’s needs and culture. Procedure- A procedure refers to a series of steps or actions designed to achieve a specific task, goal, or objective within an organisation (PowerDMS, 2020). It provides a structured and systematic approach to performing tasks efficiently and consistently. Example Discipline procedure– An example of a procedure from MNGHA organisation is discipline procedure. This outlines steps for addressing employee misconduct, including investigation, documentation, and corrective action. By providing clear guidelines, it supports decision-making by ensuring fairness, consistency, and compliance with organisational policies, ultimately promoting a positive work environment and employee accountability (Adams, 2023).
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| Explain how people professionals create value for people, organisations, and wider stakeholder. (AC2.1)
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 300 words
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| HR professionals can create value for employees through comprehensive Learning and Development (L&D) programs. By identifying skill gaps, designing tailored training modules, and providing opportunities for career growth, HR fosters employee engagement, enhances job satisfaction, and boosts productivity (Jaroń, 2024). L&D programs not only improve employee skills and competencies but also demonstrate the organisation’s commitment to employee development, leading to higher retention rates and talent attraction.
HR professionals can create value for the organisation by implementing strategies to enhance employee satisfaction (SHRM, 2024). Happy employees are more likely to deliver excellent customer service, leading to increased customer satisfaction. HR can achieve this by fostering a positive work culture, providing training on customer service skills, and recognising and rewarding employees for outstanding service, resulting in improved customer loyalty and business performance. HR professionals can create value for external stakeholders by actively listening to their ideas and feedback. By soliciting input from customers, partners, and the community, HR can gather valuable insights to improve products, services, and operations. This engagement fosters stronger relationships, enhances brand reputation, and drives innovation, ultimately leading to increased customer satisfaction and stakeholder loyalty (LinkedIn, 2022). |
| Summarise ways in which you can be customer-focused, and standards-driven in your own context. (AC2.2)
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 200 words
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| In MNGHA, I demonstrate a customer-focus by prioritising the needs and concerns of our employees. I actively engage with them through various channels such as feedback sessions, surveys, and one-on-one meetings to understand their challenges and expectations. By advocating for policies and initiatives that promote their well-being, professional growth, and job satisfaction, I ensure that our internal stakeholders feel valued, supported, and empowered to contribute effectively to the organisation’s success.
I maintain customer service standards by consistently embodying qualities of responsiveness, empathy, and professionalism in my interactions. I actively listen to customer feedback, address their concerns promptly, and strive to exceed their expectations. Through continuous training and self-improvement, I stay updated on best practices and industry trends to deliver exceptional service (Success, 2012). By fostering a culture of excellence and accountability within the team, I ensure that everyone is aligned with our commitment to delivering top-notch customer service. I ensure high levels of customer satisfaction by prioritising their needs, actively seeking feedback, and promptly addressing any issues or concerns they may have. By maintaining open communication, delivering on promises, and continuously striving to exceed expectations, I aim to create positive and lasting relationships with customers. |
Section Two
For section two you are required to provide a practical working example of how the People Practice team examines, interprets and presents the findings of data in different diagrammatical formats.
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(Solution) CIPS Advanced Practitioner Corporate Award (APDP)
- 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
Please click the icon to access this assessment in full(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.