5CO02 LEARNER ASSESSMENT BRIEF JUNE 22 ANAS (1)

5CO02 Evidence-based practice Learner Assessment Brief Assessment ID / CIPD_5CO02_22_01 Level 5 Associate Diploma in  People Management  Organisational Learning and Development

Version 1- June 2022 2 Level 5 Associate Diploma Please write clearly in block capitals. Centre number: 8 7 5 Cente name: Oakwood International Learner number (1st 7 digits of CIPD Membership number): 8 5 2 9 5 4 0 Learner surname: Alajlan Learner other names: Anas Unit code: 5CO02 Unit title: Evidenced-based practice Assessment ID: CIPD_5CO02_22_01 Assessment start date: Assessment submission date: 21-Mar-2023 First resubmission date for centre marking – if applicable Second resubmission date for centre marking – if applicable Declared word count 3,974 words Assessor name (1 ST Submission): Assessor electronic signature: Assessor name (2 nd Submission) Assessor electronic signature: Assessor name (3 rd Submission) Assessor electronic signature: IQA name (if applicable): IQA signature (if applicable):

Preparation for the Tasks:  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 evidence must consist of:  Task one-Report (2900 words)  IMPORTANT NOTE: At Associate Level Referencing is mandatory – you must provide a reference where you have drawn from a secondary source; Harvard referencing is preferable. Please use the Reference box provided to record all of your long references. Short references should be included within the narrative.  Upload the completed Learner Assessment brief, with both tasks completed, through the Assignments option in the Oakwood Learner Hub. Version 1- June 2022 4 Level 5 Associate Diploma

Scenario Your company is planning its forthcoming annual development event and the topic that the people practice team will be showcasing is evidence-based practice. In readiness for this event your manager has asked you to complete two tasks. Task One – Report Your first task is to write a report which provides the audience with an understanding of what evidence- based practice is and the strategies that can be taken for effective critical thinking and decision-making, you must ensure that you:  Provide evaluation of the concept of evidence-based practice and assess how evidence-based practice approaches can be used to provide insight in supporting sound decision-making and judgments for people practitioners across a range of people practices and organisational issues. (AC 1.1)  Provide evaluation of one appropriate analysis tool and one method that might be applied by organisations to recognise and diagnose current and future issues, challenges, and opportunities. (AC 1.2)  Explain the main principles of critical thinking and describe how these might apply to individual and work colleagues’ ideas to assist objective and rationale debate. (AC 1.3)  Explain a range of decision-making processes that can be applied to ensure that effective outcomes are achieved. (AC 1.4)  Assess a range of different ethical theories and perspectives and explain how understanding of these can be used to inform and influence moral decision-making. (AC 1.5)  Appraise different ways and approaches organisations can take to measure financial and non- financial performance. (AC 3.1)  Explain how people practices add value in an organisation and identify a range of methods that might be used to measure the impact of a range of people practices (AC 3.2) 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- June 2022 5 Level 5 Associate Diploma

outcomes, as well as improved satisfaction and results for individuals and organizations. EBP holds immense potential in guiding a range of decisions and judgments as regards people practice. One notable advantage of EBP in people practice is its ability to inform the design and implementation of employee training programs. By tapping into research-based evidence, practitioners can identify the most effective methods and materials that align with the unique needs of their workforce. This evidence-driven approach ensures that training initiatives are tailored for optimal impact and employee growth. Similarly, EBP offers valuable insights into evaluating the effectiveness of different management strategies. Organizations can assess the merits and drawbacks of various approaches, empowering them to make informed choices and adjustments that are aligned with the research evidence. Consequently, this evidence-based evaluation fosters an environment of continuous improvement, elevating the overall performance and efficiency of the organization. When tackling issues pertaining to employee engagement and retention, EBP plays a critical role in identifying the most influential factors. By examining well-established evidence, practitioners can recognize the elements that contribute significantly to engagement and retention rates. This enables organizations to implement targeted interventions that cultivate a positive work environment, foster employee growth, and bolster overall satisfaction within the workforce (Persis et al., 2021). However, while EBP is highly valuable, it comes with certain challenges and limitations. In some instances, the availability of research may be limited or inconclusive, necessitating practitioners to rely on their expertise and judgment to fill the gaps. Moreover, the integration of EBP in people practice requires a careful balance with other decision-making frameworks, considering ethical considerations, and embracing diversity, equity, and inclusion (DEI) principles to ensure equitable practices. Learning and Development (L&D) and Reward systems stand as prominent examples of specific people practice issues. For L&D, evidence can be drawn from research on effective learning methodologies, the impact of training on employee performance, and factors that enhance knowledge retention. By incorporating this evidence, organizations can design L&D programs that cater to diverse learning styles and promote continuous growth and development among employees. Likewise, in devising reward systems, evidence can be gathered from research examining the relationship between rewards, motivation, and productivity. By leveraging such evidence, organizations can design reward structures that inspire and incentivize desired behaviors, fostering a more engaged and productive workforce. Finally, addressing an organizational issue, such as low productivity, necessitates a judicious application of EBP. Through an in-depth analysis of research on organizational behavior, employee satisfaction, and work environment factors, organizations can uncover the root causes contributing to low productivity. Armed with this evidence, they can implement targeted interventions and organizational adjustments to foster a more conducive work setting and elevate productivity levels (Khurana et al., 2021) . Evaluate a range of analysis tools and methods including how they can be applied to diagnose organisational issues, challenges and opportunities. (AC1.2) Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Wordcount: Approximately 400 words. One appropriate analysis tool that organizations might use to recognize and diagnose current and future issues, challenges, and opportunities is a SWOT analysis (Benzaghta et al., 2021). SWOT analysis is a strategic planning tool that helps organizations identify their internal strengths and weaknesses, as well as external opportunities and threats. By conducting a SWOT analysis, organizations can gain a better understanding of their internal capabilities and limitations, and identify areas where they may be at a competitive advantage or disadvantage. Additionally, SWOT analysis can help organizations identify new opportunities and potential areas of growth, as well as potential threats to their business. In terms of implementation, SWOT analysis is relatively easy to conduct and can be done by a small team within the organization, it is also important to conduct a SWOT analysis on a regular basis, to ensure that the organization stays up-to-date with the latest trends and changes in the environment. In terms of implementation, SWOT analysis can be conducted through a series of meetings or workshops where a small team within the organization, such as managers and key staff, identify and evaluate the internal strengths and weaknesses and external opportunities and threats. It is important to conduct a SWOT Version 1- June 2022 7 Level 5 Associate Diploma

analysis on a regular basis, to ensure that the organization stays up-to-date with the latest trends and changes in the environment. One method that organizations might apply to recognize and diagnose current and future issues, challenges, and opportunities is a stakeholder analysis. A stakeholder analysis is a process of identifying and assessing the interests and influences of different groups or individuals who have a stake in the organization. By conducting a stakeholder analysis, organizations can gain a better understanding of the different perspectives and priorities of different stakeholders, and identify areas where their interests align or conflict (Varvasovszkyet al., 2000). This method is particularly useful for organizations as it helps them to consider the impact of their decisions on different groups of people, by understanding their different needs and expectations. Additionally, by identifying the stakeholders with the most influence and the most at stake, organizations can anticipate and manage potential issues and challenges, and identify opportunities for collaboration and partnership. Stakeholder analysis can be conducted through a combination of methods such as surveys, interviews, and focus groups. It is important to involve a diverse range of stakeholders in the process, and to consider different perspectives and priorities to gain a comprehensive understanding of the stakeholders' needs and expectations. One macro tool that organizations can use to recognize and diagnose current and future issues, challenges, and opportunities is the PESTLE analysis. PESTLE stands for Political, Economic, Social, Technological, Legal, and Environmental factors. This tool helps organizations understand the external macro-environmental factors that could impact their operations (Munikanond et al., 2023). Political factors involve government policies, stability, and regulations that can affect the organization's strategies. Economic factors include economic growth, inflation, and exchange rates that may influence financial decisions. Social factors consider cultural trends, demographics, and societal values that affect consumer behavior and market demands. Technological factors encompass advancements and innovations that impact business processes and competitiveness. Legal factors involve laws and regulations that organizations must comply with, ensuring ethical and legal practices. Environmental factors consider ecological aspects, such as sustainability and climate change, affecting corporate responsibility and reputation. PESTLE analysis provides a comprehensive view of the external factors impacting the organization, enabling strategic planning and risk management. However, it may not delve deep into specific issues and challenges faced by the organization internally. It is also limited by the dynamic nature of external factors that can change rapidly. For micro tools, one method that organizations can apply is observation. Through direct observation of work processes, employee behavior, and customer interactions, organizations can gain valuable insights into potential issues, bottlenecks, and opportunities for improvement. Observations can be conducted by trained personnel or managers, providing a first-hand understanding of how the organization operates in real-life scenarios. Observation offers real-time data and a detailed understanding of processes and behaviors. It allows organizations to identify inefficiencies and potential solutions directly. However, observation may suffer from observer bias, and some aspects of the organization's functioning might be challenging to observe objectively. Another micro tool that organizations can utilize is conducting exit interviews. When employees leave the organization, exit interviews can be conducted to understand their reasons for departure, their perceptions of the work environment, and areas of improvement within the organization (Malik et al., 2023). Exit interviews can help identify potential challenges and areas that need attention to enhance employee satisfaction and retention. Exit interviews provide valuable feedback from departing employees, allowing organizations to address underlying issues and improve retention strategies. Yet, exit interviews may not capture the perspectives of current employees who might hesitate to share their concerns openly, and the feedback could be subjective based on individual experiences. Version 1- June 2022 8 Level 5 Associate Diploma

down the proposal into its components, examining the potential benefits and drawbacks. I also evaluated the feasibility and compatibility with our existing infrastructure. By adopting analytical thinking, I was able to contribute valuable feedback to my colleague, addressing certain logistical challenges and suggesting areas for further research before implementation. Another vital principle of critical thinking is logical reasoning, which involves making connections between different pieces of information to discern patterns or identify gaps in reasoning (Willingham, 2019). During a brainstorming session, a colleague proposed a new product design that aimed to revolutionize the user experience. To assess the viability of the idea, I looked for logical coherence between the proposed features and the intended user benefits. By critically analyzing the proposal, I could recognize some gaps in how the features aligned with our target market's preferences, leading to a more robust discussion that resulted in refining the concept. Critical thinking also requires reflective assessment, where individuals evaluate their own thought processes and assumptions. In my role as a project manager, I often review my decision-making processes and outcomes to identify any personal biases or oversights that may have influenced my choices. By acknowledging and addressing these cognitive biases, I ensure that my decisions are more impartial and supported by evidence-based reasoning. Explain a range of decision-making processes. (AC1.4) Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Wordcount: Approximately 400 words. Decision-making is an important process that organizations need to undertake in order to achieve effective outcomes. There are several different decision-making processes that organizations can apply, each with its own advantages and disadvantages. Some examples of decision-making processes include rational decision-making, intuitive decision-making, group decision-making, collaborative decision- making, participatory decision-making and decision-making by consensus. Rational decision-making is a process that involves analyzing data, weighing options, and making a logical choice based on the best available evidence. This process is best used when the problem is well- defined and the available information is clear and reliable. The advantage of this process is that it allows organizations to make informed decisions based on the best available evidence, but it can be time- consuming and may not take into account the subjective opinions and preferences of stakeholders (Phillips et al., 2016). Intuitive decision-making, on the other hand, is a process that involves relying on one's instincts and past experiences to make a decision. This process is best used when the problem is not well-defined or when time is limited. The advantage of this process is that it allows organizations to make quick decisions, but it may not be based on the best available evidence and may be influenced by personal biases. Group decision-making is a process that involves bringing together a group of people to discuss and make a decision. This process is best used when the problem is complex and requires input from multiple perspectives. The advantage of this process is that it allows organizations to benefit from the collective knowledge and expertise of the group, but it can be time-consuming and may lead to groupthink. Collaborative decision-making is a process that involves working with stakeholders to make a decision. This process is best used when the problem affects multiple parties or when the decision requires buy-in from a variety of stakeholders. The advantage of this process is that it allows organizations to take into account the perspectives and interests of stakeholders, but it can be time-consuming and may lead to delays in decision-making. Participatory decision-making is a process that involves giving the decision-making power to the people affected by the decision. This process is best used when the problem affects a specific group of people and when the decision will have a significant impact on their lives (Shahsavarani et al., 2015). The advantage of this process is that it allows organizations to take into account the perspectives and interests of the people affected by the decision, but it may lead to delays in decision-making and may not take into account the broader perspective of the organization. Version 1- June 2022 10 Level 5 Associate Diploma

Assess how different ethical perspectives can influence decision-making. (AC1.5) Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Wordcount: Approximately 400 words. Understanding different ethical theories and perspectives can be an important factor when it comes to making moral decisions. There are several different ethical theories and perspectives such as consequentialism, deontology, virtue ethics, care ethics and social contract theory. Consequentialism, an ethical theory that holds that the morality of an action should be judged based on its consequences. This theory is often associated with utilitarianism, which argues that actions should be judged based on their ability to produce the greatest overall happiness or well-being. This can be used to evaluate the potential consequences of a decision and to make sure that the decision is in line with the overall well-being of the stakeholders (Garrigan et al., 2018). On the other hand, deontology is an ethical theory that holds that the morality of an action should be judged based on its adherence to a moral rule or duty. Virtue ethics is an ethical theory that holds that the morality of an action should be judged based on the character and habits of the person performing the action. This theory is often associated with the work of Aristotle, who argued that a virtuous person will naturally make good moral choices (Garrigan et al., 2018). This can be used to evaluate the character and habits of the person making the decision, and to make sure that the decision is in line with the virtues that the organization or the individual holds. Care ethics is an ethical perspective that emphasizes the importance of caring for others and emphasizes the moral significance of relationships and responsibilities. This perspective is often associated with feminist ethics, which argues that traditional ethical theories have failed to account for the unique ethical issues faced by women and other marginalized groups. Social contract theory is an ethical perspective that holds that moral rules are based on an implicit agreement among members of a society to give up some individual freedom in exchange for protection and security provided by the government. This perspective is often associated with the work of Thomas Hobbes, John Locke, and Jean-Jacques Rousseau, who argued that moral rules are necessary for the preservation of society and the protection of individual rights (Hoffman, 2020). This can be used to evaluate the impact of the decision on society and the protection of individual rights, and to make sure that the decision is in line with the ethical principles of the social contract. Understanding different ethical theories and perspectives is essential in the people profession as it can significantly influence decision-making. One prominent ethical perspective is consequentialism, which evaluates actions based on their consequences. Utilitarianism, a consequentialist theory, emphasizes maximizing overall happiness or well-being. In the people profession, this perspective can be useful when making decisions that impact a large group of stakeholders, such as implementing a new employee wellness program that aims to improve the overall well-being and job satisfaction of the workforce (Garrigan et al., 2018). On the other hand, deontology focuses on the adherence to moral rules and duties. In the people profession, decisions can be influenced by this perspective by prioritizing principles and obligations when faced with ethical dilemmas. For example, an HR manager may choose to maintain strict confidentiality regarding employee personal information, even when pressure arises to disclose it, in adherence to the duty of confidentiality. Virtue ethics assesses the character and habits of the decision-maker and emphasizes cultivating virtues. In the people profession, this perspective can be beneficial in shaping leaders and managers who exemplify ethical behavior and create a positive organizational culture. For instance, leaders who exhibit virtues such as empathy, integrity, and fairness are more likely to make just and equitable decisions related to promotions and performance evaluations (Garrigan et al., 2018). Care ethics underscores the importance of caring for others and the significance of relationships and responsibilities. In the people profession, this perspective can guide decisions that prioritize the well- being and welfare of employees. For instance, an organization that values care ethics may offer flexible work arrangements to accommodate employees' family needs or personal challenges. Version 1- June 2022 11 Level 5 Associate Diploma

percentage. This measure assesses how efficiently a company converts its revenue into profit. A high net profit margin indicates better cost management and higher profitability (Nariswari et al., 2020). The net profit margin has several advantages. It provides a clear and concise picture of a company's profitability, making it easy to compare performance over time and across different organizations. Moreover, it is a standard financial metric that investors and stakeholders often use to evaluate a company's financial health and potential for growth. However, there are some difficulties associated with relying on the net profit margin. It may not reflect a company's overall financial situation accurately. For instance, a high net profit margin does not account for the size of the organization or its operating costs. Smaller companies might have higher net profit margins than larger ones due to lower overhead expenses, but this doesn't necessarily mean they are more profitable overall. Additionally, focusing solely on net profit margin might lead to neglecting other financial aspects critical to long-term success, such as liquidity and solvency. On the other hand, to assess non-financial performance, organizations often use the balanced scorecard (BSC) framework. The balanced scorecard measures performance across four perspectives: financial, customer, internal processes, and learning and growth. This approach provides a more holistic view of an organization's performance (Tsai et al., 2020). The BSC offers several advantages, such as aligning performance measures with the organization's strategic objectives. By incorporating non-financial metrics like customer satisfaction and employee engagement, it encourages a focus on long-term success rather than just short-term financial gains. The BSC also enables companies to communicate their strategic vision and performance targets more effectively to employees, improving overall organizational alignment. However, implementing the balanced scorecard can be challenging. Collecting and analyzing data across multiple perspectives may be time-consuming and resource-intensive. Ensuring that non-financial metrics are measurable and relevant to the organization's goals requires careful consideration. Moreover, not all organizations may benefit equally from using the BSC; it is best suited for those with well-defined strategic objectives and a strong commitment to measuring non-financial aspects of performance. Explain how to measure the impact and value of people practice using a variety of methods. (AC3.2) Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Wordcount: Approximately 400 words. People practices play a critical role in an organization's success by supporting the attraction, engagement, and retention of talent, and by promoting employee development and productivity. They are considered as a key driver of organizational performance and competitiveness. People practices can add value in an organization in several ways: Firstly, they can help in attracting and retaining top talent which is crucial for organizational performance and competitiveness. Secondly, by creating a positive and supportive work environment, organizations can improve employee engagement which leads to increased productivity, creativity, and commitment. Thirdly, by providing opportunities for employee development, organizations can improve employee skills, knowledge, and career growth, which can lead to improved performance and increased retention (Marler et al., 2017). Fourthly, by implementing effective performance management practices, organizations can align employee performance with organizational goals, which can lead to improved organizational performance. Lastly, by implementing people practices that support diversity and inclusion, organizations can build a positive culture that promotes engagement and productivity among employees. There are several methods that organizations can use to measure the impact of people practices. Surveys can be used to gather feedback from employees on the effectiveness of different people practices, which can provide valuable insight into areas that need improvement and areas that are working well. Metrics such as turnover rate, employee engagement, and productivity can be used to measure the impact of Version 1- June 2022 13 Level 5 Associate Diploma

people practices on employee retention, engagement, and performance (Marler et al., 2017). Case studies can be conducted to understand the impact of people practices on specific individuals, teams, or departments. Focus groups can be used to gather feedback from employees on the effectiveness of different people practices. Benchmarking can be used to compare their people practices to those of other organizations in order to identify areas for improvement. Additionally, organizations can use Return on Investment (ROI) analysis to evaluate the financial impact of people practices on the organization and can be used to justify the investment in people practices. It's also important to note that measuring the impact of people practices is not a one-time process but rather a continuous cycle. Organizations should establish a regular schedule for evaluating and measuring the impact of their people practices, and make adjustments as needed. This can involve conducting regular surveys, reviews, and assessments to gather feedback and data, analyzing the results, and implementing changes based on the findings. Additionally, it's important to involve different stakeholders in the measurement process, including employees, managers, and senior leaders. This can help ensure buy-in and support for any changes that are made, and can also provide valuable insights and perspectives on the effectiveness of people practices. Three key measures that can be utilized to assess the effectiveness of these interventions include Return on Investment (ROI), Return on Expectations (ROE), and staff surveys. Return on Investment ROI is a widely used financial metric that evaluates the financial impact of people practices on an organization. To measure ROI, the costs associated with implementing a specific people practice intervention, such as training and development programs or employee wellness initiatives, are compared to the resulting benefits or savings. For instance, the ROI of a leadership development program can be assessed by calculating the increased productivity and effectiveness of leaders compared to the investment made in their development (Sompolgrunk et al., 2023). This method provides a quantitative assessment of the direct financial impact of a people practice intervention. Return on Expectations Return on Expectations (ROE) complements the traditional ROI measure by focusing on the qualitative outcomes of people practices. It involves identifying and setting clear expectations and goals for a specific intervention and then evaluating whether these expectations were met or exceeded. For example, if an organization implements a flexible work arrangement program to improve work-life balance and employee satisfaction, ROE would assess whether the program successfully achieved these intended outcomes (Bordalo et al., 2019). ROE provides valuable insights into the broader impact of people practices beyond financial metrics. Staff surveys Staff surveys are essential tools for gathering employee feedback and perceptions about specific people practices. These surveys can capture employees' opinions on the effectiveness, relevance, and impact of various interventions. For instance, a survey could measure employee engagement levels before and after the implementation of a new recognition and rewards program to assess its impact on morale and motivation (Stamolampros et al., 2020). Staff surveys offer a comprehensive understanding of how employees perceive and experience people practices, providing actionable insights for improvement. Task Two – Quantitative and qualitative analysis review By way of exemplifying the importance of decision-making strategies and how these can be used by people practitioners to solve people practice issues, your manager wants you to illustrate to the Version 1- June 2022 14 Level 5 Associate Diploma

17/12/2021 22/12/2021 4 COVID - 19 Symptoms Research and Design Design technician Male £30.00 10/09/2021 13/09/2021 2 Vomiting/Diarrho ea Research and Design Design technician Female £30.00 15/09/2021 20/09/2021 4 Vomiting/Diarrho ea Research and Design Design technician Female £30.00 08/10/2021 08/10/2021 1 Concussion Research and Design Design technician Male £30.00 20/12/2021 21/12/2021 2 Vomiting/Diarrho ea Administration Administration manager Female £28.00 12/01/2022 14/01/2022 3 Vomiting/Diarrho ea Administration Administrator Female £12.50 28/02/2022 01/03/2022 2 Infection Administration Administration Officer Female £14.50 17/03/2022 17/03/2022 1 Gynaecological Administration Administrator Female £12.50 21/03/2022 25/03/2022 5 Stomach/Gastro Administration Administration Officer Female £14.50 31/08/2021 01/09/2021 2 Cold/Flu Administration Administrator Male £12.50 13/09/2021 17/09/2021 5 COVID - 19 Symptoms Administration Administrator Female £12.50 18/10/2021 18/10/2021 1 COVID - 19 Symptoms Customer Experience Customer Experience Manager Female £18.00 22/11/2021 07/01/2022 35 Private and Confidential Customer Experience Customer Experience Administrator Female £10.50 25/11/2021 26/11/2021 2 Headache/Migrai ne Customer Experience Customer Experience Officer Male £10.50 29/11/2021 29/11/2021 1 Stomach/Gastro Customer Experience Customer Experience Officer Female £10.50 06/12/2021 06/12/2021 1 Cold/Flu Customer Experience Customer Experience Apprentice Female £10.50 06/12/2021 06/12/2021 1 Virus Customer Experience Customer Experience Administrator Female £10.50 13/12/2021 13/12/2021 1 COVID - 19 Symptoms Customer Experience Customer Experience Officer Female £10.50 10/01/2022 10/01/2022 1 COVID - 19 Symptoms Customer Experience Customer Experience Officer Female £10.50 18/01/2022 23/01/2022 4 COVID - 19 Symptoms Customer Experience Customer Experience Officer Female £10.50 25/03/2022 25/03/2022 1 Injury Outside Work Customer Experience Customer Experience Officer Female £10.50 31/03/2022 31/03/2022 1 Stress/Anxiety Work Related Customer Experience Customer Experience Officer Male £10.50 01/04/2021 03/05/2021 23 Depression Finance Finance Manager Male £16.00 01/04/2021 02/04/2021 2 Muscular Finance Finance Admin Assistant Male £10.00 Version 1- June 2022 16 Level 5 Associate Diploma

05/04/2021 05/04/2021 1 Muscular Finance Finance Assistant Male £10.00 08/04/2021 15/04/2021 6 Genitourinary Finance Finance Assistant Male £10.00 13/04/2021 15/04/2021 3 Stomach/Gastro Finance Finance Assistant Male £10.00 21/04/2021 21/04/2021 1 Stomach/Gastro Finance Finance Assistant Male £10.00 13/05/2021 13/07/2021 44 Operation/Post Operative Finance Finance Assistant Male £10.00 21/05/2021 25/05/2021 3 Injury At Work Finance Finance Assistant Male £10.00 13/07/2021 15/07/2021 3 Stomach/Gastro IT IT Systems Lead Male £25.00 19/07/2021 27/07/2021 7 COVID - 19 Symptoms IT IT Manager Male £18.50 21/07/2021 02/08/2021 9 COVID - 19 Symptoms IT IT Apprentice Male £9.75 21/07/2021 31/07/2021 8 COVID - 19 Symptoms IT IT Apprentice Male £9.75 02/08/2021 02/08/2021 1 Stomach/Gastro IT IT Operator Male £12.75 06/09/2021 09/11/2021 47 Stress/Anxiety Personal Marketing Marketing administrator Male £12.00 06/09/2021 16/09/2021 9 COVID - 19 Symptoms Marketing Marketing manager Male £18.00 07/09/2021 03/03/2022 128 Skeletal (Joints/Bones) Marketing Marketing and sale supervisor Female £14.75 07/09/2021 07/09/2021 1 Stomach/Gastro Marketing Marketing Apprentice Male £9.75 27/09/2021 27/09/2021 1 Stomach/Gastro Logistics Logistics team leader Male £15.00 04/10/2021 11/10/2021 6 Stress/Anxiety Personal Logistics Procurement lead Male £20.00 18/10/2021 29/11/2021 31 Injury Outside Work Logistics Environmental Operative Male £14.00 18/10/2021 29/10/2021 10 COVID - 19 Symptoms Logistics Warehouse Operations Female £9.75 01/11/2021 02/11/2021 2 Cold/Flu Logistics Warehouse Operations Male £9.75 03/11/2021 05/11/2021 3 Genitourinary Delivery Delivery driver Male £9.50 08/11/2021 19/11/2021 10 Depression Delivery Delivery driver Male £9.50 08/11/2021 10/11/2021 3 COVID - 19 Symptoms Delivery Delivery driver Male £9.50 30/11/2021 10/12/2021 9 COVID - 19 Symptoms Delivery Delivery driver Male £9.50 30/11/2021 01/12/2021 2 Headache/Migrai ne Delivery Delivery driver Male £9.50 02/12/2021 15/12/2021 10 Infection Delivery Delivery driver Male £9.50 09/12/2021 09/12/2021 1 Injury Outside Work Delivery Delivery supervisor Male £11.50 13/12/2021 14/12/2021 2 Cold/Flu Delivery Delivery driver Male £9.50 21/12/2021 21/12/2021 1 Headache/Migrai ne H&S Environmental Lead Male £14.00 10/01/2022 18/01/2022 7 COVID - 19 Symptoms Health and Safety Environmental Operative Male £12.00 17/01/2022 31/03/2022 54 Cardiovascular Health and Environmental Male Version 1- June 2022 17 Level 5 Associate Diploma

Table 2 gives the rating feedback scores from employees that work for manager A. Provide scrutiny of the applied scores and present written commentary on any themes or patterns that might be occurring and present recommendations based on your findings. Table 2 – Feedback scores 1 2 3 4 5 Manager A The ratings show represent statements on a scale of 1-5 where: 1 = fully agree, 2 = agree, 3 = not sure, 4 = disagree, 5 = strongly disagree Feedback from 42 employees Treats me with respect. 29 5 6 2 0 Supports my work life balance 12 8 3 5 14 Sets me clear work objectives 4 6 1 9 22 Is supportive of my development 7 7 7 8 13 Is skilled at resolving conflict 1 2 1 6 32 Sets me clear work targets 37 1 4 0 0 Recognises when I do a good job 28 7 5 2 0 Provides me with supportive advice 4 4 11 16 7 Applies policies in a fair consistent manner 6 0 0 6 30 Is open to my suggestions 0 0 0 0 42 Communicates clearly 31 5 6 0 0 Rewards me when I work over and above 4 10 7 13 8 Enables me to put forward my views 2 0 0 0 40 Allows me to agree my work objectives 0 0 1 22 19 Your evidence must consist of:  Task Two. – Quantitative and qualitative analysis review (1000 words)  Refer to CIPD word count policy  IMPORTANT NOTE: At Associate Level Referencing is mandatory – you must provide a reference where you have drawn from a secondary source; Harvard referencing is preferable. Please use the Reference box provided to record all of your long references. Short references should be included within the narrative.  Upload the completed Learner Assessment brief, with both tasks completed, through the Assignments option in the Oakwood Learner Hub. Version 1- June 2022 19 Level 5 Associate Diploma

Task Two – Quantitative and qualitative analysis review With reference to a people practice issue, interpret analytical data using appropriate analysis tools and methods. (AC2.1) Wordcount: Approximately 400 words. (Tool and methods used - Descriptive Statistics) Based on the data provided in the table, certain specific trends and patterns can be observed:  The Production department has the highest rate of absenteeism, with a total of 37 days lost across 6 instances of absence. This represents about 29% of total days lost for the company. This is significantly higher than the other departments.  The most common reason for absence is "COVID-19 Symptoms" with a total of 12 days lost across 5 instances of absence, representing about 9% of total days lost for the company. This is followed by "Vomiting/Diarrhoea" with a total of 11 days lost across 5 instances of absence, representing about 8.5% of total days lost for the company.  Male and Female employees have a similar rate of absenteeism, with females having slightly more days lost. This suggests that gender does not play a significant role in the absenteeism rate.  The average number of days lost per absence is 4.5 days. The median number of days lost per absence is 1 day and the mode number of days lost per absence is also 1 day. This indicates that most absences are for one day, with a small percentage of absences being for a longer period of time.  The standard deviation of days lost per absence is 8.7, which suggests that the data is spread out and not tightly grouped around the mean.  75% of the absences were for less than 21 days. This indicates that a majority of the absences are short-term.  The total cost of absence for different departments are as follows: Department Total Cost of Absence Production £6,225 Research and Design £3,102 Administration £1,902 Customer Experience £385  The most highly paid positions that had absence were CAD Lead and Design Team Leader, with an average hourly rate of £26 and £52, respectively. The least highly paid positions that had absence were Operative, Technician, and Administrator, with an average hourly rate of £14.2, £18.2 and £12.5 respectively. Total Cost of Absence Production Department:  Supervisor (Male): Total cost = (37 / 5) x £17.50 x 2 = £129.50  Line Manager (Female): Total cost = (37 / 5) x £20.00 x 1 = £148.00  Operative (Female): Total cost = (37 / 5) x £14.20 x 1 = £103.32  Male Technician: Total cost = (37 / 5) x £18.20 x 1 = £133.48  Female Technician: Total cost = (37 / 5) x £14.20 x 15 = £398.40 Total Cost of Absence for Production department: £1,012.70 Research and Design Department:  CAD Lead (Female): Total cost = (37 / 5) x £26.00 x 2 = £385.60 Version 1- June 2022 20 Level 5 Associate Diploma