(Solution) Prime L&D 5CO02 Evidence-based practice

Solution

5C002

Q1(AC1.1) Evaluate the concept of evidence-based practice (EBP) and provide two examples of where Technivara could use it to ensure sound decision-making in people practice.

An evidence-based practice (EBP) is defined in CIPD (2024) as a strategy used to integrate highly reliable, research-based and evidence in an entity, knowledge from experts and analysis of stakeholders to make decisions.

Evidence-Based Practice (EBP) Evaluation

In people practice, EBP is identified as informing decision making through an embrace of data. According to CIPD (2023), the organisation objectives are considered in implementing EBP. For EBP, in Technivara it is only highly credible sources which are embraced including data for organisation, research-oriented strategy and background of professionals. Also, EBP is identified in Peters- Corbett et al. (2024) to be holistic, objective and good judgement. This assists Technivara to initiate policies and promote their productivity while leveraging on competitive advantage.

Besides, considering limitations, to source or collect significantly quality data and their analysis influence the need for investing in substantial resources.  all the resources are important and including time aspect, expertise knowledge and models for Technivara. Further, with quantitative data embraced in Technivara EBP, prioritisation is given to quantitative-based findings contrary to human-based input inclusive of organisation culture and morale. A different limitation according to CIPD (2024a) is the EBP being rigid in regard to its creativity with prioritisation being offered in innovativeness, lacking validity and restriction on adaptability in Technivara business sector of use.

People Practice Issues

A people practice issue which can be managed by embrace of EBP is the resourcing and performance management strategy.

Resourcing Strategy– Considering Technivara people practice professionals under Sue Young, resourcing strategy is identified in Rousseau (2020) as enhancing their allowing of likely candidates to occupy the job roles, how they develop their skills and Technivara employees classified as high-performers in execution of their roles. Eventually, Technivara people practice professionals select the best staff who lack any intention of leaving their organisation. To achieve this, Peters- Corbett et al. (2024) identify EBP as involving the use of predictive analysis and past resourcing outcomes.

Performance Management– Through using EBP, Technivara possible to use appraisal system which offers information for varying employees’ performance. According to CIPD (2024b), this is for a. successful performance management.

Through the EBP embrace by Technivara people professionals, it is possible to use employees survey data, two-way feedback and results core for initiating performance approaches for capacity development. In line with Rousseau (2020), the outcome of this is fair evaluation as a standardised appraisal system is used informing rewards offered.

Organisation Issue

Technivara issue which can be put into account in evaluation of EBP is the Employee Engagement.

For the identified organisation issue, the need for EBP is to ensure Technivara people practice professionals analyse employee’s data, turnover issues and absenteeism from workplace. These factors are indicators of employee’s disengagement in their functions. According to Findlay et al. (2021), the extent of engagement in an organisation is benchmarked by use of EBP for identifying the international best strategy and relevant data being referenced. The data obtained is important for guiding a holistic decision-making process for Technivara. This is while guiding an entity in attaining an improved performance and retention enhanced. This is an indicator of highly motivated and committed Technivara employees.

Q2(AC1.2) Evaluate one appropriate analysis tool and one appropriate analysis method that Technivara might apply to recognise and diagnose issues, challenges, and opportunities Analysis Tool (PESTLE Analysis)

According to CIPD (2024c), PESTLE analysis is embraced by Technivara people practice professionals to evaluate external issues which affect an entity. The tool is an abbreviation of Political, economic, social, technology, legislations and environment.

Evaluation

PESTLE is impotent in identifying and diagnosing potential challenges and available opportunities since it contributes to changes anticipation in Technivara. The factors evaluated of external environment inform how skills can be improved For Technivara employees to align with these changes (Dalirazar & Sabzi, 2023). For example, working in Saudi Aramco organisation, PESTLE analysis is important for evaluating how technologies impact on need for L&D.

In identifying opportunities, different factors are considered in this tool which makes it holistic. Another merit is identified in CIPD (2024c) as facilitating my organisation in strategic in identifying the threats both internally and externally. These are well aligned for an effective planning in Technivara. Another drawback is the PESTLE factors being under a continuous change therefore likelihood of being outdated in their application.

Analysis Method (Exit Interviews)

According to CIPD (2024d), these are used by Technivara people practice professionals to analyse reasons employees leave an organisation. An elaborate reason for the employees leaving the organisation is identified, challenges impacting them and expectations.

Evaluation

In identifying challenges, Technivara use of Exit Interviews is important to identify the challenge which lead to an employee leave an organisation.  Further, according to Verlinden (2024), any challenge potentially encountered is identified at this point. This is with career development opportunities in place for managing the issues noted. The Technivara opportunities such as review of the rewards and also cultural changes are identified at this point which guide the increase in employee’s retention.

For the strengths of exit interviews, Technivara they are outright with the feedback obtained being essential for understanding reasons for the employees leaving. This is noted in CIPD (2022) as guiding an entity to note the potential challenges and issues affecting the organisation. A significant drawback is inadequate in their implementation particularly since it is hard to identify feelings of people by surveying them.

Q3(AC1.3) Explain the main principles of critical thinking including how these might apply to your own and others’ ideas to assist objective and rational debate at Technivara

Principles of Critical Thinking

The critical thinking principles which could be valuated include;

Clarity– For this principle, critical thinking must not be complex to understand or characterised with any ambiguity.

Analysis– According to Wang (2021), The detailed data is classified into different areas to gain relevant insights as part of the critical thinking.

Evaluation– This touch on credibility and relevance of data sourced in evaluation of sources and valid evidence in place. All assumptions are hence eliminated.

Objectivity– By being objective, this means bias is eliminated for initiating appropriate judgement, evidence and not based on individual opinions and pre-conceived understanding.

Individual Ideas…..

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