The CIPD 5CO02 Evidence-Based Practice Assignment Example unit is a core component of the CIPD Level 5 Associate Diploma in People Management, focusing on how HR professionals can leverage data and critical thinking to inform strategic decision-making. This high-pass assignment example provides a comprehensive model for successfully addressing all Assessment Criteria (AC 1.1 – 3.2).

The submission is structured into two main tasks: Task 1 is a detailed report evaluating EBP concepts, critical thinking, ethical perspectives, and performance measurement, all applied to a realistic case study. Task 2 demonstrates practical HR analytics skills by performing quantitative and qualitative data analysis on provided turnover and L&D feedback, culminating in evidence-based recommendations. Crucially, this example adheres to strict word counts and referencing style, making it an essential resource for students aiming for a distinction in their CIPD 5CO02 assignment.

5CO02 Evidence-based Practice: 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) represents a fundamental shift in how people professionals make decisions, moving away from reliance on intuition, tradition, or fads towards a more systematic and rigorous approach. The CIPD defines EBP as the explicit, judicious, and conscientious use of the best available evidence from multiple sources to inform decision-making (CIPD, 2024). This approach is critical for an organisation like Technivara, which, despite its success, is currently susceptible to “risky decision making” due to “archaic and inadequate” people practices, as noted by Sue Young.

EBP is built upon the synthesis of four distinct sources of evidence, which must be critically evaluated and combined to ensure a robust foundation for any people-related intervention (Briner, Denyer, and Rousseau, 2009).

Source of Evidence	Description	Relevance to Technivara
Scientific Literature	Findings from peer-reviewed academic research, meta-analyses, and professional guidelines.	Provides external benchmarks and proven models for effective HR interventions, such as the validity of different recruitment methods.
Organisational Data	Internal metrics, including financial performance, employee surveys, turnover rates, and operational data (e.g., Table 1).	Offers specific, contextual data on Technivara’s current state, allowing for diagnosis of internal issues and measurement of impact.
Professional Expertise	The practitioner’s accumulated knowledge, skills, and judgment derived from experience.	Sue Young and the People Practice Team’s experience is vital for interpreting data and tailoring solutions to Technivara’s unique culture and history.
Stakeholder Values	The concerns, expectations, and values of all parties affected by the decision, including employees, managers, and the board (e.g., Bill Swanky).	Essential for ensuring buy-in and ethical implementation, balancing the need for modernisation with Bill’s preference for a “traditional style.”

The evaluation of EBP reveals its immense value, particularly in a context of planned expansion, as it ensures that people practices are not only efficient but also strategically aligned with business goals (Fitz-enz and Davison, 2019). For Technivara, EBP provides the persuasive case Sue Young needs by replacing anecdotal evidence with hard data, thereby mitigating the risk of poor decisions.

Two Examples of EBP Application at Technivara:

1. Modernising the Recruitment and Selection Process:
   1. The Problem: Technivara’s current recruitment process is likely paper-driven and based on outdated practices, which may be inefficient and lead to poor hiring decisions. The data in Table 1 shows significant vacancy rates (e.g., 83.33% in Casting Department), suggesting the current process is failing to attract and fill roles effectively.
   1. EBP Application: Sue can use EBP to redesign the process. She would combine organisational data (e.g., correlating current selection methods with new hire performance and retention) with scientific literature (e.g., research on the high validity of structured interviews and work sample tests over unstructured methods). The professional expertise of the team would be used to implement the change, while considering the stakeholder value of Bill Swanky’s traditional approach by demonstrating the financial return on investment (ROI) of the new, evidence-based process.
2. Evaluating the Effectiveness of Learning and Development (L&D) Investment:
   1. The Problem: Technivara is investing in L&D (as evidenced by Table 2), but the impact and value are unknown. The current approach may be based on tradition rather than proven need or effectiveness.
   1. EBP Application: EBP would be used to move beyond simple ‘happy sheets’ (Kirkpatrick Level 1 evaluation). Sue would integrate organisational data (e.g., pre- and post-training performance metrics, Table 2 feedback showing strong disagreement on achieving outcomes) with scientific literature (e.g., models of training transfer and evaluation). This evidence would identify that while the facilitator is knowledgeable, the learning is not sufficiently linked to performance targets or resulting in applied knowledge. The EBP approach would lead to a decision to redesign the L&D strategy to focus on measurable business outcomes, thereby building a strong, evidence-based case for continued investment.

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 effectively diagnose the issues and opportunities presented by Technivara’s need for modernisation and expansion, Sue Young requires structured approaches to analyse the current situation. The use of a formal analysis tool and method will provide the necessary objective foundation for her persuasive case to the board.

Evaluation of an Appropriate Analysis Tool: SWOT Analysis

The SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats) is a highly appropriate strategic planning tool for Technivara. It provides a simple, yet powerful, framework for summarising the internal and external factors affecting the People Practice function.

• Application: Sue can use SWOT to present a clear, high-level overview of why the current “archaic and inadequate” practices must change.
  • Strengths (Internal): Sixteen consecutive years of growth, Bill Swanky’s deep involvement, and an established People Practice Team (Sue’s professional expertise).
  • Weaknesses (Internal): Paper-driven processes, lack of data-driven evidence, susceptibility to “risky decision making,” and a culture resistant to change (“traditional style”).
  • Opportunities (External): The current business expansion, the availability of modern HR technology, and the opportunity to use EBP to create a competitive advantage.
  • Threats (External): Competition for talent (evidenced by high vacancy rates in Table 1), the risk of legal non-compliance due to outdated processes, and the possibility of losing key talent due to poor employee experience.
• Evaluation: The SWOT tool is excellent for its clarity and ability to facilitate discussion with the Board, including Bill Swanky. It forces a structured view of the internal problems (Weaknesses) and links them directly to the need to seize external Opportunities (expansion) and mitigate Threats (talent loss). Its limitation is that it is descriptive, not diagnostic; it identifies what the issues are, but not why they are occurring. This limitation necessitates the use of a complementary diagnostic method.

Evaluation of an Appropriate Analysis Method: Root Cause Analysis (RCA)

Root Cause Analysis (RCA) is a systematic process for identifying the underlying causes of problems or incidents, rather than just treating the symptoms. A particularly accessible and effective RCA technique is the 5 Whys.

• Application: The 5 Whys method is ideal for diagnosing the why behind Technivara’s most pressing issues, such as the high turnover in Quality Control (50%) and Casting (50%) shown in Table 1, or the low L&D impact in Table 2.
  • Example Diagnosis (High Turnover):
    • Problem: High turnover in the Casting Department. Why?
    • Employees are leaving due to poor working conditions and low morale. Why?
    • The equipment is old and poorly maintained, and managers are overworked. Why?
    • Maintenance budgets have been cut, and the company has not invested in management training. Why?
    • Bill Swanky’s “traditional style” focuses on short-term cost control and avoids investment in non-production areas. Why?
    • The company lacks a clear, evidence-based link between people practices (e.g., manager training, engagement) and financial performance.
• Evaluation: The 5 Whys is a powerful diagnostic method because it compels the user to look beyond superficial explanations and challenge assumptions, a key requirement for moving past Technivara’s outdated practices. It directly addresses the limitation of SWOT by providing the “why.” Its simplicity makes it easy for the People Practice Team to adopt immediately. However, its limitation is that it relies heavily on the knowledge and objectivity of the team performing the analysis; if the team stops asking “why” too soon, the true root cause may be missed. When combined with the high-level view of SWOT, RCA provides a comprehensive approach to both framing the problem and diagnosing its origins.

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 is the intellectually disciplined process of actively and skillfully conceptualising, applying, analysing, synthesising, and/or evaluating information gathered from, or generated by, observation, experience, reflection, reasoning, or communication (Cottrell, 2017). It is the essential cognitive skill that underpins EBP, enabling people professionals to move beyond personal bias and tradition.

Main Principles of Critical Thinking

The process of critical thinking is guided by a set of universal intellectual standards:

Principle	Explanation
Clarity	Ensuring that ideas, questions, and assumptions are precisely stated and understood. Vague thinking leads to vague outcomes.
Accuracy	Verifying that information is true and free from error or distortion. This directly relates to using the “best available evidence” in EBP.
Precision	Providing sufficient detail to address the issue. Moving beyond generalisations to specific, measurable data points (e.g., using percentages from Table 1, not just saying “high turnover”).
Relevance	Focusing on information pertinent to the core issue. Ignoring irrelevant data, even if it is interesting.
Depth	Addressing the complexities and underlying causes of a problem, rather than just the surface symptoms (linking to RCA in AC 1.2).
Breadth	Considering alternative viewpoints and perspectives to ensure a comprehensive understanding. Essential for engaging with Bill Swanky’s traditional view.
Logic	Ensuring that the reasoning is sound and that the conclusions follow from the evidence presented.
Fairness	Being open-minded, impartial, and free from self-serving interest or bias.

Application to Objective and Rational Debate at Technivara

Critical thinking is crucial for Sue Young to build a persuasive case and overcome the entrenched, traditional mindset of Bill Swanky and the Board.

• Applying to Others’ Ideas (Bill Swanky):
  • Challenging Assumptions: Bill’s “traditional style” is based on the assumption that what worked in the past will continue to work during expansion. Critical thinking demands Sue challenge this by asking: “Is this assumption accurate and relevant to a modern, growing electronics company?”
  • Demanding Evidence: When Bill proposes a decision based on intuition, Sue can use the principle of accuracy to ask, “What evidence supports this idea?” and “Can we be more precise by looking at the data?” This shifts the debate from personal preference to objective facts. For example, she can use the high turnover percentages to demonstrate the failure of the traditional approach.
  • Promoting Breadth: By introducing EBP, Sue forces the Board to consider a broader range of evidence, including external scientific research, rather than just their internal, historical experience.
• Applying to My Own Ideas (Sue and the People Practice Team):
  • Self-Correction: The People Practice Team must apply fairness and depth to their own practices. They must critically evaluate their current paper-driven methods, acknowledging that they have continued with many of the predecessor’s practices.
  • Ensuring Logic: When proposing a new HR system, the team must ensure the proposed solution is logically connected to the diagnosed root cause (from the RCA). For instance, if the root cause of low engagement is poor line management, the logical solution is management training, not just a new communication tool.
  • Maintaining Clarity: In presenting the case to the Board, the team must use clear and precise language, avoiding HR jargon and instead focusing on measurable business outcomes, such as the financial impact of improved retention or recruitment efficiency.

By embedding these principles, critical thinking transforms the debate at Technivara from a subjective clash of styles into an objective, rational discussion centred on the best available evidence for achieving effective organisational outcomes.

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

Effective outcomes at Technivara, especially during a period of expansion, will require the application of different decision-making processes depending on the complexity and stakes of the problem. Two contrasting models are the Rational Decision-Making Model and the Bounded Rationality Model.

1. The Rational Decision-Making Model

The Rational Model is a prescriptive, step-by-step process designed to lead to the optimal choice by maximising the achievement of a goal. It assumes the decision-maker has complete information, is aware of all alternatives, and can make an unbiased choice.

Step	Description	Application at Technivara
1. Define the Problem	Clearly state the issue (e.g., “High employee turnover is impacting productivity”).	Sue must define the problem in measurable terms, using data from Table 1 and the RCA.
2. Identify Decision Criteria	Determine the factors relevant to the decision (e.g., cost, implementation time, impact on retention).	The criteria for a new recruitment system would include cost-effectiveness and alignment with the expansion strategy.
3. Allocate Weights	Rank the criteria in order of importance.	The Board might weight “cost” and “return on investment” higher than “ease of use.”
4. Develop Alternatives	Generate a comprehensive list of possible solutions (e.g., three different HR software vendors).	The People Practice Team must research and present a wide range of modern solutions.
5. Evaluate Alternatives	Systematically assess each alternative against the weighted criteria.	Use EBP to evaluate each vendor based on scientific evidence and internal data projections.
6. Select the Best Alternative	Choose the option that scores highest based on the evaluation.	This ensures the final decision is objective and defensible to Bill Swanky and the Board.

• Suitability for Technivara: This model is most suitable for high-stakes, non-routine decisions, such as the strategic decision to expand the business, the complete overhaul of the HR system, or a major policy change (e.g., implementing flexible working). It ensures that the decision is transparent, evidence-based, and logically sound, providing the persuasive case Sue needs.

2. The Bounded Rationality Model (Satisficing)

In contrast to the idealised Rational Model, the Bounded Rationality Model, introduced by Herbert Simon (1972), recognises that human decision-makers have cognitive limitations. They cannot process all available information, and they operate under constraints of time and resources. Therefore, instead of seeking the optimal solution (maximising), they seek a satisfactory solution (satisficing).

• Explanation: Decision-makers construct simplified models of the world to deal with complexity. They search for alternatives sequentially and stop as soon as they find an alternative that meets an acceptable, minimum level of performance—a “good enough” solution.
• Application at Technivara: This model is highly relevant for routine, day-to-day operational decisions where a quick, effective response is needed, such as:
  • Filling a non-critical vacancy: Instead of conducting a full market analysis for the perfect candidate, the team hires the first candidate who meets the minimum job requirements to keep the department operational.
  • Addressing a minor employee complaint: The manager applies a standard, acceptable solution from the employee handbook rather than launching a full, time-consuming investigation.
• Ensuring Effective Outcomes: While satisficing is efficient, it carries the risk of settling for mediocrity. To ensure effective outcomes, Technivara must use EBP to define the minimum acceptable standard for a “satisfactory” decision. For example, a “satisfactory” hire must still meet a baseline performance prediction derived from evidence, not just a gut feeling. By setting evidence-based boundaries, the team can make timely, efficient decisions that are still aligned with the overall strategic goals of modernisation and expansion.

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

As Technivara moves to modernise its people practices, ethical considerations must inform every decision, particularly as the company transitions from a “traditional style” to a data-driven approach. Two contrasting ethical perspectives—Utilitarianism and Deontology—provide frameworks for evaluating the moral implications of people practice decisions.

1. Utilitarianism (Consequentialist Ethics)

Utilitarianism, a consequentialist theory, holds that the most ethical choice is the one that produces the greatest good for the greatest number of people (Crane and Matten, 2021). The morality of an action is judged solely by its outcome or consequences.

• Assessment: This perspective is highly practical for business, as it aligns with the goal of maximising overall organisational benefit. It provides a clear metric: does the decision increase the collective well-being of the workforce and the profitability of the company?
• Influence on Decision-Making at Technivara:
  • Policy Decisions: When considering a new policy (e.g., implementing a new, more rigorous performance management system), a utilitarian approach would weigh the benefits (increased productivity, clearer expectations for the majority) against the costs (stress, potential dissatisfaction for a few underperformers). If the net result is a significant increase in overall organisational performance and employee engagement, the policy is deemed ethical.
  • Workforce Planning: Decisions regarding expansion or restructuring would be based on which option secures the most jobs and provides the greatest economic benefit to the largest number of employees, even if it means closing a small, underperforming department.

2. Deontology (Duty-Based Ethics)

Deontology, or duty-based ethics, argues that the morality of an action should be based on whether that action adheres to a set of rules or duties, regardless of the consequences (Crane and Matten, 2021). The focus is on the inherent rightness or wrongness of the action itself.

• Assessment: This perspective is crucial for ensuring fairness, rights, and compliance. It aligns perfectly with the CIPD’s professional standards, which emphasise principles like fairness, dignity, and respect. It acts as a safeguard against utilitarian decisions that might sacrifice the rights of a minority for the benefit of the majority.
• Influence on Decision-Making at Technivara:
  • Data Ethics and AI: As Sue introduces data-driven practices, deontology demands that the team adhere strictly to data protection laws (a duty) and the principle of fairness. For example, a new AI-driven recruitment tool must be free from bias (a duty to fairness) even if a biased tool could, in the short term, lead to a more “profitable” hire (a utilitarian outcome). The right action is to ensure fairness, regardless of the consequence.
  • Employee Rights: Decisions must respect fundamental employee rights, such as the right to due process in disciplinary matters. Even if firing a disruptive employee immediately would benefit the morale of the majority (utilitarian), deontology requires the company to follow the full, fair disciplinary procedure (the duty).

Synthesis

By using both perspectives, Technivara can achieve ethically sound decisions. Utilitarianism can guide the strategic choices that maximise overall benefit during the expansion, while Deontology ensures that the implementation of those choices respects the fundamental rights and duties owed to every individual employee, providing a moral compass for the new, data-driven people practices.

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

To demonstrate the value of modernising people practices, Sue Young must be able to measure performance in ways that resonate with the Board and Bill Swanky. This requires a balanced approach using both financial and non-financial metrics.

1. Financial Performance Measurement: Return on Investment (ROI) of HR Initiatives

Appraisal: ROI is the most direct way to measure the financial impact of a people practice initiative. It quantifies the monetary benefit derived from an investment, a language the Board, and particularly a financially successful founder like Bill, will understand.

• Formula: $\text{ROI} = \frac{(\text{Monetary Benefits} – \text{Cost of Investment})}{\text{Cost of Investment}} \times 100$
• Example: ROI of a New Applicant Tracking System (ATS)
  • Cost of Investment: Software license, implementation, and training costs.
  • Monetary Benefits:
    • Reduced Time-to-Hire: Faster hiring means vacancies are filled sooner, reducing lost productivity costs (e.g., the 8 vacancies in Engineering).
    • Increased Quality of Hire: Better candidates lead to higher performance, which can be monetised through increased output or reduced errors.
    • Reduced Administrative Costs: Eliminating the “paper-driven” process saves on staff time and materials.
• Value to Technivara: By calculating a positive ROI for the new ATS, Sue can directly counter any resistance to investment, proving that modern people practices are a value-generating asset, not just a cost centre. This is a powerful, persuasive tool for her case.

2. Non-Financial Performance Measurement: Employee Engagement and Experience

Appraisal: Non-financial measures are critical because they act as leading indicators of future financial performance (ClearPoint Strategy, 2025). They measure the health of the organisation’s human capital, which is the engine of its success. Employee Engagement is a strong measure of the emotional commitment employees have to the organisation.

• Example: Employee Net Promoter Score (eNPS)
  • Metric: eNPS measures employees’ willingness to recommend Technivara as a place to work. It is calculated by subtracting the percentage of Detractors (score 0-6) from the percentage of Promoters (score 9-10).
  • Data Collection: A simple, regular pulse survey (e.g., quarterly) asking: “On a scale of 0 to 10, how likely are you to recommend Technivara as a place to work?”
• Value to Technivara:
  • Diagnosis: A low eNPS score (e.g., in Quality Control or Casting, where turnover is high) would immediately signal a significant internal problem, prompting a deeper RCA.
  • Predictive Power: High engagement is strongly correlated with lower turnover, higher productivity, and better customer service. By tracking eNPS, Sue can demonstrate that her initiatives (e.g., improved L&D, better management) are improving the employee experience, which will predictably lead to better financial results in the long term. This provides a crucial counterpoint to the short-term focus that may be inherent in Bill Swanky’s traditional management style.

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)

People practices add value when they contribute directly to the achievement of an organisation’s strategic objectives. For Technivara, with its goal of expansion, the value proposition of modern people practices is twofold: mitigating risk and driving performance.

How People Practices Add Value at Technivara

• Enabling Strategic Expansion: The company is growing, but the “archaic” people practices are a bottleneck. Modern practices (e.g., streamlined recruitment, effective L&D) ensure that Technivara can quickly and effectively scale its workforce and capabilities to meet the demands of the new business sectors (computer, electronics, medical, and automotive). Without this, the expansion is at risk of failure due to talent shortages or compliance issues.
• Improving Operational Efficiency and Quality: By implementing EBP, people practices can diagnose and solve operational problems. For example, reducing the 50% turnover in Quality Control (Table 1) directly improves product quality and reduces the cost of errors and rework. Effective L&D (addressing the issues in Table 2) ensures the workforce has the skills needed for the engineering and design components Technivara produces.
• Building a High-Performance Culture: By focusing on non-financial metrics like employee engagement (AC 3.1), people practices foster a culture of commitment, innovation, and accountability. This is especially important for a company in the high-tech electronics industry, where innovation is key to sustained growth.

In essence, modern people practices transform the workforce from a passive cost into an active, strategic asset, ensuring the business is robust, compliant, and capable of sustained, profitable growth (Fitz-enz and Davison, 2019).

Two Methods to Measure the Impact of People Practices

To demonstrate this value, Sue must move beyond simply reporting activity (e.g., number of training courses run) to measuring the ultimate impact on the business.

1. The HR Scorecard/Dashboard

• Method: An HR Scorecard is a strategic measurement system that links people practice metrics directly to business strategy and outcomes. It moves away from isolated metrics and presents a holistic, visual view of HR’s contribution.
• Application: Sue can design a dashboard with three tiers of metrics:
  • Activity (Lagging): e.g., Number of hires, L&D hours delivered.
  • Impact (Leading): e.g., eNPS, Manager effectiveness score, Time-to-fill.
  • Business Outcome (Ultimate): e.g., Revenue per employee, Quality defect rate, Customer satisfaction score.
• Value: This method provides the Board with a clear, ongoing picture of how people practices are driving the expansion strategy. It allows for proactive management, as leading indicators (e.g., a drop in eNPS) can be addressed before they translate into lagging business problems (e.g., increased turnover and reduced profit).

2. Correlation and Regression Analysis

• Method: This is a statistical technique used to establish a demonstrable, predictive link between people practice data and business results.
  • Correlation: Measures the strength and direction of the relationship between two variables (e.g., is high engagement related to low turnover?).
  • Regression: Allows for prediction (e.g., if we increase manager training by 10 hours, what will be the predicted reduction in the Quality Control department’s defect rate?).
• Application: Sue can use Technivara’s existing data (Table 1, Table 2, and financial data) to build a compelling, scientific case. For instance, she can correlate the results of the L&D evaluation (Table 2) with the performance data of the attendees. If the data shows a strong correlation between “learning linked to performance target” and subsequent high performance, she has a powerful, evidence-based argument for redesigning the L&D strategy.
• Value: This method provides the highest level of proof for EBP. It allows Sue to move beyond simply saying “HR is important” to stating definitively: “Investing X in this people practice will statistically result in Y business outcome,” providing the ultimate persuasive case for the Board.

References on CIPD 5CO02 Evidence-based Practice Assignment Example

Briner, R. B., Denyer, D., and Rousseau, D. M. (2009) ‘Evidence-based management: Concept cleanup, critique, and a call for collaboration’, Academy of Management Learning & Education, 8(1), pp. 19-32.

CIPD (2024) Evidence-based practice for effective decision-making. Available at: https://www.cipd.org/uk/knowledge/factsheets/evidence-based-practice-factsheet/ (Accessed: 23 October 2025).

ClearPoint Strategy (2025) Track 15 Key Non-Financial Performance Measures for Business Success. Available at: https://www.clearpointstrategy.com/blog/nonfinancial-performance-measures (Accessed: 23 October 2025).

Cottrell, S. (2017) Critical Thinking Skills: Effective Analysis, Argumentation and Reflection. 3rd edn. London: Palgrave.

Crane, A., and Matten, D. (2021) Business Ethics: Managing Corporate Citizenship and Sustainability in the Age of Globalization. 5th edn. Oxford: Oxford University Press.

Fitz-enz, J., and Davison, B. (2019) The New HR Analytics: Predicting the Economic Value of Your Talent Investment. New York: AMACOM.

Simon, H. A. (1972) ‘Theories of Bounded Rationality’, in McGuire, C. B. and Radner, R. (eds.) Decision and Organization. Amsterdam: North-Holland Publishing Company, pp. 161-176.

5CO02 Evidence-based Practice: Task Two – Quantitative and Qualitative Analysis Review