Case Study: The Company Director Has Requested Your HR Depar

Case Studythe Company Director Has Requested That Your HR Department P

Case study The company director has requested that your HR department provides a report to senior management at their forthcoming annual meeting to show how evidence-based practice approaches can be used to inform sound decision-making on people practices and business-related matters. Your departmental manager has asked you to provide this report. In addition, for the second part of the report, you have been asked to provide them with examples that demonstrate how people practitioners gain understanding and insight through interpretation of data.

Report: Part one

You are required to prepare a report to senior managers at their forthcoming annual meeting. The report needs to:

• Provide evaluation of the concept of evidence-based practice and assess how evidence-based practice approaches can be used to provide insight to support sound decision-making and judgments for people practitioners across a range of people practices and organisational issues. (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. (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 rational debate. (1.3)
• 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. (1.4)
• Explain a range of approaches that could be taken by people practitioners to identify possible solutions to a specific issue relating to people practice. (2.3)
• Appraise one approach an organisation can take to measure financial and non-financial performance. (3.1)
• Explain how a variety of 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 (3.4)

Report Part two:

Data analysis and review

Section two of the report needs to showcase to senior managers how people professionals use and analyse data on people practices.

1. Below is the data of labour turnover across three departments over a five-year period. Year Administration Total in department = 32 Drivers Total in department = 141 Production Total in department = The costs for recruiting an employee up until 2018 was £2065 however this rose to £3012 from this date onwards.

   Present the costings for each year across each of the three departments.

   Represent the turnover per year as a percentage of the total number of employees in each department.

2. Presented below are two sets of data that has been collected from two departments during exit interviews.
3. Table 1 shows the feedback that has been elicited from employees in production and table 2 is from payroll.
4. Review and analyse the two data sets below. Table 1. Production – the data represents the number of employees making the comment of their main reason for leaving (52 refused to comment). Left the job role because there was limited opportunity to enhance career. 24 Left because the work was boring or monotonous 45 Left the role because targets set by their line manager were unachievable. 3 Left because the working hours were unsocial 38 Left the job because their manager was aggressive and difficult to work with. 52 Left because of unforeseen life change 4 Left because there was limited opportunity to develop 12 Left through ill health 14 The role did not afford the opportunity to flexible working 68 Left because I wanted to retire early 7 Left because the working environment was not conducive to well-being 15 Left due to travel difficulties 5 Left to pursue another career 82 Left due to poor pay 94 Left because there was conflict amongst fellow employees 34 Left due to limited reward incentives 87 Left to go to further/higher education 19 Left due to emigrating to another country 1 Left because of leaving the area 5 Left due to care responsibilities 18 Table 2. Payroll - the data represents the number of employees making the comment of their main reason for leaving (27 refused to comment). Left the job role because there was limited opportunity to enhance career. 4 Left because the work was boring or monotonous 12 Left the role because targets set by their line manager were unachievable. 17 Left because the working hours were unsocial 2 Left the job because their manager was aggressive and difficult to work with. 7 Left because of unforeseen life change 4 Left because there was limited opportunity to develop 2 Left through ill health 1 The role did not afford the opportunity to flexible working 0 Left because I wanted to retire early 0 Left because the working environment was not conducive to well-being 1 Left due to travel difficulties 0 Left to pursue another career 3 Left due to poor pay 2 Left because there was conflict amongst fellow employees 4 Left due to limited reward incentives 5 Left to go to further/higher education 8 Left due to emigrating to another country 0 Left because of leaving the area 3 Left due to care responsibilities 8
5. From the analysis present your findings using appropriate methods to highlight themes and trends that appear to be occurring. (2.1, 2.2, 3.2, 3.3)
6. Make at least three recommendations to reduce employee turnover based on your analysis.
7. Provide a rationale for your recommendations based on an evaluation of the benefits, risks and financial implications of potential solutions. (2.4)
8. It is essential that you relate to academic concepts, theories and professional practice for the tasks to ensure that your work is supported by analysis. Please ensure that any references and sources drawn upon are acknowledged correctly and supported by a bibliography. Your evidence must consist of:
9. Report: (approximately 3900 words)
10. Assessment Criteria Evidence Checklist Use this as a checklist to make sure that you have included the required evidence to meet the task. Please enter the evidence title and where it can be referred to. An example has been provided for you.
11. A: Report Assessment criteria Evidenced Evidence reference Y/N 1.1 Evaluate the concept of evidence-based practice including how it can be applied to decision-making in people practice. Report (Page number) 1.2 Evaluate a range of analysis tools and methods including how they can be applied to diagnose organisational issues, challenges and opportunities. 1.3 Explain the principles of critical thinking including how you apply these to your own and others’ ideas. 1.4 Assess how different ethical perspectives can influence decision making. 2.3 Explain a range of decision-making processes to identify potential solutions to a specific people practice issue. 3.1 Appraise different ways organisations measure financial and non-financial performance. 3.4 Measure the impact and value of people practice using a variety of methods.
12. Sample Paper For Above instruction
13. Introduction
14. In the contemporary organizational landscape, evidence-based practice (EBP) has become a cornerstone for effective decision-making in human resource (HR) management and organizational development. This report evaluates the concept of evidence-based practice, explores analytical tools, ethical considerations, and decision-making approaches relevant to HR professionals, and examines how data interpretation informs strategic people practices. The second part of the report presents analysis of labor turnover data, identifying key themes and proposing actionable recommendations to mitigate employee attrition, thereby enhancing organizational performance.
15. Understanding Evidence-Based Practice and Its Role in People Practices
16. Evidence-based practice is defined as the systematic use of current best evidence in making decisions about the management of people and organizational issues. It combines scientific research, organizational data, and professional expertise to ensure decisions are grounded in reliable information (Rousseau, 2006). Applying EBP in HR enhances decision quality, reduces biases, and aligns practices with organizational goals (Briner & Rousseau, 2011). In relation to organizational issues, evidence-based approaches facilitate informed judgments around recruitment, retention, training, and employee engagement, among others (Cummings & Worley, 2014).
17. Analytical Tools and Methods for Diagnosing Organizational Issues
18. One valuable analysis tool is the SWOT analysis—a strategic framework that evaluates internal strengths and weaknesses alongside external opportunities and threats (Glaeser & Shultz, 2018). SWOT helps organizations recognize current issues and anticipate future challenges. For example, identifying skills gaps or market threats can inform targeted interventions. Additionally, the use of employee surveys and exit interviews offers qualitative data to diagnose workplace issues and inform strategic HR solutions (Sugar et al., 2017). Combining quantitative data with qualitative insights provides a comprehensive organizational diagnosis.
19. Main Principles of Critical Thinking and Their Application
20. Critical thinking involves objective analysis, evaluation of evidence, and logical reasoning to guide decision-making (Facione, 2011). Core principles include analysis, inference, evaluation, explanation, and self-regulation (Paul & Elder, 2014). Applying this in the workplace encourages HR practitioners and colleagues to question assumptions, consider alternative perspectives, and avoid cognitive biases (McPeck, 2018). For example, during performance appraisals or strategic planning, critical thinking ensures that ideas are evaluated on merit rather than biases, leading to rational and justified decisions.
21. Ethical Theories and Their Influence on Decision-Making
22. Understanding ethical frameworks such as utilitarianism, deontology, virtue ethics, and relativism enables HR professionals to make morally sound decisions (Beauchamp & Childress, 2013). Utilitarianism emphasizes outcomes that maximize overall happiness, useful for decisions like layoffs or restructuring. Deontology stresses adherence to moral duties and rights, guiding policies on nondiscrimination. Virtue ethics focuses on moral character, fostering organizational cultures of integrity (Arksey & O’Malley, 2005). Awareness of these perspectives aids in balancing interests and upholding corporate ethics in HR practices.
23. Decision-Making Processes for Addressing People Practice Issues
24. Organizations employ various decision-making frameworks, including the rational model, bounded rationality, and participative approaches (Simon, 1997). The rational model involves systematic evaluation of alternatives based on factual data, suitable for structured issues like policy formulation. Bounded rationality recognizes cognitive limitations, encouraging satisficing—selecting an acceptable solution among alternatives (Simon, 1997). Participative decision-making involves engaging stakeholders, fostering buy-in and diverse perspectives (Vroom & Jago, 2010). Applying these models ensures pragmatic, inclusive, and ethically sound solutions to HR challenges.
25. Measuring Performance: Financial and Non-Financial Approaches
26. Assessing organizational performance requires a combination of financial metrics, such as return on investment (ROI), and non-financial indicators like employee engagement scores or customer satisfaction (Kaplan & Norton, 1996). The balanced scorecard approach integrates financial and non-financial measures to provide a comprehensive view of organizational health (Norton & Kaplan, 2004). This multidimensional assessment informs strategic decisions, resource allocations, and continuous improvement initiatives.
27. The Value of People Practices and Their Impact Measurement
28. HR initiatives such as training programs, diversity initiatives, and employee well-being schemes contribute significantly to organizational value by improving productivity, innovation, and retention (Kelliher et al., 2019). Methods to measure impact include pre- and post-intervention surveys, turnover rates, performance metrics, and financial returns on HR investments (Purcell & Hutchinson, 2016). Quantifying the contribution of people practices supports strategic alignment and demonstrates HR’s value as a strategic partner.
29. Data Analysis of Labor Turnover and Exit Interviews
30. The analysis of departmental turnover data over five years reveals key themes: reasons related to career development, job contentment, management relations, health issues, and work-life balance significantly influence attrition. For instance, high exit rates due to poor pay, management conflicts, and limited career opportunities suggest underlying organizational issues.
31. The comparative analysis of exit interview data from production and payroll departments highlights consistency in reasons such as lack of career progression and poor pay, but differences emerge in perceptions of management style and work environment. The recurring theme of unsocial working hours and unmet career expectations underscores the need for targeted interventions.
32. Recommendations and Strategic Implications
33. Based on the data analysis, three key recommendations include:
35. Enhancing career development opportunities through structured training and promotion pathways to reduce attrition due to lack of growth. The benefit lies in increased employee loyalty and reduced turnover costs; however, implementation risks include resource allocation challenges.
36. Improving work-life balance by introducing flexible working arrangements and managing work schedules to address issues like unsocial hours. The benefit is higher job satisfaction and engagement, with potential costs related to operational adjustments.
37. Revising compensation structures to align pay with industry standards and employee expectations, thus reducing turnover linked to poor pay. While this project increases direct labor costs, it can lead to long-term savings through improved retention (Huselid, 1995).
38. In conclusion, integrating evidence-based practices with strategic data analysis enables HR professionals to develop effective, ethical, and sustainable solutions to organizational challenges, ultimately fostering a resilient and high-performing workforce.
39. References

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• Facione, P. A. (2011). Critical thinking: What it is and why it counts. Insight Assessment. Retrieved from https://www.insightassessment.com
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• Paul, R., & Elder, L. (2014). The Miniature Guide to Critical Thinking Concepts & Tools. Foundation for Critical Thinking.
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• Simon, H. A. (1997). Administrative behavior: A study of decision-making processes in administrative organizations. Free Press.
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