3CO02 Principles of Analytics Guide

This comprehensive 3CO02 CIPD course guide is designed to assist the CIPD learners in successfully addressing the 3CO02 Principles of Analytics unit, tasks 1 and 2. Reviewing this guide will provide the learner with valuable knowledge that can be applied when responding to different (ACs) in the Principles of Analytics allowing them to save both time and resources!

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3CO02 Assignment Help Guide – SECTION ONE

(AC 1.1) Explain what evidence-based practice is and how it might be applied within an organisation.

Explain: Make plain, interpret, and account for, enlighten, give reasons for a specific decision.

• Start writing your answer by explaining clearly what evidence-based practise is supporting it using the Harvard referencing. Ensure that your answer related to people practise and HR.
• Briefly explain the components of evidence-based practice
• Then go ahead to identify of how different types of evidence-based practice can be used to inform principle-led judgements and outcomes for an organisation. Make sure to give at least two examples of how it can be utilised within an organisation/ people practise. Supporting your answer using real life organisational examples and people practise examples will go a long way to boost your points.
• Give a confident response, which is clear, concise, and well-argued applicable to the organisation. Provide well-chosen examples and references which are applied well to underpin the narrative.

 

(AC 1.2) Explain the importance of using data in organisations and why it is necessary to ensure that data is accurate when determining problems and issues.

Explain: Make plain, interpret, and account for, enlighten, give reasons for a specific decision.

• Give a convincing argument of the significance if data within organisations. Recognise the importance of knowledge management approaches to improve organisational effectiveness. You may proceed to identify the influence that data has on organisational culture, performance and internal and external perceptions. Make sure to relate the narration to the use of people analytics in people practise placing into consideration data such as absenteeism data, turnover data, performance data and how these they can be utilised in the organisation to boost performance.
• It is always better and sure to score you higher points to incorporate real life organisational examples. This indicates that you comprehend the concept’s applicability in real life.
• Then go ahead to offer a clear and evidence-supported argument on why data must be accurate. Make sure to mention the benefits an organisation can draw from data that is accurate and the negative impacts of using data that is inaccurate.
• Give a confident response, which is clear, concise, and well-argued applicable to the organisation. Provide well-chosen examples and references which are applied well to underpin the narrative.

 

(AC 1.3) Explain the different types of data measurements used by people professionals.

Explain: Make plain, interpret, and account for, enlighten, give reasons for a specific decision.

• Here you are expected to explain the various forms of data i.e. qualitative and quantitative. Make sure to state at least three organisational/ people practise examples of each.
• You may further explain some of the types of information that can be used within organisations to enable informed decision-making, such as data on resourcing, absence, performance and reward, turnover, and dismissals that can help to make decisions in areas such as L&D skills and competencies, employee voice, engagement, communications, well-being, change agendas and policies and practices.
• You should consider taking of quantitative, qualitative data and any other two types of data that are used within an organisation. Mention their advantages and disadvantages and ensure to use subtopics to make them more clear and concise.
• Give a confident response, which is clear, concise, and well-argued applicable to the organisation. Provide well-chosen examples and references which are applied well to underpin the narrative.

(AC 1.6) Explain how the application of agreed policies and procedures informs decisions.

Explain: Make plain, interpret, and account for, enlighten, give reasons for a specific decision.

• You should start with explaining the role of policies and procedures within the organisation elaborating on how they support decision making. Ensure to cite this part using Harvard referencing.
• You must include a specific example in your answer showing awareness of the different policies and procedures that support and drive a customer-focused strategy. Here you may include a personal example of how various policies and procedures within your organisation are used to make informed decisions and drive customer-focused strategies. Think of a specific situation, such as high absence rates or employee misconduct, and explain what policies and procedures would be used to inform the relevant decision.
• Give a confident response, which is clear, concise, and well-argued applicable to the organisation. Provide well-chosen examples and references which are applied well to underpin the narrative.

(AC 2.1) Explain how people professionals create value for people, organisations and wider stakeholders.

Explain: Make plain, interpret, and account for, enlighten, give reasons for a specific decision.

• Using subtopics when answering this question can help you be clearer and draw more detail to each point. Hence break down the answer into people i.e. employee, organisation and wider stakeholders i.e. customers and community.
• Then in each subtopic explain how people professionals can create value for people. You can focus on one example for each group and give more detail on each.
• Give a confident response, which is clear, concise, and well-argued applicable to the organisation. Provide well-chosen examples and references which are applied well to underpin the narrative.

 

(AC 2.2)  Summarise the ways in which you can be customer-focused, and standards-driven in your own context.

• The answer to this question is to be approached in first person where you provide explanations on how you can be customer-focused and standards-driven.
• Focus on factors such as the importance of achieving and maintaining a strong customer-focused ethos, approaches used to preserve and grow the customer base through high customer satisfaction and a value-driven philosophy. Applying and maintaining customer service standards.
• To boost your answer further, you may relate your answer to the relevant area of the CIPD Profession Map.
• Give a confident response, which is clear, concise, and well-argued applicable to the organisation. Provide well-chosen examples and references which are applied well to underpin the narrative.

 

3CO02 Assignment Help–SECTION TWO

 

(AC1.4) You are required to conduct common calculations to interpret data

• You should accomplish this by completing the following show as a percentage the number of employees leaving each department, each year and present the overall total leaving rate for the whole organisation as a percentage, for each year. You can present these in tables and then present your findings using at least two appropriate diagrammatic forms so it can be easily understood by end users.
• In your analysis you may use a pivot table to ensure that you make correct calculations.
• Check your calculations and ensure they are accurate. Ensure you are rounding up/down correctly.
• For the percentage of leavers, you should do the following: number of leavers in each department each specific year, divided by total number of individuals in the department, then multiply 100. The same applies in the organisation’s case.

(AC 1.5) From analysis of the findings, comment on any issues that might be revealed in the data and recommend potential solutions.

• You should analyse the findings that are visible from the data by simply offering a summary of what can be observed in the table and diagrams provided.
• Then go ahead to mention at least two issues that present themselves and recommend how these issues can be addressed. For your recommendations ensure to mention the benefits, risks and cost implications of these solutions.
• Give a confident response, which is clear, concise, and well-argued applicable to the organisation. Provide well-chosen examples and references which are applied well to underpin the narrative.

 

3CO02 Business, Culture and Change in Context

Learning Resources

BOOKS

Eremenko, K. (2018) Confident data skills. London: Kogan Page. [Forthcoming, 2nd ed., June 2020.] Leatherbarrow, C. and Fletcher, J. (2018) Introduction to human resource management: a guide to HR in practice. 4th ed. London: CIPD Kogan Page. Marr, B. (2018) Data-driven HR: how to use analytics and metrics to drive performance. London: Kogan Page. Martin, M. and Whiting, F. (2016) Human resource practice. 7th ed. London: CIPD Kogan Page. [Forthcoming, 8th ed., summer 2020.] O’Keefe, K. and O’Brien, D. (2018) Ethical data and information management: concepts, tools and methods. London: Kogan Page. Parry, E., and Taylor, S. (2013) Managing people in a contemporary context. Abingdon: Routledge. Perkin, N. and Abraham, P. (2017) Building the agile business through digital transformation. London: Kogan Page.

KEY JOURNALS

People Management Available at: www.peoplemanagement.co.uk Personnel Today Available at: www.personneltoday.com/

ONLINE RESOURCES

CIPD. (2019) Critical thinking [podcast]. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/podcasts/critical-thinking CIPD. (2019) Evidence-based practice for HR: beyond fads and fiction [podcast]. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/podcasts/evidence-basedhr CIPD. (2018) Getting started with people analytics: a practitioners’ guide. Guide.London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/strategy/analytics/practitioner-guide CIPD. (2016) In search of the best available evidence. Positioning paper.London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/strategy/analytics/evidence-based-decision-making CIPD. (2014) Putting social media to work:lessons from employers. Report. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/work/technology/social-media-report CIPD. (2011) Using metrics to drive value through people [podcast]. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/podcasts/using-metricsdrive-value-through-people CIPD and Workday. (2018) People analytics: driving business performance with people data. Report. London:Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/strategy/analytics/people-data-driving-performance Green, M. and Russell, T. (2019) Ethical practice and the role of HR. Factsheet. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/culture/ethics/role-hr-factsheet Houghton, E. (2019) Human capital measurement and reporting. Factsheet. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/strategy/analytics/human-capital-factsheet Houghton, E. (2019) People analytics.Factsheet. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/strategy/analytics/factsheet Young, J. (2019) Evidence-based practice for effective decision-making. Factsheet. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/strategy/analytics/evidence-based-practice-factsheet

WEBSITES

www.cipd.co.uk/knowledge Knowledge Hub of the CIPD website, containing a variety of factsheets, podcasts, reports, and articles on topics in human resource management and learning and development. www.cipd.co.uk/knowledge/strategy/analytics/valuing-talent ‘Valuing your Talent’ website