5co02 Assignment Example

5C002 Evidence Based Practice is a module focused on developing the skills necessary to make well-informed decisions in professional practice by integrating the best available evidence. The course teaches learners how to critically appraise research, analyse data, and apply findings to real-world scenarios. Through this module, students understand the importance of combining academic research, practitioner expertise, and considerations of client values or organisational context to inform effective, ethical, and impactful practice within their field.

Assessment Questions

Part one

AC 1.1 Evaluate the concept of evidence-based practice including how approaches to evidence-based practice can be used to provide insight that supports sound decisionmaking across a range of people practices and organisational issues.

Evidence-based practice (EBP) is a decision-making approach that uses data, recent studies, the skills of professionals, and listening to stakeholders. It promotes careful and justified thinking and behaviours concerning people and the wider organisation (Young, 2024).

Benefits and drawbacks 

Through EBP, reasonable decisions are made because data and effective methods are the basis (Boatman, 2024). Besides, having evidence at hand allows leaders and HR staff to be trusted for their decisions.

However, EBP takes time. Spending time gathering and analysing relevant facts can slow the need for immediate decisions. Besides, some organisations do not have the resources or skills to obtain strong evidence, so their analysis may be incomplete (Boatman, 2024).

Evidence-based practice approaches 

Rational Decision-Making Model

The model sets out a method where one first finds the problem, then considers their options, looks into them, and finally makes the best choice (Athuraliya, 2024).

Pros and cons

The rational approach is organised and logical. It allows individuals to look at problems systematically and helps them avoid mistakes. Moreover, leaders document each action they take and its justification (Athuraliya, 2024).

Nevertheless, the approach does not suit situations where everything happens fast. It assumes that all information is available and nobody runs out of time. Besides, they might overlook the emotional parts of making choices about people (Athuraliya, 2024).

Application

When a company restructures, HR could use the rational model to look at performance numbers, what employees say, and company objectives to change department or role roles. It leads to fairness and ensures people’s activities match the business requirements.

 Bounded Rationality

This model acknowledges that people make decisions following the knowledge, mental abilities, and time they can utilise (Ansari, 2023).

Pros and cons

Real-life examples propel bounded rationality. It Is built around events that happen. Besides, it looks for the best possible answer, not the very best one, which speeds up how things are done (Ansari, 2023).

Nevertheless, it faces the problem of making less-than-ideal choices. They might not consider the best possible options. In addition, it may be based on opinions. Judgment can allow more of the person’s biases (TWOWP, 2019).

Application

For instance, when selecting a new HR software, an entity may have inadequate time to test all alternatives. However, using bounded rationality, HR selects a system that suits most requirements while remaining affordable and on schedule.

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

Many organisations experience tough challenges related to their people and structure. Useful analysis tools and methods are necessary to recognise and identify these problems. The CIA (Critical Incident Analysis) is the analysis tool, and questionnaires are an organisation’s analysis method.

Critical Incident Analysis (Method)

Critical Incident Analysis means looking for and studying major positive or negative events that affected people or groups. Event management is used to uncover the causes of actions, responses, and the consequences for employees at work (Zelezny, 2024).

Application

In people’s practice, professionals use the CIA most often for performance and personal development. If there is a conflict between team members during a project, the professionals can understand it through discussion and use that to make needed changes in company communication or leadership.

Pros and cons

CIA ensures the company discovers the “why” by uncovering systemic or behavioural patterns linked to specific events. In addition, the CIA fosters reflection. It helps teams and leaders think deeply, which can help them improve internally in the future (Christian, 2021).

Nevertheless, how accurately a person remembers events is important because memories may be coloured by bias. As a result, the outcomes may lack credibility, causing significant damage at work. Furthermore, high human effort is required to collect important data, interact in interviews, or witness in person (Zelezny, 2024).

Questionnaires (Analysis Method)

A questionnaire is a set of questions organised to determine what individuals think or experience in certain situations (Lindemann, 2023).

Application

People practice areas often use this method, for example, in employee surveying, checking diversity and inclusion, and running pulse checks during the change in an organisation. In a cultural transformation, questionnaires allow leaders to determine how employees think about leadership, inclusion, and communication.

Pros and cons

Questionnaires are used to collect data from large populations efficiently. This is because they make them perfect for running widespread checks on organisations. Furthermore, through questionnaires, it is possible to use closed-ended questions for statistics, which can help find trends and measure results over time (Lindemann, 2023).

However, they could miss important details. When people answer questionnaires, the details about emotions and opinions might be missed. Besides, it faces the danger of having few responses. Low trust or a simple survey makes the results less specific (David, 2024).

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

Critical thinking means using careful reasoning and evaluating facts to decide an individual’s thoughts. It encompasses bias recognition, assumption questioning, assessing evidence, and arriving at informed, logical decisions instead of depending on unverified beliefs or emotions. 

Two fundamental principles of critical thinking are bias awareness (conscious and unconscious) and questioning and validating sources. 

Awareness of Bias

Whether people realise it or not, bias can alter the interpretation or display of information. If critical thinkers closely watch their thinking and others, it helps everyone argue reasonably and unbiasedly (Rupp, 2022).

Applying Concepts to My Ideas

Since I come from a family that includes mostly women, I initially concentrated on writing about what it means to be a woman in the workplace. Because I recognised that bias, I examined my sources again and considered opinions from people of all genders. By doing so, I improved my argument and produced a final recommendation that reflects all voices. Recognising my internal biases allowed me to comment on issues more thoughtfully and analyse strongly.

Checking and Validating sources

A critical thinker must look at where the data originates from, judge its trustworthiness and confirm the accuracy of its interpretation. Part of this is to tell when something is a fact, an opinion, or an assumption (Rupp, 2022).

Applying the Concept to People’s Ideas:

In our group project on finding climate change solutions, one team member said planting trees is the only solution that counts since they had seen a popular infographic online. I applied critical thinking to wonder about where the infographic came from, who made it, and if the information included in it was reviewed by other researchers. This initiated a conversation that inspired the group to investigate significant actions, for example, renewable energy and policy changes, based on confirmed studies. By questioning a depicted idea, we gave the group an intelligent and reasoned judgment.

AC 1.4 Explain two decision-making processes for achieving effective outcomes

Efficient decision-making is vital for PPs and people professionals in addressing complex concerns, implementing impactful initiatives and driving positive change within entities. Future pacing and action learning approaches are among organisations’ various decision-making approaches.

Future Pacing

A future pacing approach involves practitioners considering the results that long-term decisions may lead to. It requires visualising the outcomes of a solution as time passes and thinking about any upcoming risks, consequences and positive effects before beginning any steps (Edwards, 2020).

Application 

When making an employee onboarding programme, a PP can forecast how new employees will likely feel and work thirty, sixty and ninety days from implementation. Hence, potential issues can be spotted ahead of time and addressed not after but before implementation.

Pros and cons

Future pacing promotes focus on the future by keeping businesses from using temporary fixes that might create issues. Besides, it increases employee and leadership support, showing that an individual or company thinks about how the future helps everyone understand and support the idea (Edwards, 2020).

Nevertheless, future pacing could overlook what is happening at the moment. Emphasising goals for tomorrow might cause the issues happening today. Besides, people in this role should have a high tolerance for uncertainty because guessing future events can cause them to make uncertain or cautious decisions (Jones, 2020).

 Action Learning

Action learning involves a group of people collaborating to handle real challenges, do something and learn from their experience for future improvement (Action Learning Institute, 2018).

Application

In a work context where workers leave more frequently, a PP might create an action learning set with HR, line managers, and team leads. The group explores the concern, tries out basic interventions (stay interviews, for example), looks at the outcomes and makes changes accordingly.

Pros and cons

Action learning supports collaborative learning. Prompting broad participation and equally distributing accountability results in better, more personal solutions. Besides, solutions are improved immediately through their use in actual situations, making the system practical and able to adjust (Personio, 2025).

Nevertheless, it requires one to spend time and reflect more than once, so it is not ideal for fast decisions. In addition, working in a group can slow things down since too much disagreement or not participating well can affect the result (Personio, 2025).

AC 1.5 Assess how two different ethical perspectives can be used to inform and influence moral decision-making.

The way decisions are made about ethics in organisations is shaped by multiple ethical frameworks. Deontology and communitarianism are ethical approaches that affect organisations’ decision-making, give reasons for entities’ choices, and lead to various outcomes.

Deontology

Deontology follows Kantian ethics, which says that regular morality is achieved by doing what is right, no matter what the outcome might be (University of Texas, 2025).

Influence on Decision-Making

Achieving these ends is done by sticking to honesty, fairness, and protecting individual rights. If an employee reports misconduct, even if it may hurt the company’s reputation in the short term, a deontological manager will report it because integrity is always important (University of Texas, 2025).

Every decision is applied to all people under the same standards. A policy under deontology ensures that every employee is treated fairly and equally, whether high or low ranked, close or not to a manager.

Assessment

Advantages and disadvantages

It directs ethical actions and stops individuals from using any means necessary to reach an aim. It supports personal rights and trust by making its standards clear (University of Texas, 2025). However, these actions are sometimes too inflexible. They might result in negative outcomes. For example, making staff take responsibility for their attendance by the book could result in a fair caregiver being dismissed, even though they missed work to support their family.

Communitarianism

Communitarianism puts importance on the community and what people hold in common. Judgment about what is right is rooted in what is best for the group and its members (Longley, 2020).

Influence on decision-making

Community focus

Communitarianism creates conditions that build a connected and healthy community (Longley, 2020). For example, a better strategy while redesigning incentives may be to focus on team rewards instead of providing rewards for individuals.

Contextual Sensitivity

Managers think about the cultural ways of each location. A code of conduct created in a multinational organisation could reflect the regional community’s beliefs on work-life separation (Baherhussein, 2020).

Assessment

Benefits and drawbacks

Communitarianism policies strengthen friendships, encourage people to look after each other and support decisions based on employees’ daily lives. Besides, it can encourage a positive attitude and make company culture fit with those it serves (Baherhussein, 2020).

However, disadvantaged groups may be marginalised if the community’s norms are against their voice. In one situation, a community’s expectation to hire locally could prevent qualified candidates from other areas from joining, which is unfair for diversity (Baherhussein, 2020).

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

Financial performance

Cash Flow 

Cash flow allows individuals and companies to see how money comes in and goes out of a firm over a certain period, to help it keep up with payments. Operating, investing, and financing are all part of the cash flow process (Gartenstein, 2025).

Measurement Tool

Companies usually use a Cash Flow Statement on a monthly or quarterly schedule. It organises income and expenses into three categories, operations, investments, and financing, to monitor the company’s cash position (Gartenstein, 2025).

Example

For instance, a retail company watches its monthly cash flow to be able to cover costs like paying suppliers, staff, and the bills, especially in periods when business is slower.

Pros and cons

Cash flow avoids Insolvency risk. Liquidity analysis informs companies early whether enough cash is available to pay off their short-term debts. In addition, it assists in planning by showing how much money the organization can use for various purposes (Berga, 2024).

Nevertheless, cash flow measures revenue and expenditures together. A company can have positive cash flow, but if its revenue comes from borrowing or selling assets, which may not be profitable. Furthermore, it may seem unusual for a while. Sometimes, changes in season cause temporary effects on cash flow data, hence careful research is needed (Hayes, 2024).

Non-Financial Performance

Customer satisfaction

An organisation’s products or services are evaluated for satisfaction by considering if they meet or exceed what the customer hopes for. Retaining customers, keeping them loyal and supporting growth for a long time are all important (Vantage Circle, 2020).

Measurement Method

Often, Customer Satisfaction Surveys (CSAT) measure satisfaction using simple rating scores, like one to five or one to ten. To know how satisfied customers are, companies analyse the feedback they get (Easyfeedback, 2024).

Example

For instance, following every support call, a telecommunications company collects customers’ opinions on how satisfied they were and how quickly their concerns were handled.

Pros and cons

Feedback from customer satisfaction measures encourages businesses to make improvements, inspire new ideas, and be ahead of others. In addition, they boost the brand’s Image. Happy customers help spread a good image and leave positive feedback about the business in question (Cleave, 2024).

However, it may result from subjective data, which may not always be the same. For instance, past events or personal expectations can change things. Also, in case many people may not fill out surveys, the information collected can be biased toward those who feel most strongly one way or the other (Cleave, 2024).

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

People practices guide the behaviours, skills, and motivations of an organisation’s staff to support its business goals (Haan, 2024). For instance, an effective L&D framework supports employee training and a willingness to grow. Within a short time, custom training might improve an individual’s sales approach, which may quickly raise the average amount each employee brings in. When market situations change, those with a learning culture are able to move more rapidly, adopt new tools or methods, and avoid downtime. Long-term investment in skills brings direct profit (more work is done with fewer mistakes) and also has positive effects, such as improving the company’s brand and helping it attract top talent (Stewart & Brown, 2019).

Furthermore, targeted employee strategies, including frequent voice surveys, rewards programs, and career discussions, aim at employees and result in a feeling of association and ownership (Stewart & Brown, 2019). People who are fully engaged at work do more than their expected tasks, helping solve problems and delight customers. Customers may observe better speed and higher quality in service from the company in the near term. Moreover, engaged teams lead to less employee turnover and less money spent on training, also making employees real fans of the business. Thus, engagement activities support strong results and staff staying, which helps businesses grow steadily (Dessler, 2020).

Methods of measuring people practice value

Both for meeting objectives, showing where money is needed, and guiding upgrades, it is essential to measure how valuable these people practices are. Evaluation and Return on Investment (ROI) analysis are two of the main approaches used.

Evaluation

Evaluation means examining both qualitative and quantitative data to find out whether a people initiative accomplished its goals and learn why. Usually, it consists of establishing measurement goals (for example, engagement and turnover), collecting input via surveys, interviews, and tracking performance and comparing these findings to those from the starting point or a control group (PocketHRMS, 2023).

Pros and cons

Evaluation can use results in all areas to see the big picture and adapt the parts that work or need improvement (Baalam, 2023). Nevertheless, thorough assessment takes skill, hours, and often help from outside advisors. Evaluating qualitative information may be influenced by personal opinions or limited by a small participant pool (PocketHRMS, 2023).

Return on Investment, ROI

To do ROI analysis, one needs to find the return on the people practice by dividing the monetised gains minus the costs by the total amount invested and then calculating the percentage of the result (Kubicek, 2024).

Pros and cons 

Executives will find it easy to interpret the single result, which also holds HR teams accountable for their actions on the overall company’s finances. However, ROI does not always consider important things like culture or leadership, and it can be challenging to determine how much an individual initiative really contributes in an intricate company setup (Van Vulpen, 2021).

1028 Words

Task 2-Qualitative and Quantitative Data

AC 2.1

Quarter 1

Team	Total Number of Employees per team	Outstanding	Percentage	Meets set Individual KPI’s	Percentage	Not quite there yet	Percentage	Underperforming	Percentage	Absent	%    Absent
Administration Department	11	2	2/11*100=18.18%	2	2/11*100=18.18%	3	3/11*100=27.27%	3	3/11*100=27.27%	1	1/11*100=9.09%
Sales Department	13	0	0/13*100=0%	13	13/13*100=100%	0	0/13*100=0%	0	0/13*100=0%	0	0/13*100=0%
Logistics Department	20	4	4/20*100=20%	8	8/20*100=40%	6	6/20*100=30%	2	2/20*100=10%	0	0/20*100=0%
Research and Development	10	3	3/10*100=30%	3	3/10*100=30%	1	1/10*100=10%	3	3/10*100=30%	0	0/10*100=0%

. 

Quarter 2

Team	Total Number of Employees per team	Outstanding	Percentage	Meets set Individual KPI’s	Percentage	Not quite there yet	Percentage	Under performing	Percentage	Absent	% Absent
Administration Department	11	1	1/11*100=9.09%	4	4/11*100=36.36%	4	4/11*100=36.36%	1	1/11*100=9.09%	1	1/11*100=9.09%
Sales Department	13	0	0/13*100=0%	13	13/13*100=100%	0	0/13*100=0.00%	0	0/13*100=0%	0	0/13*100=0%
Logistics Department	20	5	5/20*100=25%	9	9/20*100=45%	4	4/20*100=20.00%	0	4/20*100=20%	2	2/20*100=10%
Research and Development	10	5	5/10*100=50%	3	3/10*100=30%	1	1/10*100=10%	0	0/10*100=0%	1	1/10*100=10%

 Diagrammatic representation

Administration department

Administration department

During Q1, the administration department had mixed results: 18% of its 11 employees reached “Outstanding” marks, 18% met their Key Performance Indicators, 27% fell short, and another 27% were not performing well; the rate of missing work was 9%. It appears that although a few students performed well, nearly half (54%) did not meet expectations, so they should receive more coaching and attendance attention. 

In the second quarter, 18% of administration were given an “Outstanding” evaluation, falling to 9%; those reaching KPIs increased to 36%; still, “Not quite there yet” remained steady at 36%, while the underperforming decreased to 9% and absenteeism was the same at 9%. While it is good that fewer workers are underperforming, the sharp fall in highly skilled employees calls for increased rewards or support to improve their performance.

Sales department 

The Sales Department accomplished its targets perfectly since all 13 employees hit KPIs, and none scored negatively in any other area in the two quarters. There is not much change from year to year, but not having any top performers suggests it could be holding back.  

Research and development department

Research & development had 30% performing at an outstanding level, 30% reaching their targets, 10% behind and 30% underperforming, with all staff present. Half of the team is performing well or better, but the other third’s performance is causing concern—which might make it tough for the company to meet its innovation goals. In quarter 2, the R&D unit improved since half of the employees registered outstanding results. 10% were not there yet, while 30% met the set KPIs. 10% underperformed and 10% were absent.

Bonuses

Both Quarters’ Bonuses

Quarter 1

Team	Outstanding 1st Quarter		Calculations	Bonus
Administration Department	Robin Bird	£31,500.00	0.04* £31,500.00	£1260
	Saffron Finch	£24,000.00	0.04*£24,000.00	£960
Sales	0	£0.00	0.04*0	£0
Logistics Department	Sally Rigbye	£23,750.00	0.04*£23,750.00	£950
	Julie Chisnall	£19,500.00	0.04*£19,500.00	£780
	Rick Lovall	£19,500.00	0.04*£19,500.00	£780
	Gill Jamieson	£19,500.00	0.04*£19,500.00	£780
Research and Development	Ethan Brar	£32,500.00	0.04*£32,500.00	£1300
	Tasha Graham	£29,500.00	0.04*£29,500.00	£1180
	Jennifer Frost	£29,500.00	0.04*£29,500.00	£1180
Total Bonus				£9170

Quarter 2

Team	Outstanding 2nd Quarter			Bonus
Administration Department	Saffron Finch	£24,000.00	0.04*£24,000.00	£960
Sales	0	0	0.04*0	£0
Logistics Department	Ruth Sixsmith	£23,750.00	0.04*£23,750.00	£950
	Wendy Boot	£23,750.00	0.04*£23,750.00	£950
	Jean Livesey	£26,000.00	0.04*£26,000.00	£1040
	Julie Chisnall	£19,500.00	0.04*£19,500.00	£780
	Gill Jamieson	£19,500.00	0.04*£19,500.00	£780
Research and Development	Ethan Brar	£32,500.00	0.04*£32,500.00	£1300
	Harrison Briggs	£32,500.00	0.04*£32,500.00	£1300
	Steve Owens	£29,500.00	0.04*£29,500.00	£1180
	Tasha Graham	£29,500.00	0.04*£29,500.00	£1180
	Jennifer Frost	£29,500.00	0.04*£29,500.00	£1180
Total Bonus				£11600

Bonuses rose from £9,170 in quarter 1 to £11,600 in quarter two, owing to a 26.5% increase fuelled by more staff participating, mainly in Logistics and R&D. Spending for Research & Development led in both quarters, as Ethan Brar’s bonus of £1,300 was the headline sum both times. 

AC 2.2

Table 2

Regular gaps in training skills

Line managers

All respondents (100%, 88% disagree, and 12 %strongly disagree) say they were not trained for appraisals, and 82% feel they do not know how to assess fairly.

Employees

65% say their company offers any learning or development (23% disagree, 4% strongly disagree), which may cause problems for the whole organisation.

Confidence vs Reality in Performance Appraisals 

Line managers

Line Managers feel ready to use ratings when assessing their teams (72% are confident), but only 48% are sure about conducting appraisals (46% do not feel sure).

Employees

Only 49% of employees feel their managers give clear directions, and 80% feel their managers fail to consider their thoughts, evidence that managers may think they are better at appraisals than they are.

Feedback quality and balance

Line managers

About one-third (32%) of Line Managers say they can give effective feedback, while the rest disagree (68%).

Employees

Most employees (63%) agree or strongly agree that they are given helpful feedback, and (61%) agree that their managers answer them fairly. Therefore, some managers may overlook how helpful their feedback is, and their staff may tone it down.

Communication and accessibility

Line managers

Line Managers believe they only have enough time for performance appraisals 64% of the time, yet 36% are hindered by a lack of time and extra pressure.

AC 2.3

The following are recommendations that can be implemented in Table 1 

Using Coaching and Recognition for Groups

Since many staff members are not performing well in administration and R&D, developing a combined coaching and appreciation program should be considered.

Benefits

More attention from coaching means faster improvement for an individual, and recognition helps motivate someone and stop them from leaving (CIPD, 2024).

Risks

Nevertheless, a lack of trained coaches can result in inconsistent advice. Lacking clear guidelines on what gets recognised may make employees feel differences are based on personal favours (Lindberg, 2020).

Financial implications

Hiring or developing internal coaches costs more per coach (per half-day workshop). This translates to a higher amount to acquire gift vouchers for several employees in a year (Lindberg, 2020).

Automated Checking of Employee Time and Flexible Schedules

As the Administration and Logistics departments have 9% to 10% absences, these units can consider using a cloud program to track absences and pilot flexible work hours.

Benefits 

By using absence data in real-time, there are fewer mistakes, fewer tasks to manage, more opportunities for balance and misses from work are more organised (Uniyal, 2022).

Risks 

A danger comes from not having strong guidelines, as staff members could abuse the hours and make scheduling a problem. Besides, a poorly designed software interface could keep adoption low (Uniyal, 2022).

Financial implications 

Costs for licensing a basic absence system are high; otherwise, bringing managers and staff together for training may cost more (Joint Views, 2020).

Recommendations for table 2

Training in How to Provide Overall Assessment and Helpful Feedback

Helping managers become more confident (according to the study, more than half do not trust themselves) and standardising appraisal results, adding workshops focused on bias, rating and giving effective feedback to all managers.

Benefits

Managers learn to review employees in a factual, equal manner, and employees receive fair advice, strengthening their trust (Lotich, 2023).

Risks 

Nevertheless, some employees may oppose required sessions, and only occasional training is likely to be remembered as long as it is supported by other activities (Bell, 2024).

Financial implications

Paying an external facilitator for a few days’ workshops with several managers might be expensive, and having these managers not work for some hours each day during the sessions is equivalent to the finances invested in opportunities (Bell, 2024).

360-degree feedback and active listening

Because most workers feel their voices are not heard, the entity should start by giving them a confidential 360° feedback form and schedule interactive listening sessions for managers (Stone, 2024).

Benefits 

With multi-source feedback, leaders learn their weak points and gain self-awareness (Repsol, 2023).

Risks 

Improper handling of feedback can cause managers to be confused by conflicts among responses. Besides, employees may not give honest opinions if the approach to anonymity is not well explained (Stone, 2024).

Financial implications

It is costly to hold workshops for team leaders (Vulpen, 2019).

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