5CO02 CIPD Assignment Help Sample

5CO02 - Evidence Based Practice CIPD Assignment Help Sample

The Case Study

Technivara design and engineer 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 the 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,…..

Introduction

In the modern business environment, companies rely heavily on data to make informed decisions. This helps in arriving at the most suitable choices that will have positive outcomes (Nudurupati et al., 2024). The discussion below involves the topic on evidence based practice (EBP) and how it applies to Technivara Case Study.

Task One

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)

Evidence Based Practice (EBP) refers to how professionals use best available evidence and data to arrive at the most appropriate decision. The concept is among the three core elements in the CIPD Profession Map vision. According to the CIPD Factsheet, EBP entails the judicious, explicit, and conscientious use of best evidence from various sources. A significant aspect is that these sources have to be reliable and trustworthy (Schwartz and Tilling, 2023). The advantages of evidence based practice include resulting in the most appropriate decision that has high likelihood of suitable outcomes and the use of evidence plays a vital role in eliminating bias. The disadvantages of EBP are that the entire process can be time consuming and when people conduct too much analysis, there could be paralysis; thus affecting the overall outcomes.

EBP can be accomplished through various approaches, which include critical thinking, rationale model, and group decision-making. EBP through critical thinking entails the objective evaluation and analysis of facts, arguments, and information to arrive at the most suitable outcome or judgement (Lunden et al., 2021). Group decision-making on the other hand entails a team-based approach that is aimed at making a collaborative decision.

Examples of EBP at Technivara

At Technivara, there are several areas that it can utilise EBP concepts. In terms of people practices, Technivara can use EBP in determining skill gap at the company and how they can be addressed, such as through learning and development. People professionals at Technivara can use EBP concepts to determine the key weaknesses among its workforce and how these gaps can be addressed through learning programs (Kraiger and Ford, 2021). Evidence to inform such decisions can come from a performance evaluation, observation, and detailed market analysis. Another example is when Technivara needs to resolve people-related issues, such as employee turnover and absenteeism. EBP, therefore could be used to determine why, where, and when employees are likely to leave the firm, associated factors, and how they can be resolved (Mann et al., 2022). Such will ensure that the decisions made are aligned with the specific issues facing the company.

Judgement

From the above evaluation of the EBP concept, it is evident that EBP is effective in ensuring that Technivara meets its business needs, handles people practices in the most effective manner, and ensures that its objectives are achieved (CIPD, 2025). Although the process can be time-consuming and requires advanced skills, it is essential for Technivara to realise its goals and objectives.

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)

To appropriately diagnose issues, challenges, and opportunities, companies have to leverage key models, principles, and frameworks.

Analysis Tool – PESTLE Analysis

A PESTLE analysis represents the six macro-environmental factors that impact an organisation and its performance. The six include political, economic, social, technological, legal, and environmental (McDonagh et al., 2023). Issues facing Technivara, such as legislations, they fall under the social, environmental, and legal elements of the PESTLE analysis. As a company working on technological components, it is important for Technivara to observe the legal frameworks surrounding electronics whereas in the people management context, people-related laws should be observed (Mohd Faizal, 2024). In terms of challenges, they can be examined from the social and economic dimensions. Specifically, Technivara could be facing stiff competition, which in a broader way can be examined from the economic angle as a supportive business environment and economy could significantly influence new entrants and more key players in the electronic industry. On the other hand, social factors include competition for current trends as preferred by the workforce.

In the opportunities dimension, they can be assessed from the technological angel of PESTLE analysis where Technivara can consider investing in present technology trends, including automation and advanced digital marketing. The advantages of PESTLE analysis tool is that it is simple and effective to apply, particularly in the macro-environmental context and allows for examining a range of issues (Nguyen et al., 2025). Disadvantages of PESTLE analysis include resulting in paralysis of the analysis due to too much information being examined and it focuses only on external elements.

Method – Interviews

An interview is the exchange between various parties. In the context of Technivara, interviews could include between the management and consultants or employees. Interviews can be applied to understand the issues facing employees, such as if Technivara is managing employees in the right manner and following the relevant laws and regulations (Wingate and Bourdage, 2024). Through an interview with the management, challenges facing Technivara, including stiff competition from major players and new entrants can be determined, including how the company can remain competitive. Finally, an interview with the management or employees can reveal possible growth opportunities, such as using advanced technology and systems. Advantages of interviews are that they allow for detailed assessment of issues, challenges, and opportunities, including conducting follow-ups (Dunwoodie et al., 2023). Disadvantages are interviews being time consuming and can be affected by one being subjectively biased.

Judgement

The effectiveness of PESTLE analysis for Technivara is that it can be widely applied in a range of issues and help in understanding external factors. However, it needs to be blended with other tools, particularly those that help examine internal factors. Interviews, on the other hand, can play a significant role in assessing various issues from others’ perspectives, although they need to be carefully applied to avoid being biased.

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)

Critical thinking as defined by () refers to the objective evaluation and assessment of facts, arguments, and data to help arrive at a suitable judgment or outcome (Song et al., 2024). This means that an individual will not accept something at the face value. Instead, they will question decisions, ensure that they have supportive data, and consider a range of perspectives to reach the most suitable conclusion or decision.

Critical thinking is founded on several principles. Fundamentally, an individual applying critical thinking should be objective and apply rational principles (Dumitru and Halpern, 2023). Being objective in critical thinking entails assessing data and information to arrive at a judgment that is free from own bias, emotions, and other pre-set notions. Another principle is that individuals applying critical thinking should apply facts instead of emotions and unjustified conclusions. Also, the sources being applied should be carefully selected and questioned to ensure that they are reliable, credible, and that they do not result in fake news.

Principles Applied to Own Ideas

In an objective and rational debate at Technivara, such as how to prevent employee turnover and promote their retention, it is essential to ensure that there are facts supporting my arguments and judgement (Hester, 2021). This means that in such a debate, any proposals on how Technivara can address turnover should be accompanied by facts instead of emotions. This means that when proposing an idea, such as increasing the level of pay and benefits, published research should be used to support the concept. It is also essential to be objective, which is a principle where there is logical reasoning. It means that I am also aware of my own biases and that I can be able to separate feelings from facts (Adhikari, 2023). Most importantly, any idea presented during the debate should be supported by credible and reliable data and facts.

Principles Applied to Ideas of Others

When it is about others’ ideas, it is crucial to ensure that there is credibility and reliability of the author’s information. This means that when one is considering others’ ideas, there should be a clear framework and process to verify the source of information (Fisher, 2021). Besides, one cannot make an argument without providing the source of information or the data. Another important principle is to evaluate the presented source of information. This means checking the research method or process applied by the individual (Anggraeni et al., 2023). This principle alongside that of verifying the information helps in avoiding individuals that make judgement and decisions based on personal bias and those that may give fake news.

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

Decision making refers to the step-by-step method in selecting a course of action or choice. According to Sahoo and Goswami (2023), an effective decision-making process is one that defines a problem, collects sufficient information, find the alternatives and weigh them to arrive at the best choice, and ensure successful implementation of the selected approach. An effective decision-making process is one that ensures decisions made are well informed and that they are aligned with the company’s objectives (Niu et al., 2021). Two decision-making processes and approaches, include;

Best Fit

In this approach, it involves ensuring that choices are aligned with the company’s internal needs and elements (Zheng et al., 2024). It means that the decision made will be the most suitable considering various elements, including strategy, structure, and culture. In addition, the final decision will be influenced by external environment and factors. For example, if Technivara was to handle a high employee turnover issue, the best fit decision-making model would involve examining the context, ensuring that the final choice is fit and aligned with the specific occurrence or situation and that the final decision is one is dependent on the specific organisational elements, including technology, strategy, and the market. The advantages of best fit decision include relevance to the organisational context, ensuring strong alignment with the company’s strategy for enhanced performance, and ensuring adaptability (MacDonald et al., 2022). The disadvantages include challenges in clearly defining the right fit and the advanced analysis can cause bias.

De Bono Six Thinking Hats

In this approach, it involves using six distinct roles and functions to arrive at the decision. In every role, there is a coloured thinking hat that signifies a certain conversation, meeting or thoughts (Kivunja, 2015). In the white hat, it involves using facts and information required for the decision. In the example of employee absenteeism, this involves the reasons for employees being absent and the specific departments. The yellow hat is a symbol for optimism and brightness where one explores positives, benefits, and value. The black hat involves problems, difficulties, and risks. An example is where things could go wrong or fail to work. For example, it is not final that employee absenteeism will be addressed through hybrid working as there could be other involved factors. In the red hat, it entails the intuition, hunches, and feelings. It involves expressing the hates, loves, and likes. The green hat involves creativity, alternatives, new ideas, and possibilities. It allows for expressing perceptions and new concepts. Finally, the blue hat permits for controlling or managing the entire thinking process. Advantages of de Bono Six thinking hats include considering a range of decision-making areas and promoting creativity (Hahn, 2022). Disadvantages include being time consuming and difficult for those experiencing a conflicting mind-set.

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

The decision making process requires one to follow specific ethical principles and frameworks. However, the ethical perspectives are different and this can be attributed to one’s interpretation of the scenario or context. Two ethical perspectives that Technivara can consider to implement are;

Utilitarianism

In this ethical perspective, it is focused on the greatest good for the majority of individuals. It is based on the consequentialism principle (Hayry, 2021). On the other hand, a poor or wrong decision is one where happiness is only for a few individuals. Therefore, individuals in leadership position aim at maximising the overall contentment and happiness of the majority and limiting the harms. For example, Technivara may decide to introduce a flexible working model, which will be to the benefit of the majority to promote work-life balance. As the company expands, some of the aspects that may follow are restructuring and redundancies. Technivara would consider ensuring that the majority maintain their jobs. Advantages of utilitarianism include providing a founded framework for effective decisions and ensuring that there is no partiality (Tseng and Wang, 2021). The drawbacks include possible subjectivity especially when predicting the consequences and since the focus is on the majority, it implies that the minority could lose out on their rights being protected.

Communitarianism

In this ethical perspective, the emphasis is placed on individuals being founded on the society or community (Charvet, 2023). It means that morality and identity are defined from the social perspective instead of isolation. This means that the decisions being made at the workplace will be aimed at achieving the common good and a social responsibility instead of being individualistic. For example, Technivara could be deciding on the learning and development approach. Rather than focusing on individual employees and their preferences, the company will consider the shared values and approaches that boost social cohesion and ensure balanced duties and rights. It means that Technivara will make policies and consider frameworks that boost social cohesion. Advantages of communitarianism include promoting belongingness and encouraging mutual support and shared resources (Chang, 2022). Disadvantages include the difficulties in ensuring a balanced community approach and there is a high possibility of moral relativism.

Judgement

The effectiveness of utilitarianism is based on its consequentialism principle and ensuring that there is happiness among the majority (Sola, 2023). However, it can present reliability challenges when defining and measuring happiness. Communitarianism, on the other hand, is effective in fostering social cohesion and sharing of resources although the process of balancing the competing values remains a significant challenge as well as suppressing the rights of individuals (Kahn, 2023).

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

The financial and non-financial performance of a company is measured using a range of approaches.

Financial Performance – Gross and Net Profit

Financially, an organisational performance can be assessed through the gross and net profit. The two are, however, different based on the specific approach to how they are achieve. Gross profit as described by Liberto (2025) refers to the revenue less the total cost of the goods sold. It is applied to examine how a company manages its key costs, including labour and production. Net profit, on the other hand, entails the actual profit that remains once all expenses have been deducted from the revenue. The net profit highlights the specific picture about the company’s performance (Francisco and Caio Galdi, 2022). For best practice, it would be essential for Technivara to apply both gross and net profit. In the company’s financial statement, the gross profit appears at the top of the income statement whereas the net profit is found at the bottom.

The advantages of gross and net profit are that they offer a clear picture about the firm’s profitability as well as its creditworthiness (Martini et al., 2023). This helps determine if the company’s shares are being overvalued or undervalued. The disadvantages include the gross profit not providing a clear picture about the firm’s performance and the time required to calculate both profits.

Non-Financial Performance – Customer Satisfaction

Customer satisfaction involves measuring the degree of employees’ contentment and satisfaction with the company’s products and services (Hidayat and Idrus, 2023). At Technivara, customer satisfaction would be based on aspects, such as how the workforce gauge the services provided by the company as well as the products. Through customer satisfaction, it is possible for a company to determine whether or not the products and services are meeting the customer expectations. The benefits of customer satisfaction are that they provide a detailed picture of how well the company’s products and services are aligned with clients’ expectations and needs. In addition, customer satisfaction highlights some of the areas that the company can improve its products and services (Sugiarto and Octaviana, 2021). The challenges of using customer satisfaction as a measure of performance include satisfaction being subjective and although satisfaction may be high, this may not translate to the company’s output.

Judgment

The above mentioned measures of performance play distinct roles in determining the overall effectiveness of the company. Where gross and net profit are used, the measure allow for a comprehensive review of the firm, including how worthy its shares are (Martini et al., 2023). In customer satisfaction, Technivara would determine the areas of further development to ensure enhanced customer satisfaction.

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)

Prior to understanding how people practices add value, it is important to understand the two terms’ value and impact. Value is how worth something is whereas impacts are the positive and negative attributes about an aspect.

Ways People Practices Add Value

People practices add value through increasing performance of individuals and the company. When companies engage in recruitment and selection activities, they ensure that they have the top talent to achieve their objectives (AlMessabi and Hazmillah, 2024). At Technivara, for example, an effective recruitment and selection process would ensure that the company has skilled and competent individuals that will help achieve its current and future goals.

People practices also add value through promoting employee motivation, engagement, and retention. Considering the context and people practice of people-related laws and practices, such principles and approaches ensure that companies promote the workforce overall motivation, engagement, and consequently reduce the intention of employees leaving (Abdalla Hamza et al., 2021). For example, Technivara ensuring that employees are contented with its policies, including felt-fair and anti-discrimination, they will not only be engaged but also avert possible turnover rates and intention among the workforce. Notably, employee turnover is a costly occurrence.

Methods of Measuring Impacts of People Practices

People practices and their impacts can be measured mainly through evaluation methods, such as conducting an employee survey. This would allow for a detailed evaluation about the specific subject in terms of people practices (Heikinniemi et al., 2025). For example, an employee survey at Technivara would help understand how effective the people policies are, including anti-discrimination in ensuring employee satisfaction and contentment. Another method would be a cost-benefit-analysis. Through a detailed assessment of the costs and how the measure up against the benefits, it is possible to determine the positive and negative impacts of the people practices (Santos and Miragaia, 2023). An example is using a cost benefit analysis to examine the recruitment and selection approaches.

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Task Two – Quantitative and Qualitative Analysis Review

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)

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

Figure 1 – Clustered Bar Chart

The figure above is a clustered bar chart showing the percentage of vacancies expressed relative to the total number of individuals in the department. From the chart, the department with highest rate of leavers was Casting at 50%. This rate is also in the Quality Control department. However, one can point out that the rates are not equivalent to the arrangement in numbers as departments, such as Audio Technical had 6 leavers translating to a rate of 23.08%. Department with the lowest rate of leavers was Research and development, which had 12.50%. It would however be important to establish the reasons for leaving to make justifiable recommendations.

Figure 2: Clustered Column Chart

The clustered Column chart above shows the number of vacancies, which are expressed as a percentage of the whole in each department. Departments with highest rate of vacant positions were Casting at 83.33% followed by Quality Control, which had 75%. In these departments, however, a key trend or notable factor is that they had few total number of individuals, which translated to the highest rate. For example, there were 5 vacant position out of the total 6 in the casting department. This high rate can be caused by several factors, including the company seeking to expand and increase the number of casting machines. This would imply more vacant positions to fill the specific needs. Departments with the lowest number of vacancies was Engineering although the number required matched the vacant positions.

Figure 3: Area Chart

The area chart above shows that the department with highest rate of filled positions was Quality Control, which had 75%. This was followed by Research and Development department, which had a rate of 50%. Engineering department had only 8.57% rate of filled positions. Another department that had low rate of positions filled was Audio Technical, which had 11.54%. One notable trend as it can be deduced from the area chart is that two departments had more rate of filled positions compared to that of leavers. These departments are Office and Administration, which had 26.67% leavers and 33.33% filled positions and Dispatch and Research and Development, Quality Control, and Dispatch. This increase can be associated with the growth in the firm.

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)

Table 2 data represents the evaluation data from 42 employees with responses being rated based on the five point scale. From the data, it is possible to deduce the key themes, trends, positives, and weaknesses of the learning and development activity at Technivara. Among the key positive aspects is that 80.95% of respondents agreed that the facilitator detailed a clear set of objectives and another 11.90% fully agreed. Another important positive aspect is the facilitator being knowledgeable about the learning and development topics, which was agreed by 61.90% and those who fully agreed were 30.95%. The resources used were of high quality, which is an important factor in ensuring an enhanced learning and development activity. This was agreed by 85.71% of the respondents. Finally, there was a clear explanation of the discussed topics, where 11.90% fully agreed and 66.67% agreed.

Issues and challenge associated with the learning and development activity as drawn from the 42 respondents included failure to achieve the learning outcomes (35.71% fully disagreed and 42.86 disagreed) and inability by learners to engage with meaningful questioning and answering on the topics being discussed (11.90% fully disagreed and 64.29% disagreed). It may also be essential to consider enhancing the learning and development process to ensure that it is informed and tied to the performance target. This is evidenced 57.14% not sure and 26.19% disagreed. Also, 52.38 noted not being sure about employing their knowledge, behaviours, and skills into their working role and another 19.05% disagreeing.

Recommendations

The first recommendation is for Technivara to consider performance management-informed learning and development. This recommendation comes from 24 respondents not being sure about their learning being linked to the performance target and another 11 disagreeing. This means that during the performance evaluation, employees are engaged and the learning activities are aligned with their targets and overall performance (Camilleri, 2021). The benefits of tying performance target to the learning and development activity are enhancing overall outcomes and improving one’s performance. The risks are being uncertain about the approach working as it is influenced by several other factors and the financial implications are the costs incurred in redesigning the learning and development activity to align it to the performance evaluation (Blackman et al., 2023).

The second recommendation is to for Technivara to train and enhance its learning and development professionals’ knowledge on how to conduct an effective learning and development approach and one where there is meaningful questioning and answering on the topics being discussed (Hirsch et al., 2021). In addition, the learning and development professionals will have enhanced knowledge on how to ensure that the learning and development activity results in achieving learning outcomes. The benefits are improved learning and development activity and improving one’s performance and knowledge retentions (Gore and Rosser, 2022). The risks are lack of surety that equipping the learning and development professionals with the targeted knowledge will have a better return on investment (ROI). The financial implications are the resources that Technivara will require so as to ensure that the learning and development professionals have the required knowledge, skills, and behaviour.

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