(Solution) CIPD Level 5 Oakwood 5CO02 Evidence-based practice
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Briefing paper Questions
| (AC1.1) Evaluate the concept of evidence-based practice including how it can be applied to decision-making in people practice.
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 |
| Evidence Based Practice (EBP) Introduction
EBP is defined as a strategy for decision making integrating sourced evidences, professional expertise, values and preferences in active decision making (Hume et al., 2021). The background of the concept is in medical sector with eventual application in other sectors such as admin and management, people practice (HR and organisation design) and learning. Benefits Working in Riyad Bank for example, EBP is applied in integrating data research process and expertise knowledge for successful decision making. This is in areas of faculty management, admin and OD increasing motivation, reduced turnover and commitment level (Benevene & Buonomo, 2020). Also, in Riyad Bank, EBP enhances setting of standards consistently with results which can be relied on sourced. According to LoBiondo-Wood and Haber (2021) this improve active decision making by aligning the individual employees goals with the organisation hence success in their operations. Limitations When the data sourced in EBP are insufficient in terms of quality, the eventual decision made is not appropriate. As evidenced in Luthans et al. (2021), guaranteeing sourcing and using highly quality evidence guarantee its successful implementation. A lot of resources and time is used in ensuring a successful embrace of data as part of evidence-based reviews. In Riyad Bank for example, the data which is sourced in EBP demand financial and human resources to be accessed. This hinder successful application of the data. People Practice Issues In the CIPD professional map, EBP is categorised as a specialist knowledge (CIPD, 2024). In this case, the issues managed through this include; Resourcing Post COVID-19 Riyad Bank operations, foreigners had left the country hence demand for more resourcing. By embrace of EBP, it becomes easier to review sources which evaluate on effective recruitment and implementation of best practice. According to Moullin et al. (2020), EBP guides in use of academic networks, attractive compensation (through benchmarking) and research-based support. Another example include as part of resourcing, initiating appropriate strategies for enhancing the employees retention. This include coming up with mentorship sessions, career growth workshops and sourcing prompt feedback. Rewards EBP guides the application of salary surveys and benchmarking with an intention of establishing best pay package. According to Abubakar et al. (2020), EBP assists in pursuing research on financial and non-financial rewards impacting retention and job satisfaction and adjustment of these pay structures based on their roles. Also, EBP is important for enhancing recognition initiatives intended to enhance motivation. Riyad Bank for example ensures that the employees working in technical and customer-based services are recognised quarterly for effective customer services. Organisation Issue An organisation issue which has been affecting Riyad Bank is reduced employees engagement. This has been affecting cashiers and also IT department teams. This has contributed to 20% increased turnover, reduced team work efficiency and motivation. By use of EBP, the issue can be managed through; Working on surveys and focus groups for sourcing data on engagement level and noting what is impacting their engagement. This can include challenges such as immense workload, work-life balance issues, employees recognition and opportunities for capacity development. After identifying these issues, best practice in their management would be recommended with an evaluation and monitoring on its success done by use of EBP. |
| (AC1.2) Evaluate a range of analysis tools and methods including how they can be applied to diagnose organisational issues, challenges and opportunities.
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 |
| SWOT Analysis
SWOT an abbreviation of Strengths, Weaknesses, Opportunities, and Threats (SWOT) is an analysis tool used to recognise and diagnose varying organisation issues (CIPD, 2024a). In order to use SWOT analysis to identify issues, this is done through; Issues– By use of SWOT analysis, this entail identifying strengths and weaknesses of an organisation. This is with improvement areas for example increase turnover identified and managed. Further, it is appropriate for assessing external opportunities an example being market trends and threats including risk management and strategic development (Settembre-Blundo et al., 2021). Challenges– SWOT analysis is adopted for evaluating the internal and external challenges which impact an entity. This strategy lead to detailed evaluation, capitalising on strengths while managing weak areas and leverage on opportunity with threats mitigate. Opportunities– Using SWOT analysis, emerging opportunities in an organisation business environment in alignment with organisation capability is put into account (CIPD, 2024a). This similarly note on internal strengths for leveraging on successful opportunities in an entity. The significant strengths of use of SWOT analysis in people practice include; Through the use of SWOT analysis, it is possible to achieve strategic decision-making and aligning development. This is since it note on the internal strengths, weaknesses and opportunities. Further, an organisation understand best practice to leverage on competitive advantage and dominate a market of interest. This is by review of resources available, prevalent market trends and regulations changes. The drawbacks of SWOT analysis include; The analysis tool tend to be subjective as the findings are informed by strengths, weakness, opportunities and threats. There are more factors which could be impacting an organisation operation in their business environment. Also, it is not effective in integrating external environment factors which are equally impacting on an organisation performance. Exit Interviews Adopting the definition in König et al. (2022), this represent an engagement/conversation between an employee leaving an organisation and a representative or an individual interested with learning from the employee perspective. Issues- The collected information identifies the issues which contributed to an employee leaving an organisation. The issues can be pay inequalities, lack of work life balance or even progress with their career. Challenges– Through the use of exit interviews, it is possible to eliminate simple issues such as pay and move to detailed issues such as inappropriate leadership which need to be improved. Opportunities– From the outcomes of causes of employees to leave an organisation, an organisation is in a position of recommending best strategy of mitigating future employees exit. The strengths of this tool include gaining qualitiative insights to understand issues impacting an organisation in their business and hindering their success. The outcome of this is strategic decision making and improving organisation dynamics. The weaknesses being include being voluntarily implemented hence not mandatory amongst the employees. It also fails in obtaining information and data from the employees who leave with speed or unarranged. It would hence be incomplete in analysis of the data. |
| (AC1.3) Explain the principles of critical thinking including how you apply these to your own and others’ ideas.
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 |
| Critical thinking is defined in CIPD (2023) as a core skill for people practice professionals demonstrated by their capacity of thinking well. This is while reflecting objectively on existing ideas, opinions and arguments of others. In Riyad Bank for instance, critical thinking is employed in solving critical issues and making good decisions, clarity in confusion and increase likelihood of success.
The principles of critical thinking include; Objective rational thinking– Through critical thinking, it is possible to reference on data objectively to identify different issue impacting an organisation in their business environment (Holguín, 2022). This is as opposed to being subjective an using intuitiveness in problem solving. For Riyad Bank organisation, the principle is used in guiding identification of issues, solutions development based on alternatives. Effective discussion of arguments– By embrace of critical thinking, logic and good decisions are made from the various arguments in place. Individuals ensure that they review overall points of view, generate their summaries and eventually most appropriate result. For Riyad Bank, any argument review is pursued with truth all-inclusive noted. Elimination of bias– Critical thinking assists in embracing impartiality in fair-based arguments. When employees conflicts emerge for instance, objectivity is adopted for disputes handling. Evaluating validity of a source– Critical thinking assists in successfully benchmarking the best practice in other organisations. For instance, it is used to establish reward strategy embraced. Critical Thinking in my own Ideas Working in Riya Bank, early 2024, there was a conflict in sales department involving two employees. The source of conflict was on their assigned roles with both employees claiming the other as being the source of failure to execute their roles on time. The conflict had caused delayed in customer handling by the sales department, low-level credibility and many challenges. I used critical thinking for settlement of the conflict which was affecting the two employees. I benchmarked in different departments on how workplace conflicts were being resolved. The options at hand included dismissal of the employees, transfer to other departments or requiring them to proceed to an early retirement. I ensured I was objective and decided to enrol the employees into a mentorship program to improve their relations with others. Someone Else ideas Working in Riyad Bank, when COVID-19 pandemic intensified in late 2021, a recommendation of hybrid working (2 days working from home; 3 in the office) was recommended. The remote working strategy involved different departments in Riyad Bank being implemented successfully. Since this was an idea of the management, I adopted critical thinking to ensure that all employees embraced the strategy. I recommended to the management to ensure that they are facilitating the employees with computers and allowances for internet as this is what other organisations have been doing. |
| (AC1.4) Explain a range of (2) decision-making processes.
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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(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) CIPD MCIPD Experience Assessment Knowledge and Impact Report
(Solution) Level 5 New CIPD_5CO02_24_01 5CO02 Evidence-based practice
(Solution) CIPD L5 5CO01 – Organisational performance and culture in practice
(Solution) MCIPS Global Strategic Supply Chain Final Project
- Organisation achievement owing to automation of their supply chain, increased confidence and capability, talent management, and employee competency
- Improved stakeholders relations (a later section of stakeholders analysis) easing the change process. Through the iSourcing improvement, WPC would be in a position of harnessing technical and commercial evaluation processes.
- Increased and robust systems and policies which mitigate overall gaps in sourcing system transformation
- Today, only lower than 10% of the entire WPC resources are used to prioritize automation and IT integration successfully. Automation would improve the use of resources in their operations
- Involve their IT and finance departments to ensure within a period of 6 months they
- WPC needs to consider embracing sustainable practices as part of investing in their Industry 4.0 technologies
- Through the adoption of automation, better communication systems backed by AI and ML would be introduced to achieve 70% increased communication effectiveness.
- It is important to increase this through increasing collaboration and alignment of all their interests holistically
- Partnering with institutions for the provision of capacity development opportunities for the PS&M teams and other organizations for the success of the automation process
- Expanding their sourcing of Industry 4.0 technologies. This is to involve highly reputable global companies hence efficient operations and integration of AI
- Source of support from the government to ensure that they are facilitated in terms of policies and appropriate regulations to guide the automation process.