3co02 Assignment Example

3co02 explores how people professionals navigate both simple and complex decisions in their roles. It emphasises the importance of using a wide array of analytics and evidence to rationalise and improve workplace practices and situational decision-making, ultimately creating value.

Task One

Assessment Questions

AC 1.1 Explain what evidence-based practice is and how it might be applied within an organisation.

Evidence-based practice refers to the consistent use of the best available evidence to make informed decisions within an organization. This evidence may include empirical data, expert opinions, internal company records, and stakeholder feedback (CRF, 2024). Organizations can apply evidence-based practice in several ways, as outlined below.

Enhancing Decision-Making and Problem-Solving

Organizations can improve decision-making and problem-solving by using evidence-based approaches. For instance, people professionals can apply a rational decision-making process to identify the root causes of workplace challenges. If an organization is experiencing high employee turnover, HR professionals can analyze key data such as employee engagement surveys, job satisfaction reports, and turnover statistics. This data helps pinpoint which departments are most affected and guides the development of effective retention strategies. Additionally, seeking insights from HR experts allows organizations to implement well-informed strategies that improve employee satisfaction, productivity, and loyalty (Perrin, 2022).

Performance Management and Evaluation

Evidence-based practices also enhance performance management and employee evaluation. Organizations can use job analysis to collect accurate data about job roles, responsibilities, and reporting structures. Furthermore, HR professionals can evaluate employee performance by analyzing key metrics such as goal achievements and comparing current and past performance records. This approach helps identify areas for improvement and supports data-driven decisions on employee rewards and professional development opportunities.

AC 1.2 Explain the importance of using data in organisations and why it is necessary to ensure that data is accurate when determining problems and issues.

Data refers to facts, statistics, and information collected for reference or analysis. Using data in organizations is crucial for making informed decisions, as it provides insights into performance, customer behavior, market trends, employee turnover, and absenteeism (Vaughan, 2019). By analyzing this information, organizations can make effective, evidence-based decisions that lead to positive business outcomes. In contrast, relying on intuition and assumptions can result in poor decisions, wasted resources, and missed opportunities.

Enhancing Strategic Planning

Leveraging data also supports strategic planning by offering a clearer understanding of market trends, competition, and emerging opportunities (ET Special, 2023). This allows organizations to allocate resources wisely, develop relevant products, and make efficiency-driven decisions. Without data-driven insights, organizations risk falling behind competitors, struggling to adapt to market changes, and facing greater uncertainty such as workforce shortages or high turnover during challenging labor conditions.

Ensuring Data Accuracy for Better Decision-Making

For data to be useful, it must be accurate and reliable. High-quality data leads to better decision-making, while inaccurate or misleading data can result in faulty analysis and poor business choices (Jones, 2023). Organizations relying on incorrect data may misdiagnose problems, overlook key issues, and implement ineffective solutions, leading to further challenges.

AC 1.3 Explain the different types of data measurements used by people professionals.

Organizations use both qualitative and quantitative data to make informed decisions. Each type of data serves a different purpose and is collected using various methods.

Qualitative Data

Qualitative data is descriptive and focuses on characteristics rather than numbers. It is gathered through interviews, observations, focus groups, and open-ended surveys. This type of data is often presented in non-numeric formats such as text, images, audio, and video recordings (Grand Canyon University, 2023). Organizations use qualitative data to identify patterns, themes, and meanings that help improve workplace policies and practices.

Employee Feedback Data

Employee feedback is a common form of qualitative data collected through suggestion schemes, interviews, and focus groups. It allows employees to express their opinions about workplace policies and suggest improvements to enhance the work environment.

Performance Appraisals

Performance appraisals involve structured evaluations of employee performance. These assessments provide feedback on strengths, weaknesses, and areas for improvement. They also help in setting new goals and developing employee growth plans (Terra, 2022).

Quantitative Data

Quantitative data is numerical and focuses on measurable aspects of organizational performance. It is collected through surveys, experiments, direct measurements, and structured questionnaires. This type of data is analyzed using statistical techniques to identify patterns, relationships, and trends.

Turnover Rate Data

Turnover rate data measures the percentage of employees who leave an organization over a given period (CIPD, 2023). A high turnover rate may indicate poor retention strategies, requiring improvements such as better pay, work-life balance, and career development opportunities. Conversely, a low turnover rate suggests effective retention practices.

Absenteeism Rates

Absenteeism rates measure the number of employees absent from work due to sick leave, personal leave, or unplanned absences (Vulpen, 2020). High absenteeism may indicate poor work-life balance or inadequate well-being policies. Organizations use this data to assess the impact of absenteeism on productivity and improve workplace policies accordingly.

AC 1.6 Explain how the application of agreed policies and procedures informs decisions.

Policies and procedures play a crucial role in guiding decision-making within organizations. They provide a clear framework that people professionals can use as a reference when making decisions (Hanah, 2022). By standardizing practices, they ensure consistency across all levels of the organization and inform employees about expected behaviors.

Setting Standards and Expectations

Policies and procedures help establish clear guidelines on how tasks should be performed, the expected standards, and the behaviors employees should demonstrate. For example, an organization’s policies may emphasize values such as integrity, professionalism, and accountability. Additionally, grievance and disciplinary policies provide structured processes for handling employee complaints, ensuring fairness and compliance with legal standards.

Managing Risks and Ensuring Compliance

Effective policies also help organizations manage risks and comply with legal and regulatory requirements (Wyatt, 2020). For instance, policies on equal pay and regular pay reviews help organizations adhere to the Equality Act 2010, reducing the risk of employee claims in employment tribunals.

By having well-defined policies and procedures, organizations create a structured and fair work environment while minimizing legal and operational risks.

AC 2.1 Explain how people professionals create value for people, organisations and wider stakeholders.

People professionals play a crucial role in driving organizational success by managing recruitment and talent management efforts. They create strong employee value propositions to attract and retain top talent (Perrin, 2022). By ensuring effective employer branding and selecting the right recruitment and selection methods, they help organizations hire and retain skilled employees. Additionally, they oversee succession planning by identifying high-potential employees for promotion, reducing risks associated with talent gaps and turnover.

Beyond recruitment, people professionals add value by fostering employee growth and development. They design and implement training programs, including coaching, mentorship, on-the-job training, and online courses, to enhance employees’ skills and competencies. These initiatives not only improve engagement but also contribute to a culture of recognition and rewards, motivating employees to perform at their best.

People professionals also create value for wider stakeholders, including customers, by optimizing organizational structures, processes, and systems. Their efforts enhance efficiency and support strategic goals such as developing new products and services to meet diverse customer needs. Additionally, by leveraging customer feedback, they refine processes and organizational structures to improve service delivery and ensure customer satisfaction.

Through these efforts, people professionals contribute to the long-term success of both the organization and its stakeholders, ensuring sustainable growth and competitiveness.

AC 2.2 Summarise the ways in which you can be customer-focused, and standards-driven in your own context.

As a people professional, I can demonstrate a customer-focused approach by actively engaging key stakeholders, such as employees, to understand their needs, concerns, and expectations. This engagement allows me to tailor human resource policies, programs, and strategies to address their specific needs, ultimately enhancing employee satisfaction, engagement, and retention. Additionally, adopting a service-oriented mindset enables me to use feedback from both internal and external customers to improve organizational processes and products, ensuring higher levels of customer satisfaction (CIPD, 2023).

Moreover, I can be standards-driven by adhering to my organization’s policies, regulations, and the CIPD Code of Conduct and Ethics. This involves demonstrating integrity, professionalism, and accountability in all aspects of my role. Ensuring fairness and consistency in the application of HR policies, particularly regarding equity and transparency, further reinforces ethical and professional standards within the workplace.

By balancing a customer-focused approach with a commitment to high standards, I can contribute to a positive work environment and drive sustainable organizational success.

Task Two

Assessment Questions

AC 1.4 Present the overall total leaving rate for the whole organisation as a percentage, for each year.

Employee Leaver Reasons and Percentages

Average Length of Service by Team (Ascending Order)

AC 1.5 Having analysed your findings, comment on any issues that the data has revealed and propose potential solutions.

The pie chart illustrates the reasons why employees left the organization. The majority, 67%, resigned, making resignation the most common reason for turnover. The second highest cause was ill health, accounting for 11% of departures. Other reasons included maternity non-returners (4%) and summary dismissals (5%). Meanwhile, failed probation and redundancies each contributed to only 2% of employee exits.

This data suggests that resignation and ill health are the primary causes of turnover. High resignation rates may indicate dissatisfaction with working conditions, lack of career growth, or better opportunities elsewhere. Similarly, ill-health-related departures could suggest workplace challenges such as high stress levels, lack of work-life balance, or inadequate well-being support. Addressing these factors could help improve employee retention and overall job satisfaction.

The graph above summarizes the average length of service for employees across different departments in the organization. Employees in the business services department have the longest tenure, averaging 94.5 months, followed closely by the property team at 94.41 months. The customer services team has an average service length of 89.25 months. On the other hand, the regeneration team has the shortest tenure, with an average of just 11 months, followed by the lettings department at 14.5 months.

This data highlights a significant challenge in retaining talent, especially in the regeneration, lettings, and supported housing teams. High turnover in these departments results in a loss of valuable institutional knowledge, which competitors can easily capitalize on. Additionally, short employee tenures can lead to higher recruitment and training costs, as well as reduced productivity within the organization.

Recommendations

Training and Development Opportunities

Providing training and development opportunities is a proven strategy for enhancing employee skills, satisfaction, engagement, and retention (Hall, 2023). Designing training programs that align with both the organization’s goals and employees’ career aspirations can help retain talent, especially in the lettings, regeneration, and supported housing teams. Effective delivery methods such as coaching, mentorships, and eLearning should be considered to offer flexibility and accessibility. Employees who have access to training feel supported by their employer, are more committed to their roles, and develop loyalty, which can lead to longer service tenures.

Promoting Work-Life Balance

According to the data, 67% of employees who left the organization cited resignation as their reason, with 11% mentioning ill health. This suggests a possible issue with work-life balance and overworking (Palaniapan, 2023), leading to burnout, stress, and health issues like high blood pressure and ergonomic illnesses. To address this, the organization should implement flexible working arrangements, such as remote work, job sharing, or compressed work weeks. Such initiatives would support work-life balance, improve job satisfaction, and reduce absenteeism. Healthy employees are more likely to stay with the company, as they feel supported and valued.

References

Amadei, L. (2016). Why Policies and Procedures Matter. Risk Management Magazine. Available at: https://www.rmmagazine.com/articles/article/2016/11/01/-Why-Policies-and-Procedures-Matter- [Accessed 11 May. 2024].

CIPD. (2023a). CIPD | Code of Conduct and Ethics. Available at: https://www.cipd.org/en/membership/professional-standards/code-of-conduct/ [Accessed 11 May. 2024].

CIPD. (2023b). CIPD | Employee Turnover & Retention | Factsheets. Available at: https://www.cipd.org/en/knowledge/factsheets/turnover-retention-factsheet/ [Accessed 11 May. 2024].

CIPD. (2024). CIPD | On this page. Available at: https://www.cipd.org/en/knowledge/factsheets/coaching-mentoring-factsheet/#:~:text=Coaching%20and%20mentoring%20can%20be.

Corporate Research Forum (CRF). (2024). Evidence-Based HR. Available at: https://www.crforum.co.uk/hubs/evidence-based-hr/#:~:text=Evidence%2DBased%20HR%20(EBHR)%20supports%20HR%20practitioners%20to%20make [Accessed 11 May. 2024].

ET Special. (2023). What is predictive analytics and Its Importance? The Economic Times, 19 Sep. Available at: https://economictimes.indiatimes.com/jobs/mid-career/what-is-predictive-analytics-and-its-importance/articleshow/103312164.cms?from=mdr#:~:text=In%20many%20businesses%2C%20data%20analytics [Accessed 11 May. 2024].

Fontanella, C. (2017). How to Build a Customer-Focused Company, According to 10 People Who Did. HubSpot. Available at: https://blog.hubspot.com/service/customer-focus [Accessed 11 May. 2024].

Grand Canyon University. (2023). Qualitative vs. Quantitative Research: What’s the Difference? GCU. Available at: https://www.gcu.edu/blog/doctoral-journey/qualitative-vs-quantitative-research-whats-difference [Accessed 11 May. 2024].

Hanah. (2022). Policies and Procedure in the Workplace: The Ultimate Guide. Xoralia. Available at: https://xoralia.com/policies-and-procedure-in-the-workplace-the-ultimate-guide/ [Accessed 11 May. 2024].

Hall, J. (2023). Why Businesses Should Invest In Employee Learning Opportunities. Forbes. Available at: https://www.forbes.com/sites/johnhall/2023/02/26/why-businesses-should-invest-in-employee-learning-opportunities/ [Accessed 11 May. 2024].

Jones, E. (2023). Data Accuracy vs. Data Integrity: Similarities and Differences. IBM Blog. Available at: https://www.ibm.com/blog/data-accuracy-vs-data-integrity/#:~:text=Compromised%20data%20integrity%20can%20lead [Accessed 11 May. 2024].

Perrin, H. (2022). Evidence‐based recruitment. Part 2: Best practice for interviewing and selection. In Practice, 44(8), 483–489. https://doi.org/10.1002/inpr.251

Palaniapan, S. (2023). 14 Ways to Build a Positive Work Environment [Crowdsourced]. NectarHR. Available at: https://nectarhr.com/blog/positive-work-environment [Accessed 11 May. 2024].

Terra, J. (2022). What is a Performance Appraisal? Methods, Process, and Everything You Should Know. Simplilearn. Available at: https://www.simplilearn.com/what-is-performance-appraisal-methods-process-article#:~:text=A%20performance%20appraisal%20is%20a [Accessed 11 May. 2024].

Vaughan, J. (2019). What is Data? – Definition from WhatIs.com. SearchDataManagement. Available at: https://www.techtarget.com/searchdatamanagement/definition/data [Accessed 11 May. 2024].

Vulpen, E. (2019). The 12 Key Functions of Human Resources. AIHR. Available at: https://www.aihr.com/blog/human-resources-functions/ [Accessed 11 May. 2024].

Vulpen, E. van. (2020). Absenteeism Rate Explained | Formula & Meaning of Absence Rate. AIHR. Available at: https://www.aihr.com/blog/absenteeism-rate/#:~:text=The%20absenteeism%20rate%2C%20absence%20rate [Accessed 11 May. 2024].Wyatt, A. (2020). The Importance of Workplace Policies and Procedures. Employsure AU. Available at: https://employsure.com.au/blog/the-importance-of-workplace-policies-and-procedures [Accessed 11 May. 2024].

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