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Victory Training and Development Institute

Kingdom of Bahrain
Chartered Institute of Personnel and Development

(Word Count:1861 )

An assignment submitted in part of the requirement for the CIPD Certificate in People Practice -
Foundation Level

Prepared by GHZAYEL ALOTAIBI

CIPD Membership No. 8920574
Unit Title Principles of analytics
Unit Code CIPD_3CO02_23_01
Assignment Type Essay
Student’s Assessor Sara Al Rassan
Submission Status 1st Attempt
Submission Date JUN 05, 2024

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I understand that until such time as the assessment grade has been ratified through internal
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Date: JUN 05, 2024 Signature:

 Table of Contents
Task - Briefing paper............................................................................................................1
Section One.............................................................................................................................1
(AC 1.1)...............................................................................................................................1
(AC 1.2)...............................................................................................................................2
(AC 1.3)...............................................................................................................................3
(AC 1.6)...............................................................................................................................3
(AC 2.1)...............................................................................................................................4
(AC 2.2)...............................................................................................................................5
Section Two............................................................................................................................6
(AC1.4)................................................................................................................................6
(AC 1.5)...............................................................................................................................8
References.......................................................................................................................11

1
Task - Briefing paper
The People Practice team has been asked to contribute to the company’s annual
learning and development event where each department presents an area of good
practice. Your manager thinks this will be an excellent opportunity for the department
to showcase how evidence-based practice and analytics are used by the people
function to inform sound decisions. In readiness for this event, you are required to
produce a briefing paper comprising two sections.

Section One
For section one, the briefing paper needs to:

(AC 1.1)
Evidence-Based Practice and Organizational Outcomes

What is evidence-based practice?

Evidence-based practice refers to the systematic gathering, appraising, and

implementing of evidence from multiple sources to inform organizational
decision-making and practice (Dalton & Metzger, 2020). It moves away from
reliance solely on intuition, past experience, or observation alone.

How might evidence-based practice be applied in an organization?

There are several keyways evidence-based practice can be applied within an

organization (Briner & Walshe, 2021):

 Strategic workforce planning and talent management programs can

utilize workforce analytics and external labor market data. This ensures
programs are data-driven and context-specific.
 Learning and development initiatives can be evaluated through
randomized control trials to assess true impact on capability uplift and
business metrics (Tonhäuser & Büker, 2021).
 Change management programs can draw on evidence regarding
optimal ways to gain employee buy-in and embed changes (Shah et
al., 2022).
 Recruitment and hiring systems can incorporate validated assessments
and structured interviews, minimizing bias (Datt & Rivera, 2021).

2
Additionally, evidence-based frameworks like the people evidence framework
(CIPD, 2023) enable HR to make principle-based judgements firmly rooted in
the best available evidence.
In summary, evidence-based practice enables people functions to reliably
inform policies, processes and interventions to optimize organizational
performance and employee experience. Adopting an evidence-based
approach requires capability uplift in workforce analytics, critical evaluation
skills, and building partnerships across functions to access multi-faceted data.

(AC 1.2)
Why is it important to use data in organizations?
Using high-quality, accurate data to inform decisions is critical for
organizations aiming to improve performance and respond to challenges
(Umar et al., 2022). Key reasons why data usage is vital include:
 Data enables evidence-based decision making rather than reliance on
assumptions alone, reducing risk (Davenport, 2022).
 Analytics uncovers insights on optimizing processes, increasing
productivity and efficiency (Marr, 2022).
 Workforce analytics helps inform strategic talent management
programs including enhanced retention and evidence-based hiring
(Minbaeva, 2021).
 Customer and market data fuels innovation, new product development
and enhanced customer experience (Delen & Zolbanin, 2022).
Overall, data analytics is indispensable for organizations to gain competitive
advantage, better meet stakeholder needs and proactively address pain
points.
Why is accuracy in data vital?
While using data is crucial, the accuracy and quality of data used is equally
important. Inaccurate data leads to flawed insights and poor decisions
including:
 Financial loss from inefficient processes or unsuccessful innovations
(Loshin, 2021).
 Reputational damage if decisions negatively impact customers or
employees (Richards et al., 2022).
 Poor quality products/services if based on erroneous analytics (Tambe
et al., 2022).
Organizations must ensure reliable data collection processes, data integrity,
reduction of bias and quality assurance measures are in place (Sheng et al.,
2022). This enables fact-based decisions firmly grounded to drive optimal
outcomes.

(AC 1.3)
Qualitative data

3
Qualitative data consists of descriptive information that provides insights on
behaviors, attitudes, perceptions and experiences (Gelling, 2021). Common
qualitative data used in HR includes:
 Focus groups and interviews capturing employee feedback on policies,
interventions or change initiatives (Shuck & Reio, 2022).
 Analysis of open-ended survey responses regarding engagement,
wellbeing or inclusion (Morgan, 2022).
 Audit reports assessing adherence to expected practices or
compliance breaches (Yeung, 2019).
While qualitative data provides rich context, it can be prone to subjectivity and
bias in interpretation (Pollock et al., 2022).

Quantitative data

Quantitative data refers to numerical information that allows measurement,

comparison and statistical analysis of patterns and trends (Rousseau &
Gunia, 2016). HR metrics analysis include:
 Resourcing data on applications, interviews, offers, new hires and cost
per hire (LinkedIn, 2022).
 Turnover figures, retention rates and exit interview themes (SHRM,
2020).
 Performance ratings, talent pipeline data and leadership bench
strength (Garton & Mankins, 2021).
 Engagement, absenteeism and productivity rates benchmarked over
time (Angrave et al., 2016).
Using both qualitative and quantitative data provides comprehensive insights
to diagnose issues, track progress and predict future challenges. Integrating
metrics across HR domains enables robust analytics to optimize decisions.

(AC 1.6)
Policies and procedures outline expected ways of operating that align with
organisational goals, values and compliance obligations. When effectively
developed and applied, policies and procedures inform sound decisions in
several key ways:

Providing decision-making frameworks

HR policies and procedures provide frameworks to guide consistent and
ethical decision making across the organisation (SHRM, 2021). For example,
a redundancy policy outlines selection criteria, consultation processes, and
severance terms to objectively determine workforce changes. This enables
leaders to make necessary business decisions while ensuring fair treatment of
affected staff (CIPD, 2023).

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Operationalising organisational values
Policies embed organisational values into everyday workings, shaping culture
(Valentine et al., 2022). Anti-discrimination policies, flexible working provisions
and parental leave all provide procedural support to enable ethical treatment
of employees. This gives managers defined standards to consider when
making judgement calls regarding complex people scenarios (IBM, 2020).

Mitigating risk
Documented policy processes that align with legal and regulatory compliance
obligations mitigate corporate risk (Enyinda et al., 2020). For instance,
stringent background screening, workplace health and safety protocols, and
mandatory staff training on harassment issues all limit liability. Such policies
prescribe risk-averse decision making by default across the company.

Enhancing objectivity
Standardised, unbiased HR processes inject objectivity into talent
management decisions to guard against unfairness or favouritism (Kim &
Beehr, 2020). Merit-based promotion protocols or structured interviews
provide evidence-based frameworks, so choices around internal mobility or
external hiring are grounded in facts rather than personal relationships or
biases.

In summary, effective policies and procedures inject consistency, values

alignment and compliance into organisational decision making. This enables
leaders to proactively make choices focused on ethical and prudent conduct.

(AC 2.1)
People professionals create value by shaping an engaged, capable workforce
that drives organisational success and responsible conduct to meet diverse
stakeholder needs.

Value for employees

People function design engaging, ethical and inclusive employee experiences
(Khan & Siddiqui, 2022). This includes competitive pay, wellbeing initiatives
like flexible working, and advancement opportunities through capability
building. Such conditions attract and retain talent while fuelling discretionary
effort for better individual and organisational performance (CIPD, 2021).

Value for organisations

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Strategic HR elevates workforce productivity, innovation and customer
orientation through evidence-based talent management programs (Ulrich &
Dulebohn, 2015). Analytics-driven approaches identify skills gaps while
leadership development, performance management and culture shaping
enhance organisational capability. Further, HR risk management through
compliance and safety frameworks minimises liabilities. This combination
enables sustainable growth.

Value for customers and shareholders

HR facilitates customer value by nurturing a service-oriented, responsive
culture (Mishra et al., 2022). Simultaneously, governance structures and
ethical codes mandated by HR protect shareholder interests by directing
employee effort towards profitability through efficiency gains or new services.

Value for communities

As stewards of human capital, people teams champion socially responsible
and ethical organisational conduct towards external stakeholders
(Greenwood, 2022). Ensuring diversity and inclusion, sustainable and fair
procurement patterns, and partnering on outreach programs are examples of
HR-led community impact. This builds reputation and social capital.

In today’s talent-led economy, human resources crafted through progressive

people management techniques are the differentiating asset conferring
advantage. People function accordingly play an indispensable role crafting
mutually beneficial value across stakeholder groups.

(AC 2.2)
Customer focus
In my administrative role at a healthcare provider, I interact with patients and their
families daily. I can demonstrate customer centricity by:

Displaying empathy, active listening and cultural sensitivity during interactions to

build trust (Scott et al., 2022).
Managing appointments, billing/payments and medical records efficiently to deliver
service excellence (Lu et al., 2022).
Supporting clinicians by promptly coordinating care referrals, pre-authorisations and
follow-ups to enable patient health goals (CQH, 2023).
Handling enquiries, feedback and complaints respectfully per protocol to foster
satisfaction (Laschinger et al., 2022).

Standards alignment
Our healthcare organisation has rigorous quality standards for patient safety and
ethical conduct. I uphold these by:
Completing required HIPAA, OSHA and compliance training annually to understand
evolving regulations (Bulson et al., 2021).

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Following established medical records handling procedures and data privacy
protocols (Cucoranu et al., 2022).
Identifying and escalating any observed regulatory breaches, unethical practices or
safety risks through approved channels (AHA, 2020).
Keeping updated on industry codes of practice to perform my role in line with
accepted norms (Kumar & Blair, 2021).
Adhering to quality and conduct standards while addressing patient priorities
demonstrates organisational values and strengthens our brand reputation. As an
employee, I play a key part in driving our competitive advantage through service and
trust.

Section Two
For section two you are required to provide a practical working example of how the
People Practice team examines, interprets and presents the findings of data in
different diagrammatical formats.

Table 1 – Leavers’ data – (please click on the icon to open the table)

(AC1.4)
Total number of leavers: 54
Row Labels Count of Employee Name
Dismissal - Summary 5.56%
End of Contract 3.70%
Failed Probation Period 1.85%
Ill Health 11.11%
Maternity non returner 3.70%
Redundancy 1.85%
Resignation 12.96%
Resignation - Caring Responsibilities 1.85%
Resignation - Change of Career 9.26%
Resignation - Job not as expected 11.11%
Resignation - Moving from the Area 3.70%
Resignation - Pay / Benefits related 18.52%
Resignation - Promotion 7.41%
Resignation - Whilst under Investigation 1.85%
Retirement 5.56%
Grand Total 100.00%

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Row Labels Average of Length of Service(in months)
Regeneration 11
Lettings 14.5
Supported Housing 21.33333333
Income 22
Finance 23.5
Green Spaces 24.16666667
Tenancy Team 26
People Services 33
Housing 73
Community Engagement and Partnerships 74.66666667
Governance 79
Customer Services 89.25
Business Services 94.5
Property Team 95.41176471
Grand Total 61.40740741

Row Labels Count of Leaving Date

Business Services 3.70%
Community Engagement and Partnerships 5.56%
Customer Services 7.41%
Finance 3.70%
Governance 1.85%
Green Spaces 11.11%
Housing 9.26%
Income 3.70%
Lettings 7.41%
People Services 1.85%
Property Team 31.48%
Regeneration 1.85%
Supported Housing 5.56%
Tenancy Team 5.56%
Grand Total 100.00%

(AC 1.5)

Diagram 1 - Reasons for Leaving Pie Chart

8
 [Pie chart showing percentage breakdown of all resignation reasons]

This pie chart visually depicts the various reasons for employees leaving, with
pay or benefits driving the highest resignation rate at 18.52%. Over a quarter
of resignations (27.78%) related to pay, benefits or promotion opportunities
indicating potential issues in reward structures and talent development
pathways.

Diagram 2 - Turnover Heat Map by Department

[Pie chart department by % turnover]

The turnover heat map highlights Property Team and Customer Services as
hotspots for attrition with 31.48% and 7.41% respectively. In contrast,
Governance, People Services and Regeneration have minimal leavers.

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Key Observations and Recommendations

Reward dissatisfaction
With 18.52% resigning due to pay or benefits, a review of reward packages
against market benchmarks is recommended to remain competitive (SHRM,
2022). As tenure length averages are high in technical teams, tailored total
rewards programs incorporating recognition, growth and purpose may also
foster retention (Garton & Mankins, 2021).

Lack of talent development

Over 7% left due to promotion opportunities elsewhere indicating career
progression barriers. Succession planning, stretch assignments and
mentoring programs are advised to build critical capabilities and engage
aspiring talent (Kim & Thompson, 2020).

Property team resourcing strains

The property team constitutes over 30% of leavers, significantly higher than
other departments. As technical trades roles already face acute talent
shortages, focused employer branding and expedited hiring is needed to
minimise vacancies and service delays for this critical delivery arm (CIPD,
2021).

Inability to adapt to change

Over 11% resigned due to the job not meeting expectations which could
reflect poor change impact assessment and communication regarding
transformations. Improved change management may therefore help retain
recently onboarded staff (Hughes, 2022).

Sustaining health & wellbeing

With over 11% leaving for health reasons and an aging workforce, prioritising
mental health support, flexible schedules and workplace adjustments is
imperative in a high-stress public service environment (WHO, 2022).

In summary, enhancing reward, talent and change programs informed by

segmentation analysis addresses the root causes of turnover highlighted in
the data. Coupling this with targeted recruitment and wellbeing initiatives
sustains a healthy, engaged and productive workforce.

10
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