CIPD Level 5CO02 Evidence-Based Practice Assignment Answer June 2025

5CO02 Assignment Example June 2025

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Tasks  

You must complete two tasks. The first one requires you to answer 7 questions based on the case study. Your answers should accurately respond to the questions and be informed by wider reading of key academic texts, articles, and relevant publications. For the second task, you must complete a data analysis and make recommendations based on your findings.
Please ensure that your work is presented clearly, typically using sub-headings or AC references to link your responses to the questions, and that your work complies with the wordcount requirements stated at the end of the assessment brief.  If you exceed the word count by more than 10% your work will be referred.  References should be included within your answers (unless the question specifically states that these are not required) and full details presented in a reference list at the end of your assessment.

Case study

Technivara designs and engineers components for the electronics industry, supplying parts for the computer, electronics, medical and automotive sectors. The company was founded in 1970 by Bill Swanky and is currently experiencing its sixteenth consecutive year of growth, so the board now feels the time is right to expand the business. Bill is very involved in the day-to-day running of the company, which he likes to run in a traditional style. He tends to avoid changes to existing working practices.

Sue Young is the People Practice Manager at Technivara, and although she has been with the company for eight years, she has continued with many of the people practices that her predecessor implemented, many of which are paper-driven.  Sue is aware that if the company doesn’t change some of its practices, it will be susceptible to risky decision-making because the current approach to capturing and measuring people practices is weak and lacking data-driven evidence.  She knows that you, as the People Practice Advisor, have more up-to-date experience of using evidence-based practice effectively.

She has asked you to help her understand how evidence-based practice is applied in organisations. She needs to provide Bill, the Board and the rest of the People Practice Team with a persuasive case for improving current approaches, as these are archaic and inadequate to meet the demands of a modern, forward-thinking workplace.  

Sue has asked you to complete two tasks: firstly, to respond to the seven questions below and then to complete a data analysis and make recommendations based on your findings. 

5CO02 Task one – Questions

Q1. Evaluate the concept of evidence-based practice (EBP) and provide two examples of where Technivara could use it to ensure sound decision-making in people practice. (AC 1.1)

Answer: 

Evidence-based practice (EBP) in people management describes the process of making decisions based on the available evidence that is the best to use, which is found within various sources such as scientific research, organisational data, expertise of practitioners, and views and values of stakeholders. This is in contrast to a method of using intuition, tradition, or anecdotal experience as the basis of creating a strategy based on data and critically reviewed methods to attain organisational objectives.

The Question of What Is Evidence-Based Practice?

EBP in HR involves:

• Problems at the workplace in which research results, business metrics, and professional expertise are integrated to deal with them.
• Organised gathering and analysis of information to guide HR practices, including recruitment, performance management as well and employee relations.
• Shifting to the non-paper or outdated processes, which are very applicable in the present case of Technivara.
• The approach will result in a more coherent decision-making process, efficient risk management, and the plausibility of the HR function because the decisions will be supported with strong pieces of evidence.

Benefits for Technivara

• Better decision-making and risk reduction in organisations.
• Improved employee retention and engagement based on custom, proven HR practices.
• The capability to quantify and show the effect of the HR initiatives on the stakeholders to justify the business case to change.

Two Practical Instructions to Technivara

1. Recruitment and Selection

Technivara may also apply EBP to optimise the recruitment process by performing a systematic analysis of the hiring data, turnover rates and employee performance. This assists in determining the most efficient sourcing practices, selection guidelines, and practices during onboarding and aligns the future hiring practices with the business requirements, instead of using conventional or unproven practices.

2. Performance Management

Technivara can redesign its appraisal system, gathering around existing performance appraisals empirical evidence of feedback, productivity, and industry benchmarks. The changes with evidence-based support will foster fairness, minimise prejudice, and assist in making sure that employee appraisals lead to actual business alterations and correspond to the growth goals of the corporation.
Both strategies would get Technivara out of risky and paper-based decisions into results based on credible and applicable evidence, which will ensure long-term growth and modernisation as the company grows.

Q2. Evaluate one appropriate analysis tool and one appropriate analysis method that Technivara might apply to recognise and diagnose issues, challenges, and opportunities. (AC 1.2)

Answer: 

Technivara may utilise evidence-based tools and approaches to diagnose the workforce issues and opportunities better. Below is one of the appropriate analysis tools and one of the analysis methods.

Proper Analysis Software- HR Analytics Software.

An HR analytics platform is one of the most popular tools for diagnosing workplace problems. Services such as BambooHR, HiBob, Personio, and Paycor enable businesses to store HR-related data in one location, monitor time, attendance, analyse turnover rates, and create people data reports that align with manufacturing settings such as Technivara. HR analytics tools may identify the underlying cause of the problem, like high turnover, absenteeism, or skills gaps, by combining real-time data across various sources. They also aid HR teams to visualise, model and predict the effects of strategic changes.

Proper Analysis Technique- SWOT Analysis.

SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis is extremely efficient in terms of systematic diagnosis of problems and opportunities. This qualitative approach will help the People Practice team to evaluate the internal factors (e.g., experienced staff, growth record) and weaknesses (e.g., paper-driven HR processes, resistance to change) systematically and subsequently identify opportunities (e.g., market expansion) and threats (e.g., technological advances or new competitors). The use of SWOT would mean that evidence and strategic acumen are involved in the recommendations made, which would inform the board and management of Technivara in making informed and specific decisions.

Combined, HR analytics and SWOT analysis allow Technivara with high confidence to identify and diagnose hidden problems in the workforce so that specific measures can be implemented to address them and strategic plans to developed sustainably.

Q3. Explain the main principles of critical thinking, including how these might apply to your own and others’ ideas, to assist objective and rational debate at Technivara (AC 1.3)

Answer:

Critical thinking is a meditated action of analysing information, arguments and evidence to make rational decisions without being questioned. The utilisation of the key tenets of critical thinking can enhance the quality of the debate and decision-making in Technivara, especially when the company thinks about changing and growing.

Primary Tenets of Critical Thinking.

• Analytical Thinking: Divide complex problems into part tasks to distinguish the most significant facts and contradictions. This means that all the necessary information must be assembled and the conclusions made upon it before making the diagnosis of the problem, such as the use of paper-driven processes at Technivara.
  
  
• Challenge Biases: Be aware of and reduce cognitive biases and personal assumptions to eliminate biased views. It can be done by using methods like anonymous reviews of resumes or even a structured interview to gain a more equitable hiring or promotion.
  
  
• Open-mindedness: Be able to listen to more than just your own opinions, and be prepared to change your thinking on new facts. More effective policies will be achieved through the encouragement of different stakeholders in Technivara.
  
  
• Empathy and Objectivity: Be empathic and objective at the same time by appreciating the human touch of the policy decisions, but use evidence-based facts and not emotions. This promotes equality and diversity.
  
  
• Logical Reasoning: Rationalise using cause and effect analysis and logical models to come up with solutions and recommendations. In the case of Technivara, reason assists in defending any changes to the processes and causing them to be consistent with the company's objectives.

Application to Technivara

Through the exercise of critical thinking:

• The ideas of individuals and teams are not assessed according to tradition or personal opinion, but rather on the evidence.
  
  
• Organised debate is encouraged through the application of systematic structures of discussion- failure analysis, think tanks and scenario planning, which enhance the consistency and innovativeness of group decisions.
  
  
• Practically, some of the ways to promote critical thinking at Technivara may include the development of open discussion groups, data to prove or reject ideas and the regular examination of performance to learn and to improve.
  
  
• These principles will assist in advancing the organisation to a more transparent, unprejudiced and efficient people management as it develops.

Q4. Explain two decision-making processes that Technivara could apply to ensure that effective outcomes are achieved. (AC 1.4)

Answer:

There are two evident decision-making approaches that Technivara can apply to make good and evidence-based HR decisions, which are the evidence-based HR decision-making process and the Design Thinking process.  

1. Evidence-based HR decision process.  
This approach brings together numerous pieces of evidence, such as business information, the literature review, professional guidance, and the opinions of stakeholders, in order to inform people. The steps are usually:  

• Claiming the problem or decision needs.  
• Gathering both internal and external evidence (HR figures, industry standards, best practices).  
• Consulting professionals and stakeholders.  
• Examining all the evidence and subjectively comparing it.  
• Adhering to the selected plan with the help of stakeholders.  
• Observing the outcomes and altering the plan in case of incoming information.  

In the case of Technivara, this process requires letting go of gut feelings or old habits and making rational, unmistakable and justifiable decisions about hiring, performance or engagement.  

2. Design Thinking Process  

Design Thinking is a collaborative and trial-and-error model, which is concerned with learning about people, being creative, and conducting tests to fix any challenging HR issue. Key stages are:  

• Empathise: Find out what employees can see and what they require.  
• State the problem or opportunity to be improved.  
• Ideate: Think of numerous ideas with individuals working in various areas.  
• Prototype: Test some ideas at the prototype level.  
• Test and Refine: Find out what works, and perfect it out then roll it out on a large scale.  

In the case of Technivara, Design Thinking can be used to generate ideas by testing real-world solutions, including voices, and resolving problems that match the workforce and not the board.  

Both practices assist Technivara in improving its outcomes by making decisions based on reliable evidence and amending them when new information or views are introduced.

Q5. Assess two different ethical perspectives, including how these could be used at Technivara to inform and influence decision-making. (AC 1.5)

Answer: 

Utilitarianism and Deontology are two major ethical theories that Technivara can use to support the decision-making process.

1. Utilitarianism

The utilitarian approach is concerned with choices in actions that would result in the maximum happiness or good for the most stakeholders. Consequentialism is based on the result of an action with the purpose of making the greatest positive to the least harm, making the action morally right. Utilitarianism can be used in the context of Technivara to make decisions related to workforce restructuring, investing in employee development by evaluating the advantages gained, like higher productivity and job satisfaction, against possible disadvantages, such as loss of job or problem in resource allocation. This school of thought favours the promotion of both organisational development and employee welfare, seeking actions which will create the highest net good for the company and its workforce.

2. Deontological Ethics

Deontology stresses following moral obligations, values, and regulations irrespective of consequences. It encourages the practice of doing what is right in nature, in this case, to treat people equally, respect their privacy and ensure transparency. In the case of Technivara, this point of view promotes the idea of maintaining ethical HR practices and legalism in a systematised manner, even when some of the challenging choices may appear expedient otherwise. As an illustration, the ethical principles of deontology can be observed in terms of fair recruitment practices and unbiased performance appraisals, which consider rights and fairness above the utilitarian computations. This guarantees trust, legality and uniformity of ethics in the organisation.

Application at Technivara

Combining the following points of view:

Utilitarianism aids Technivara to assess and defend the choices according to the general effect and efficacy, which promote the encouragement of results per business intentions and labour stability.

The core ethical principles in deontology will make sure that the decisions that are made consider the fundamental ethical values that guarantee the protection of the individual rights of the person and the maintenance of just, transparent people practices.

Both of them help make balanced and responsible decisions that would contribute to the business success and ethical conduct at Technivara.

Q6. Appraise two different ways that Technivara could measure financial and non-financial performance, providing one example of each. (AC 3.1)

Answer:

The financial performance can be measured by Technivara in terms of Revenue per Employee, and non-financial performance by Employee Satisfaction Surveys.

Financial Performance: Revenue per Employee.

This ratio is used to determine the efficiency of the firm in terms of generating revenue based on the number of employees it has. It is computed as a result of total revenue divided by the number of employees. As an example, when Technivara makes a profit of 10 million a year, and has 100 employees, the revenue per employee is 100,000. This is used to measure the productivity in the workforce and how well the company is making good use of its human resources to achieve financial prosperity. It is an objective and easy method of growth tracking, particularly at a time when Technivara will be expanding.

Non-Financial Performance: Employee Satisfaction Surveys.

The employee satisfaction surveys are used to gather information on the work experience, motivation, and involvement of the employees. Some of the aspects that these surveys usually require employees to rate on a simple scale include work culture, support provided by the management and job satisfaction. The findings give an understanding of morale and the areas which require to be improved to retain a motivated workforce. In the case of Technivara, the shift to the use of data on surveys instead of paper-based surveys might lead to better awareness of the needs of the employees and mitigate the risks of low engagement or high employee turnover.

The two measures combined will provide Technivara with a comparative idea of the current level of the company's financial performance and the contentment of the workforce, which will help it better decide on sustainable growth.

Q7. Explain how people practices could add value at Technivara and identify two methods that might be used to measure the impact of these people practices. (AC 3.2)

Answer:
The people practices can contribute value to Technivara in terms of enhancing the productivity, engagement, and retention of the employees, thereby contributing to the growth and success of the company. Good people practices also contribute to the development of a good working culture where the employees feel that they are appreciated, motivated and encouraged. It may result in improved teamwork, improved quality work and reduced turnover, saving the cost of hiring and training. As an illustration, efficient management of HR processes with modern digital tools will create time to concentrate on important strategic business-related activities.

There are two approaches to the measurement of people practices:
Employee Engagement Surveys: The surveys can be used to determine the level of satisfaction and motivational levels of employees. The positive surveys show that people's practices are effective. In the case of Technivara, frequent surveys of employees can help identify strengths and areas where there can be improvement in the work environment.

Turnover Rate Analysis: The rate of turnover is calculated by the number of employees who left the company in a given period of time and indicates the retention strategies. The low rate of turnover is indicative of the organisation being effective in making its employees satisfied and involved, a quality that is worth keeping the expansion going.

These techniques will enable Technivara to have a clear picture of the value of their people practices and to make further improvements to ensure the business remains successful.

Written answers to questions 1-7, approximately 2900 words (+/- 10%), refer to CIPD word count policy.

5CO02 Task two – quantitative and qualitative analysis review 

For task two, Sue has provided you with two sets of data:
Table 1                                       Table 2

Q8. Table 1 shows Technivara's turnover and recruitment data for 2024. Sue has asked you to convert the data into percentage form, for each of the departments, to show:

• leavers as a % of the total number of employees 
  
• vacancies as % of the total number of employees
  
• positions filled as a % of the total number of employees (AC 2.1)
  
• You don’t need to provide a reference or in-text citation for AC 2.1

Answer:

Calculation of the turning, Recruitment and turnover data into percentages.

Here are the departments for which Technivara wants data to be calculated as a percentage for the year 2024:

• Leavers as a % of the total number of employees: Leaves taken in 2024/ total members in department) x 100.
  
• Vacancies as a % of total employees = (Positions that are Vacant / Total positions in the Department 2024) × 100
  
• Positions filled as a % of total employees = (Positions that are Filled / Total in positions in the Department 2024) × 100Table: Percentage Calculations
  

A practical representation of how the calculations were done: 

Here is an example of the Audio Technical Department:

• Leavers % = (6 / 26) × 100 = 23.1%
• Vacancies % = (8 / 26) × 100 = 30.8%
• Filled % = (3 / 26) × 100 = 11.5%

After calculating the percentage, it becomes easier to understand where turnover is highest, which department is struggling with vacant positions, and which departments have little to no need for recruitment. This will be beneficial for Technivara in comparing departments and identifying the areas where she needs to focus more. 

Q9. When you have completed Table 1, present your findings using a minimum of three different types of diagrammatic forms. (AC 2.2)

Answer: 

To present findings from Table 1, the three best findings that we can use for findings are three different diagrammatic forms we are using: Bar Chart, Pie Chart and table. Each diagram represents data in its own way, and each diagram will make your data clearer. 

1. Bar Chart

The bar chart compares the percentage of our 3 tables, vacancies, leavers, and positions that are filled in all the departments. A bar chart makes it easy to understand which department has the highest and lowest percentage for each category.

2. Pie Chart

A pie chart can show the shares of each category in a different chart, showing the percentage of each department as a combined. This will help in learning which area needs to be focused on more.

Leavers

3. Table

A table is the clearest and simplest representation of the data in percentages. With the help of a table, you can even make any other diagrams as well. 

The three diagrammatic forms, such as a bar chart to have a quick comparison, a pie chart to view the proportional turnover and a table to view the exact figures, will provide a full and easy view of the turnover and recruitment in Technivara in the various departments.

Q10. Table 2 contains evaluation feedback from 42 employees who attended a recent learning and development activity. Sue would like you to review the feedback and identify patterns, themes or trends that might be occurring and make recommendations based on your findings. (AC 2.3)

Answer:

According to Table 2, which includes feedback on 42 employees after a recent learning and development (L&D) experience at Technivara, the following patterns, themes, and trends are set:

Patterns and Themes

• Specificity and quality of the facilitator: Most of the employees (34 strongly agree, 26 agree) believed that the facilitator had well-defined set objectives as well as knowledge on the subjects. Most of the resources used were rated as of good quality (36 agree).
• Contradictory results regarding the consideration of learning preferences and involvement: Approximately 28 employees either were not sure or did not agree that the consideration of their learning preferences was taken into account before the activity. The activity displays variability in the engagement, with 27 disagreeing that they would be able to engage in meaningful questioning, and some strongly disagreeing (5).
• Problems with delivery and structure: A small proportion of employees were neutral or had a different opinion of whether the learning event was well structured (11 neutral, 6 disagreed). By the conclusion of the session, a reasonable proportion (18 disagreed, 15 strongly disagreed) of the participants believed the set learning outcomes were not met.
• Issues with transferring learning to the job: Most of the participants were not sure or disagreed that the learning was associated with performance goals and that knowledge and skills could be utilised in the working position.

Recommendations

• Improve pre-training Preparation: It is important to consider the preferences of the learners and use them to understand how to deliver content to them in a way that will enhance engagement and relevance.
• Enhance the Design and Design of Courses: Reorganise the learning activities to be more in line with clear and achievable learning outcomes, and use feedback to improve future sessions.
• Enhance Interaction and Interaction: Include greater elements of interaction, so that the participants can be challenged to make inquiries and engage in discussions.
• Improved interconnection between Training and Performance: Establish identifiable links between learning materials and performance goals of employees to facilitate the application.
• Provide Follow-up Support: Use post-training coaching or materials to help participants put new knowledge and skills into practice using available resources.

These lessons imply the necessity to make the L&D processes more outcome-focused and learner-centred to ensure that the impact on employee development and organisational objectives is as high as possible.

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