Evidence-based practice is critical for people professionals because it allows them to focus on the information necessary to take evidence-based approaches. The key advantages of evidence-based human resource practice are better informed and more effective decision-making. Within the business or industry, a more analytical approach based on current information, data, analytics, and statistics is most likely already in place (Kearns, 2013). Effective risk management of workplace disputes among workers. Two of the basic behaviours, information oriented and contextual decision-making, substantially enhance the People Profession Map. They are the knowledge and behaviours necessary for human resource professionals to be fully evidence-based in their work approach and to live the CIPD's principles (CIPD, 2020).

People Practice issues:

2. Increasing productivity- Evidence-based practices include the application of work, time, and motion studies with unbiased decisions, which leads to time savings and the most effective utilization of available resources, as well as the elimination of waste and inefficiency, all of which will greatly aid in increasing employee productivity in the workplace (Whittington, Meskelis, Asare and Beldona, 2017).

Is approach helpful and its drawbacks:

Critical thinking and its main principle

The term critical thinking is the ability to think more clearly and responsibly about what we need to do and what we need to focus on, which remembers one's capacity to draw on intelligent and autonomous reasoning, which aids experts in understanding the reasonable associations between thoughts, distinguishing, and assessing contentions, identifying irregularities and common errors in thinking, efficiently tackling issues, and taking note of the perceptible cues. When working for a company, the main principle of critical thinking is completeness, which is gathered by going through accessible factors. It aids in the collection of hidden assumptions, the examination of numerous causes and consequences, the comprehension of our prejudices and attitudes, and the questioning of the techniques used to get all of the information.

a. Analytical thinking- In an objective debate, observational skill helps a critical thinker to look at circumstances, persons, and processes objectively and effectively and grasp them and rationally make decisions to solve the particular issues which arise in the workplace.

b. Problem Solving- Another critical thinking skill that involves understanding a problem, developing and implementing a logical solution, and evaluating the plan's success. Employers are looking for individuals who can think critically think on the basis of the unbiased data or information (Rodzalan and Saat, 2015).

Measuring performance is critical in tracking the growth of any company since it involves comparing performance to the actual consequences of a certain objective. Financial and non-financial performance measures are used for various goals. They are often used to plan and achieve objectives in several areas of the company's status based on the overall financial and non-financial performance.

Financial performance- Financial performance is a metric used by businesses to assess the financial health of their operations. These metrics assist establish how successfully a firm uses its available resources, such as earnings, costs, liabilities, and so on, to create both sustainable sales and operational incomes. Working capital is a measure of available operating liquidity that is utilized to support day-to-day activities. Cash flow is a financial indicator that shows how much money a company has as a consequence of its activities. Cash flow statements frequently include operating cash flow.

People practice issues are all about gathering and analysing data on the people that work there. It is also known as HR analytics. This sort of information may be discovered in HR systems, IT departments, and external sources such as pay surveys. Using people's data allows you to contribute to an organization's strategy by discovering what individuals can do to promote change. The interpretation of data can be analysed through the HR Value Chain.

 Trends across departments- This chart shows the trends of total days lost across the department. On the X-axis the organization unit is stated in this graph whereas on the Y-axis the total day lost is mentioned in this graph. The principal findings of this graph demonstrate that there are a total of 185 marketing department members who are taking leave from their office due to having coronavirus symptoms, and joint and bone pain also. 83 employees from the finance department are having Stomach/Gastro, and muscular pain and some are facing depression issues as well which is the main reason for them taking leave from their work. 71 employees from the production department are facing issues like Stress/Anxiety, vomiting, and COVID-19 symptoms which is the reason behind these employees taking leave from their office work. 66 employees from the health and safety department are facing cardiovascular symptoms of loss of breathing, COVID-19 symptoms, and stress from the workload given by their managers as well.

Total days lots through absence- This chart shows the total days lost through absence. On the X-axis absence reason is stated in this graph whereas on the Y-axis the total day lost through Absence is mentioned in this graph. The main findings of this graph show that employees have taken a total of 308 days off from their official employment. 128 marketing department employees have sought sick leave owing to joint and bone pain from spending long hours in the office. 54 employees from the Health and Safety Department have taken leave due to breathing problems, 47 employees are dealing with stress and anxiety issues, 44 employees from the Strategy and Innovation Department have taken leave due to the operation, and 35 employees from the Customer Experience Department have taken leave because they believe their privacy and confidentiality are not being respected at work.

 Annual total cost through absence based on a 37-hour working week

Table 2- 29 employees want someone to treat them with respect, and 12 employees feel that supporting their job should be based on work-life balance. 37 workers are responsible for establishing clear work objectives when performing their duties at the business. 31 employees believe that effective communication is critical for working in the office. Where 19 employees are extremely opposed to enabling them to work on their goals as well. 30 employees strongly disagree with implementing policies in a fair and consistent manner when achieving corporate goals.

Table 2 Data Analysis: 69.04% of employees want someone to treat them with respect. This means there are lack of respect within the workplace. This reflects that there are less mutual respect between a manager and employees. 28.57% of employees feel that supporting their job should be based on work-life balance. This indicates that a large percentage of employees are not satisfied with the workload offered by managers to employees. Hence, there is a less supportive environment between managers and employees. Similarly, 9.52% of employees supported setting their clear work objectives, 16.67% of employees fully agreed with the support of their development and 2.38% of employees strongly agreed that skills are required to resolve conflict. These indicate that there are fewer learning and development practices offered by managers. As a result, the relationship between managers and employees shows poor people management. 88.09% of employees fully agreed to set clear work target, 66.67% of employees fully support recognizing employees for a good job, 9,52% of employees want supportive advice, 14.28% of employees fully supports of applies policies in a fair and consistent manner, 0% of employees support to open to their suggestions, 73.80% of employees fully agreed to have clear communication, 9.52% of employees want to receive rewards for their work over and above, 4.76% of employees only support to enable them to put forward their views, and 0% of employees allows to agree their work objectives. Similarly, these outcomes indicate that there is a lack of motivation between managers and employees as well as a lack of recognition for employees for a good job from managers.

Table 1.

Risk- Some employees did not feel confident in participating in the stretching exercises, which has a direct impact on their health. This can demotivate the fitness coach from achieving their main goal, which is to provide the best stretching training to all employees so that they do not experience joint and bone pain.

Financial implications- Hiring a coach to instruct staff on how to undertake stretching exercises would undoubtedly increase the company's financial costs.

Risks- The implementation of the plan is associated with different risks. The first risk is legal risk. The lack of misunderstanding or lack of awareness of the way law and regulation apply to the organization can lead to reputation loss as well as legal risks. The repetitive practice related to maintaining the safety standards might lead the employees towards frustration. This can decrease the employees’ performance and organizational productivity.

Financial Implications- The implementation of the plan is associated with direct costs and indirect costs. The arrangement of the plan and implementation of the plan for the first time is required venue and other arrangements which are associated costs. Similarly, communicating the plan with all employees within the organization required technologies or other tools to foster an effective communication framework. This consists of costs. There are certain miscellaneous expenses such as internet access charges, telephone charges etc.

Financial implications - Many organizations have already had to invest in new infrastructure to allow their employees to work outside of the office. And there was a price to pay for it. They needed to purchase technology that would allow them to interact with the rest of the team more often and efficiently. They needed to invest in measures that made employees feel like they were part of a team. For many company owners, it was as easy as deciding whether or not to keep their current location.

Table 2

Financial Implications: Offering rewards to employees is an expense to the business. The implementation of this plan requires a proper budget each year and the organization needs to offer a percentage of capital each for this component. When the organization suffers from a budget deficit then in that case the organization can offer more non-financial rewards which are most cost-effective. Similarly, when the organization can maintain these expenses then the organization can offer a mixture of financial and non-financial rewards.

1. Decision-Making matrix