Assignment Cover page

Victory Training and Development Institute

Kingdom of Bahrain
Chartered Institute of Personnel and Development

(Word Count: )

An assignment submitted in part of the requirement for the CIPD Diploma in People
Management - Intermediate Level
Prepared by Abdulaziz Alaql
CIPD Membership No. 89273016
Unit Title Principles of Analytics
Unit Code 3CO02
Assignment Type
Student’s Assessor
Submission Status
Submission Date 19/6/2024

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I understand that until such time as the assessment grade has been ratified through
internal and external quality assurance processes it is not final.
Date: 19/6/2024 Signature:

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 Section one

AC 1.1

Evidence-Based Practice

Evidence-based practice (EBP) refers to the integration of best available research evidence with clinical
expertise and patient values to make informed decisions about healthcare practices. It involves
systematically searching for the best available evidence to answer specific questions and make decisions
that are grounded in the most current knowledge (Mehta et al., 2020). EBP is essential in healthcare as it
helps to ensure that healthcare professionals provide high-quality, patient-centered care(El Morr et al.,
2019).

Application of Evidence-Based Practice within an Organisation

In an organisation, EBP can be applied in various ways. (Harvey et al., 2015)

 Identifying Best Practices: EBP can be used to identify best practices in a particular area of care.
For instance, an organisation may want to identify the most effective way to manage a specific
condition, such as diabetes or hypertension.
 Improving Patient Outcomes: EBP can be used to improve patient outcomes by identifying
interventions that have been shown to be effective in improving health outcomes. For example,
an organisation may want to implement a falls prevention program based on evidence that it is
effective in reducing falls.
 Guiding Decision Making: EBP can be used to guide decision making by providing healthcare
professionals with the best available evidence to inform their decisions. For instance, an
organisation may use EBP to determine the most effective treatment for a specific condition.
 Developing Policies and Procedures: EBP can be used to develop policies and procedures that
are based on the best available evidence. For example, an organisation may develop a policy on
infection control based on evidence about what works best.

AC 1.2

Importance of Using Data

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Data is essential in organisations as it provides valuable insights that can help inform decisions.
Accurate data is necessary to ensure that problems and issues are identified correctly and addressed
effectively. Reasons why data is important: (Walshe & Rundall, 2001)

 Problem Identification: Data helps identify problems and issues within an organisation. For
instance, data may show that a particular medication is not effective in treating a certain
condition, or that a particular procedure is not reducing hospital-acquired infections.
 Decision Making: Data provides valuable insights that can inform decision making. For instance,
data may show that a particular treatment is more effective than another, or that a particular
intervention is cost-effective.
 Quality Improvement: Data is essential for quality improvement initiatives. It provides a baseline
against which improvements can be measured, and helps identify areas where improvements can
be made.

Why Accuracy Matters

Accuracy is critical when working with data as it ensures that problems and issues are identified
correctly and addressed effectively. Here are some reasons why accuracy matters: (Ristevski & Savoska,
2021: Suganthi et al., 2021)

 Inaccurate data can lead to incorrect conclusions being drawn about problems and issues within
an organisation.
 Inaccurate data can result in ineffective interventions being implemented, which can waste
resources and compromise patient care.
 Inaccurate data can also lead to poor decision making, which can have serious consequences for
patients.

Challenges of Working with Data

Despite the importance of data, there are several challenges that organisations face when working with
it. Some of these challenges include: (Harvey et al., 2015: Tak, 2023)

 Data Quality: One of the biggest challenges is ensuring the quality of data. Data must be
accurate, complete, and reliable if it is to be used effectively.

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  Data Accessibility: Another challenge is ensuring that data is accessible to those who need it.
Data must be readily available and easily accessible if it is to be used effectively.
 Data Analysis: Data analysis can be complex and time-consuming, particularly if it requires
advanced statistical skills.
 Data Interpretation: Interpreting data correctly requires advanced analytical skills and knowledge
of statistical methods.

AC 1.3

Data Measurements Used by Healthcare Professionals

Healthcare professionals use various types of data measurements to evaluate the quality and
effectiveness of patient care. These measurements help identify areas of strength and weakness, track
progress over time, and make informed decisions.

1. Quantitative Data: This type of data is numerical and can be measured using statistics and numbers.
Examples include: (Walshe & Rundall, 2001)

 Patient demographics (age, sex, ethnicity)

 Lab test results (e.g., blood pressure, glucose levels)
 Medication administration rates
 Length of stay in hospital

2. Qualitative Data: This type of data is non-numerical and is often collected through surveys,
interviews, or focus groups. Examples include: (Schniederjans et al., 2014)

 Patient satisfaction scores

 Nurse staffing ratios
 Physician burnout rates

3. Continuous Quality Improvement (CQI) Data: This type of data is used to monitor and improve
patient care processes. Examples include: (Ristevski & Savoska, 2021)

 Root cause analysis (RCA) reports

 Failure mode and effects analysis (FMEA) reports
 Lean Six Sigma metrics

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4. Outcome-Based Data: This type of data measures the end result of a patient's care. Examples include:
(Ristevski & Savoska, 2021)

 Patient outcomes (e.g., hospital-acquired infections, readmission rates)

 Clinical outcomes (e.g., patient survival rates, disease-specific outcomes)

5. Contextual Data: This type of data considers the context in which patient care is delivered. Examples
include: (Mehta et al., 2020)

 Bedside nurse-to-patient ratios

 Equipment availability and functionality
 Environmental factors (e.g., noise levels, lighting)

AC 1.6

Application of Agreed Policies and Procedures

Agreed policies and procedures are essential in healthcare as they provide a framework for consistent
practice and ensure that patients receive high-quality care. The application of agreed policies and
procedures informs decisions in several ways: (Ristevski & Savoska, 2021)

1. Standardization: Policies and procedures standardize care practices across the organization, ensuring
consistency in diagnosis, treatment, and communication.

2. Evidence-Based Practice: Policies and procedures are based on evidence-based research, ensuring that
they are informed by the best available evidence.

3. Patient Safety: Policies and procedures reduce the risk of errors and adverse events by providing clear
guidelines for care delivery.

4. Compliance: Agreed policies and procedures ensure compliance with regulatory requirements,
accreditation standards, and professional guidelines.

5. Accountability: Policies and procedures provide accountability for healthcare professionals, as they
are responsible for adhering to these standards.

The application of agreed policies and procedures informs decisions through: (Walshe & Rundall,
2001: Mehta et al., 2020)

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1. Clinical Decision Making: Policies and procedures guide clinical decision making by providing clear
guidelines for diagnosis, treatment, and management.

2. Quality Improvement Initiatives: Policies and procedures inform quality improvement initiatives by
identifying areas for improvement and providing a framework for implementing changes.

3. Risk Management: Policies and procedures help manage risk by identifying potential hazards,
developing mitigation strategies, and implementing controls.

4. Education and Training: Policies and procedures inform education and training programs by
providing a framework for teaching best practices.

5. Governance: Agreed policies and procedures ensure good governance by providing a foundation for
decision making, accountability, and transparency.

AC 2.1

Healthcare professionals play a vital role in creating value for people, organizations, and wider
stakeholders. They do this by providing high-quality patient care, improving health outcomes, and
driving positive change within their organizations (Aroraa et al., 2022).

To create value for people, healthcare professionals must prioritize patient-centered care. This involves
understanding patients' unique needs, preferences, and values and tailoring their care accordingly.
Healthcare professionals can achieve this by: (Schniederjans et al., 2014)

1. Active listening: By actively listening to patients' concerns and expectations, healthcare professionals
can better understand their needs and provide personalized care.

2. Empathy: Healthcare professionals should demonstrate empathy and compassion when interacting
with patients, recognizing that they are unique individuals with their own experiences and emotions.

3. Patient education: Healthcare professionals should educate patients about their conditions, treatment
options, and self-care strategies to empower them to take an active role in their healthcare.

4. Cultural sensitivity: Healthcare professionals should be aware of and respect patients' cultural
backgrounds and values, recognizing that these factors can influence healthcare decisions.

Creating value for organizations requires healthcare professionals to be efficient and effective in their
work. This involves: (Walshe & Rundall, 2001)
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1. Process improvement: Healthcare professionals should continuously monitor and improve processes
to reduce waste, increase efficiency, and enhance patient care.

2. Collaboration: Healthcare professionals should work collaboratively with other healthcare team
members to share knowledge, resources, and expertise.

3. Technology adoption: Healthcare professionals should stay up-to-date with the latest technology and
innovations to improve patient care and streamline workflows.

4. Leadership: Healthcare professionals should take on leadership roles to drive change initiatives,
mentor others, and contribute to organizational development.

Creating value for wider stakeholders involves: (Ristevski & Savoska, 2021)

1. Community engagement: Healthcare professionals should engage with the community to promote
health awareness, educate patients about preventive care, and build partnerships with local
organizations.

2. Research participation: Healthcare professionals should participate in research studies to advance

medical knowledge, improve treatment options, and drive innovation.

3. Advocacy: Healthcare professionals should advocate for policies that promote public health, address
healthcare disparities, and support vulnerable populations.

AC 2.2

To be customer-focused in their own context, healthcare professionals can: (Harvey et al., 2015:
Schniederjans et al., 2014)

1. Prioritize patient needs: Put patients at the center of decision-making processes, prioritizing their
needs above other factors.

2. Encourage patient feedback: Seek feedback from patients to understand their experiences, identify
areas for improvement, and make data-driven decisions.

3. Continuously educate themselves: Stay up-to-date with the latest research, guidelines, and best
practices to provide evidence-based care.

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4. Foster a positive work environment: Create a positive work environment that promotes teamwork,
open communication, and mutual respect among healthcare team members.

To be standards-driven in their own context, healthcare professionals can:

1. Familiarize themselves with regulations: Understand relevant regulations, laws, and standards that
govern healthcare practice.

2. Adhere to guidelines: Follow established guidelines and protocols to ensure consistent practice and
high-quality care.

3. Participate in quality improvement initiatives: Engage in quality improvement initiatives to identify

areas for improvement and implement evidence-based solutions.

4. Seek accreditation: Pursue accreditation through recognized organizations to demonstrate

commitment to quality care and continuous improvement.

Section Two

AC 1.4

Count of
Row Labels Team
Property Team 17
Green Spaces 6
Housing 5
Customer Services 4
Lettings 4
Tenancy Team 3
Supported Housing 3
Community Engagement and
Partnerships 3
Business Services 2

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 Income 2
Finance 2
Governance 1
Regeneration 1
People Services 1
Grand Total 54

Department C exhibits a significant concentration of employees within the 56-65 age range, comprising
30% of the workforce. Conversely, the 70-80 age group is underrepresented in this department,
accounting for only 1%. In department D, the 56-65 age range remains prominent, with 22% of
employees falling within this bracket. Interestingly, neither department D nor any other department has
employees in the 16-25 or 76-80 age ranges, with these categories being completely absent.

The visual representation of age demographics in Department C highlights a distinct trend. A notable
30% of employees fall within the 56-65 age range, indicating that the organization places a strong
emphasis on retaining and leveraging the expertise and skills of seasoned workers. Conversely, the 76-
80 age group is noticeably underrepresented, comprising only 1% of the workforce. This disparity may
suggest that the company believes that older employees, despite their wealth of experience, may not
possess the necessary vigor and motivation to tackle demanding tasks.

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In contrast, the age ranges of 16-25 and 36-45 exhibit average employee numbers, implying that these
age groups are more likely to display the energy and dedication required to complete organizational
tasks. These age groups are crucial to the success of various business operations, as they often bring
fresh perspectives and ideas. As employees progress through their careers, there is a natural decline in
workforce numbers due to factors such as retirement, aging, and a shortage of qualified workers.

The age distribution of employees in Department D, depicted as a percentage of the entire workforce,
reveals a unique demographic profile. A notable aspect of this graph is the absence of employees in the
76-80 age range, which suggests that the department's workforce experiences a significant decline after
the age of 75. Furthermore, there are no employees in the 16-25 age range, implying that the department
does not prioritize hiring young adults.

The largest proportion of workers falls within the 66-75 age range, indicating that experienced
individuals with remarkable skills and knowledge are highly valued by the company. However, such
individuals are scarce in the industry, making them challenging to find. The department's retirement age
of 76 years old reinforces this notion, as employees over this age are no longer considered for
employment.

The department's emphasis on experienced workers is also reflected in its recruitment strategy. It tends
to hire individuals with extensive experience from other organizations and departments, ensuring that
specific positions are filled with qualified personnel. This approach allows the department to achieve
success by leveraging the expertise of its employees. When recruiting personnel, it is essential to
understand the unique requirements and operations of this department. Human resources must consider
these factors when searching for suitable candidates to ensure the company's continued success.

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References:

1. Harvey, G., Kitson, A., & Harvey, G. (2015). Implementing evidence-based practice in
healthcare. Taylor & Francis.
2. Walshe & Rundall, T. G. (2001). Evidence‐based management: from theory to practice in health
care. The Milbank Quarterly, 79(3), 429-457.
3. Schniederjans, M. J., Schniederjans, D. G., & Starkey, C. M. (2014). Business analytics
principles, concepts, and applications: what, why, and how. Pearson Education.
4. Tak, A. (2023). Big Data Analytics in Healthcare: Transforming Information into Actionable
Insights. Journal of Health Statistics Reports. SRC/JHSR-121. DOI: doi.
org/10.47363/JHSR/2022 (1), 116, 2-6.
5. Ristevski, B., & Savoska, S. (2021). Healthcare and medical Big Data analytics. In Applications
of Big Data in Healthcare (pp. 85-112). Academic Press.
6. Mehta, N., Pandit, A., & Kulkarni, M. (2020). Elements of healthcare big data analytics. Big data
analytics in healthcare, 23-43.
7. Suganthi, S., Gupta, V., Sisaudia, V., & Poongodi, T. (2021). Data Analytics in Healthcare
Systems–Principles, Challenges, and Applications. Machine Learning and Analytics in
Healthcare Systems, 1-22.
8. Aroraa, G., Lele, C., & Jindal, M. (2022). Data Analytics-Principles, Tools, and Practices: A
Complete Guide for Advanced Data Analytics Using the Latest Trends, Tools, and Technologies
(English Edition). BPB Publications.
9. El Morr, C., Ali-Hassan, H., El Morr, C., & Ali-Hassan, H. (2019). Healthcare, data analytics,
and business intelligence. Analytics in healthcare: a practical introduction, 1-13.

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