(Solution) 5C002 two decision-making processes that Camellia’s People Team could apply to ensure that effective outcomes are achieved (AC 1.4)
Solution
Understanding Decision-Making in People Practice
Decision-making in people practice involves selecting the most appropriate course of action after evaluating available evidence, organisational constraints, and stakeholder needs (iCert Global, 2026). In Camellia’s case, the People Team is expected to improve recruitment, onboarding, reward, and learning outcomes while also strengthening the use of data insights. Effective decision-making processes ensure consistency, reduce bias, and improve the quality of people-related outcomes. CIPD highlights that structured decision-making supported by evidence leads to more effective and defensible HR outcomes, particularly when decisions impact employees and organisational performance (CIPD, 2023).
Process 1: Rational Decision-Making Model
The rational decision-making model is a structured approach where decisions are made through a logical sequence: identifying the problem, gathering evidence, generating alternatives, evaluating options, selecting the best solution, implementing it, and reviewing outcomes (Athuraliya, 2024).
At Camellia, this model can be used to address high employee turnover or poor onboarding experiences. For example, the People Team can first define the problem using turnover data and engagement survey results, then compare solutions such as improving induction programmes, enhancing manager training, or revising reward structures.
The strength of this process is its clarity and logical structure, which ensures decisions are evidence-based and transparent. However, its limitation is that it assumes full information is available, which is rarely the case in real organisational environments. This may slow down decision-making in fast-changing HR situations.
Process 2: Evidence-Based Decision-Making Cycle
Another suitable process is the evidence-based decision-making cycle, which focuses on integrating multiple sources of evidence before acting (Shafaghat et al., 2022). This includes organisational data, stakeholder insights, external research, and professional expertise. At Camellia, this process could be used when redesigning the learning and development strategy. The People Team would gather employee feedback, analyse skills gap data, review industry best practices, and consult managers before implementing changes.
Deloitte (2023) notes……..
Please click the following icon to access this assessment in full