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3CO02 Principles of Analytics by Assignment Experts UK

3CO02 Principles of Analytics

Learner Assessment Brief

Level 3

Foundation Certificate in People Practice

3CO02 Principles of analytics

This unit looks at how people professionals make both straightforward and complex choices as they carry out their roles. It focuses on how utilising a diverse range of analytics and evidence is essential to the rationalisation and enhancement of working practices and situational decision- making to create value.

Using evidence in HR decision-making: 10 lessons from the COVID-19 crisis (June 2020)

Watch a video and download the slides from our webinar with Rob Briner and David D`Souza discussing what the current crisis can teach HR about becoming more evidence-based

Being evidence-people professionals to develop. What can we as a profession learn from this crisis about making more evidence-based HR decisions? 1.1 Review evidence-based practice and how it is applied within an organisation

https://www.cipd.co.uk/knowledge/coronavirus/webinars/using-evidence-HR-decision- making-17-june-2020

Evidence-based practice for effective decision-making (August 2020)

Effective HR decision-making is based on considering the best available evidence combined with critical thinking.

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 management decisions have on the working lives and wellbeing of people in all sorts of organisations worldwide.

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

Case study

Your recently appointed People Practice manager is surprised by the limited use of metrics in the department and wants to address this concern by raising the knowledge and understanding of the People Practice Team. The manager wants to express that using different forms of evidence and data can help make informed decisions and judgments on all manner of working practices and situations. You have been asked to prepare a presentation and presenters notes in readiness to be given to the People Practice Team on their next learning and development day. Also, by way of an example it has been requested that you provide interpretation of survey data that has been collected from three departments in the organisation.

Preparation for the Tasks: 3CO02 Principles of analytics

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 materials on these topics.

Task one Presentation with P Notes

The presentation must provide knowledge and understanding of how evidence-based practice informs organisational measures and outcomes and how creating value benefits employees, customers and wider stakeholders. Ensure that you:

Define what is meant by evidence-based practice and how it is applied within organisations, providing three examples of different types of evidence-based practice that can be used to inform principle-led judgements and outcomes for an organisation. (1.1),

Explain the reasons why it is important to use data to help assist organisational improvements and why this data need to be timely, ethical and accurate. (1.2)

Explain two different types of data measurements and information that can be used by people professionals, and how they are each used to collect and collate information to support effective decision making. (1.3)

Explain how organisational policies, procedures and other forms of evidence can be used to support appropriate choices and decisions.  (1.5)

Explain the range of internal and external customers and stakeholders, that people professionals work with, and the part that influencing plays within the relationships (2.1)

Explain what is meant by creating value as a people professional, and identify benefits of providing value to customers and stakeholders (2.2)

Drawing on good practice examples, explain how the work that people professionals perform benefits others within an organisation in supporting good practice, open cultures, commitment and engagement. (2.4)

Explain how social media can be used internally and externally in workplaces to improve communication and organisational practices, highlighting the risks in a work context. (2.3)

Outline how you can, in your own work or a voluntary role, achieve and maintain a customer focused attitude to ensure consistent high standards and customer satisfaction. (2.5)

1.1 Review evidence-based practice and how it is applied within an organisation

Task two example of analysis of data to inform practice

A mini survey on the quality of work has recently been carried out as a pilot and the raw data from the first three departments, Research & Design, Administration and Marketing has just been collected. The People Practice manager has asked you to represent the data as percentages and analyse the survey results.

1) Review the sets of raw numerical data that have been provided in the tables below and convert them to percentages to illustrate the results.

2) Provide an analysis of these, identifying themes, patterns and trends that appear to be occurring.

As a part of this analysis, consider the possible issues that have been revealed by the data.

Research and Design. (412 employees, 22 employees did not participate in the survey)

Agree or strongly agree

Neither agree nor disagree

Disagree or strongly disagree

It    difficult to fulfil commitments outside my work because I spend too much time on my job.

187

52

151

The organisation provides flexi-time.

288

92

10

 

 

347

20

23

aware that that the organisation has the opportunity to job share

9

8

373

I have scope to use my own initiative in my job role

384

6

0

provided with the opportunity to develop my skills

377

10

3

My line manager values the work I do.

302

40

48

I feel secure in my job role

270

26

94

expected to complete my work outside of my contracted hours

388

1

1

Absence rates in my department are low

289

98

3

Administration (65 employees, 4 employees did not participate in the survey)

Agree or strongly agree

Neither agree nor disagree

Disagree or strongly disagree

spend too much time on my job.

58

1

2

The organisation provides flexi-time.

4

0

57

allowed to work from home

0

18

43

share

8

3

50

I have scope to use my own initiative in my job role

3

49

9

provided with the opportunity to develop my skills

21

5

35

My line manager values the work I do.

18

18

25

I feel secure in my job role

51

4

6

expected to complete my work outside of my contracted hours

61

0

0

Absence rates in my department are low

3

0

58

Marketing (18 employees all responded to the survey)

Agree or strongly agree

Neither agree nor disagree

Disagree or strongly disagree

spend too much time on my job.

2

0

16

The organisation provides flexi-time.

18

0

0

 

0

0

18

aware that that the organisation has the opportunity to job share

0

18

0

I have scope to use my own initiative in my job role

15

3

0

provided with the opportunity to develop my skills

14

1

3

My line manager values the work I do.

12

1

5

Marketing (18 employees all responded to the survey)

Agree or strongly agree

Neither agree nor disagree

Disagree or strongly disagree

I feel secure in my job role

10

3

5

expected to complete my work outside of my contracted hours

2

0

16

Absence rates in my department are low

17

1

0

Absence rates for each department over a three-month period as a total of hours based on a contractual week of 37.5 hours are as follows:

Department

Hours lost through absence

Average hourly pay

Research and Design

1876 hours lost through absence

£35.00

Administration

237 hours lost through absence

£12.50

Marketing

20 hours lost through absence

£28.00

3) Calculate how many working days are lost in a three-month period for each department based on the above figures.

4) Estimate the projected average loss of working days over a 12-month period if these rates were to continue.

5) Calculate the costs of pay assuming all absentees are contractually paid full remuneration whilst off sick during the three-month period. (1.4)

Assessment Criteria Evidence Checklist 3CO02 Principles of analytics

Use the following as checklists to make sure that you have included the required evidence to meet each task. Please enter the evidence title and where it can be referred to. An example has been provided for you. Define what is meant by evidence-based practice and how it is applied within organisations, providing three examples of different types of evidence-based practice that can be used to inform principle-led judgements and outcomes for an organisation

Task 1    Presentation with presenter notes

Assessment criteria

 

Evidenced Y/N

 

Evidence reference

1.1 Review evidence-based practice and how it is applied within an organisation.

 

Presentation

1.2 Explain the importance of using data, including why it is essential for timely, ethical and accurate analysis and evaluation of personal information.

 

 

1.3 Explain different types of data measurements in relation to the work of people professionals and how these are used to accurately retrieve and collate data to inform decision making.

 

 

1.5 Explain how the application of agreed procedures, policies and sources of evidence helps to make choices and informed decisions.

 

 

2.1 Explain the range of customers and stakeholders with whom people professionals work and the role that influencing plays in creating value for them.

 

 

2.2 Review the concept of creating value as a people professional and the significance for people, organisations, and wider stakeholders.

 

 

2.3 Explain how social media can enhance working practices internally and externally, including the associated risks.

 

 

2.4 Explain how working as a people professional benefits other people in an organisation.

 

 

2.5 Summarise ways in which you can be customer-focused, and standards-driven in your own context.

 

 

Task 2 Example Analysis of data to inform practice

Assessment criteria

Evidenced Y/N

Evidence reference

1.4 Interpret common calculations and basic financial information from organisational data.

 

Analysis

3CO02 Principles of Analytics

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. 1.1 Review evidence-based practice and how it is applied within an organisation

Overall mark

Unit result

0 to 19

Fail

20 to 25

Low Pass

26 to 32

Pass

33 to 40

High Pass

Marking Descriptors

Mark Range

Descriptor

 

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.

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.

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.

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.

Includes clear evidence of the use of references to wider reading to help inform answer. Define what is meant by evidence-based practice and how it is applied within organisations, providing three examples of different types of evidence-based practice that can be used to inform principle-led judgements and outcomes for an organisation

Level 3 Foundation Certificate in People Practice

Task 1    Assessment criteria

Mark (1-4)

1.1 Review evidence-based practice and how it is applied within an organisation.

 

1.2 Explain the importance of using data, including why it is essential for timely, ethical and accurate analysis and evaluation of personal information.

 

1.3 Explain different types of data measurements in relation to the work of people professionals and how these are used to accurately retrieve and collate data to inform decision making.

 

1.5 Explain how the application of agreed procedures, policies and sources of evidence helps to make choices and informed decisions.

 

2.1 Explain the range of customers and stakeholders with whom people professionals work and the role that influencing plays in creating value for them.

 

2.2 Review the concept of creating value as a people professional and the significance for people, organisations, and wider stakeholders.

 

2.3 Explain how social media can enhance working practices internally and externally, including the associated risks.

 

2.4 Explain how working as a people professional benefits other people in an organisation.

 

2.5 Summarise ways in which you can be customer-focused, and standards-driven in your own context.

 

Total for the task

 

Task 2    Assessment criteria

Mark (1-4)

1.4 Interpret common calculations and basic financial information from organisational data.

 

Total for the task

 

Total marks for unit

 


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