CIPD Level 5 Unit 5CO02 Evidence-Based Practice Assignment Example 2026

CIPD Level 5 Associate Diploma in People Management

CIPD Level 5 Unit 5CO02 Assignment Example

About This Unit 

his unit addresses the significance of capturing robust quantitative and qualitative evidence to inform meaningful insight and influence critical thinking. It focuses on analysing evidence through an ethical lens to improve decision-making and how measuring the impact of people practice is essential in creating value.

What you will learn

You will develop understanding of the concepts of evidence-based practice and the tools and methods that are applied to diagnose issues, challenges and opportunities. You will explain the principles of critical thinking and assess how different ethical perspectives can influence decision-making. Key insights and analysis tools and methods will be covered, and you will interpret data relating to a people practice issues before presenting your findings and evaluating the benefits, risks and financial implications of solutions. Finally, you will be able to explain how to measure the impact and value people practice contributions make to the organisation.

Learning Outcome, Assessment Criteria and Indicative Content

1. Understand strategies for effective critical thinking and decision-making.

1.1 Evaluate the concept of evidence-based practice including how it can be applied to decision-making in people practice.

Concept of evidence-based practice: making decisions based on ‘effective thinking’ and sound evidence, decisions that can be justified to others. Making use of strategies, including critical thinking and analysis in decision-making. Models of decision-making, for example the rational model and its limitations, bounded rationality, individual vs group decisionmaking, group think and group polarisation.

Application of evidence-based practice: effective selection and interpretation of evidence. Effective analysis of situations and issues, critical review of theory, propositions and opinion. Assessing evidence from a variety of sources; identifying bias. Forming judgements and conclusions; developing and testing out own arguments and conclusions.

1.2 Evaluate a range of analysis tools and methods including how they can be applied to diagnose organisational issues, challenges and opportunities.

Range of analysis tools used in people practice: for example environmental analysis tools, strategic review, future state analysis, Porter’s five forces, force field analysis, Ansoff matrix, fishbone analysis, critical incident analysis, cause and effect, target operating model, balanced scorecard, McKinsey 7S; uses and applications within different areas of people practice. Range of analysis methods: for example interviews, observations, job analysis questionnaires, work sampling, examination of organisation metrics, comparison with sector metrics.

1.3 Explain the principles of critical thinking including how you apply these to your own and others’ ideas.

Principles of critical thinking: for example objective rational thinking and wellreasoned argument. Questioning and checking validity of sources and validity of ‘evidence’; awareness of bias – conscious and unconscious, yours and others’. How to apply to own and others’ ideas: comparing ‘like with like’ and recognising different methodologies, approaches and contexts; ensuring clarity of terminology and differentiating between fact and opinion; awareness of personal agendas and ‘fake news’, not taking information at ‘face value’; managing ambiguity and complexity of information; triangulation and testing out of conclusions.

1.4 Explain a range of decision-making processes.

Decision-making processes: for example best fit, future pacing, problem-outcome frame, action learning approaches, De Bono (six thinking hats).

1.5 Assess how different ethical perspectives can influence decisionmaking.

Ethical perspectives: theories of ethics for example utilitarianism, deontology/ Kantianism, communitarianism, altruism; ethical values, for example democracy, fairness, honesty, equality; ethics and religion; ethics and business; examples of ethical dilemmas and outcomes. How they influence decision-making: examples of ethical dilemmas and outcomes and the underlying rationales; examples of how different perspectives might result in certain decisions, for example utilitarianism, deontology, the impact of religious and personal beliefs on workplace decision-making. Different approaches to dealing with capability and performance issues based on ethical values, compassionate and punitive responses to work issues. How ethics can impact on management and leadership styles and consequently on organisation culture.

2. Understand the importance of decision-making strategies to solve people practice issues.

2.1 With reference to a people practice issue, interpret analytical data using appropriate analysis tools and methods.

 Interpretation of raw data (quantitative – numerical and qualitative – narrative feedback) derived from the analysis, for example causes, effects, trends, patterns, themes, anomalies, further questions. For example, process documentation, records of errors, complaints, shortfalls, successes. Evidence relating to outcomes (tangible/intangible); evidence relating to new or unmet requirements.

2.2 Present key findings for stakeholders from people practice activities and initiatives.

 Presentation of key findings: appropriate formats for presenting evaluation of findings; presenting data, for example using diagrammatical forms such as graphs, charts; reports, briefing papers, presentations relating to people performance calculations. Organisation data: datasets related to specific HR/L&D/OD activities (for example: reward data, recruitment data, compliance data).

2.3 Make justified recommendations based on evaluation of the benefits, risks and financial implications of potential solutions.

 Benefits (for example achievement of objectives, enhanced worker productivity, customer engagement, improved organisational culture, enhanced metrics and business awareness, increased capabilities, perception of fair policy and processes, legal compliance). Risks (for example legal, health and safety, financial, reputational, capability, impact on worker or customer engagement).

Financial implications: direct costs (costs of implementing the solution) and indirect costs (for example loss of working time, need for skills upgrade in relation to the solution); costs in relation to the short and long term benefits (cost benefit analysis, return on investment); costs in relation to budget limitations and feasibility of solutions.

3. Be able to measure the impact and value of people practice to the organisation.

3.1 Appraise different ways organisations measure financial and non-financial performance.

Measurements of financial and nonfinancial performance: for example revenue, gross and net profit, cash flow, return on investment, productivity, key performance indicators, service level agreements, balanced scorecard or similar performance management tools; stakeholder benefits and feedback, customer satisfaction, legal compliance, compliance with environmental standards, sector ratings.

3.2 Explain how to measure the impact and value of people practice using a variety of methods.

Impact and value: concepts and definitions of impact and value; how people practice creates value. Impacts: for example short and long term, positive and negative, direct and indirect impacts.

Reasons for measuring: for example check and ensure that objectives being achieved, ensure a people practice contribution, justify spend on people practice, continuously improve people practice activities, identify further needs, identify gaps, enable informed business decisions.

Methods: for example cost-benefit analysis, evaluation, validation, ROI, ROE. Models of evaluation; evaluation methods, determining evaluation scope and criteria; types of information and evidence for evaluation; evaluation tools (for example staff satisfaction surveys, absence data, wellbeing).

Learning Resource

Books

Waite, K, Beevers, K, Small, N, Tomlinson, K,

Hussain, S. (2021) People Practice: A Complete Guide. Kogan Page. Chapter 2. pp 44-67.

Barends, E. and Rousseau, D. M. (2018)

Evidence Based Management – How to Use Evidence to Make Better Decisions. Kogan Page. London.

Baron, A and Armstrong, M (2007) Human Capital Management: Achieving added value through people, Kogan Page, London

Chatford, T. (2022) Critical Thinking: Your

Guide to Effective Argument, Successful Analysis and Independent Study. 2^nd Ed. Sage Publications Ltd.

Eremenko, K, (2020) Confident data skills.4^th ed. London: Kogan Page.

Khan, N, Millner, D, (2020) Introduction to People Analytics: A Practical Guide to Data Driven HR 3^rd Ed. Kogan Page.

Key journals

Barends, E, Rousseau, D and Briner, R (2014) Evidence Based Management: The basic principles, Centre for Evidence-Based Management Amsterdam.

Briner, R (2019) The basics of evidence-based practice, People + Strategy, 42 (1), pp 16–21

Koch, A J, D’Mello, S D and Sackett, P R (2015) A meta-analysis of gender stereotypes and bias in experimental simulations of employment decision making, Journal of Applied Psychology, 100 (1), p 128

Online Resources

CIPD Podcase 154: Critical Thinking CIPD.

Evidence-based practice for HR 7^th May 2019 Podcast. Chartered Institute of Personnel and Development. London.

Green, M, Russell, T. (2022) Ethical practice and the role of people professionals. Chartered Institute of Personnel and Development. London. available at: https://www.cipd.co.uk/knowledge/culture/ ethics/role-hr-factsheet#15763

Hill, S., Houghton, E. (2018) Getting started with people analytics: a practical guide. Chartered Institute of Personnel and Development. London. Available at: https://www.cipd.co.uk/Images/peopeanalytics-guide_tcm18-51569.pdf

Houghton, E. (2018) People analytics: driving business performance with people data. Chartered Institute of Personnel and Development. London.

Houghton, E, (2019) Human capital measurement and reporting. Factsheet. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/strategy/analytic s/human-capital-factsheet

Houghton, E, (2019) People analytics.

Factsheet. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/strategy/analytic s/evidence-based-practice-factsheet

Mohdazaini, H. (2022) Workforce Reporting. Factsheet. London: Chartered Institute of Personnel and Development. www.cipd.co.uk/knowledge/strategy/analytic s/human-capital-factsheet

Muller-Heyndyk, R (2019) HR the worst function on data, HR Magazine, https://www.hrmagazine.

co.uk/content/news/hr-the-worst-functionon-data (archived at https://perma.cc/CAC443DZ)

Rousseau, D. (2020) Making evidence-based decisions in an uncertain world. Organizational Dynamics. Vol 49, Issue 1. January-March. Reviewed in In a Nutshell, Issue 96.

Severson, E. (2019) Real-life EBM: what it feels like to lead evidence-based HR. People + Strategy. Vol 42. No 1. Pp 22-27.

Resources

Young, J, (2022) Evidence-based practice for effective decision-making. Factsheet. London: Chartered Institute of Development.

Websites

www.cipd.co.uk

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