Evaluate the concept of evidence-based practice and assess how approaches to evidence-based practice can be used to provide insight that supports sound decision making across a range of people practices and organisational issues

5CO02 Evidence-based practice

Learner Assessment Brief

Assessment ID / CIPD_5CO02_23_01

Level 5 Associate Diploma in

▪ People Management

▪ Organisational Learning and Development

• Version 1 – Released June 2023

• Expires June 2024

• Study Centre information only: Last moderation window is September 2024

Level 5 Associate Diploma

Please write clearly in block capitals.
Centre number:
Centre name:	AVADO
Learner number (1st 7 digits of CIPD  Membership number):
Learner surname:
Learner other names:
Unit code:	5CO02
Unit title:	Evidenced-based practice
Assessment ID:	CIPD_5CO02_23_01
Assessment start date:	06.09.2023
Assessment submission date:	13.09.2023
First resubmission date for centre  marking – if applicable:	13.09.2023
Second resubmission date for centre  marking – if applicable:
Declared word count:

Version 1 - Released June 2023

Level 5 Associate Diploma

5CO02

Evidence-based practice

This unit assignment addresses the significance of capturing robust quantitative and qualitative  evidence to inform meaningful insight to influence critical thinking. It focuses on analysing evidence  through an ethical lens to improve decision-making and how measuring the impact of people  practice is essential in creating value.

CIPD’s insight

Technology and data use in HR functions (March 2023).

Evaluate the concept of evidence-based practice and assess how approaches to  evidence-based practice can be used to provide insight that supports sound decision making across a range of people practices and organisational issues. Is there an ideal ratio when it comes to the size of HR teams in organisations? There are plenty of  variables to consider. These include HR’s role in the business, the extent to which ‘HR  responsibilities’ are delegated elsewhere, the capability and capacity of those with said  responsibilities, and of course, how technology and data are used to support HR functions. In this article, we outline the findings from our survey of 1,174 UK-based HR bosses to shed light  on HR’s operating model from a technology and data perspective. Respondents were from  organisations with 50 or more employees worldwide – the size we’d expect technology like HR  information systems (HRIS) to become crucial for keeping track of employee records. https://www.cipd.co.uk/knowledge/work/technology/workplace-people management/technology-data-hr-functions

Evidence-based practice for effective decision-making (April 2022) 

Evidence-based practice is about making better decisions, informing action that has the desired  impact. An evidence-based approach to decision-making is based on a combination of using  critical thinking and the best available evidence. It makes decision makers less reliant on  anecdotes, received wisdom and personal experience – sources that are not trustworthy on their  own. It’s important that people professionals to adopt this approach because of the huge impact  management decisions have on the working lives and wellbeing of people in all sorts of  organisations worldwide. This factsheet outlines the four sources of evidence considered key to  effective evidence-based practice, before highlighting the importance of combining these to  ensuring actions have the greatest chance of success. It outlines and refutes a number of  misconceptions about evidence-based practice, before looking at literature which demonstrates the  effectiveness of evidence-based practice. Finally, the factsheet explains the practical implications  of applying evidence-based practice to real-life organisational scenarios.

https://www.cipd.co.uk/knowledge/strategy/analytics/evidence-based-practice-factsheet

People analytics (May 2021)

People analytics is about analysing data about people to solve business problems. You can find  people data from HR systems, from other departments like IT, and from external sources such as  salary surveys. You can use insights from people data to drive organisational change. In this factsheet, we explain what people analytics is, why it’s important and how it’s used. We  introduce key terms such as correlation, causation, predictive and prescriptive. We also discuss  who is responsible for people analytics as well as the strategy and process for doing people  analytics.

https://www.cipd.co.uk/knowledge/strategy/analytics/factsheet

Please note that the purpose of this insight is to link you to CIPD’s research and evidence within the subject  area, so that you can engage with the latest thinking. It is not provided to replace the study required as part  of the learning or as formative assessment material.

Version 1 - Released June 2023

Preparation for the Tasks:

Level 5 Associate Diploma

▪ At the start of your assignment, you are encouraged to plan your assessment work with  your Assessor and where appropriate agree milestones so that they can help you monitor  your progress.

▪ Refer to the indicative content in the unit to guide and support your evidence.

▪ Pay attention to how your evidence is presented, remember you are working in the People  Practice Team.

▪ Ensure that the evidence generated for this assessment remains your own work.

You will also benefit from:

▪ Completing and acting on formative feedback from your Assessor.

▪ Reflecting on your own experiences of learning opportunities and continuous professional  development.

▪ Reading the CIPD Insight, Fact Sheets and related online material on these topics as well  as key research authors on the subject.

Your manager has just returned from the monthly Senior Management meeting where all  departmental heads have been asked to present a report that showcases how they contribute to  business performance. As someone who has experience in evidence-based practice and data  analytics, she has asked if you would produce a report for Senior Management that explains what  evidence-based practice is and its relevance to people professionals. She would also like you to  include practical examples of the types of data analysis that people practitioners use to gain insight  into people practices. 

In readiness for this you are required to complete a report comprising two sections. 

Section One –Report

For section one, you are to produce a report that provides the Senior Management team with  knowledge and understanding of what evidence-based practice is and the approaches that can be  taken for effective critical thinking and decision-making that ensures integrity and value is upheld. 

You must ensure that you:

1. Evaluate the concept of evidence-based practice and assess how approaches to  evidence-based practice can be used to provide insight that supports sound decision making across a range of people practices and organisational issues. (AC 1.1)

Evidence-based practice is one that uses scientific evidence to guide one’s work. It is a way of making sure that one uses the best information available from different sources to make decisions and take actions in organisations. The goal of evidence-based practice is to avoid making decisions and actions based on personal opinions, beliefs, or biases that may not be true or helpful. ¹

Evidence-based practice can help one makes better decisions and actions for different people and organisational issues. For example, evidence-based practice can help one to:

• Find out what works best for improving how employees do their work, how they feel about their work, how they stay healthy, and how they stay in the organisation. ⁴
• Measure how much our HR policies and programs, such as training, recognition, rewards, and talent management, make a difference and are worth the cost. ⁵
• Show that one is professional and trustworthy by using data and research to back up one’s suggestions and solutions. ⁵
• Create a culture of learning and innovation in organisations by asking questions, trying new things, getting feedback, and making improvements. ⁶

To use evidence-based practice in HR decision-making, one needs to follow six important steps:

• Asking: turning a practical issue or problem into a clear question that can be answered
• Acquiring: searching for and finding the evidence that can answer the question
• Appraising: checking how reliable and relevant the evidence is
• Aggregating: combining and comparing the evidence
• Applying: using the evidence to make the decision and take the action
• Assessing: checking how well the decision and action worked out

By following these steps, one can make sure that one’s decisions and actions are based on the best evidence available, rather than on guesses, habits, or rumours. This can lead to better results for both the organisation and its people.

2.   Evaluate one appropriate analysis tool and one appropriate analysis method that might  be applied by organisations to recognise and diagnose issues, challenges, and  opportunities. (AC 1.2)

Organizations need to use good tools and methods to know and deal with their problems, challenges, and chances. Tools and methods help organizations to get, use, and understand important data and information about their inside and outside environments. By doing this, organizations can find out their strengths, weaknesses, opportunities, and threats, and make good plans to reach their goals.

One good tool that organizations might use is the SWOT analysis. This is a tool that helps organizations find out their strengths, weaknesses, opportunities, and threats related to their inside and outside environments. A SWOT analysis can help organizations know their current situation, check their performance, and make plans to reach their goals. A SWOT analysis can be done by using a table that shows the four parts of SWOT and the important things for each part. For example, a SWOT analysis for a restaurant might look like this:

Strengths	Weaknesses
- Good food and service	- High costs
- Happy customers	- Not many menu choices
- Good place and name	- No online service

 

Opportunities	Threats
- Do more delivery and catering	- More restaurants nearby
- Have online ordering and paying	- Customers want different things
- Make a reward program and social media ads	- Bad economy and health rules

One good method that organizations might use is the observation method. This is a method that involves getting data by watching and writing down the behavior, actions, interactions, and physical things of an organization or its people. Observation can help organizations learn about the work ways, communication ways, culture, values, norms, and problems of an organization. Observation can be done by using different ways such as direct observation, participant observation, non-participant observation, structured observation, or unstructured observation. For example, an observer might use a list or a score to write down how often, how long, or how good some behaviors or events are in an organization. Or, an observer might use a story or a diary to write down the observations in detail.

By using the SWOT analysis tool and the observation method, organizations can find out and solve problems, challenges, and chances in a clear and complete way. These tools and methods can help organizations to make better choices and improve their performance.

3.  Explain the main principles of critical thinking and describe how these might apply to  your own and others’ ideas to assist objective and rational debate. (AC 1.3)

Critical thinking is all about analyzing information carefully and making a reasoned judgment. It involves being aware of one’s own biases and assumptions when one comes across new information. Here’s a simpler explanation of the principles:

• Understanding and defining all terms: Make sure one understands what every word means. This can help avoid confusion when one is making one’s own points.
• Gathering the most complete information: Look for all the evidence that supports or contradicts what one is looking at. This helps one avoids making judgments based on incomplete or wrong information.
• Applying consistent standards: Check the reliability of one’s sources and evidence. This helps one avoids using double standards or logical fallacies when making one’s own points.
• Considering alternative viewpoints: Try to understand different perspectives and interpretations of the information one come across. This helps one avoids being biased when presenting one’s own views.
• Testing hypotheses against relevant criteria: Come up with possible explanations or solutions for the problems or questions one comes across, and test them. This helps one avoids jumping to conclusions or making assumptions when making your own claims.

These principles can help one has a fair and rational debate with others by:

• Asking questions: Use questions to understand, challenge, or expand on what others are saying. One can also use questions to get feedback or criticism on one’s own points.
• Providing evidence: Use evidence to back up one’s own points. One can also use evidence to refute or question what others are saying.
• Acknowledging limitations: Admit the limitations or uncertainties of one’s own points. One can also acknowledge the strengths of what others are saying.

4.  Explain three decision-making processes that can be applied to ensure that effective  outcomes are achieved. (AC 1.4) 

There are many decision-making processes that can be applied to ensure that effective outcomes are achieved. Here are three examples of such processes:

• The rational decision-making process: This process helps one makes a decision by following these steps: first, one figures out what the problem is and what one wants to achieve. Then, one comes up with different ways to solve the problem and compare them based on how well they meet one’s goals. Next, one picks the best way and put it into action. Finally, one checks if the decision worked and if one needs to make any changes. This process uses logic, analysis, and facts to help one makes the best decision possible.
• The intuitive decision-making process: This process helps one makes a decision by trusting one’s instincts, feelings, and gut reactions. This process uses one’s intuition, experience, and knowledge that one may not be able to explain or measure. The intuitive decision-making process can be helpful when one does not have much time, information, or resources, or when the problem is hard to understand or unclear.

• The participatory decision-making process: This process helps one makes a decision by involving other people who are affected by or interested in the decision. This process uses collaboration, communication, and agreement among the people involved. The participatory decision-making process can improve the quality, acceptance, and implementation of the decision, as well as build trust, commitment, and empowerment among the people involved.

5. Assess three different ethical perspectives and explain how understanding of these  can be used to inform and influence moral decision-making. (AC 1.5)

Ethical perspectives are different ways of thinking about what is right and wrong. They can help one to learn and compare different opinions and arguments, as well as to make up one’s own mind and values. Here are three common ethical perspectives:

• Utilitarianism is the idea that the right thing to do is the one that makes the most people happy or better off¹. Utilitarians look at the results of what they do, not at their reasons or feelings. They also treat everyone’s happiness the same, no matter who they are or what they like¹. To use utilitarianism in making moral decisions, one need to guess what will happen if one does something and check it with other options. One should choose the one that has the most happiness and the least unhappiness¹.
• Deontologyis the idea that the right thing to do is the one that follows a moral rule or duty, no matter what happens². Deontologists think that some things are always right or wrong, based on logical principles or human rights². They also use a rule of fairness, which means that one should do only what one would want everyone else to do in the same situations². To use deontology in making moral decisions, one need to find out the moral rules or duties that matter in our situation and stick to them. one should not break these rules or duties, even if doing so would make things better².
  • Virtue ethics is the idea that the right thing to do is the one that shows a good quality or virtue, such as honesty, courage, kindness, etc³. Virtue ethicists think that morality is not just about following rules or measuring results, but about becoming a good person and living a good life³. They also use a skill of wisdom, which means that we should do what is suitable for the situation and matches our moral values³. To use virtue ethics in making moral decisions, one needs to grow our virtues and habits through learning, practice, and thinking. One should also look for examples from good people, such as role models or mentors, who can motivate us to do good things³.

Knowing these ethical perspectives can help one to make better moral decisions in many ways. For example:

• They can help one to understand and respect one’s own and others’ moral beliefs and values.
• They can help one to spot and study the moral issues and problems that one faces in different situations.
• They can help one to judge and compare different opinions and arguments on moral matters.
• They can help one to improve our moral thinking and judgment skills, as well as to explain and support one’s decisions more clearly.
• They can help one to solve moral conflicts and disagreements, by finding shared ground or middle solutions.

6. Appraise two different ways organisations measure financial and non-financial  performance, providing one example of each. (AC 3.1)

Financial performance is how well a company makes and spends money. One way to measure it is to use numbers that compare different parts of the company’s money. For example, the money made per owner’s money number shows how much profit the company makes for each dollar that the owners invest. A high number means the company is good at making money for its owners.

Another way to measure financial performance is to use goals or standards that the company can compare itself to. These goals or standards can come from the company’s own past, other companies in the same industry, or best practices. For example, the profit per sale goal shows how much of each dollar of sales the company keeps as profit. A company can compare its profit per sale with other companies or the industry average to see how well it is managing its costs and making profits.

Non-financial performance is how well a company meets the needs and expectations of its customers and employees. One way to measure it is to use surveys that ask customers how happy they are with the company’s products or services. Surveys can help measure the company’s quality, service, value, and loyalty. For example, the recommendation score survey asks customers how likely they are to tell others about the company on a scale of 0 to 10. The score is calculated by taking away the percentage of unhappy customers (those who give a score of 0 to 6) from the percentage of happy customers (those who give a score of 9 or 10). A high score means the company has a lot of loyal customers and a good reputation.

Another way to measure non-financial performance is to use surveys that ask employees how engaged they are with their work and workplace. Surveys can help measure the company’s culture, leadership, communication, and retention. For example, the employee engagement score survey asks employees how much they agree with statements like “I am proud to work for this organization” and “I would recommend this organization as a great place to work” on a scale of 1 to 5. The score is calculated by adding up the scores of all the statements and dividing by the number of statements. A high score means the company has a lot of productive, motivated, and loyal employees.

 

7. Explain how people practices add value in an organisation and identify two methods  that might be used to measure the impact of people practices. (AC 3.2)

People practices are the ways one manages and supports one’s employees throughout their time such as training them, hiring them, evaluating them, taking care of their health and happiness, and making sure they feel valued and included. People practices make one’s organisation better by:

• Making one’s employees more skilled and capable, which can help one work better, be more creative, and satisfy one’s customers.
• Making sure one’s people goals match one’s business goals, which can help one’s achieve what one wants to do as an organisation.
• Making one’s work environment positive and engaging, which can help one trust each other, work together, and be loyal to each other and the organisation.
• Taking care of one’s employees’ wellbeing and diversity, which can help one reduces the problems of being absent, leaving, or being unfair, and increase the benefits of being motivated, loyal, and inclusive.

Two ways one can measure how well one’s people practices are working are:

• People analytics: This is when one uses data and statistics to understand and improve how one’s employees are doing. For example, people analytics can tell one how training affects employee performance, retention, and satisfaction.
  • Employee surveys: This is when one asks one’s employees for their opinions and feedback on different aspects of their work. For example, employee surveys can tell one how wellbeing programs affect employee engagement, health, and happiness.

You should relate to academic concepts, theories and professional practice throughout your report  to ensure that your work is critical and informed by using key academic texts, articles and relevant  publications. All cited references used should be correctly acknowledged and presented in full in a  bibliography at the end of your report.

Version 1 - Released June 2023

Level 5 Associate Diploma

Section Two – Quantitative and qualitative  analysis review

For section two, you are to provide a quantitative and qualitative analysis review using the two sets  of data provided.

Firstly, review the Equality, Diversity, Inclusion and Salary data that is presented in Table 1 and  provide analysis of it to show the:

a) percentage of each gender by type.

b) ethnicity as a percentage per team.

c) disability percentage as an organisational whole and by teams. 

d) salary difference across genders.

e) overall average salary paid by the organisation.

Present your findings using appropriate diagrammatical forms and make justifiable  recommendations based on your evaluations. 

Table 1 – Equality, Diversity and Inclusion Salary Data – (please click on the icon to open the  table)

Table 1

General employee 

data.xlsx

Secondly, Table 2 gives the rating feedback scores for a sample of 300 employees taken from a  recent survey on hybrid working practices. Provide scrutiny of the applied scores, present written  commentary on any themes or patterns that might be occurring, and present recommendations  based on your findings. 

Table 2 – Feedback scores from a recent employee survey on hybrid working practices  Table 2

Feedback scores 

from a recent employee survey on hybrid working practices.xlsx

Completion of the above two activities will address the following ACs:

8. With reference to a people practice issue, interpret analytical data using appropriate  analysis tools and methods. (AC 2.1)

Analyzing data related to people’s practices involves several steps and tools: Here’s a simplified explanation:

1. Descriptive Analytics: This is like reading a history book. One looks at past data to understand what has happened. This can be done by grouping data together or finding patterns.
2. Diagnostic Analytics: This is like being a detective. One looks at the data to find out why something happened. One might look at the data in detail, discover new data, or find connections between different pieces of data.
3. Prescriptive Analytics: This is like being a consultant. One uses algorithms to suggest what should be done based on the data. One might use graph analysis, simulations, or neural networks.
4. People Analytics: This is about using data about people to solve problems in business. One can get this data from HR systems, other departments, or outside sources like salary surveys. The insights from this data can help make changes in the organization.
5. SWOT Analysis: This is a tool used in strategic planning to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or business venture.

3. Predictive Analytics: This is like being a fortune teller. One uses statistics and predictions to guess what will happen in the future. One might use different types of analysis, pattern recognition, or predictive models.

7. Fishbone Analysis: Also known as Ishikawa or cause and effect diagram, it is a tool for finding the root causes of a problem by categorizing potential causes.

The tool or method one chooses will depend on what kind of data one has and what issue one is trying to address. It is also important to give credit where credit is due when using other people’s work.

9.  Present key findings for stakeholders from people practice activities and initiatives. (AC 2.2)

To share the main results of one’s work with others, one’s needs to do these things:

• Think about why and what one wants to share. What are the goals and results of one’s work? Who is one sharing with and what do they want to know?
  • Collect and check the information that supports one’s work. Where and how did one gets the information? How trustworthy and relevant is it? How does it help one achieve one’s goals and results?
  • Plan and prepare how one will share the information. How will one arrange the information in a clear and logical way? What are the main points and messages one want to tell? How will one use pictures, charts, or graphs to make one’s sharing more interesting?
    • Share the information with confidence and clarity. How will one tell one’s main results in a simple and brief way? How will one interact with one’s audience and listen to their questions and feedback? How will one use one’s voice, body language, and gestures to show one’s passion and professionalism?

Some examples of work that one may want to share with others are:

• Using the best evidence to make decisions: This is a way of making decisions that combines the best information available with one’s own skills and the needs of the people involved¹. One may want to share how this way of making decisions can help one improve things like how happy, productive, or skilled one’s employees are¹. One may also want to show how one uses tools like surveys, interviews, or focus groups to understand what is going on in one’s organisation, what are the problems, and what are the opportunities¹.
• Thinking critically:This is the ability to think clearly and reasonably, judge arguments, find assumptions, and reach conclusions². One may want to share how thinking critically can help one and others come up with new ideas, solve problems, and make good decisions². One may also want to tell how you follow the rules of thinking critically, such as asking questions, looking for evidence, thinking about other options, and avoiding biases².
  • Measuring the impact and value of your work: This is the process of finding out how much one’s work matters and benefits one’s organisation³. One may want to share how one measure the impact and value of one’s work using different methods, such as money, customer happiness, employee loyalty, or work quality³. One may also want to tell how one make sure one’s work matches with the organisation’s strategy, vision, and goals³.

 

Version 1 - Released June 2023

6

Level 5 Associate Diploma

10.  Make justified recommendations based on evaluation of the benefits, risks and financial  implications of potential solutions. (AC 2.3) 

This method is called evidence-based practice (EBP)³. EBP means using the best available information to make decisions that suit the person or the situation³. EBP can be used for people practice, which is about helping people to do their best at work or in life³. EBP involves talking to the person and finding out what they want, what they believe and what they value³.

An example of how to use EBP for people practice² is from a course that teaches how to do research and analysis to make better decisions in organizations¹.

The example shows how to use three tools to compare different options for solving a problem: SWOT, PESTLE and stakeholder analysis. SWOT helps to find out the good and bad points, the chances and the risks of each option. PESTLE helps to check how each option is affected by things like politics, economy, society, technology, law and environment. Stakeholder analysis helps to identify who are the people or groups that care about or influence each option.

The example shows how to write a report for the people who need to know about the problem and the options. The report has these parts: an introduction, a summary of the problem, a description of the options, an evaluation of the advantages, disadvantages and costs of each option, a suggestion of the best option, and a conclusion².

The example also shows how to suggest the best option based on the evaluation of each option. The example says that when suggesting the best option for people practice activities and initiatives, it is important to think about these things²:

• How well the option matches with what the organization wants to achieve and how it wants to work?
• How realistic and practical the option is in terms of resources, time and money?
• What are the expected results and effects of the option on the organization, its employees and its customers?
• What are the possible problems and challenges of doing or not doing the option?
• How fair and ethical the option is for everyone involved?

The example says that the best option is the one that has more benefits than risks, and that gives more value for money for the organization. The example also says that it is important to give reasons and evidence for choosing the best option over the others².

 

 

 

 

References

(1) Evidence-based practice - Wikipedia. https://en.wikipedia.org/wiki/Evidence-based_practice.

(2) Evidence-based practice: The definition and explanation of. https://oxford-review.com/oxford-review-encyclopaedia-terms/evidence-based-practice/.

(3) Evidence-Based Practice | Johns Hopkins Medicine. https://www.hopkinsmedicine.org/nursing/center-nursing-inquiry/nursing-inquiry/evidence-based-practice.

(4) What is Evidence-Based HR? Examples, Benefits, and Process - AIHR. https://www.aihr.com/blog/evidence-based-hr/.

(5) 3 Examples of Evidence-Based HR in Action | upstartHR. https://upstarthr.com/3-examples-evidence-based-hr/.

(6) Evidence-based HR: Make better decisions and step up your influence - CIPD. https://www.cipd.org/en/knowledge/guides/evidence-based-profession/.

(7) What is Strategic Analysis? 8 Best Strategic Analysis Tools + Examples. https://www.cascade.app/blog/strategic-analysis.

(8) Organizational Analysis - Overview, Characteristics, Models. https://corporatefinanceinstitute.com/resources/management/organizational-analysis/.

(9) Organizational Analysis – Methods - Business Study Notes. https://www.businessstudynotes.com/hrm/training-development/organizational-analysis-methods/.

(10) 5CO02 Assignment Example | Evidence Based Practice. https://cipdassignmenthelp.co.uk/5co02-assignment-example/.

(11) What Is Critical Thinking? | Definition & Examples. https://www.scribbr.com/working-with-sources/critical-thinking/.

(12) 11 Principles Of Critical Thinking - Eggcellent Work. https://eggcellentwork.com/principles-of-critical-thinking/.

(13) Critical thinking | The University of Edinburgh. https://www.ed.ac.uk/institute-academic-development/study-hub/learning-resources/critical.

(14) Our Conception of Critical Thinking. https://www.criticalthinking.org/pages/our-conception-of-critical-thinking/411.

(15) 7 important steps in the decision making process - Asana. https://asana.com/resources/decision-making-process.

(16) Decision-making - Wikipedia. https://en.wikipedia.org/wiki/Decision-making.

(17) What is decision making? | McKinsey. https://www.mckinsey.com/featured-insights/mckinsey-explainers/what-is-decision-making.

(18) Decision-making process - The Decision Lab. https://thedecisionlab.com/reference-guide/psychology/decision-making-process.

(19) Ethics | Definition, History, Examples, Types, Philosophy, & Facts. https://www.britannica.com/topic/ethics-philosophy.

(20) Major Ethical Perspectives: Major Ethical Perspectives | Saylor Academy. https://learn.saylor.org/mod/book/view.php?id=30467.

(21) Ethical Perspectives - SAGE Publications Inc. https://www.sagepub.com/sites/default/files/upm-binaries/12905_Chapter1.pdf.

(21) KPIs – financial and non-financial | Resources | AICPA & CIMA. https://www.aicpa-cima.com/resources/article/kpis-financial-and-non-financial.

(22) 15 Examples Of Non-Financial Performance Measures To Track. https://www.clearpointstrategy.com/blog/nonfinancial-performance-measures.

(23) Financial vs Non-financial Performance Measurement: Difference and .... https://askanydifference.com/difference-between-financial-performance-measurement-and-non-financial-performance-measurement/.

(24) The Profession Map / Core knowledge / People practice | CIPD. https://www.cipd.org/uk/the-people-profession/the-profession-map/explore-the-profession-map/core-knowledge/people-practice/.

(25) 15 Advanced People Practices for 2023 | Personio. https://www.personio.com/hr-lexicon/people-practices/.

(26) 5C001 Organisational Performance and Culture in Practice. https://helpcipdassignment.co.uk/5c001-organisational-performance-and-culture-in-practice/.

(27) 5CO01 Assignment Example | 5CO01 Answers - CIPD Assignment Help. https://cipdassignmenthelp.co.uk/5co01-assignment-example/.

(28) People Analytics | Factsheets | CIPD. https://www.cipd.org/uk/knowledge/factsheets/analytics-factsheet/.

(29) CIPD Level 5CO02 Evidence-based Practice Assignment Example. https://www.studentsassignmenthelp.co.uk/answers/cipd-level-5co02-evidence-based-practice-assignment/.

(30) 5CO02 Assignment Example | Evidence Based Practice. https://cipdassignmenthelp.co.uk/5co02-assignment-example/.

(31) CIPD Level 5CO02 Evidence-based Practice Assignment Example. https://www.studentsassignmenthelp.co.uk/answers/cipd-level-5co02-evidence-based-practice-assignment/.

(32) How to Perform a Stakeholder Analysis | Lucidchart. https://www.lucidchart.com/blog/how-to-perform-a-stakeholder-analysis.

(33) How to engage stakeholders in research: design principles to support .... https://health-policy-systems.biomedcentral.com/articles/10.1186/s12961-018-0337-6.

(34) Recommendations | Shared decision making | Guidance | NICE. https://www.nice.org.uk/guidance/ng197/chapter/Recommendations.

(35) CIPD Level 5CO02 Evidence-based Practice Assignment Example. https://www.studentsassignmenthelp.co.uk/answers/cipd-level-5co02-evidence-based-practice-assignment/.

(36) 5CO02 Evidence-Based Practice CIPD Assignment Answers UK. https://www.diplomaassignmenthelp.co.uk/answers/cipd-level-5co02-evidence-based-practice-assignment-answers/.

 

 

 

 

 

 

 

 

Your evidence must consist of:

▪ Task One – Report (2900 words)

▪ Task Two – Quantitative and qualitative analysis review (1000 words)

Refer to CIPD word count policy

 

Version 1 - Released June 2023

7

Level 5 Associate Diploma

Assessment Criteria Evidence Checklist 

You may find the following checklist helpful to make sure that you have included the required  evidence to meet the task. This is not a mandatory requirement as long as it is clear in your  submission where the assessment criteria have been met.

Section 1 – Report

_{Assessment criteria}Evidenced

_Y/N Evidence reference

1.1 Evaluate the concept of evidence-based  practice including how it can be applied  to decision-making in people practice.

1.2 Evaluate a range of analysis tools and  methods including how they can be  

applied to diagnose organisational  

issues, challenges and opportunities.

1.3 Explain the principles of critical thinking  including how you apply these to your  own and others’ ideas.

1.4 Explain a range of decision-making  processes.

1.5 Assess how different ethical  

perspectives can influence decision

making.

3.1 Appraise different ways organisations  measure financial and non-financial  

performance.

3.2 Explain how to measure the impact and  value of people practice using a variety  of methods.

 

 

Version 1 - Released June 2023

8

Section 2 – Quantitative and qualitative analysis reviewLevel 5 Associate Diploma

Evidenced

Assessment criteria

2.1 With reference to a people practice  issue, interpret analytical data using  appropriate analysis tools and methods.

2.2 Present key findings for  stakeholders from people practice activities and initiatives.

2.3 Make justified recommendations based  on evaluation of the benefits, risks and  financial implications of potential   solutions.

_Y/N Evidence reference

Level 5 Associate Diploma

Declaration of Authentication

Declaration by learner

I can confirm that this assessment is all my own work and where I have used  materials from other sources, they have been properly acknowledged.  Learner name: Learner signature: Date* *This should be the date on which you  submit your assessment

Level 5 Associate Diploma

5CO02 

Evidence-based practice

Assessment Criteria marking descriptors.

Assessors will mark in line with the following assessment criteria (AC) marking descriptors, and will  indicate where the learner sits within the marking band range for each AC. 

Assessors must provide a mark from 1 to 4 for each assessment criteria within the unit. Assessors  should use the mark descriptor grid as guidance so they can provide comprehensive feedback that  is developmental for learners. Please be aware that not all the mark descriptors will be present in  every assessment criterion, so assessors must use their discretion in making grading decisions.

The grid below shows the range for each unit assessment result based on total number of marks  awarded across all assessment criteria. 

To pass the unit assessment learners must achieve a 2 (Low Pass) or above for each of the  assessment criteria.

The overall result achieved will dictate the outcome the learner receives for the unit, provided  NONE of the assessment criteria have been failed or referred. 

Please note that learners will receive a Pass or Fail result from the CIPD at unit level. Referral  grades can be used internally by the centre.

Overall mark	Unit result
0 to 19	Fail
20 to 25	Low Pass
26 to 32	Pass
33 to 40	High Pass

 

Mark	Range	Descriptor
1	Fail	Insufficient demonstration of knowledge, understanding or skills (as  appropriate) required to meet the AC. Insufficient examples included, where required, to support answers. Presentation and structure of assignment is not appropriate and does  not meet the assessment brief. Insufficient or no evidence of the use of references to wider reading to  help inform answer.
2	Low Pass	Demonstrates an acceptable level of knowledge, understanding or  skills (as appropriate) required to meet the AC.  Sufficient and acceptable examples included, where required, to  support answers. Required format adopted but some improvement required to the structure and presentation of the assignment. Answers are acceptable but could be clearer in responding to the task  and presented in a more coherent way. Sufficient evidence of the use of references to wider reading to help  inform answer.
3	Pass	Demonstrates good knowledge, understanding or skills (as  appropriate) required to meet the AC. Includes confident use of examples, where required, to support each  answer. Presentation and structure of assignment is appropriate for the  assessment brief. Answers are clear and well expressed. Good evidence of the use of references to wider reading to help  inform answer.
4	High Pass	Demonstrates a wide range and confident level of knowledge,  understanding or skill (as appropriate). Includes strong examples that illustrate the point being made, that link  and support the answer well. Answers are applied to the case organisation or an alternative  organisation. Answers are clear, concise and well argued, directly respond to what  has been asked. The presentation of the assignment is well structured, coherent and  focusses on the need of the questions. Considerable evidence of the use of references to wider reading to  inform answer.

Level 5 Associate Diploma

Marking grid and feedback for learner

Unit 5CO02: Assessor Feedback to Learner
Centre number	Please enter your centre number here
Centre name	Please enter your centre name here
Learner number (1st 7 digits  of CIPD Membership number)	Please enter the learner number here. Must be 1st 7  digits of CIPD membership number
Learner surname	Please enter learner surname here
Learner other names	Please enter learner other names here e.g., first name  and middle name(s)

 

 

Section 1
AC   Number	Assessment Criteria	Mark   1-4
1.1	Evaluate the concept of evidence-based practice including how it  can be applied to decision-making in people practice.
	Please enter your Assessor feedback here	Enter   mark   here
	Please enter your Assessor feedback here for resubmission 1 (if  applicable)	Enter   mark   here
	Please enter your Assessor feedback here for resubmission 2 (if  applicable)	Enter   mark   here
1.2	Evaluate a range of analysis tools and methods including how  they can be applied to diagnose organisational issues, challenges  and opportunities.
	Please enter your Assessor feedback here	Enter   mark   here
	Please enter your Assessor feedback here for resubmission 1 (if  applicable)	Enter   mark   here
	Please enter your Assessor feedback here for resubmission 2 (if  applicable)	Enter   mark   here
1.3	Explain the principles of critical thinking including how you apply  these to your own and others’ ideas.
	Please enter your Assessor feedback here	Enter   mark   here
	Please enter your Assessor feedback here for resubmission 1 (if  applicable)	Enter   mark   here
	Please enter your Assessor feedback here for resubmission 2 (if  applicable)	Enter   mark   here

 

 

Version 1 - Released June 2023

13

Level 5 Associate Diploma

1.4	Explain a range of decision-making processes.
	Please enter your Assessor feedback here	Enter   mark   here
	Please enter your Assessor feedback here for resubmission 1 (if  applicable)	Enter   mark   here
	Please enter your Assessor feedback here for resubmission 2 (if  applicable)	Enter   mark   here
1.5	Assess how different ethical perspectives can influence decision making.
	Please enter your Assessor feedback here	Enter   mark   here
	Please enter your Assessor feedback here for resubmission 1 (if  applicable)	Enter   mark   here
	Please enter your Assessor feedback here for resubmission 2 (if  applicable)	Enter   mark   here
3.1	Appraise different ways organisations measure financial and non financial performance.
	Please enter your Assessor feedback here	Enter   mark   here
	Please enter your Assessor feedback here for resubmission 1 (if  applicable)	Enter   mark   here
	Please enter your Assessor feedback here for resubmission 2 (if  applicable)	Enter   mark   here
3.2	Explain how to measure the impact and value of people practice  using a variety of methods.
	Please enter your Assessor feedback here	Enter   mark   here
	Please enter your Assessor feedback here for resubmission 1 (if  applicable)	Enter   mark   here
	Please enter your Assessor feedback here for resubmission 2 (if  applicable)	Enter   mark   here
Total marks for TASK 1		Enter   total   marks   here
Total marks for TASK 1 (resubmission 1 if applicable)		Enter   total   marks   here
Total marks for TASK 1 (resubmission 2 if applicable)		Enter   total

Level 5 Associate Diploma

marks   here

 

 

Section 2
AC   Number	Assessment Criteria	Mark   1-4
2.1	With reference to a people practice issue, interpret analytical data  using appropriate analysis tools and methods.
	Please enter your Assessor feedback here	Enter   mark   here
	Please enter your Assessor feedback here for resubmission 1 (if  applicable)	Enter   mark   here
	Please enter your Assessor feedback here for resubmission 2 (if  applicable)	Enter   mark   here
2.2	Present key findings for stakeholders from people practice activities and initiatives.
	Please enter your Assessor feedback here	Enter   mark   here
	Please enter your Assessor feedback here for resubmission 1 (if  applicable)	Enter   mark   here
	Please enter your Assessor feedback here for resubmission 2 (if  applicable)	Enter   mark   here
2.3	Make justified recommendations based on evaluation of the  benefits, risks and financial implications of potential solutions.
	Please enter your Assessor feedback here	Enter   mark   here
	Please enter your Assessor feedback here for resubmission 1 (if  applicable)	Enter   mark   here
	Please enter your Assessor feedback here for resubmission 2 (if  applicable)	Enter   mark   here
Total marks for TASK 2		Enter   total   marks   here
Total marks for TASK 2 (resubmission 1 if applicable)		Enter   total   marks   here
Total marks for TASK 2 (resubmission 2 if applicable)		Enter   total   marks   here

 

Total marks for UNIT		Enter total unit  marks here	Grade	Enter   grade   here
Total marks for UNIT   (resubmission 1 if applicable)		Enter total unit  marks here	Grade (resubmission 1  if applicable)	Enter   grade   here
Total marks for UNIT   (resubmission 2 if applicable)		Enter total unit  marks here	Grade (resubmission 2  if applicable)	Enter   grade   here
Assessor Feedback Summary Please enter your summary and developmental points for the learner here. Please use a  different font colour for any resubmission comments.
Assessor name	Please enter your Assessor name here
Assessor signature I confirm that I am   satisfied that to the best  of my knowledge, the  work produced is solely  that of the learner.	Please enter your Assessor signature here
Date	Please enter date here
IQA name	Please enter your IQA name here
IQA signature	Please enter your IQA signature here
Date	Please enter date here