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Problem Analysis In HR: 5 Problem-Solving Techniques

What is a problem analysis?

Why would hr need to conduct a problem analysis.

Examples of when HR could perform a problem analysis

1. change management, workforce planning, predicting future problems, talent management.

5 Problem analysis techniques 

1. problem tree analysis.

• Identifying negative aspects of the current situation and their causes and effects.
• Converting the problems into solution objectives – which you can group into an objective tree.
• Defining the solution project scope in a strategy analysis.  

2. Root cause analysis

3. catwoe analysis.

• C – Customers: Who are the stakeholders that the problem or solution will impact? 
• A – Actors: Who are the people involved in the problem or solution being analyzed? 
• T – Transformation process: What processes must be transformed to solve the problem?
• W – World view: What worldview or values underlie the problem or solution? 
• O – Owner: Who is responsible for analyzing the problem or solution? 
• E – Environmental constraints: What physical, political, or economic factors may impact the problem or solution?
• Customers: Employees
• Actors: Managers and HR professionals
• Transformation process: How to improve employee morale
• World view: the company’s values and mission
• Owner: HR and management
• Environmental constraints: budget, company culture, workload, etc.

4. Kepner Tregoe analysis

• Situation appraisal: Identify the problem and gather relevant information.
• Problem analysis: Determine its root cause.
• Decision analysis: Determine the best solution.
• Potential problem analysis: Identify potential problems with the chosen solution and develop contingency plans to address them.

5. SCAMPER analysis

• Substitute: What if your team substituted one aspect of the recruitment process for another? For example, what if you used virtual interviews or video conferencing instead of face-to-face interviews?
• Combine: Can your team combine two or more elements of the recruitment process? What if you mixed a written assignment with a behavioral interview?
• Adapt: What if you adapted an existing process or technique to the recruitment process, such as you adopting a sales pitch during the recruitment process and asking candidates to sell themselves to the company?
• Modify: Is your team able to modify, magnify, or minimize a particular aspect of the recruitment process, such as using a smaller or larger interview panel or changing the duration of an interview?
• Put to another use: Can you use a different approach in the recruitment process? For instance, what if you used an assessment center to assess a candidate’s skills instead of a traditional interview?
• Eliminate: What if you eliminated a certain step or aspect of the recruitment process? For example, what if you eliminated one of the interview rounds that you currently hold?
• Rearrange: Can your team rearrange the order of the steps in the recruitment process or change the recruitment process format? Can you rearrange the order of the steps in the assessment process so a technical assignment is completed first and the hiring manager interview is completed after?

How to conduct a problem analysis

Key takeaways.

• What is problem analysis in HR: Problem analysis in HR involves using systematic techniques to evaluate HR-related issues and proposing solutions to improve the effectiveness and efficiency of the business.
• Why is problem analysis used in HR: HR teams use problem analysis to understand current and future issues, research situations thoroughly, and make data-informed decisions.
• Examples of when problem analysis is used: HR can conduct problem analysis to solve issues around change management, workforce planning, predicting future problems, talent management, and recruiting.
• Examples of 5 problem analysis techniques: Problem tree analysis, Root cause analysis, CATWOE analysis, Kepner Tregoe analysis, and SCAMPER analysis are some of the systematic analysis tools your team can use to help you solve problems. 

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What Are Problem-Solving Skills? Definition and Examples

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Forage puts students first. Our blog articles are written independently by our editorial team. They have not been paid for or sponsored by our partners. See our full  editorial guidelines .

Why do employers hire employees? To help them solve problems. Whether you’re a financial analyst deciding where to invest your firm’s money, or a marketer trying to figure out which channel to direct your efforts, companies hire people to help them find solutions. Problem-solving is an essential and marketable soft skill in the workplace. 

So, how can you improve your problem-solving and show employers you have this valuable skill? In this guide, we’ll cover:

Problem-Solving Skills Definition

Why are problem-solving skills important, problem-solving skills examples, how to include problem-solving skills in a job application, how to improve problem-solving skills, problem-solving: the bottom line.

Problem-solving skills are the ability to identify problems, brainstorm and analyze answers, and implement the best solutions. An employee with good problem-solving skills is both a self-starter and a collaborative teammate; they are proactive in understanding the root of a problem and work with others to consider a wide range of solutions before deciding how to move forward. 

Examples of using problem-solving skills in the workplace include:

• Researching patterns to understand why revenue decreased last quarter
• Experimenting with a new marketing channel to increase website sign-ups
• Brainstorming content types to share with potential customers
• Testing calls to action to see which ones drive the most product sales
• Implementing a new workflow to automate a team process and increase productivity

Problem-solving skills are the most sought-after soft skill of 2022. In fact, 86% of employers look for problem-solving skills on student resumes, according to the National Association of Colleges and Employers Job Outlook 2022 survey . 

It’s unsurprising why employers are looking for this skill: companies will always need people to help them find solutions to their problems. Someone proactive and successful at problem-solving is valuable to any team.

“Employers are looking for employees who can make decisions independently, especially with the prevalence of remote/hybrid work and the need to communicate asynchronously,” Eric Mochnacz, senior HR consultant at Red Clover, says. “Employers want to see individuals who can make well-informed decisions that mitigate risk, and they can do so without suffering from analysis paralysis.”

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Problem-solving includes three main parts: identifying the problem, analyzing possible solutions, and deciding on the best course of action.

>>MORE: Discover the right career for you based on your skills with a career aptitude test .

Research is the first step of problem-solving because it helps you understand the context of a problem. Researching a problem enables you to learn why the problem is happening. For example, is revenue down because of a new sales tactic? Or because of seasonality? Is there a problem with who the sales team is reaching out to? 

Research broadens your scope to all possible reasons why the problem could be happening. Then once you figure it out, it helps you narrow your scope to start solving it. 

Analysis is the next step of problem-solving. Now that you’ve identified the problem, analytical skills help you look at what potential solutions there might be.

“The goal of analysis isn’t to solve a problem, actually — it’s to better understand it because that’s where the real solution will be found,” Gretchen Skalka, owner of Career Insights Consulting, says. “Looking at a problem through the lens of impartiality is the only way to get a true understanding of it from all angles.”

Decision-Making

Once you’ve figured out where the problem is coming from and what solutions are, it’s time to decide on the best way to go forth. Decision-making skills help you determine what resources are available, what a feasible action plan entails, and what solution is likely to lead to success.

On a Resume

Employers looking for problem-solving skills might include the word “problem-solving” or other synonyms like “ critical thinking ” or “analytical skills” in the job description.

“I would add ‘buzzwords’ you can find from the job descriptions or LinkedIn endorsements section to filter into your resume to comply with the ATS,” Matthew Warzel, CPRW resume writer, advises. Warzel recommends including these skills on your resume but warns to “leave the soft skills as adjectives in the summary section. That is the only place soft skills should be mentioned.”

On the other hand, you can list hard skills separately in a skills section on your resume .

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In a Cover Letter or an Interview

Explaining your problem-solving skills in an interview can seem daunting. You’re required to expand on your process — how you identified a problem, analyzed potential solutions, and made a choice. As long as you can explain your approach, it’s okay if that solution didn’t come from a professional work experience.

“Young professionals shortchange themselves by thinking only paid-for solutions matter to employers,” Skalka says. “People at the genesis of their careers don’t have a wealth of professional experience to pull from, but they do have relevant experience to share.”

Aaron Case, career counselor and CPRW at Resume Genius, agrees and encourages early professionals to share this skill. “If you don’t have any relevant work experience yet, you can still highlight your problem-solving skills in your cover letter,” he says. “Just showcase examples of problems you solved while completing your degree, working at internships, or volunteering. You can even pull examples from completely unrelated part-time jobs, as long as you make it clear how your problem-solving ability transfers to your new line of work.”

Learn How to Identify Problems

Problem-solving doesn’t just require finding solutions to problems that are already there. It’s also about being proactive when something isn’t working as you hoped it would. Practice questioning and getting curious about processes and activities in your everyday life. What could you improve? What would you do if you had more resources for this process? If you had fewer? Challenge yourself to challenge the world around you.

Think Digitally

“Employers in the modern workplace value digital problem-solving skills, like being able to find a technology solution to a traditional issue,” Case says. “For example, when I first started working as a marketing writer, my department didn’t have the budget to hire a professional voice actor for marketing video voiceovers. But I found a perfect solution to the problem with an AI voiceover service that cost a fraction of the price of an actor.”

Being comfortable with new technology — even ones you haven’t used before — is a valuable skill in an increasingly hybrid and remote world. Don’t be afraid to research new and innovative technologies to help automate processes or find a more efficient technological solution.

Collaborate

Problem-solving isn’t done in a silo, and it shouldn’t be. Use your collaboration skills to gather multiple perspectives, help eliminate bias, and listen to alternative solutions. Ask others where they think the problem is coming from and what solutions would help them with your workflow. From there, try to compromise on a solution that can benefit everyone.

If we’ve learned anything from the past few years, it’s that the world of work is constantly changing — which means it’s crucial to know how to adapt . Be comfortable narrowing down a solution, then changing your direction when a colleague provides a new piece of information. Challenge yourself to get out of your comfort zone, whether with your personal routine or trying a new system at work.

Put Yourself in the Middle of Tough Moments

Just like adapting requires you to challenge your routine and tradition, good problem-solving requires you to put yourself in challenging situations — especially ones where you don’t have relevant experience or expertise to find a solution. Because you won’t know how to tackle the problem, you’ll learn new problem-solving skills and how to navigate new challenges. Ask your manager or a peer if you can help them work on a complicated problem, and be proactive about asking them questions along the way.

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Step 1 of 3

Companies always need people to help them find solutions — especially proactive employees who have practical analytical skills and can collaborate to decide the best way to move forward. Whether or not you have experience solving problems in a professional workplace, illustrate your problem-solving skills by describing your research, analysis, and decision-making process — and make it clear that you’re the solution to the employer’s current problems. 

Looking to learn more workplace professional skills? Check out Two Sigma’s Professional Skills Development Virtual Experience Program .

Image Credit: Christina Morillo / Pexels 

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Culture Development

Workplace problem-solving examples: real scenarios, practical solutions.

• March 11, 2024

In today’s fast-paced and ever-changing work environment, problems are inevitable. From conflicts among employees to high levels of stress, workplace problems can significantly impact productivity and overall well-being. However, by developing the art of problem-solving and implementing practical solutions, organizations can effectively tackle these challenges and foster a positive work culture. In this article, we will delve into various workplace problem scenarios and explore strategies for resolution. By understanding common workplace problems and acquiring essential problem-solving skills, individuals and organizations can navigate these challenges with confidence and success.

Understanding Workplace Problems

Before we can effectively solve workplace problems , it is essential to gain a clear understanding of the issues at hand. Identifying common workplace problems is the first step toward finding practical solutions. By recognizing these challenges, organizations can develop targeted strategies and initiatives to address them.

Identifying Common Workplace Problems

One of the most common workplace problems is conflict. Whether it stems from differences in opinions, miscommunication, or personality clashes, conflict can disrupt collaboration and hinder productivity. It is important to note that conflict is a natural part of any workplace, as individuals with different backgrounds and perspectives come together to work towards a common goal. However, when conflict is not managed effectively, it can escalate and create a toxic work environment.

In addition to conflict, workplace stress and burnout pose significant challenges. High workloads, tight deadlines, and a lack of work-life balance can all contribute to employee stress and dissatisfaction. When employees are overwhelmed and exhausted, their performance and overall well-being are compromised. This not only affects the individuals directly, but it also has a ripple effect on the entire organization.

Another common workplace problem is poor communication. Ineffective communication can lead to misunderstandings, delays, and errors. It can also create a sense of confusion and frustration among employees. Clear and open communication is vital for successful collaboration and the smooth functioning of any organization.

The Impact of Workplace Problems on Productivity

Workplace problems can have a detrimental effect on productivity levels. When conflicts are left unresolved, they can create a tense work environment, leading to decreased employee motivation and engagement. The negative energy generated by unresolved conflicts can spread throughout the organization, affecting team dynamics and overall performance.

Similarly, high levels of stress and burnout can result in decreased productivity, as individuals may struggle to focus and perform optimally. When employees are constantly under pressure and overwhelmed, their ability to think creatively and problem-solve diminishes. This can lead to a decline in the quality of work produced and an increase in errors and inefficiencies.

Poor communication also hampers productivity. When information is not effectively shared or understood, it can lead to misunderstandings, delays, and rework. This not only wastes time and resources but also creates frustration and demotivation among employees.

Furthermore, workplace problems can negatively impact employee morale and job satisfaction. When individuals are constantly dealing with conflicts, stress, and poor communication, their overall job satisfaction and engagement suffer. This can result in higher turnover rates, as employees seek a healthier and more supportive work environment.

In conclusion, workplace problems such as conflict, stress, burnout, and poor communication can significantly hinder productivity and employee well-being. Organizations must address these issues promptly and proactively to create a positive and productive work atmosphere. By fostering open communication, providing support for stress management, and promoting conflict resolution strategies, organizations can create a work environment that encourages collaboration, innovation, and employee satisfaction.

The Art of Problem Solving in the Workplace

Now that we have a clear understanding of workplace problems, let’s explore the essential skills necessary for effective problem-solving in the workplace. By developing these skills and adopting a proactive approach, individuals can tackle problems head-on and find practical solutions.

Problem-solving in the workplace is a complex and multifaceted skill that requires a combination of analytical thinking, creativity, and effective communication. It goes beyond simply identifying problems and extends to finding innovative solutions that address the root causes.

Essential Problem-Solving Skills for the Workplace

To effectively solve workplace problems, individuals should possess a range of skills. These include strong analytical and critical thinking abilities, excellent communication and interpersonal skills, the ability to collaborate and work well in a team, and the capacity to adapt to change. By honing these skills, individuals can approach workplace problems with confidence and creativity.

Analytical and critical thinking skills are essential for problem-solving in the workplace. They involve the ability to gather and analyze relevant information, identify patterns and trends, and make logical connections. These skills enable individuals to break down complex problems into manageable components and develop effective strategies to solve them.

Effective communication and interpersonal skills are also crucial for problem-solving in the workplace. These skills enable individuals to clearly articulate their thoughts and ideas, actively listen to others, and collaborate effectively with colleagues. By fostering open and honest communication channels, individuals can better understand the root causes of problems and work towards finding practical solutions.

Collaboration and teamwork are essential for problem-solving in the workplace. By working together, individuals can leverage their diverse skills, knowledge, and perspectives to generate innovative solutions. Collaboration fosters a supportive and inclusive environment where everyone’s ideas are valued, leading to more effective problem-solving outcomes.

The ability to adapt to change is another important skill for problem-solving in the workplace. In today’s fast-paced and dynamic work environment, problems often arise due to changes in technology, processes, or market conditions. Individuals who can embrace change and adapt quickly are better equipped to find solutions that address the evolving needs of the organization.

The Role of Communication in Problem Solving

Communication is a key component of effective problem-solving in the workplace. By fostering open and honest communication channels, individuals can better understand the root causes of problems and work towards finding practical solutions. Active listening, clear and concise articulation of thoughts and ideas, and the ability to empathize are all valuable communication skills that facilitate problem-solving.

Active listening involves fully engaging with the speaker, paying attention to both verbal and non-verbal cues, and seeking clarification when necessary. By actively listening, individuals can gain a deeper understanding of the problem at hand and the perspectives of others involved. This understanding is crucial for developing comprehensive and effective solutions.

Clear and concise articulation of thoughts and ideas is essential for effective problem-solving communication. By expressing oneself clearly, individuals can ensure that their ideas are understood by others. This clarity helps to avoid misunderstandings and promotes effective collaboration.

Empathy is a valuable communication skill that plays a significant role in problem-solving. By putting oneself in the shoes of others and understanding their emotions and perspectives, individuals can build trust and rapport. This empathetic connection fosters a supportive and collaborative environment where everyone feels valued and motivated to contribute to finding solutions.

In conclusion, problem-solving in the workplace requires a combination of essential skills such as analytical thinking, effective communication, collaboration, and adaptability. By honing these skills and fostering open communication channels, individuals can approach workplace problems with confidence and creativity, leading to practical and innovative solutions.

Real Scenarios of Workplace Problems

Now, let’s explore some real scenarios of workplace problems and delve into strategies for resolution. By examining these practical examples, individuals can develop a deeper understanding of how to approach and solve workplace problems.

Conflict Resolution in the Workplace

Imagine a scenario where two team members have conflicting ideas on how to approach a project. The disagreement becomes heated, leading to a tense work environment. To resolve this conflict, it is crucial to encourage open dialogue between the team members. Facilitating a calm and respectful conversation can help uncover underlying concerns and find common ground. Collaboration and compromise are key in reaching a resolution that satisfies all parties involved.

In this particular scenario, let’s dive deeper into the dynamics between the team members. One team member, let’s call her Sarah, strongly believes that a more conservative and traditional approach is necessary for the project’s success. On the other hand, her colleague, John, advocates for a more innovative and out-of-the-box strategy. The clash between their perspectives arises from their different backgrounds and experiences.

As the conflict escalates, it is essential for a neutral party, such as a team leader or a mediator, to step in and facilitate the conversation. This person should create a safe space for both Sarah and John to express their ideas and concerns without fear of judgment or retribution. By actively listening to each other, they can gain a better understanding of the underlying motivations behind their respective approaches.

During the conversation, it may become apparent that Sarah’s conservative approach stems from a fear of taking risks and a desire for stability. On the other hand, John’s innovative mindset is driven by a passion for pushing boundaries and finding creative solutions. Recognizing these underlying motivations can help foster empathy and create a foundation for collaboration.

As the dialogue progresses, Sarah and John can begin to identify areas of overlap and potential compromise. They may realize that while Sarah’s conservative approach provides stability, John’s innovative ideas can inject fresh perspectives into the project. By combining their strengths and finding a middle ground, they can develop a hybrid strategy that incorporates both stability and innovation.

Ultimately, conflict resolution in the workplace requires effective communication, active listening, empathy, and a willingness to find common ground. By addressing conflicts head-on and fostering a collaborative environment, teams can overcome challenges and achieve their goals.

Dealing with Workplace Stress and Burnout

Workplace stress and burnout can be debilitating for individuals and organizations alike. In this scenario, an employee is consistently overwhelmed by their workload and experiencing signs of burnout. To address this issue, organizations should promote a healthy work-life balance and provide resources to manage stress effectively. Encouraging employees to take breaks, providing access to mental health support, and fostering a supportive work culture are all practical solutions to alleviate workplace stress.

In this particular scenario, let’s imagine that the employee facing stress and burnout is named Alex. Alex has been working long hours, often sacrificing personal time and rest to meet tight deadlines and demanding expectations. As a result, Alex is experiencing physical and mental exhaustion, reduced productivity, and a sense of detachment from work.

Recognizing the signs of burnout, Alex’s organization takes proactive measures to address the issue. They understand that employee well-being is crucial for maintaining a healthy and productive workforce. To promote a healthy work-life balance, the organization encourages employees to take regular breaks and prioritize self-care. They emphasize the importance of disconnecting from work during non-working hours and encourage employees to engage in activities that promote relaxation and rejuvenation.

Additionally, the organization provides access to mental health support services, such as counseling or therapy sessions. They recognize that stress and burnout can have a significant impact on an individual’s mental well-being and offer resources to help employees manage their stress effectively. By destigmatizing mental health and providing confidential support, the organization creates an environment where employees feel comfortable seeking help when needed.

Furthermore, the organization fosters a supportive work culture by promoting open communication and empathy. They encourage managers and colleagues to check in with each other regularly, offering support and understanding. Team members are encouraged to collaborate and share the workload, ensuring that no one person is overwhelmed with excessive responsibilities.

By implementing these strategies, Alex’s organization aims to alleviate workplace stress and prevent burnout. They understand that a healthy and balanced workforce is more likely to be engaged, productive, and satisfied. Through a combination of promoting work-life balance, providing mental health support, and fostering a supportive work culture, organizations can effectively address workplace stress and create an environment conducive to employee well-being.

Practical Solutions to Workplace Problems

Now that we have explored real scenarios, let’s discuss practical solutions that organizations can implement to address workplace problems. By adopting proactive strategies and establishing effective policies, organizations can create a positive work environment conducive to problem-solving and productivity.

Implementing Effective Policies for Problem Resolution

Organizations should have clear and well-defined policies in place to address workplace problems. These policies should outline procedures for conflict resolution, channels for reporting problems, and accountability measures. By ensuring that employees are aware of these policies and have easy access to them, organizations can facilitate problem-solving and prevent issues from escalating.

Promoting a Positive Workplace Culture

A positive workplace culture is vital for problem-solving. By fostering an environment of respect, collaboration, and open communication, organizations can create a space where individuals feel empowered to address and solve problems. Encouraging teamwork, recognizing and appreciating employees’ contributions, and promoting a healthy work-life balance are all ways to cultivate a positive workplace culture.

The Role of Leadership in Problem Solving

Leadership plays a crucial role in facilitating effective problem-solving within organizations. Different leadership styles can impact how problems are approached and resolved.

Leadership Styles and Their Impact on Problem-Solving

Leaders who adopt an autocratic leadership style may make decisions independently, potentially leaving their team members feeling excluded and undervalued. On the other hand, leaders who adopt a democratic leadership style involve their team members in the problem-solving process, fostering a sense of ownership and empowerment. By encouraging employee participation, organizations can leverage the diverse perspectives and expertise of their workforce to find innovative solutions to workplace problems.

Encouraging Employee Participation in Problem Solving

To harness the collective problem-solving abilities of an organization, it is crucial to encourage employee participation. Leaders can create opportunities for employees to contribute their ideas and perspectives through brainstorming sessions, team meetings, and collaborative projects. By valuing employee input and involving them in decision-making processes, organizations can foster a culture of inclusivity and drive innovative problem-solving efforts.

In today’s dynamic work environment, workplace problems are unavoidable. However, by understanding common workplace problems, developing essential problem-solving skills, and implementing practical solutions, individuals and organizations can navigate these challenges effectively. By fostering a positive work culture, implementing effective policies, and encouraging employee participation, organizations can create an environment conducive to problem-solving and productivity. With proactive problem-solving strategies in place, organizations can thrive and overcome obstacles, ensuring long-term success and growth.

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Problem Solving

Identifies problems and uses logic, judgment, and data to evaluate alternatives and recommend solutions to achieve the desired organizational goal or outcome.

• Uses a logical method for organizing and analyzing information.
• Coordinates with others within his/her network, subject-matter experts and /or additional senior staff to interpret administrative policies, offer advice and solve related problems.
• Identifies and evaluates problems and possible causes to determine root causes and impacts.
• Generates solutions, taking into consideration political, organizational and individual realities.
• Identifies options for solving a problem and evaluates the relative strengths and weaknesses of each option.
• Uses expertise in policies and procedures to identify problems, and makes recommendations for addressing these via communication, job aids, training, etc.
• Researches issues thoroughly. Does not jump to quick conclusions or formulate opinions based on incorrect assumptions, or inaccurate/incomplete information.

Developmental opportunities for this competency are available from the NIH Training Center .

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Problem Analysis In HR: 5 Problem-Solving Techniques

Problem analysis is an essential Human Resource discipline that contributes to organizational agility and helps drive business results. In order for your business to stay ahead of the curve, your team must conduct regular problem analysis in HR, which involves evaluating HR-related issues and proposing resolutions.By proactively identifying areas for improvement and implementing practical solutions, HR professionals can understand situations that are preventing the business from advancing and then develop potential improvement opportunities.

What is a problem analysis? Analysis In HR

Problem analysis in HR is the process of identifying, evaluating, and proposing possible solutions to HR-related issues within an organization. This involves analyzing HR and workplace-related processes and policies, identifying areas of improvement, and eventually implementing solutions that increase the effectiveness and efficiency of the business. With more companies using big-data insights, HR is more equipped than ever to engage in data-informed problem analysis.

By using problem analysis in HR, you can stay ahead of the curve and ensure that your organizations are equipped to meet changing business needs. In addition, this enables your team to become more strategic and proactive in their approach, contributing to the organization’s overall success.

Why would HR need to conduct a problem analysis?

Problem analysis helps HR teams understand current and future issues while generating a range of possible improvement opportunities through the use of a logical method in pinpointing problems, analyzing the causes, and effectively evaluating the solutions. It also enables your team to research the situation thoroughly instead of jumping to conclusions that might yield different results and ultimately could be costly for the company.

Examples of when HR could perform a problem analysis

Change management.

Change management is the process of guiding individuals, teams, and organizations through the process of transitioning from the current organizational setup to a desired future organizational structure. This can involve systems, processes, technologies, team structures, and/or cultural changes.The purpose of change management is to minimize disruption and negative impacts while maximizing the benefits of the change. As you can imagine, this is a significant shift in your company’s way of working, and many possible problems can arise during this change.One common problem that comes up during this time is communication issues. Your employees may not see the need for change when it’s not appropriately communicated. By using problem analysis, HR can find solutions to this issue before it even happens.

Workforce planning

Workforce planning is anticipating and aligning an organization’s staffing needs with its business goals and objectives. It involves analyzing current workforce data, predicting future trends and skill requirements, and developing strategies to address gaps or surpluses in the workforce.Problem analysis can help your team ensure that the organization has the right people, with the correct skills, in the right place, at the right time to meet its business needs.

Predicting future problems

Also known as predictive analytics, it is a data analytics component that uses statistical algorithms and machine learning to determine the likelihood of future developments based on historical data.Predictive analysis aims to make predictions about future events by analyzing patterns and trends in past data. In HR, it can be used in problem analysis to predict issues that can come up in the future, such as when an employee will decide to leave the company.

Talent management

Talent management encompasses all HR activities aimed at attracting, developing, motivating, and retaining top-performing employees; therefore, it is one of the essential tasks of Human Resources. Your HR teams can use problem analysis to help identify recruitment, employee engagement, or skills gap concerns.

Recruiting refers to identifying, attracting, and hiring qualified job candidates for your organization. This process typically involves advertising job openings, screening resumes, conducting interviews, and making job offers.One common recruiting challenge is figuring out how to hire talent fast. According to OfficeVibe, top talent is off the job market in 10 days, so your organization needs to be quick if you want to hire high performers. Problem analysis can help you understand the bottleneck and possible solutions to fast-track your recruitment process.

Problem analysis techniques

Problem-solving techniques are systematic methods to aid teams through a step-by-step procedure, starting from recognizing issues or difficulties, generating potential solutions, and then determining the most appropriate solution to use. Finding the right solution to complex problems can be challenging; however, utilizing the correct approach and method can streamline the process for your team.There are a variety of problem analysis techniques you can use to identify your HR-related challenges. Let’s unpack 5 types to consider:

1. Problem tree analysis

Problem tree analysis, also called Situational Analysis, is a flow chart that helps find solutions by mapping out main issues and their causes and effects. This analysis has 3 stages:

• Identifying negative aspects of the current situation and their causes and effects.
• Converting the problems into solution objectives – which you can group into an objective tree.
• Defining the solution project scope in a strategy analysis.

This problem analysis can be very beneficial to HR teams and is most valuable when conducted as a workshop with stakeholders where everyone can share their views on the situation at hand.An example where you can use this problem analysis model is employee well-being and happiness. You can bring together a small group of employees to identify any negative aspects of their well-being at work, find ways to turn those problems into objectives, such as new benefits or perks, and then build a project scope to take back to the HR team to implement the goals.

2. Root cause analysis

It is possible that your team knows there is an issue but does not know where this problem stems from. In that case, a Root Cause Analysis (RCA) may be necessary to determine the exact cause and find a solution. RCA aims to get to the heart of the problem and find a permanent solution rather than simply treating the symptoms.In HR, root cause analysis can be used to identify and address various issues, such as high employee turnover, low morale, or inadequate training programs. The process would involve gathering data on the problem through exit interviews, employee surveys, and performance metrics, and analyzing this data to identify the root cause of the problem.For example, if the root cause of high employee turnover is found to be poor management practices, HR can work with managers to develop and implement new training programs to address the issue. By using root cause analysis, HR can implement effective and sustainable solutions to improve employee satisfaction and reduce turnover.

3. CATWOE analysis

CATWOE is a tool used in systems thinking and soft systems methodology to analyze and evaluate complex problems and situations. The acronym stands for the following elements:

• C – Customers: Who are the stakeholders that the problem or solution will impact?
• A – Actors: Who are the people involved in the problem or solution being analyzed?
• T – Transformation process: What processes must be transformed to solve the problem?
• W – World view: What worldview or values underlie the problem or solution?
• O – Owner: Who is responsible for analyzing the problem or solution?
• E – Environmental constraints: What physical, political, or economic factors may impact the problem or solution?

By considering each of these elements, CATWOE analysis provides a comprehensive view of a problem or solution, enabling individuals and organizations to make informed decisions and develop effective strategies.

For example, in the case of low employee morale, CATWOE analysis could be used to identify the:

• Customers: Employees
• Actors: Managers and HR professionals
• Transformation process: How to improve employee morale
• World view: the company’s values and mission
• Owner: HR and management
• Environmental constraints: budget, company culture, workload, etc.

By considering each of these elements, HR can develop a comprehensive strategy to address the cause of low employee morale and improve the overall employee experience.

4. Kepner Tregoe analysis

Kepner Tregoe (KT) Analysis is a specific method of rational problem-solving and decision-making developed by Charles Kepner and Benjamin Tregoe. It is a structured, data-driven approach that provides a systematic way to identify and solve problems, make decisions, and evaluate potential outcomes.

KT Analysis consists of 4 main steps:

• Situation appraisal: Identify the problem and gather relevant information.
• Problem analysis: Determine its root cause.
• Decision analysis: Determine the best solution.
• Potential problem analysis: Identify potential problems with the chosen solution and develop contingency plans to address them.

KT Analysis can help your team make informed decisions on many HR-related topics. For example, it can help identify areas for improvement in the training and development process and develop solutions to address these areas or when you are going through change management.In addition, KT Analysis differs from other problem analysis techniques because it allows for a contingency plan in case your first solution does not make the impact you expected.

5. SCAMPER analysis

SCAMPER is a creative problem-solving technique that helps generate new ideas for products, services, and processes. For example, in the recruitment process, SCAMPER can be used to create new and innovative approaches to selecting and assessing candidates.

SCAMPER is an acronym that stands for S ubstitute, C ombine, A dapt, M odify, P ut to another use, E liminate, and R everse.

Here’s how it can be used in recruitment:

• Substitute: What if your team substituted one aspect of the recruitment process for another? For example, what if you used virtual interviews or video conferencing instead of face-to-face interviews?
• Combine: Can your team combine two or more elements of the recruitment process? What if you mixed a written assignment with a behavioral interview?
• Adapt: What if you adapted an existing process or technique to the recruitment process, such as you adopting a sales pitch during the recruitment process and asking candidates to sell themselves to the company?
• Modify: Is your team able to modify, magnify, or minimize a particular aspect of the recruitment process, such as using a smaller or larger interview panel or changing the duration of an interview?
• Put to another use: Can you use a different approach in the recruitment process? For instance, what if you used an assessment center to assess a candidate’s skills instead of a traditional interview?
• Eliminate: What if you eliminated a certain step or aspect of the recruitment process? For example, what if you eliminated one of the interview rounds that you currently hold?
• Rearrange: Can your team rearrange the order of the steps in the recruitment process or change the recruitment process format? Can you rearrange the order of the steps in the assessment process so a technical assignment is completed first and the hiring manager interview is completed after?

By using SCAMPER analysis in the recruitment process, HR professionals can think outside the box to improve the process.These are just a few of the many problem-solving techniques available. The choice of method will depend on the nature of the problem, the resources available, and the preferences and skills of the problem solvers. The key is to choose a technique well-suited to the problem at hand and apply it in a structured and systematic manner to achieve the desired outcome.

How to conduct a problem analysis

Step 1: Determine the problem analysis approach – Start by deciding which problem-analysis approach to use. Of course, choosing the correct technique depends on the specific problem, so your team should consider the problem type, its complexity, and available resources. But don’t worry too much; go for the approach you feel would be the most accurate in determining the problem.

Step 2: Identify and define the problem – Clearly state the problem you’re trying to solve and make sure that the problem is well-defined and understood by all stakeholders involved in the analysis.

Step 3: Analyze the problem – Conduct a thorough analysis of the problem to determine its root cause(s) and use data to support the research. This will ensure that you have a comprehensive understanding of the problem.

Step 4: Generate the solutions – Brainstorm possible solutions to the problem. Consider a range of solutions, from simple to complex, to ensure that you have a variety of options to choose from.

Step 5: Make decisions on your next steps – Review the solutions generated in the previous step and select the most appropriate solution. Make sure to bring in the right stakeholders to get buy-in and allocate roles and responsibilities for implementing the solution.

Step 6: Implement the solution – Once the solution has been agreed upon, implement it. Ensure the implementation plan is well thought out, and that all necessary resources are in place.

Step 7: Evaluate and iterate – Evaluate the results of the solution implementation to determine its effectiveness. If necessary, repeat the problem analysis process to identify and resolve any remaining problems or improve the solution.

Key takeaways

• What is problem analysis in HR: Problem analysis in HR involves using systematic techniques to evaluate HR-related issues and proposing solutions to improve the effectiveness and efficiency of the business.
• Why is problem analysis used in HR: HR teams use problem analysis to understand current and future issues, research situations thoroughly, and make data-informed decisions.
• Examples of when problem analysis is used: HR can conduct problem analysis to solve issues around change management, workforce planning, predicting future problems, talent management, and recruiting.
• Examples of 5 problem analysis techniques: Problem tree analysis, Root cause analysis, CATWOE analysis, Kepner Tregoe analysis, and SCAMPER analysis are some of the systematic analysis tools your team can use to help you solve problems.

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The Importance of Problem-Solving Skills in the Workplace

The ability to solve problems, both simple and complex, is valuable in all workplaces. More than 60% of employers look for evidence of problem-solving ability when evaluating candidates for roles in their organization. Problem-solving in the workplace draws on many different skills, often in collaboration, from analytical thinking and creativity to confident decision-making in critical situations. Modern employees who know how to problem solve and don’t panic when a problem arises can be trusted to work independently and contribute towards an organization’s success.

Some people are natural problem solvers - they see a challenge and they start to suggest solutions without even blinking. For others, problem-solving in the workplace doesn’t come as naturally, but they can develop skills and strategies to help them in the long term.

The role of problem-solving in the workplace 

Let’s take a more specific look at problem-solving in the workplace and start to understand just why it’s such a valuable trait.

To begin with, good problem solvers tend to be good decision-makers. When solving a problem, people may be required to make several smaller decisions to reach a complete solution so an ability to quickly make decisions is essential for fast and effective outcomes. If your team lacks this capability, then any challenges thrown their way will cause them to stall and fall behind. They may even make poor decisions if their ability to problem solve isn’t well-rounded and well-informed.

Strong problem-solving skills also contribute to innovation. This is useful for providing our organizations with a competitive edge but also for finding creative solutions to obstacles. Good problem-solving relies upon the ability to find a solution to the issue as it exists here and now, and not rely on using an approach that worked previously. This is why innovation as a facet of problem-solving in the workplace is key.

Problem-solving in the workplace often involves a lot of teamwork. Collaborating on a problem is a great way for a team to bond and learn more about each other’s strengths. In this way, problem-solving contributes towards team unity and purpose. There are even games you can present to your team to have fun and bond while improving their ability to problem solve.

Identifying problem-solving skills in employees

Many people may answer yes when asked if they’re good problem solvers, but we don’t have to rely on self-reporting (although it’s a useful measure). Instead, we can look out for certain behaviors and traits that indicate someone is good at solving problems. Key indicators of problem-solving capability include taking a proactive approach to challenges and asking insightful questions, as this shows both an understanding of a situation and the ability to think further outside it.

Hiring Managers often need to assess an applicant’s problem-solving abilities during the recruitment process. They can do this by asking situational questions about hypothetical problems and scenarios, and assessing how they would draw upon their skills and experience to tackle a problem. Recruiters can also use abstract reasoning tests to get an understanding of someone’s problem-solving abilities, seeing how they combine logic, fluid intelligence, and lateral thinking to find solutions.

HR teams and managers may also want to assess the problem-solving skills of their existing team members. They can do this with performance reviews, discussing examples that have occurred in the workplace and how the individual tackled an issue, and with feedback sessions utilizing 360-degree feedback from fellow employees. Managers can also consciously observe how their employees solve problems on a day-to-day basis, reviewing whether someone attempts to take on challenges independently or turns to others for help.

Developing problem-solving skills in your team 

Just because someone struggles to solve problems now doesn’t mean they can’t be coached to take a more confident approach in the future. Training and development programs focused on critical thinking, creative problem-solving, and decision-making strategies provide people with the skills and confidence to take on problems by giving them practice scenarios and examples to work from. This can be done at an individual and team level - it’s useful for a team that works closely together to understand how they can divide tasks and decision-making when it comes to problem-solving, and team bonding games provide a light-hearted way to learn this.

It’s easier to suggest solutions to problems in the workplace when you know it’s ok to experiment and make mistakes. If they want to benefit from problem-solving employees, leadership teams and managers should foster a supportive work environment where employees are encouraged to propose and test new ideas without fear of failure. They can do this through their approach to problem-solving in the workplace, and by being empathetic should errors occur in attempts to tackle problems.

Team leaders should also recognize the value of diverse perspectives when it comes to problem-solving. They shouldn’t always turn to the same people when a new problem presents itself but should encourage input from all parties. Varied viewpoints can lead to more innovative solutions or improvements on pre-existing solutions.

Leveraging Thomas’ expertise

For extra support in understanding your employees’ problem-solving abilities, you can turn to Thomas. Our assessments can help identify individuals with strong problem-solving capabilities or areas where employees need development. We can also provide tailored development solutions based on your assessment results with workshops designed to enhance problem-solving skills at a leadership and employee level.

The impact of strong problem-solving skills on business success 

Businesses made up of individuals with strong problem-solving skills set themselves up for success. When we recruit problem solvers and develop the problem-solving skills of our existing employees, we contribute to organizational growth by fostering innovation and improving how our teams collaborate.

There’s a very real return on investment to be made when companies spend time and effort on developing these skills. They create more agile, innovative individuals who give their organizations a competitive advantage versus organizations who overlook this crucial area.

Problem-solving in the workplace shouldn't be overlooked. Speak to an expert at Thomas today and see how we can enhance the problem-solving capabilities of your teams and set them up for success.

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How to be viewed as a problem solver in HR

To be perceived as a problem-solver, these actions and behaviors are recommended with your client groups and leaders:

In meetings, transition from negative energy in discussions to positive, constructive forward-thinking problem-solving. Everyone likes to complain occasionally, venting is healthy and cathartic. However, if most of what coworkers hear from you is complaints, you’re likely to become known as a negative person instead of a problem solver.

Gather facts, data, and diverse views from team members; look for root causes of problems. Sometimes you have to go off a hunch, but when possible it’s best to bring data and research to the table. Get diverse views and back your position with data to show you’ve thoroughly considered the factors involved.

Encourage brainstorming to surface as many ideas as possible, even those ‘far out.’ The first idea isn’t always the best. If you just stop there you might miss out on some innovative solutions. Encourage brainstorming to see how many ideas you can come up with, then find the best solution. Perhaps each idea has some ups and downs that can be combined into a winning concept.

Help find “common ground” between team members who may be in conflict. Everyone (in theory) has the same goal – to find a solution that best serves the organization’s needs. However, when tensions get high it can be hard to remember that. Keep conflict productive and find the common ground in between to be seen as a facilitator and valuable team member.

Discuss how to blend ideas and find solutions that the whole group can buy into, and actually commit to implementing. You’ll never get a new initiative off the ground without buy-in, so it’s vital to highlight how each group involved will benefit and how this plan will be the best to achieve the goal.

Check to see that there is a solid agreement on how to move forward as a team. A long planning meeting is useless if you come out of it with halfhearted agreements and unclear next steps. Ensure there’s a clearly laid out plan.

Define roles, responsibilities, and both short and long-term actions. This is a vital step, each participant needs to be held accountable for the actions they’ll have to take.

Consider obstacles and specific approaches to overcome pitfalls. You must think forward and critically to be a valuable asset. Don’t assume things will go perfectly smooth. Consider what likely obstacles are and plan how to overcome them. Others are likely to come up also, but at least you’ll have addressed some of the more likely obstacles.

Facilitate agreement on timelines and checkpoints. Setting a tight deadline is no good if the employees responsible don’t agree to it. Consider in-put and ensure that timelines are reasonable and attainable, even if they are sometimes tight.

To be perceived as an HR innovator, these actions and behaviors are recommended with client groups and leaders:

Encourage ‘out of the box’ thinking when issues or work problems arise. If the same-old solution was working, then you probably wouldn’t be in the position you’re in. Don’t shoot down off-the-wall ideas or creative solutions, a new idea only seems crazy until it succeeds.

Regularly solicit organizational needs from client group leaders and individual contributors. There are always ongoing problems, but department and team leaders don’t often bring them up until they peak. By regularly reaching out to identify concerns and problems, you get ahead of issues and can head them off before they become too serious. Management will appreciate the initiative.

Resist a rush to solution; instead, foster open dialogue (‘peel the onion’). Sometimes you need a quick solution, but that doesn’t mean you need to jump on the first solution available. Spend at least an hour to think deeply on a concept — you can usually afford to spend a little more time before you jump to a conclusion.

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How to… be an effective problem solver

You only have to key in the term ‘problem-solving’ into the search field of Personneltoday.com’s job section to discover how basic a skill requirement it is for employers. Yet research by the Chartered Management Institute last year revealed more than three-quarters of employers believe that graduates lack problem-solving know-how, which affects the performance of young executives.

Even the most successful organisations are beset by difficulties of varying degrees, which if dealt with inadequately, can magnify, leading to inefficiencies, low employee morale and the loss of millions. Problem-solving is not an inherent talent but one that can be learned and, once appropriated, will earn you kudos in senior management circles. If you become a particularly adroit problem-solver, it could well boost your earning capacity or secure you a seat at the strategy table.

There are no hard-and-fast rules, but following a template such as the one outlined below should always lead to a better, if not, the best solution.

Where do I start?

First off, identify and then clearly define the problem and its impact – a concise physical description will allow other stakeholders to corroborate your viewpoint. Use only facts, not supposition when detailing the problem. Failure to document it accurately may mean you attempt to provide a solution to the wrong problem – a meticulous guide to the delineation of a problem can be found in the New Rational Manager by Charles Kepner and Benjamin Tregoe.

Investigate probable causes

Once defined, the next phase is to thoroughly investigate the causes so you don’t end up merely treating the symptoms. Start at the place the problem was first noticed. When did the problem first arise? What has changed since then: has new machinery been installed or new working arrangements introduced?

Collect as much related information as possible. Where several interlinking systems give rise to a large number of suspect factors, assess each one separately to reduce the number of variables to a manageable amount when drawing up a list of probable causes. Once you have interpreted all the data you will then need to devise a means of testing and cross-checking for the root cause.

Identify workable solutions

Having diagnosed the cause, five key questions will form the basis of how the problem will be solved: who, what, where, when and how? There is unlikely to be a single correct way of solving a problem, so it is crucial to specifically detail the desired outcome and how the improvement will be measured. Be realistic – any solution must have feasible time and budget constraints.

Weigh up the consequences of implementing each solution and rank them accordingly. Set a level of priority to the task-based on its adverse impact. Decide upon start and fulfilment dates, whether to assign an individual or team to the task and whether it will be tackled on a full- or part-time basis. If it’s full-time, you may wish to use an off-site location to minimise the risk of disruption. Monitor and review the situation to affirm the solution is permanent.

What else can assist me in my quest?

There’s no shortcut to developing your analytical thinking, but it is widely recognised that an MBA will improve your problem-solving skills and ability to make complex decisions. Methodologies such as Force Field Analysis, JM Juran’s remedial or diagnostic journey, and W Edward Deming’s Plan-Do-Check-Act cycle which tackles problem-solving in four phases are worthwhile. Software programmes such as Synectics ThoughtPath can also help bring order to your planning.

Remember HR has a dual role in problem solving

Unless a team is entirely dysfunctional, groups will stand more chance of solving problems successfully than individuals. In addition to developing their own problem-solving abilities, therefore, HR professionals have a major role to play in bringing structure to problem-solving procedures elsewhere within an organisation. This could involve facilitating brainstorming sessions, creating teams and fostering temporary dynamic relationships to help solve a problem and making sure the solution is implemented.

Where can I get more info?

– Effective Problem Solving, Steven Kneeland, How To Books, £9.99, ISBN 18857033515

– Problem Solving in Groups, Mike Robson, Gower Publishing, £25, ISBN 0566084678

– New Rational Manager, Charles H Kepner and Benjamin B Tregoe, Kepner-Tregoe, £38.31, ISBN 0936231017

– Change Activist – Make Big Things Happen Fast, Carmel McConnell, Momentum, £9.99, ISBN 1843040271

www.thoughtpath.com

Home page of ThoughtPath, an idea generation software programme developed by Synectics Inc. Its six modules include Guided problem-solving and Problem-solving, as well as features to evaluate and refine concepts. It can also be used for human resource planning.

www.themindgym.co.uk

The online site of training provider The Mind Gym offers a host of mini online exercises dubbed ‘workouts’ to stimulate your thinking in areas such as creative problem-solving, and dealing with information and difficulties. The company also offers 90-minute training programmes delivered at the client’s site.

If you only do five things…

1 Clearly define the problem and its impact

2 Collect all relevant information

3 Define the goal to be achieved

4 Monitor the consequences

5 Study for an MBA

Expert’s view: Carmel McConnell on problem-solving

Carmel McConnell is an expert on leadership development and the social role of business and author of Change Activist – Make Big Things Happen Fast and Soultrader – Find Purpose and You’ll Find Success. She also founded and runs the child poverty initiative Magic Breakfast. ( www.magicbreakfast.com )

Do you have a preferred method of solving problems?

My preferred method of solving problems comes from project management and total quality management (now evolved into Six Sigma) that follow simple steps. It is also a good idea to overcome that pesky ego/pride thing and save time by asking colleagues for help. Many problems also reoccur in the workplace – so save precious time by investigating whether there is any history of the problem.

What are the characteristics of effective problem-solvers?

Creative people often make great problem solvers. But it is important to distinguish between problems that require a logical question sequence, and those that require a more creative approach. They tend to be either:

– Action oriented: tackling problems before they become monsters

– Persistent: keep going even when the key answer person goes on holiday for five weeks

– Feedback-rich: involving others in creating an answer that works for everyone

– Happier: they deal with stuff and move on.

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What’s your assessment of HR’s problem-solving capabilities?

HR is best at problem-solving as change activists – people taking action outside their comfort zone, in line with their beliefs – seeking to consult with an eye on the business results, not everyone’s feelings.

Personnel Today

Personnel Today articles are written by an expert team of award-winning journalists who have been covering HR and L&D for many years. Some of our content is attributed to "Personnel Today" for a number of reasons, including: when numerous authors are associated with writing or editing a piece; or when the author is unknown (particularly for older articles).

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What is Problem Solving? A Comprehensive Guide

In this blog, we will explore "What is Problem Solving?" In detail. From defining the nature of Problem Solving to understanding the key process in resolving issues, this blog covers it all. So, wait no more; let’s go deeper into this fundamental concept.

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Table of contents  

1) What is Problem Solving definition?  

2) The process of Problem Solving  

3) Key skills for effective Problem Solving  

4) Strategies for enhancing Problem Solving abilities  

5) Problem Solving tools and techniques  

6) Conclusion       

What is Problem Solving definition?  

The process of Problem Solving  

Understanding the problem   

The first step in Problem Solving is gaining a clear understanding of the issue at hand. Take the time to thoroughly analyse the problem and gather relevant information. Ask yourself questions like:  

1) What is the nature of the problem?  

2) What are the factors contributing to the problem?  

3) What are the desired outcomes?  

4) Are there any constraints or limitations to consider?  

By gaining a comprehensive understanding of the problem, you lay a solid foundation for finding an effective solution.  

Generating possible solutions   

Once you have a clear grasp of the problem, it's time to brainstorm potential solutions. Encourage creativity and think outside the box. Consider all possible options without judgment or criticism. The goal at this stage is to generate a variety of ideas and alternatives.  

Evaluating and selecting the best solution   

After generating a list of possible solutions, it's important to evaluate each option based on its feasibility, effectiveness, and alignment with the desired outcome. Consider the advantages and disadvantages of each and every solution. Assess its practicality and the resources required for implementation.  

Additionally, take into account the potential risks and benefits associated with each solution. Consider any potential consequences or impacts on other aspects. Based on this evaluation, select the solution that appears most viable and promising.  

Implementing the solution   

Once you have chosen the best solution, it's time to put it into action. Develop a detailed plan outlining the necessary steps and allocate the required resources. Determine responsibilities and deadlines to ensure a smooth implementation process.  

During implementation, monitor progress and make any necessary adjustments or adaptations. Stay proactive and address any challenges or obstacles that may arise along the way. Effective communication and collaboration with others involved in the process can greatly contribute to successful implementation.  

Assessing the results   

After implementing the solution, it's essential to assess the results. Evaluate whether the problem has been properly resolved or if further adjustments are required. Analyse the outcomes and compare them against the desired goals and expectations.  

Consider whether the chosen solution has brought about the intended benefits and if any unexpected consequences have emerged. Reflect on the overall effectiveness of the Problem Solving process and identify any lessons learned for future reference.  

Remember, Problem Solving is an iterative process, and it's not uncommon to revisit and refine solutions based on ongoing evaluation and feedback. Embrace a continuous improvement mindset and be open to seeking alternative approaches if necessary.  

By following this Problem Solving process, you can approach challenges systematically and increase your chances of finding effective solutions. Remember that practice and experience play a vital role in honing your skills. 

Master the art of solving problems and become a catalyst for innovation and success with our Problem Solving Training – sign up now!  

Key skills for effective Problem Solving   

What one must do to become an effective problem solver is to develop key skills that enhance your Problem Solving abilities. The skills give you the ability to tackle challenges with a strategic mind and find the needed solutions. Below is a dive into the most important of them:

Critical thinking

Critical thinking is a skill that includes the objective analysis of information, considering different viewpoints, and being able to arrive at a sensible judgment. This helps you to assess problems with the right accuracy in judgment and also find suitable solutions. 

It means that creativity is the ability of a person to think outside the box and come up with innovative solutions. It includes pressing the mind toward new possibilities and viewing the problem in different ways.

Analytical skills

In this ability, there is the aspect of breaking down a problem into subunits that helps in identifying the patterns, relationships, and causes within the problem. 

Decision-making

Sound skills in decision making call for the assessment of the pros and cons of all solutions provided and thus choosing the best alternative. Risks must always be considered with the benefits any alternative might bring.

Strategies for enhancing Problem Solving abilities  

Practice critical thinking

Engage yourself in activities which require critical thinking, including solving puzzles, complex discussion, challenging all assumptions. This will increase your ability to enhance sharpening of your analytical skills and let you think critically at a time when problems are in your way. 

Seek feedback and learn from experience

Seek responses from your mentors, course peers, and Problem Solving experts. From the successes and failures, reflect on the reasons for the occurrences over previous experiences and point out what could be improved. Treat the opportunity of Problem Solving as one of the chances that shall be given to you to grow and develop each time you make it through a problem. 

Embrace challenges

You can redesign your problematic issues and take every challenge coming across as an opportunity for growth. Hence, it paves the way for the ability of resilience and strengthens your Problem Solving abilities. 

Collaborate with others 

In Problem Solving, collaboration is embraced by pooling different perspectives and ideas. Work with others in activities that involve groups to discuss issues and seek input from others, listening actively to various viewpoints. Working collaboratively with others helps expand your knowledge of various ways of Problem Solving and encourages innovation.

Think outside the box 

Encourage creative thinking by exploring unconventional ideas and solutions. Challenge every assumption and all its related alternatives. Shift to this kind of mindset, and it can drive innovative Problem Solving strategies, letting you uncover newer ways to solve age-old complex problems.

Problem Solving tools and techniques  

When faced with complex problems, utilising specific tools and techniques can help facilitate the solving process and lead to more effective solutions. Here are some commonly used Problem Solving tools and techniques:  

Root cause analysis   

Root cause analysis is a methodology used to detect the underlying causes of a problem. It involves investigating the problem's symptoms and tracing them back to their fundamental causes. By addressing the root causes, Problem Solvers can prevent the issue from recurring.  

Strengths, Weaknesses, Opportunities, Threats (SWOT) analysis   

SWOT analysis is a planning tool that strategically helps measure the weaknesses and internal strengths of a situation. Moreover, it can find external opportunities and threats. By assessing these factors, Problem Solvers can gain insights into the current state and make informed decisions about potential solutions.  

Fishbone diagrams   

Fishbone diagrams, also known as cause-and-effect diagrams or Ishikawa Diagrams, visually represent the possible causes contributing to a problem. By organising causes into categories (such as people, process, equipment, and environment), Problem Solvers can systematically analyse the problem's potential sources.  

Decision matrices   

Decision matrices are used to evaluate and compare different options based on multiple criteria. This tool helps Problem Solvers weigh the importance of various factors and objectively assess each alternative, leading to an informed decision.  

Six Thinking Hats   

Six Thinking Hats is a technique initially developed by Edward de Bono that encourages parallel thinking by exploring different perspectives. Each "hat" represents a different thinking approach (e.g., logical, creative, emotional), allowing Problem Solvers to consider diverse viewpoints and generate innovative solutions.  

These are just a few examples of Problem Solving tools and techniques. Depending on the nature of the problem, other methods, such as brainstorming, mind mapping, flowcharts, or Pareto analysis, can also be applied. Choosing the appropriate tool or technique depends on the specific problem and the desired outcome. 

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Conclusion  

We hope you read and understand everything about What is Problem Solving? Developing effective skills is crucial for overcoming challenges, making informed decisions, and achieving success. By embracing problems as opportunities and applying strategic approaches, individuals can become proficient Problem Solvers in various domains of life. 

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Frequently Asked Questions

There are two major types of Problem Solving: Reflective and Creative. Regardless of the type, it focuses on understanding the issues, considering all factors and finding a solution.

Problem Solving in the workplace refers to an individual’s ability to manage difficult situations and find solutions to complex business issues.

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University Human Resources

8-step problem solving process, organizational effectiveness.

121 University Services Building, Suite 50 Iowa City , IA 52242-1911 United States

Step 1: Define the Problem

• What is the problem?
• How did you discover the problem?
• When did the problem start and how long has this problem been going on?
• Is there enough data available to contain the problem and prevent it from getting passed to the next process step? If yes, contain the problem.

Step 2: Clarify the Problem

• What data is available or needed to help clarify, or fully understand the problem?
• Is it a top priority to resolve the problem at this point in time?
• Are additional resources required to clarify the problem? If yes, elevate the problem to your leader to help locate the right resources and form a team. 
•  Consider a Lean Event (Do-it, Burst, RPI, Project).
• ∙Ensure the problem is contained and does not get passed to the next process step.

Step 3: Define the Goals

• What is your end goal or desired future state?
• What will you accomplish if you fix this problem?
• What is the desired timeline for solving this problem?

Step 4: Identify Root Cause of the Problem

• Identify possible causes of the problem.
• Prioritize possible root causes of the problem.
• What information or data is there to validate the root cause?

Step 5: Develop Action Plan

• Generate a list of actions required to address the root cause and prevent problem from getting to others.
• Assign an owner and timeline to each action.
• Status actions to ensure completion.

Step 6: Execute Action Plan

• Implement action plan to address the root cause.
• Verify actions are completed.

Step 7: Evaluate the Results

• Monitor and Collect Data.
• Did you meet your goals defined in step 3? If not, repeat the 8-Step Process. 
• Were there any unforeseen consequences?
• If problem is resolved, remove activities that were added previously to contain the problem.

Step 8: Continuously Improve

• Look for additional opportunities to implement solution.
• Ensure problem will not come back and communicate lessons learned.
• If needed, repeat the 8-Step Problem Solving Process to drive further improvements.

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To Solve a Tough Problem, Reframe It

• Julia Binder
• Michael D. Watkins

Research shows that companies devote too little effort to examining problems before trying to solve them. By jumping immediately into problem-solving, teams limit their ability to design innovative solutions.

The authors recommend that companies spend more time up front on problem-framing, a process for understanding and defining a problem. Exploring different frames is like looking at a scene through various camera lenses while adjusting your angle, aperture, and focus. A wide-angle lens gives you a very different photo from that taken with a telephoto lens, and shifting your angle and depth of focus yields distinct images. Effective problem-framing is similar: Looking at a problem from a variety of perspectives helps you uncover new insights and generate fresh ideas.

This article introduces a five-phase approach to problem-framing: In the expand phase, the team identifies all aspects of a problem; in examine, it dives into root causes; in empathize, it considers key stakeholders’ perspectives; in elevate, it puts the problem into a broader context; and in envision, it creates a road map toward the desired outcome.

Five steps to ensure that you don’t jump to solutions

Idea in Brief

The problem.

Research shows that most companies devote too little effort to examining problems from all angles before trying to solve them. That limits their ability to come up with innovative ways to address them.

The Solution

Companies need a structured approach for understanding and defining complex problems to uncover new insights and generate fresh ideas.

The Approach

This article introduces a five-phase approach to problem-framing: In the expand phase, the team identifies all aspects of a problem; in examine, it dives into root causes; in empathize, it considers key stakeholders’ perspectives; in elevate, it puts the problem into a broader context; and in envision, it creates a road map toward the desired outcome.

When business leaders confront complex problems, there’s a powerful impulse to dive right into “solving” mode: You gather a team and then identify potential solutions. That’s fine for challenges you’ve faced before or when proven methods yield good results. But what happens when a new type of problem arises or aspects of a familiar one shift substantially? Or if you’re not exactly sure what the problem is?

Research conducted by us and others shows that leaders and their teams devote too little effort to examining and defining problems before trying to solve them. A study by Paul Nutt of Ohio State University, for example, looked at 350 decision-making processes at medium to large companies and found that more than half failed to achieve desired results, often because perceived time pressure caused people to pay insufficient attention to examining problems from all angles and exploring their complexities. By jumping immediately into problem-solving, teams limit their ability to design innovative and durable solutions.

When we work with organizations and teams, we encourage them to spend more time up front on problem-framing, a process for understanding and defining a problem. Exploring frames is like looking at a scene through various camera lenses while adjusting your angle, aperture, and focus. A wide-angle lens will give you a very different photo from that taken with a telephoto lens, and shifting your angle and depth of focus yields distinct images. Effective problem-framing is similar: Looking at a problem from a variety of perspectives lets you uncover new insights and generate fresh ideas.

As with all essential processes, it helps to have a methodology and a road map. This article introduces the E5 approach to problem-framing—expand, examine, empathize, elevate, and envision—and offers tools that enable leaders to fully explore the problem space.

Phase 1: Expand

In the first phase, set aside preconceptions and open your mind. We recommend using a tool called frame-storming, which encourages a comprehensive exploration of an issue and its nuances. It is a neglected precursor to brainstorming, which typically focuses on generating many different answers for an already framed challenge. Frame-storming helps teams identify assumptions and blind spots, mitigating the risk of pursuing inadequate or biased solutions. The goal is to spark innovation and creativity as people dig into—or as Tina Seelig from Stanford puts it, “fall in love with”—the problem.

Begin by assembling a diverse team, encompassing a variety of types of expertise and perspectives. Involving outsiders can be helpful, since they’re often coming to the issue cold. A good way to prompt the team to consider alternative scenarios is by asking “What if…?” and “How might we…?” questions. For example, ask your team, “What if we had access to unlimited resources to tackle this issue?” or “How might better collaboration between departments or teams help us tackle this issue?” The primary objective is to generate many alternative problem frames, allowing for a more holistic understanding of the issue. Within an open, nonjudgmental atmosphere, you deliberately challenge established thinking—what we call “breaking” the frame.

It may be easy to eliminate some possibilities, and that’s exactly what you should do. Rather than make assumptions, generate alternative hypotheses and then test them.

Consider the problem-framing process at a company we’ll call Omega Soundscapes, a midsize producer of high-end headphones. (Omega is a composite of several firms we’ve worked with.) Omega’s sales had declined substantially over the past two quarters, and the leadership team’s initial diagnosis, or reference frame, was that recent price hikes to its flagship product made it too expensive for its target market. Before acting on this assumption, the team convened knowledgeable representatives from sales, marketing, R&D, customer service, and external consultants to do some frame-storming. Team members were asked:

• What if we lowered the price of our flagship product? How would that impact sales and profitability?
• How might we identify customers in new target markets who could afford our headphones at the current price?
• What if we offered financing or a subscription-based model for our headphones? How would that change perceptions of affordability?
• How might we optimize our supply chain and production processes to reduce manufacturing costs without compromising quality?

In playing out each of those scenarios, the Omega team generated several problem frames:

• The target market’s preferences have evolved.
• New competitors have entered the market.
• Product quality has decreased.
• Something has damaged perceptions of the brand.
• Something has changed in the priorities of our key distributors.

Each of the frames presented a unique angle from which to approach the problem of declining sales, setting the stage for the development of diverse potential solutions. At this stage, it may be relatively easy to eliminate some possibilities, and that’s exactly what you should do. Rather than make assumptions, generate alternative hypotheses and then test them.

See more HBR charts in Data & Visuals

Phase 2: Examine

If the expand phase is about identifying all the facets of a problem, this one is about diving deep to identify root causes. The team investigates the issue thoroughly, peeling back the layers to understand underlying drivers and systemic contributors.

A useful tool for doing this is the iceberg model, which guides the team through layers of causation: surface-level events, the behavioral patterns that drive them, underlying systematic structures, and established mental models. As you probe ever deeper and document your findings, you begin to home in on the problem’s root causes. As is the case in the expand phase, open discussions and collaborative research are crucial for achieving a comprehensive analysis.

Let’s return to our Omega Soundscapes example and use the iceberg model to delve into the issues surrounding the two quarters of declining sales. Starting with the first layer beneath the surface, the behavioral pattern, the team diligently analyzed customer feedback. It discovered a significant drop in brand loyalty. This finding validated the problem frame of a “shifting brand perception,” prompting further investigation into what might have been causing it.

Phase 3: Empathize

In this phase, the focus is on the stakeholders—employees, customers, clients, investors, supply chain partners, and other parties—who are most central to and affected by the problem under investigation. The core objective is to understand how they perceive the issue: what they think and feel, how they’re acting, and what they want.

First list all the people who are directly or indirectly relevant to the problem. It may be helpful to create a visual representation of the network of relationships in the ecosystem. Prioritize the stakeholders according to their level of influence on and interest in the problem, and focus on understanding the roles, demographics, behavior patterns, motivations, and goals of the most important ones.

Now create empathy maps for those critical stakeholders. Make a template divided into four sections: Say, Think, Feel, and Do. Conduct interviews or surveys to gather authentic data. How do various users explain the problem? How do they think about the issue, and how do their beliefs inform that thinking? What emotions are they feeling and expressing? How are they behaving? Populate each section of the map with notes based on your observations and interactions. Finally, analyze the completed empathy maps. Look for pain points, inconsistencies, and patterns in stakeholder perspectives.

Returning to the Omega case study, the team identified its ecosystem of stakeholders: customers (both current and potential); retail partners and distributors; the R&D, marketing, and sales teams; suppliers of headphone components; investors and shareholders; and new and existing competitors. They narrowed the list to a few key stakeholders related to the declining-sales problem: customers, retail partners, and investors/shareholders; Omega created empathy maps for representatives from each.

Here’s what the empathy maps showed about what the stakeholders were saying, thinking, feeling, and doing:

Sarah, the customer, complained on social media about the high price of her favorite headphones. Dave, the retailer, expressed concerns about unsold inventory and the challenge of convincing customers to buy the expensive headphones. Alex, the shareholder, brought up Omega’s declining financial performance during its annual investor day.

Sarah thought that Omega was losing touch with its loyal customer base. Dave was considering whether to continue carrying Omega’s products in his store or explore other brands. Alex was contemplating diversifying his portfolio into other consumer-tech companies.

As a longtime supporter of the brand, Sarah felt frustrated and slightly betrayed. Dave was feeling anxious about the drop in sales and the impact on his store’s profitability. Alex was unhappy with the declining stock value.

Sarah was looking for alternatives to the headphones, even though she loves the product’s quality. Dave was scheduling a call with Omega to negotiate pricing and terms. Alex was planning to attend Omega’s next shareholder meeting to find out more information from the leadership team.

When Omega leaders analyzed the data in the maps, they realized that pricing wasn’t the only reason for declining sales. A more profound issue was customers’ dissatisfaction with the perceived price-to-quality ratio, especially when compared with competitors’ offerings. That insight prompted the team to consider enhancing the headphones with additional features, offering more-affordable alternatives, and possibly switching to a service model.

Phase 4: Elevate

This phase involves exploring how the problem connects to broader organizational issues. It’s like zooming out on a map to understand where a city lies in relation to the whole country or continent. This bird’s-eye view reveals interconnected issues and their implications.

For this analysis, we recommend the four-frame model developed by Lee Bolman and Terrence Deal, which offers distinct lenses through which to view the problem at a higher level. The structural frame helps you explore formal structures (such as hierarchy and reporting relationships); processes (such as workflow); and systems, rules, and policies. This frame examines efficiency, coordination, and alignment of activities.

The human resources frame focuses on people, relationships, and social dynamics. This includes teamwork, leadership, employee motivation, engagement, professional development, and personal growth. In this frame, the organization is seen as a community or a family that recognizes that talent is its most valuable asset. The political frame delves into power dynamics, competing interests, conflicts, coalitions, and negotiations. From this perspective, organizations are arenas where various stakeholders vie for resources and engage in political struggles to influence decisions. It helps you see how power is distributed, used, and contested.

The symbolic frame highlights the importance of symbols, rituals, stories, and shared values in shaping group identity and culture. In it, organizations are depicted as theaters through which its members make meaning.

Using this model, the Omega team generated the following insights in the four frames:

Structural.

A deeper look into the company’s structure revealed siloing and a lack of coordination between the R&D and marketing departments, which had led to misaligned messaging to customers. It also highlighted a lack of collaboration between the two functions and pointed to the need to communicate with the target market about the product’s features and benefits in a coherent and compelling way.

Human resources.

This frame revealed that the declining sales and price hikes had ramped up pressure on the sales team, damaging morale. The demotivated team was struggling to effectively promote the product, making it harder to recover from declining sales. Omega realized it was lacking adequate support, training, and incentives for the team.

The key insight from this frame was that the finance team’s reluctance to approve promotions in the sales group to maintain margins was exacerbating the morale problem. Omega understood that investing in sales leadership development while still generating profits was crucial for long-term success and that frank discussions about the issue were needed.

This frame highlighted an important misalignment in perception: The company believed that its headphones were of “top quality,” while customers reported in surveys that they were “overpriced.” This divergence raised alarm that branding, marketing, and pricing strategies, which were all predicated on the central corporate value of superior quality, were no longer resonating with customers. Omega realized that it had been paying too little attention to quality assurance and functionality.

Phase 5: Envision

In this phase, you transition from framing the problem to actively imagining and designing solutions. This involves synthesizing the insights gained from earlier phases and crafting a shared vision of the desired future state.

Here we recommend using a technique known as backcasting. First, clearly define your desired goal. For example, a team struggling with missed deadlines and declining productivity might aim to achieve on-time completion rates of 98% for its projects and increase its volume of projects by 5% over the next year. Next, reverse engineer the path to achieving your goal. Outline key milestones required over both the short term and the long term. For each one, pinpoint specific interventions, strategies, and initiatives that will propel you closer to your goal. These may encompass changes in processes, policies, technologies, and behaviors. Synthesize the activities into a sequenced, chronological, prioritized road map or action plan, and allocate the resources, including time, budget, and personnel, necessary to implement your plan. Finally, monitor progress toward your goal and be prepared to adjust the plan in response to outcomes, feedback, or changing circumstances. This approach ensures that the team’s efforts in implementing the insights from the previous phases are strategically and purposefully directed toward a concrete destination.

Applying the Approach

Albert Einstein once said, “If I had one hour to solve a problem, I would spend 55 minutes thinking about the problem and five minutes thinking about the solution.” That philosophy underpins our E5 framework, which provides a structured approach for conscientiously engaging with complex problems before leaping to solutions.

As teams use the methodology, they must understand that problem-framing in today’s intricate business landscape is rarely a linear process. While we’re attempting to provide a structured path, we also recognize the dynamic nature of problems and the need for adaptability. Invariably, as teams begin to implement solutions, new facets of a problem may come to light, unforeseen challenges may arise, or external circumstances may evolve. Your team should be ready to loop back to previous phases—for instance, revisiting the expand phase to reassess the problem’s frame, delving deeper into an overlooked root cause in another examine phase, or gathering fresh insights from stakeholders in a new empathize phase. Ultimately, the E5 framework is intended to foster a culture of continuous improvement and innovation.

• JB Julia Binder is the director of the Center for Sustainable and Inclusive Business and a professor of sustainable innovation at IMD.
• Michael D. Watkins is a professor of leadership and organizational change at IMD , a cofounder of Genesis Advisers , and the author of The Six Disciplines of Strategic Thinking .

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• Recognize how systems thinking differs from linear thinking.
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Effective Strategies for Working with Problem Employees

SHRM has partnered with Security Management Magazine to bring you relevant articles on key HR topics and strategies.

Problem employees. Difficult staffers. Workers who need behavior modification and attitude adjustments. However they're described, problem employees are the dread of every manager, and they require special skill and attention. As the experts attest, there's no silver bullet solution, no ready-to-use spiel or psychological exercise that can suddenly make a difficult employee easy to work with.

"When you are talking about dealing with well-entrenched personal qualities, you need to be a bit of a black belt in your personal skills and in your management," says Marie G. McIntyre, a workplace issues expert who writes a weekly syndicated career advice column, "Your Office Coach." She is also the author of The Management Team Handbook (Jossey-Bass, 1998) and Secrets to Winning at Office Politics (St. Martin's Griffin, 2005).

[SHRM members-only Express Request: Preventing Employee Burnout ]

When it comes to advice for working with problem employees, experts offer numerous approaches covering various parts of the process. The first piece of guidance is simple–don't let staffers become problem employees in the first place. While that may sound like short and snappy advice, following it entails sustained effort on the manager's part. And the effort starts during the hiring process, said Michael Timmes, a senior human resource specialist at Kingwood, Texas-based Insperity, a national human resources service provider. 

Timmes, who has nearly 30 years of experience in HR, sees a clear trend in the field. There are more resources available in the "emotional intelligence space" that emphasize the importance of relationship management skills, self-awareness and social awareness, he said. As a result, more managers are deploying their knowledge of these concepts in the employee selection process. A candidate's qualifications are still important, but managers are also looking beyond the résumé. 

"They're hiring for the right attitude as much as for the right skill set," Timmes said. Making an effort to ensure from the start that new employees have the right attitude for the position reduces the chances that they will become problem employees later, he added.

Veteran security manager Sam Curry, who is now chief technology and security officer for Burlington, Mass-based software company Arbor Networks, agreed with this emphasis on positive attitude and high emotional intelligence. "It's easier to correct skill deficiencies than it is to fix attitude. Attitudinal issues will soak up the most time and will most often end in heartbreak," Curry said. "You can teach someone a new skill, but you can't give them empathy, self-awareness, altruism or an amenable personality."

Learning Levels

​But hiring is only the beginning to ensure that a staffer stays well-adjusted and engaged, Timmes said. During the onboarding process, a manager should initiate conversations with the new employee about expectations, responsibilities and other topics that will make the employee's role clear. Encourage the employee to ask questions to help them understand their duties. 

Once onboarding is finished, these conversations should continue. They do not need to be time-consuming; a 10-minute informal chat every few weeks or so should suffice, Timmes explained. These short conversations serve several functions. For one, they allow the manager to emphasize how the employee's role is tied to the success of the organization, which goes a long way toward maintaining the employee's sense of mission. 

They also allow each party to provide feedback. If the manager periodically provides feedback on the employee's performance, "it eliminates some surprises when it comes time for the annual performance review," Timmes said. If signs of difficult behavior in the workplace are starting to crop up, they can be discussed before they have time to solidify. And employees can let the manager know how they feel about their role, "so there's a finger on the pulse there," he added. 

But these periodic conversations also give managers an opportunity to gauge an employee's alignment with the organization. Through active listening, the manager can learn about employees on a deeper level: their sense of mission, values, life goals and involvement in the community. In these of discussions, the manager is sending the message that: "I care about you as an individual and as a team member," Timmes said. From the employee's perspective, this helps build trust. "People understand that there is someone in leadership who cares about them," he explained.

When the manager gains this deeper knowledge, he or she can better understand how the values of the employee align with the company's mission, and the ways in which the worker feels most connected with the organization. When trust, connection and value alignment are established, both parties benefit. The employee is more likely to be engaged and professionally fulfilled, and a lot less likely to become a difficult or problem employee, Timmes explained.

Psychic Management

Of course, some managers don't have the opportunity to work with employees from Day One. A new manager may take over a department staffed with longstanding workers—a few of whom could be considered problem employees. Similarly, a merger or acquisition could result in new staff in the department that the manager didn't hire. Whatever the reason, some managers do find themselves working with difficult employees on a regular basis.

In these cases, McIntyre advised, managers should be honest enough with themselves to ask the following question—are my behaviors or actions making this problem worse?

In more than 20 years of career coaching, McIntyre has seen a few recurring ways in which managers do make the problem worse. Some managers, she said, see problems with a staffer's behavior or attitude, get frustrated, but never take concrete actions to address it and the problem becomes worse. In other cases, she has seen managers pay a tremendous amount of special attention to problem employees, which she says merely rewards the bad behavior. That, too, can make things worse. 

Another common error, McIntyre said, is when a manager assumes that the employee knows there is a problem. In this case, a manager can become increasingly frustrated, because she feels that the staffer is knowingly being difficult. Finally, the man­ager will approach the employee in a very annoyed and frustrated manner—an approach that is neither professional nor managerially sound.

Managers should strive for fairness in their approach. "It's important to not leap to conclusions early and to be as open to input," Curry said. "The first thing to do is make sure that there's no witch hunt, that facts truly are facts—and they can change, so be careful here—and to have an approach similar to a jurist in a court case."

Maintaining professional respect is also key, said Maxine Attong, an organizational development expert and author of  Lead Your Team to Win: Achieve Optimal Performance by Providing a Safe Space for Employees  (River Grove Books, 2014). Even though the worker may be considered a problem employee, a manager-staffer meeting should never have the tone of a parent-child scolding, but rather an adult-to-adult conversation between two intelligent professionals. The manager should take a positive and optimistic stance and focus on future improvement, Attong said. "Declare this to the employee, for example, 'My intention is for us to find a way forward on your job,'" she said.

It is also helpful for the manager to strive for feedback from the employee, she added. If certain procedures or policies were breached, a manager should state these, make sure the employee understands and solicit ideas from the worker on how to move forward.

Documentation is an important part of the process, experts said. This is especially true if a disgruntled employee seeks legal action. 

"Any action that can be interpreted as discriminatory or harassment can lead to a civil action by employees. Hence the reason for proper documentation," Attong said. "The manager must build a consistent trail that shows that this employee was not singled out." 

Attong suggested that when a manager documents the meeting, that he ask the employee to agree with the documentation.

Re-Engagement on the Job

In some cases, an employee's problem­atic behavior and attitude indicates that the worker is not engaged with the job, Timmes said. 

A manager can discuss this possibility with the employee. And, sometimes, an honest and supportive conversation will reveal that the staffer is simply not in the right job. That's an unpleasant thought for some.

"Sometimes people will be denial," Timmes said. "They have the attitude of, 'I've been here for so long, I just don't know where I would go or what I would do.'" Still, if that is the situation, it is best that it is acknowledged, experts said, and then the manager can work with the employee on an exit strategy that could benefit them both.

"The manager can help the employee frame a vision for his life. This may give him the impetus to resign and find a job that he may be more aligned to, or see the value in his current position as a stepping stone to where he wants to be," Attong said. 

But in many cases, a lack of engagement is not because the job and the employee are a poor match. The staffer may still be a good fit for the profession. But the employee may no longer see why his or her work is crucial to the organization, how it helps the company fulfill its mission, and how that mission is important to the larger world. 

This can happen for a few reasons: Day-to-day repetition can make work seem rote; overworked staffers are just trying to keep their heads above water; and concepts like mission and purpose are given lip service, but never explicitly expressed or explored. 

But a manager can take the initiative and, through exploratory discussion, help the employee regain perspective on their contributions and value, to the organization and beyond, Timmes said. 

 "Hopefully, that can reignite them, and they will recommit to their mission," he said. 

Behavioral Specifics

There are certain types of difficult behaviors and attitudes that occur in many workplaces. Below are descriptions of problem employee archetypes, based on conversations with workplace issue experts. Each sketch is followed by advice on how managers should deal with each one.

Negative Nancy . Naysays projects and assignments. Shoots down the new ideas of others. Often predicts doom. Frequently makes comments such as, "We tried that before, and it never works," "This project is turning into a complete disaster" or "There's just no way we can meet a deadline like that." 

Sometimes, employees use negativity to convey intelligence, Curry explained. Critics often seem like authorities, and so naysaying a project can be a way for an employee to highlight their expertise and professional experience. The manager, then, should strive to redirect that expertise in a more positive direction. 

If the pattern of negativity becomes disruptive, the manager should use a factual approach, noting behavior patterns such as the employee's tendency to criticize when new ideas are proposed at staff meetings. The manager can also explain how a past failure may be the result of a timing issue, not problems inherent to the idea. Finally, the manager can encourage the employee to focus on making the project better, not obliterating it. 

"Ask this employee what success looks like to him. Have him paint the picture for success and ask what he would do differently," Attong said. 

Egotistical Eddie.  Acts condescendingly. Dominates discussion at staff meetings. Resents being asked to do mundane but necessary tasks. His immense self-regard alienates co-workers. 

While prima donna behavior can be frustrating for other staffers to deal with, the manager should be careful not to focus on personal characteristics when discussing the problem with the employee. "To say something like: 'You apparently think you're all that, and a bag of chips, and this is very annoying to people,' that's not a conversation you want to have," McIntyre said. 

Instead, focus on how specific actions may hurt staff productivity. For example, a manager might discuss how the employee's domination of staff meeting discussions hinders others from contributing ideas—and how that diminishes output from the team.

However, some prima donnas possess top-flight skills that are a tremendous asset to teams, Curry said. Here the manager should adopt a dual strategy: communicate to the employee that her work is highly valued, but also that it does not entitle her to behave in a manner that hinders other team members. 

In addition, Attong recommended that the manager consider giving the employee additional projects appropriate to their skill level. "Since this is in her self-interest, she will be happy to do other work to strengthen her résumé," she said. If the employee still feels underutilized and wants to leave the organization, a strengthened résumé could help her do so, and leaving may be in the best interests of the staffer and the organization. 

Crisis Charlie.  Life problems frequently interrupt his work life. He has long personal phone conversations while at work, mood swings and shares too much about relationship issues. Life events, like weddings and divorces, can affect performance for weeks.

Tread carefully here, with sensitivity, experts said. 

"Crises can come in blocks, especially with children and elderly parents, divorces, et cetera," Curry said. "How you help someone through a cluster of crises is important. It is not just the right thing to do—it can create incredible loyalty with employees."

It's also possible that mood swings and oversharing may reflect medical issues, which is all the more reason for a manager to be careful. Considerate and candid conversation is appropriate, but discussions should be nonthreatening when it comes to employment issues. "Make sure to avoid harassment and miscommunication, and involve HR, and keep them apprised," Curry added. 

In one-on-one conversations with the employee, the manager can start to gauge the problem, and also explain how a staffer's demeanor can affect others on a team. "This employee may be unaware of the impact of his behavior, since this may be a reflection of deeper psychological problems that the employee is facing," Attong said. A 360-degree performance review can be helpful in providing feedback from peers, she added. 

In addition, the one-on-one conversations affords an opportunity for the manager to gain a deeper understanding of the challenges an employee faces outside of the workplace that may affect his performance at work, Timmes said. It may also be an opportunity for the manager to highlight the organization's employee assistance program or other resources the company may have to help, he added.

Challenging Cathy.  Thrives on taking on authority. Will often challenge a manager's directives and be privately critical of decisions by upper management. Derisive of "company men." 

Thoughtful criticism of operations can lead to greater innovation and efficiency. Attong recommended that a manager coach this type of employee to help make her presentation and style more palatable, but still offer constructive suggestions that lead to improvements.

"I want this employee to keep challenging and will work with her, so that she can ask better questions, be less attacking, and have some compassion for others," Attong said. If the employee's manner of speaking is too cutting or derisive, "I would ask her to reframe her questions to 'what' or 'how' questions, since these help people to think and be less defensive."

Ghostly Gerty.  With frequent sick days, medical appointments and lunchtime errands that last all afternoon, she is absent as often as present. Some co-workers even wonder if she is still on staff. 

In a clear-cut case, Curry said, document the absences, provide feedback to the employee if absences seem excessive, and "find out what's going on, and why." 

Attong also said that company attendance rules are important to emphasize. "Point out the policies around this, and ask the employee how he will remedy the situation," she said. "Enforce the company remedies for absenteeism." 

Mark Tarallo is a senior editor at  Security Management Magazine.  This article is adapted from   Security Management Magazine  with permission from ASIS © 2018. All rights reserved.

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5 Common HR Problems and How to Solve Them

What Is HR?

Top priorities and responsibilities of hr teams, recruiting and talent acquisition.

• Compliance - Understanding HR Problems

Retention of Employees

Compensation and benefits, manager coaching, peoplespheres as a solution for all hr functions.

Human resource management is a vast scope of work. Professionals in the space have to be well-versed in a variety of topics, from benefits to compensation management, and everything in between. There are a wide variety of specialties you can focus on as a human resource leader, such as HR generalist, employee relations coordinator, engagement and people analytics, and compliance specialty. In a large field, it can be easy to get lost and make mistakes. To avoid that, we list 5 common HR problems that you might face at your workplace and tell you what you should do that solve them.

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The role of a human resource manager is to own recruiting, retention, hiring, employee success, and company separation. HR professionals oversee relations within the organization, alongside basic compliance problems such as payroll, benefits, and other legalities. The human resources team at an organization is responsible for employee happiness and overall success. It is their job to understand the inner workings of a business while playing to the strengths and advantages of each and every employee. Human resources teams are typically made up of a few different focus groups. For example, you will have your standard employee relations teams, payroll administrators, Talent management (recruitment, staffing, performance management, etc.), and Learning and Development team. Each of these functions has a specific goal in mind. Typically, employee success teams are responsible for reducing turnover and ensuring that each and every employee is meeting their KPIs. The talent team is responsible for recruiting, weeding, and hiring new talent to grow organizations. The HR team is responsible for core competencies such as payroll, benefits, and other tax necessities.

First and foremost, the top priority of each and every human resource team at an organization is to ensure the health of the workforce. This means making sure that employees are fairly treated, while also making sure that the company is supporting its employees well within its means. HR teams need to ensure that the organization is compliant with state and federal laws, to ensure that the company is ready for an audit at any time. The top priorities of a human resource team include making sure. The salaries of employees are within the company budget, all laws are invited too, and the company is in good standing with the public eye.

Of course, HR is a human-focused profession. Therefore, there will be many twists and turns along the way. Human resources specialists must ensure that they are ready to tackle people facing challenges that come their way. This can be anything from a disgruntled employee, to an employee with benefits questions, employment law, and more. Let’s take a peek at the five most common HR problems and how we recommend that you solve them within your organization.

Recruiting and talent acquisition are the main focus of every HR Team. Without the proper people to do the job, a Workforce cannot operate as intended. It is up to the talent acquisition team within the human resources function to find employees that will be a good fit for the organization as a whole. It is important to find qualified candidates to apply for the roles, while also making sure that these positions are filled with the most diverse yet qualified individuals.

The recruiting and talent acquisition team must work closely with hiring managers and existing exemplary employees, in order to grow teams sustainably. They must interview and train all of the hiring managers to make sure that they will recruit candidates that will be a good fit for the position. This can be a very time-consuming job, resulting in frustrated hiring managers. This is why an HR professional must be extremely agile and people-focused, in order to build a relationship with their hiring managers. Oftentimes, the best candidates are passive. This means that they will have to actively recruit and try to poach qualifying candidates who already have existing roles at competitor companies. This in itself takes incredible focus, alongside some basic sales skills.

The recruiting and talent acquisition team will also be responsible for communicating with the finance department and HR department, to ensure that all offers being sent out to candidates are compliant. Being out of compliance can cause a lot of  HR problems  for an organization. There are many factors that must be taken into consideration, such as salary offered, negotiation room, stock options,  reporting structures,  and other benefits that the company may provide.

It’s important to make sure that your talent acquisition team collaborates well with the core HR team. Any changes that come up  within the organization,  such as open enrollment, benefits offerings, perks, or organizational changes, must be communicated to potential candidates. It is important for the talent acquisition team to have updated information regarding the inner workings of a company so that they are able to sell and advertise the company as accurately as possible.

Compliance – Understanding HR Problems

Compliance is a major factor that contributes to the success of an overall organization, specifically impacting the human resource team. In order to be compliant, an organization must abide by state and federal employment laws. These laws can range from anything relating to compensation, benefits, paternity /maternity leave, equal treatment, and other core competencies that an organization must abide by. It is the responsibility of the core human resource team to ensure that the organization is up to code in case of a surprise audit. Employment regulation specialists have the authority to audit and analyze an organization at any time. So, it is important for the human resource team to always have proper documentation for all employees, and ensure current practices are up to code.

Typically, the core HR team will have an employee with significant legal experience and a background in business law or labor relations. This is to ensure that the company is constantly up-to-date on improving laws or changing procedures within the regions in which they do business.

Employee retention is a clear sign of the overall health of an organization. Oftentimes, potential employees or customers will ask for the attrition rate of a company before signing their offer letter or contract. The attrition rate shows on average, how many employees an organization has seen come and go over a period of time. Having a high attrition rate is one of the main  HR problems  professionals face. The turnover rate of an organization is a clear indicator of the success, happiness, and growth opportunities that each team experiences while working at the company. Management also has a big role to play in this attrition number. So, it is the responsibility of the training and development specialist on a human resource team to focus on properly training managers and providing them with the resources needed as a strategy for retaining new hires, long-term employees, and their supervisors. A low turnover rate is a signal that employees are happy working at the organization, and do not wish to seek employment elsewhere.

One of the biggest benefits that employees look for when joining an organization is the promise of a competitive compensation and benefits package. However, knowing what classifies as competitive is another story! It is the responsibility of the human resource team to ensure. Employees are properly leveled and paid within their skill set and experience. when making a new hire, the human resource team will assign a level to each individual. This level will indicate whether they are a beginner in their field, intermediate, or Advanced. Their experience also has something to do with their compensation overall, as those with more experience can typically expect a higher pay rate than someone fresh out of college.

Aside from salary, benefits are another key factor that plays into employee happiness, as well as the overall marketing of the company. When employees are looking for new jobs, they will often ask organizations for a one-pager on their current benefit offerings. These benefits can include perks such as unlimited PTO, provided technology, health Insurance, dental Insurance, mental health benefits, and more. Poor coverage and benefits can lead to  HR problems  within the organization. Ensuring that your organization is able to offer a competitive package to existing and potential employees is crucial to keeping them happy and working at the company.

As we mentioned previously, manager coaching is an essential factor that plays into the success of employees, as well as the overall prosperity of a company. In order to help employees achieve their full potential, it is important for them to have the proper coaches and mentors in place. Poorly trained managers will result in  HR problems  and unhappy employees. When hiring managers, it is important to have a learning and development program set up for them during onboarding. This will help them get a better grasp on how the organization likes to operate, and what managers can do to ensure the success of their employees. These success factors can include things such as weekly one-on-ones, proper feedback guides, recommendations on appropriate ways to praise oh, and much more. Growth opportunities are one of the number one reasons why candidates choose to sign job offers with specific companies! Managers can help make this goal come to fruition.

The more your company grows, the more HR management requires multiple HR functions to work together and work as a  strategic HR department . In some cases, some areas of HRM are done by outsourcing them to third parties such as a staffing agency or a third-party recruiter who does interviews on your behalf. That is why it is important that your human resources functions are consolidated in a way where you can have your people, data, and processes in one place.

PeopleSpheres connects all your HR software to a centralized platform where all your HR data can be used to create a unified experience for employees, create workflows across all information systems, and make strategic human resource management decisions based on data analysis.

We hope that this article helped you better understand some of the most common  HR problems,  and how to solve them within your organization. For more helpful content on excelling in the HR space, check out the rest of  our blog!

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7 common HR problems in companies (and how to solve them)

If you've ever worked in HR, you know it requires you to juggle many tasks and responsibilities. This can sometimes overwhelm smaller teams or companies with limited resources and manpower.

The good news is that many of companies' most prevalent HR problems are common across industries and companies. As such, there's a wealth of information about how to solve them.

This article will focus on 7 of the most common HR problems in companies and provide a solution for each one.

But first, let's back up to look at what an HR department, or HR Management, actually does.

What does HR Management involve?

HR managers may be responsible for a wide range of activities related to hiring and managing employees at a company.

Responsibilities found under the HR umbrella might include:

• Job design ( job descriptions , recruitment ads , strategic prioritization)
• Workforce planning
• Training and development of existing employees
• Performance management
• Compensation and benefits management
• Navigating legal requirements
• Health and safety

In the largest organizations, these responsibilities are usually split across an HR organization. Smaller companies, however, often don't have that luxury, and one or two people may have to juggle these priorities.

This lack of resources or manpower is at the core of many HR problems companies face. There are many jobs to be done - all of which are important - but it may not be possible to do all of them with the limited resources available.

The rest of this article will focus on these challenges and offer possible solutions.

Common HR problems in companies and their solutions

HR problems in companies come in many shapes and forms. They also vary in seriousness and complexity, depending on the challenge and where the company is located and operates.

Consider the solutions to these problems to be guidelines. It might be necessary to seek outside help, depending on the resources available to you at your company.

1. Compliance with laws and regulations

The first common HR problem in companies is a big one: ensuring you adhere to all relevant laws in your operation area. This can be a huge challenge for small HR organizations, especially if no one on the team has experience dealing with local labor laws and regulations.

Key challenges that arise include:

• The tediousness of keeping track of all employment laws in all areas in which the company operates
• Ensuring that all operations, recruiting, and employment processes adhere to local laws
• A lack of time and expertise to understand the issues and nuances of the laws

Failure to fully comply with laws and regulations can lead to serious consequences for a small company, including audits, lawsuits, and even bankruptcy.

Potential solutions to this challenge include:

• Ensuring that at least one person on your management team is in charge of understanding local employment laws and regulations
• Giving that person the time and resources needed to study and understand those laws and regulations
• Consulting a legal expert with questions about the laws and regulations
• Auditing your existing processes to ensure that everything is above board

While these solutions will require more time and money, getting them right is critical to ensure your company's health and future success.

2. Health and safety

Like with laws and regulations, HR organizations often ensure all health and safety requirements are being met at the company.

• Creating and enforcing health and safety processes at the company
• Providing employee training and documentation of course completion to prove compliance with health and safety measures
• Monitoring and adapting to local health and safety laws
• Tracking instances of workplace injuries or safety violations to protect against potential workplace compensation lawsuits

Like with employment laws and regulations, failure to execute a thorough health and safety program can expose the company to costly lawsuits and injury claims.

• Designating a health and safety person or committee at your organization
• Giving them the tools and training needed to study and understand local health and safety laws
• Empowering them with absolute control over health and safety at the organization, including the power to make changes, upgrades, or even shut down operations temporarily if needed

Health and safety should be a top priority for any company. As such, this challenge should be on your shortlist to tackle as soon as possible.

3. Change management

Managing change can be a big headache for HR departments and their employees. This is especially true for fast-growing organizations experiencing rapid evolution in their processes or onboarding new employees at a high clip. Unfortunately, HR often bears the brunt of this frustration.

• Adapting HR processes and policies to match the company's growth and ambitions
• Balancing the needs and wants of legacy employees with those of new employees and management
• Ensuring open communication before, during, and after changes are made
• Dealing with negative feedback or frustrations from employees

When done poorly, change management can have an adverse effect on performance, staff engagement , and morale. It often falls on the HR department to find ways to ensure people-centric change doesn't affect productivity and output.

• Clearly communicating the benefits of change to all employees
• Implementing a change management process that outlines how, when, and where employees are informed of process changes
• Encouraging open and honest feedback from employees when a change is made
• Making it crystal clear why you are making a change and what the benefits are to the company and employees

It's not possible to please everyone all the time. But a few simple change management best practices can make your life much easier when scaling or altering your processes.

4. Compensation management

Compensation and benefits are one issue that no HR organization can get around. This is the core concern for all employees and has an immense impact on everything from performance to engagement to productivity.

• Knowing how to structure compensation packages to stay competitive in your industry
• Monitoring the recruitment landscape to see what others are offering
• Matching compensation demand in the market, especially if you're trying to compete against larger competitors
• Providing competitive perks, employee benefits , and bonuses that align with what your ideal candidates want

It takes a lot of time and money to ensure that your total compensation packages are appealing and competitive. In reality, small companies will struggle to compete against large corporations and their limitless budgets.

• Looking for free tools like Payscale and Glassdoor to create benchmark salaries that are based on aggregated real data
• Shortlisting competitors to watch and analyze what they promote on their careers sites in terms of perks, benefits, and compensation
• Focusing on employer branding and culture messaging to create intangible benefits for candidates
• Being creative with compensation to make up for less-than-competitive salaries

The bottom line is that larger companies can and likely will outspend smaller ones to land the best talent. To combat that reality, smaller companies should look to pitch what's unique and appealing about their company.

5. Landing top talent

Like with compensation, smaller HR organizations often get muscled out in the fight for top talent. This is another major HR problem in companies that don't have the resources to aggressively go after the best candidates.

• Being overtaken by a large amount of competition for top talent in skilled roles
• Having to spend lots of time, money, and effort to find top talent, all of which are in short supply
• Devoting the time that's needed to hire top talent while also juggling all of the other requirements of an HR manager
• Spending lots of resources to court a top candidate, only to have them leave early in their term with you or get scooped up by a competitor during the hiring process

Competition for top talent is fierce. Large organizations use every resource at their disposal to find and hire the best in the industry. Unfortunately, that means smaller organizations are often financially disadvantaged when hiring.

• Getting creative with how and who you hire
• Beefing up your employer brand to stand out from other companies
• Recruiting directly from colleges and universities to give new and hungry employees a chance to shine
• Leveraging networks and social channels to directly pitch candidates at no cost
• Hiring the best recruiter possible and letting them do their jobs

Smaller organizations will need to pick and choose their battles when competing for top talent. If budget and resources are limited, then it might make sense to only go after the best candidates for strategically critical roles or ones that will drive long-term success.

6. Retention

Landing top talent is one thing, but retaining them long term comes with a new set of HR challenges for companies.

• Focussing the bulk of your time and energy on employee retention
• Balancing the cost of hiring top talent, with the risk of them leaving prematurely
• Accounting for the variety of factors that might cause retention issues, including:
• External poaching
• Lack of engagement
• Lack of career development
• Lack of growth opportunities
• Non-competitive salaries or benefits
• Monitoring and adapting to issues that are leading to increased employee departures
• Maintaining productivity levels while balancing all of the above
• Finding a fine balance between culture, compensation, and incentives that boosts loyalty and retention: this will require some experimentation and lots of honest feedback
• Continuously monitoring employee sentiment via pulse surveys, 1:1 meetings, anonymous surveys , town halls, etc.
• Keeping an eye on the market to ensure that your compensation packages are competitive
• Monitoring employee churn rates and retention rates and adapting to what the data is telling you
• Addressing red flags before they become major issues

If you break down a month-to-month workload for most HR managers, employee retention is likely one of, if not their most important, priority.

Keeping employees happy and performing at a high level is incredibly important for a company's success and comes with many challenges for HR professionals.

7. Monitoring productivity and performance

Productivity and performance is a shared responsibilities between managers and the HR department. Managers are ultimately responsible for their team's performance, but it will fall on the HR department to make tough decisions if certain departments or teams aren't performing at the level they need to be.

• Monitoring performance and productivity levels to ensure that the business is operating efficiently and hitting output goals
• Identifying problems areas and taking necessary actions to turn things around
• Working cross-functionally to find root causes for low performance and identifying potential solutions
• Reporting human resource issues back to the executive team, who will then make strategic decisions

Keeping an eye on productivity and performance involves monitoring key indicators, engaging in candid conversations with managers and employees, and generally acting like a detective to find problems. While part of the job, it's a time-consuming responsibility and a common HR problem in companies.

• Using HR platforms that integrate performance management, goal management, and engagement tracking
• Looking for teams who are hitting their goals, studying what they do right, and presenting those processes as potential changes to the executive team
• Keeping clear lines of communication open with all managers to ensure that issues are addressed before they snowball

The HR department is often one of the busiest in most companies. That becomes even more apparent in smaller companies with fewer employees dedicated to these mission-critical tasks. This is a very multifaceted role that brings with it many unique problems and challenges.

Like with most business challenges, focusing on strong communication, technology, processes, and goal tracking can help you overcome these common HR problems in companies.

Brendan is an established writer, content marketer and SEO manager with extensive experience writing about HR tech, information visualization, mind mapping, and all things B2B and SaaS. As a former journalist, he's always looking for new topics and industries to write about and explore.

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