And trends across time includes trend analysis

Section One - Report
“Evaluate the concept of evidence-based practice and assess how approaches to evidence-based practice can be used to provide insight that supports sound decision- making across a range of people practices and organisational issues.”
Evidence-based practise (EBP) is a methodical strategy for making decisions that depends on the careful use of the best available research in combination with expert judgement and client values to inform and direct practise. This approach guarantees that organisational choices and practises are grounded in empirical facts, boosting their efficacy and aligning them with organisational objectives. It is thus particularly important to people professionals, especially HR managers. When applied to people professionals, EBP means using thorough research and data analysis to make judgements on a variety of organisational challenges and people practises. HR, talent management, training and development, performance evaluation, and other practises are included in these practises. EBP enables a change from conventional methods, which may depend on historical precedent or intuition, to a more data-driven, impartial, and organised decision-making process. People managers must follow certain procedures in order to execute EBP successfully. The first stage is to collect pertinent data from surveys, interviews, performance indicators, and other sources. The patterns, trends, and insights that emerge from the analysis of this data are used to guide decision-making. To identify the causes of attrition, HR managers could examine employee turnover rates, for instance.

Making decisions is based on reviewing recent research and best practises related to the sector. This guarantees that judgements are in line with the most recent information and trends in the industry. People experts should evaluate the quality, applicability, and dependability of the available evidence rigorously. To assure the accuracy of the data, this entails carefully examining the study design, sample size, and any biases. Evidence for EBP must be customised to the unique organisational setting and the workforce's demands. It is not a one-size-fits-all strategy, but rather one that is customised to the organization's particular possibilities and difficulties. Data analysis in people practises may help organisations adopt focused actions to increase employee happiness and retention, for instance, by analysing survey results to identify areas of low engagement. to detect skill shortages and create training programmes that are specifically tailored to each employee, performance data will be analysed. optimising recruiting procedures by evaluating statistics on time to hire, cost per hire, and applicant quality to determine the efficacy of recruitment techniques. using data to assess the efficiency of performance evaluation systems and identify areas for development. Organisations may

Strategic Decision-Making
SWOT analysis assists in making strategic decisions. It helps organisations match their strengths with opportunities, fix weaknesses that might impede growth, seize outside chances, and mitigate or be ready for risks.

Stakeholder Involvement
Employees, managers, customers, and partners, among other stakeholders, may work together to conduct a SWOT analysis. The accuracy of opportunity and problem identification is improved by the variety of viewpoints.

“Explain three decision-making processes that can be applied to ensure that effective outcomes are achieved.”
In a variety of organisational and personal circumstances, effective decision-making is essential for obtaining desired results. Rational decision-making, intuitive decision-making, and collaborative decision-making are three decision-making techniques that may be used to

guarantee successful results. Making rational decisions requires weighing the pros and cons of several options in accordance with a set of predetermined criteria and choosing the best one. Clearly defining the issue or choice at hand is the first step. A thorough knowledge of the problem at hand is crucial. In order to assess prospective solutions, decision-makers gather pertinent facts and information. Facts, figures, and professional views may all be a part of this data. A crucial stage is establishing the standards or goals that the choice must satisfy. These standards act as yardsticks for comparing alternatives. The next stage is to conduct a brainstorming session and compile a list of prospective solutions or courses of action. The decision-making process becomes more robust as more possibilities are taken into account.

According to utilitarianism, which is often linked with thinkers like John Stuart Mill, the ultimate moral goal should be to maximise everyone's pleasure or well-being. According to this theory, the moral decision is the one that benefits the most people overall. The effects of acts are highlighted from this viewpoint. By encouraging people to weigh the many consequences of their acts and choose the one that produces the greatest pleasure or minimises suffering, utilitarianism may help people make moral decisions. It has a significant impact in circumstances when it is crucial to balance the advantages and disadvantages and make decisions that maximise overall wellbeing. The cornerstone for ethical decision-making is the development of moral virtues and virtuous character qualities, according to virtue ethics, which is often associated with Aristotle. It focuses on developing values like honesty, bravery, and compassion and behaving with these traits. By emphasising the importance of developing one's moral character and ethics, virtue ethics may have an impact on moral judgement. Decision-makers should seek to exhibit virtue and make decisions that are consistent with their virtue. This point of view has an impact on the promotion of honesty and moral behaviour in both personal and professional contexts.

It is possible to take a more well-rounded and knowledgeable approach to moral decision-making by including various ethical ideas. When faced with moral quandaries, decision-makers might weigh these various viewpoints, taking into consideration deontological obligations, utilitarian effects, and virtues. Understanding the benefits of each ethical viewpoint may assist in determining the relative weighting of obligations, repercussions, and virtues in a particular circumstance, resulting in a balanced conclusion. Leaders in organisational settings who comprehend and value these ethical viewpoints may impact a culture of integrity by ensuring that choices are in line with moral standards, repercussions, and virtue.

“Explain how people practices add value in an organisation and identify two methods that might be used to measure the impact of people practices.”
People practises, which often include human resources (HR) and talent management methods, are crucial for enhancing an organization's value. Through workforce optimisation, improved employee performance and engagement, and the promotion of a pleasant workplace culture, these practises help organisations succeed. Return on Investment (ROI) and employee engagement surveys are two tools that may be used to assess the influence of people practises. Organisations may recruit top talent and keep competent workers by implementing effective people practises. This not only lowers the expenses related to employee turnover but also guarantees that the company has a pool of qualified experts to foster success. By coordinating personnel skills and capabilities with the strategic objectives of the company, people practises

help increase worker productivity. As a component of HR practises, well-designed training and development initiatives strengthen staff competences, boosting output and effectiveness. Employee engagement increases commitment, motivation, and output. Higher levels of engagement are the result of people practises that put an emphasis on fostering a happy work environment, offering opportunity for advancement, and recognising workers' achievements.