A detailed study guide to evaluating evidence-based practice and understanding how it supports sound people-practice decisions.
AC 1.1 requires you to evaluate evidence-based practice (EBP), give two examples of how the People Team could use it, and connect those examples to sound decision-making.
The key command verb is evaluate. This means going beyond a definition: consider strengths, limitations and practical implications before reaching a balanced judgement.
Evidence-based practice means making professional decisions through deliberate use of relevant and credible evidence rather than relying mainly on habit, assumptions, personal preference or established routines.
Evidence may include organisational data, stakeholder perspectives, professional expertise and external research. These sources can complement one another, but they vary in quality and relevance, so EBP also involves questioning the evidence.
Evidence can make the reasoning behind a decision more visible. It can help identify the scale of a problem, test assumptions, compare possible actions and explain why one option has been preferred.
EBP does not remove professional judgement. Instead, it provides a stronger basis on which that judgement can operate.
Potential strengths include more informed decisions, transparency, accountability and a stronger basis for challenging unsupported assumptions. Evidence can also help monitor whether an intervention produces its intended result.
Because evidence can be reviewed as new information emerges, EBP can support learning and adjustment rather than treating a decision as final.
Evidence is not automatically reliable because it is presented as data. Organisational information can be incomplete, outdated or poorly measured, while external research may not transfer neatly to a different context.
EBP also requires time, analytical capability and access to appropriate information. Conflicting evidence still requires professional judgement.
Recruitment is one possible application. The People Team could examine evidence such as application patterns, selection outcomes or subsequent employee outcomes instead of assuming the current process is effective.
The important analytical step is explaining how that evidence could influence a decision rather than simply naming a metric.
A second application could involve absence, performance or another people metric. Patterns can help distinguish a widespread issue from one concentrated in a particular area or period.
Quantitative evidence may show what is happening but not necessarily why, so employee or manager perspectives may also be valuable.
The case identifies weaknesses in the People Department’s use and presentation of data insights and highlights recruitment and selection, onboarding, reward, and learning and development as areas requiring attention.
Select two applications that allow you to demonstrate the chain evidence → interpretation → decision → possible outcome, rather than trying to mention every issue.
A stronger response does not present EBP as automatically superior. It explains how better evidence can strengthen a decision while recognising that evidence quality, organisational context and professional judgement determine how useful it actually is.
Useful areas include evidence-based management, evidence quality, people analytics, organisational data, stakeholder evidence and professional judgement. The assessment materials also direct learners towards CIPD material on evidence-based practice and people analytics.
This resource explains the concepts and evaluative approach relevant to AC 1.1. It is not a completed assessment response. Use it to understand the topic and then develop your own independent evaluation in line with CIPD and Study Centre requirements.
Return to the 5CO02 resource directory to explore all assessment criterion study guides.
Specialist support for CIPD Level 3, Level 5 and Level 7 learners, with guidance from HR professionals.
