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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.

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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.

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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 Analysis In HR: 5 Problem-Solving Techniques

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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Career Sidekick

26 Expert-Backed Problem Solving Examples – Interview Answers

Published: February 13, 2023

Interview Questions and Answers

Actionable advice from real experts:

picture of Biron Clark

Biron Clark

Former Recruiter

problem solving techniques in hr examples

Contributor

Dr. Kyle Elliott

Career Coach

problem solving techniques in hr examples

Hayley Jukes

Editor-in-Chief

Biron Clark

Biron Clark , Former Recruiter

Kyle Elliott , Career Coach

Image of Hayley Jukes

Hayley Jukes , Editor

As a recruiter , I know employers like to hire people who can solve problems and work well under pressure.

 A job rarely goes 100% according to plan, so hiring managers are more likely to hire you if you seem like you can handle unexpected challenges while staying calm and logical.

But how do they measure this?

Hiring managers will ask you interview questions about your problem-solving skills, and they might also look for examples of problem-solving on your resume and cover letter. 

In this article, I’m going to share a list of problem-solving examples and sample interview answers to questions like, “Give an example of a time you used logic to solve a problem?” and “Describe a time when you had to solve a problem without managerial input. How did you handle it, and what was the result?”

  • Problem-solving involves identifying, prioritizing, analyzing, and solving problems using a variety of skills like critical thinking, creativity, decision making, and communication.
  • Describe the Situation, Task, Action, and Result ( STAR method ) when discussing your problem-solving experiences.
  • Tailor your interview answer with the specific skills and qualifications outlined in the job description.
  • Provide numerical data or metrics to demonstrate the tangible impact of your problem-solving efforts.

What are Problem Solving Skills? 

Problem-solving is the ability to identify a problem, prioritize based on gravity and urgency, analyze the root cause, gather relevant information, develop and evaluate viable solutions, decide on the most effective and logical solution, and plan and execute implementation. 

Problem-solving encompasses other skills that can be showcased in an interview response and your resume. Problem-solving skills examples include:

  • Critical thinking
  • Analytical skills
  • Decision making
  • Research skills
  • Technical skills
  • Communication skills
  • Adaptability and flexibility

Why is Problem Solving Important in the Workplace?

Problem-solving is essential in the workplace because it directly impacts productivity and efficiency. Whenever you encounter a problem, tackling it head-on prevents minor issues from escalating into bigger ones that could disrupt the entire workflow. 

Beyond maintaining smooth operations, your ability to solve problems fosters innovation. It encourages you to think creatively, finding better ways to achieve goals, which keeps the business competitive and pushes the boundaries of what you can achieve. 

Effective problem-solving also contributes to a healthier work environment; it reduces stress by providing clear strategies for overcoming obstacles and builds confidence within teams. 

Examples of Problem-Solving in the Workplace

  • Correcting a mistake at work, whether it was made by you or someone else
  • Overcoming a delay at work through problem solving and communication
  • Resolving an issue with a difficult or upset customer
  • Overcoming issues related to a limited budget, and still delivering good work through the use of creative problem solving
  • Overcoming a scheduling/staffing shortage in the department to still deliver excellent work
  • Troubleshooting and resolving technical issues
  • Handling and resolving a conflict with a coworker
  • Solving any problems related to money, customer billing, accounting and bookkeeping, etc.
  • Taking initiative when another team member overlooked or missed something important
  • Taking initiative to meet with your superior to discuss a problem before it became potentially worse
  • Solving a safety issue at work or reporting the issue to those who could solve it
  • Using problem solving abilities to reduce/eliminate a company expense
  • Finding a way to make the company more profitable through new service or product offerings, new pricing ideas, promotion and sale ideas, etc.
  • Changing how a process, team, or task is organized to make it more efficient
  • Using creative thinking to come up with a solution that the company hasn’t used before
  • Performing research to collect data and information to find a new solution to a problem
  • Boosting a company or team’s performance by improving some aspect of communication among employees
  • Finding a new piece of data that can guide a company’s decisions or strategy better in a certain area

Problem-Solving Examples for Recent Grads/Entry-Level Job Seekers

  • Coordinating work between team members in a class project
  • Reassigning a missing team member’s work to other group members in a class project
  • Adjusting your workflow on a project to accommodate a tight deadline
  • Speaking to your professor to get help when you were struggling or unsure about a project
  • Asking classmates, peers, or professors for help in an area of struggle
  • Talking to your academic advisor to brainstorm solutions to a problem you were facing
  • Researching solutions to an academic problem online, via Google or other methods
  • Using problem solving and creative thinking to obtain an internship or other work opportunity during school after struggling at first

How To Answer “Tell Us About a Problem You Solved”

When you answer interview questions about problem-solving scenarios, or if you decide to demonstrate your problem-solving skills in a cover letter (which is a good idea any time the job description mentions problem-solving as a necessary skill), I recommend using the STAR method.

STAR stands for:

It’s a simple way of walking the listener or reader through the story in a way that will make sense to them. 

Start by briefly describing the general situation and the task at hand. After this, describe the course of action you chose and why. Ideally, show that you evaluated all the information you could given the time you had, and made a decision based on logic and fact. Finally, describe the positive result you achieved.

Note: Our sample answers below are structured following the STAR formula. Be sure to check them out!

EXPERT ADVICE

problem solving techniques in hr examples

Dr. Kyle Elliott , MPA, CHES Tech & Interview Career Coach caffeinatedkyle.com

How can I communicate complex problem-solving experiences clearly and succinctly?

Before answering any interview question, it’s important to understand why the interviewer is asking the question in the first place.

When it comes to questions about your complex problem-solving experiences, for example, the interviewer likely wants to know about your leadership acumen, collaboration abilities, and communication skills, not the problem itself.

Therefore, your answer should be focused on highlighting how you excelled in each of these areas, not diving into the weeds of the problem itself, which is a common mistake less-experienced interviewees often make.

Tailoring Your Answer Based on the Skills Mentioned in the Job Description

As a recruiter, one of the top tips I can give you when responding to the prompt “Tell us about a problem you solved,” is to tailor your answer to the specific skills and qualifications outlined in the job description. 

Once you’ve pinpointed the skills and key competencies the employer is seeking, craft your response to highlight experiences where you successfully utilized or developed those particular abilities. 

For instance, if the job requires strong leadership skills, focus on a problem-solving scenario where you took charge and effectively guided a team toward resolution. 

By aligning your answer with the desired skills outlined in the job description, you demonstrate your suitability for the role and show the employer that you understand their needs.

Amanda Augustine expands on this by saying:

“Showcase the specific skills you used to solve the problem. Did it require critical thinking, analytical abilities, or strong collaboration? Highlight the relevant skills the employer is seeking.”  

Interview Answers to “Tell Me About a Time You Solved a Problem”

Now, let’s look at some sample interview answers to, “Give me an example of a time you used logic to solve a problem,” or “Tell me about a time you solved a problem,” since you’re likely to hear different versions of this interview question in all sorts of industries.

The example interview responses are structured using the STAR method and are categorized into the top 5 key problem-solving skills recruiters look for in a candidate.

1. Analytical Thinking

problem solving techniques in hr examples

Situation: In my previous role as a data analyst , our team encountered a significant drop in website traffic.

Task: I was tasked with identifying the root cause of the decrease.

Action: I conducted a thorough analysis of website metrics, including traffic sources, user demographics, and page performance. Through my analysis, I discovered a technical issue with our website’s loading speed, causing users to bounce. 

Result: By optimizing server response time, compressing images, and minimizing redirects, we saw a 20% increase in traffic within two weeks.

2. Critical Thinking

problem solving techniques in hr examples

Situation: During a project deadline crunch, our team encountered a major technical issue that threatened to derail our progress.

Task: My task was to assess the situation and devise a solution quickly.

Action: I immediately convened a meeting with the team to brainstorm potential solutions. Instead of panicking, I encouraged everyone to think outside the box and consider unconventional approaches. We analyzed the problem from different angles and weighed the pros and cons of each solution.

Result: By devising a workaround solution, we were able to meet the project deadline, avoiding potential delays that could have cost the company $100,000 in penalties for missing contractual obligations.

3. Decision Making

problem solving techniques in hr examples

Situation: As a project manager , I was faced with a dilemma when two key team members had conflicting opinions on the project direction.

Task: My task was to make a decisive choice that would align with the project goals and maintain team cohesion.

Action: I scheduled a meeting with both team members to understand their perspectives in detail. I listened actively, asked probing questions, and encouraged open dialogue. After carefully weighing the pros and cons of each approach, I made a decision that incorporated elements from both viewpoints.

Result: The decision I made not only resolved the immediate conflict but also led to a stronger sense of collaboration within the team. By valuing input from all team members and making a well-informed decision, we were able to achieve our project objectives efficiently.

4. Communication (Teamwork)

problem solving techniques in hr examples

Situation: During a cross-functional project, miscommunication between departments was causing delays and misunderstandings.

Task: My task was to improve communication channels and foster better teamwork among team members.

Action: I initiated regular cross-departmental meetings to ensure that everyone was on the same page regarding project goals and timelines. I also implemented a centralized communication platform where team members could share updates, ask questions, and collaborate more effectively.

Result: Streamlining workflows and improving communication channels led to a 30% reduction in project completion time, saving the company $25,000 in operational costs.

5. Persistence 

Situation: During a challenging sales quarter, I encountered numerous rejections and setbacks while trying to close a major client deal.

Task: My task was to persistently pursue the client and overcome obstacles to secure the deal.

Action: I maintained regular communication with the client, addressing their concerns and demonstrating the value proposition of our product. Despite facing multiple rejections, I remained persistent and resilient, adjusting my approach based on feedback and market dynamics.

Result: After months of perseverance, I successfully closed the deal with the client. By closing the major client deal, I exceeded quarterly sales targets by 25%, resulting in a revenue increase of $250,000 for the company.

Tips to Improve Your Problem-Solving Skills

Throughout your career, being able to showcase and effectively communicate your problem-solving skills gives you more leverage in achieving better jobs and earning more money .

So to improve your problem-solving skills, I recommend always analyzing a problem and situation before acting.

 When discussing problem-solving with employers, you never want to sound like you rush or make impulsive decisions. They want to see fact-based or data-based decisions when you solve problems.

Don’t just say you’re good at solving problems. Show it with specifics. How much did you boost efficiency? Did you save the company money? Adding numbers can really make your achievements stand out.

To get better at solving problems, analyze the outcomes of past solutions you came up with. You can recognize what works and what doesn’t.

Think about how you can improve researching and analyzing a situation, how you can get better at communicating, and deciding on the right people in the organization to talk to and “pull in” to help you if needed, etc.

Finally, practice staying calm even in stressful situations. Take a few minutes to walk outside if needed. Step away from your phone and computer to clear your head. A work problem is rarely so urgent that you cannot take five minutes to think (with the possible exception of safety problems), and you’ll get better outcomes if you solve problems by acting logically instead of rushing to react in a panic.

You can use all of the ideas above to describe your problem-solving skills when asked interview questions about the topic. If you say that you do the things above, employers will be impressed when they assess your problem-solving ability.

More Interview Resources

  • 3 Answers to “How Do You Handle Stress?”
  • How to Answer “How Do You Handle Conflict?” (Interview Question)
  • Sample Answers to “Tell Me About a Time You Failed”

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About the Author

Biron Clark is a former executive recruiter who has worked individually with hundreds of job seekers, reviewed thousands of resumes and LinkedIn profiles, and recruited for top venture-backed startups and Fortune 500 companies. He has been advising job seekers since 2012 to think differently in their job search and land high-paying, competitive positions. Follow on Twitter and LinkedIn .

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About the Contributor

Kyle Elliott , career coach and mental health advocate, transforms his side hustle into a notable practice, aiding Silicon Valley professionals in maximizing potential. Follow Kyle on LinkedIn .

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About the Editor

Hayley Jukes is the Editor-in-Chief at CareerSidekick with five years of experience creating engaging articles, books, and transcripts for diverse platforms and audiences.

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35 problem-solving techniques and methods for solving complex problems

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All teams and organizations encounter challenges as they grow. There are problems that might occur for teams when it comes to miscommunication or resolving business-critical issues . You may face challenges around growth , design , user engagement, and even team culture and happiness. In short, problem-solving techniques should be part of every team’s skillset.

Problem-solving methods are primarily designed to help a group or team through a process of first identifying problems and challenges , ideating possible solutions , and then evaluating the most suitable .

Finding effective solutions to complex problems isn’t easy, but by using the right process and techniques, you can help your team be more efficient in the process.

So how do you develop strategies that are engaging, and empower your team to solve problems effectively?

In this blog post, we share a series of problem-solving tools you can use in your next workshop or team meeting. You’ll also find some tips for facilitating the process and how to enable others to solve complex problems.

Let’s get started! 

How do you identify problems?

How do you identify the right solution.

  • Tips for more effective problem-solving

Complete problem-solving methods

  • Problem-solving techniques to identify and analyze problems
  • Problem-solving techniques for developing solutions

Problem-solving warm-up activities

Closing activities for a problem-solving process.

Before you can move towards finding the right solution for a given problem, you first need to identify and define the problem you wish to solve. 

Here, you want to clearly articulate what the problem is and allow your group to do the same. Remember that everyone in a group is likely to have differing perspectives and alignment is necessary in order to help the group move forward. 

Identifying a problem accurately also requires that all members of a group are able to contribute their views in an open and safe manner. It can be scary for people to stand up and contribute, especially if the problems or challenges are emotive or personal in nature. Be sure to try and create a psychologically safe space for these kinds of discussions.

Remember that problem analysis and further discussion are also important. Not taking the time to fully analyze and discuss a challenge can result in the development of solutions that are not fit for purpose or do not address the underlying issue.

Successfully identifying and then analyzing a problem means facilitating a group through activities designed to help them clearly and honestly articulate their thoughts and produce usable insight.

With this data, you might then produce a problem statement that clearly describes the problem you wish to be addressed and also state the goal of any process you undertake to tackle this issue.  

Finding solutions is the end goal of any process. Complex organizational challenges can only be solved with an appropriate solution but discovering them requires using the right problem-solving tool.

After you’ve explored a problem and discussed ideas, you need to help a team discuss and choose the right solution. Consensus tools and methods such as those below help a group explore possible solutions before then voting for the best. They’re a great way to tap into the collective intelligence of the group for great results!

Remember that the process is often iterative. Great problem solvers often roadtest a viable solution in a measured way to see what works too. While you might not get the right solution on your first try, the methods below help teams land on the most likely to succeed solution while also holding space for improvement.

Every effective problem solving process begins with an agenda . A well-structured workshop is one of the best methods for successfully guiding a group from exploring a problem to implementing a solution.

In SessionLab, it’s easy to go from an idea to a complete agenda . Start by dragging and dropping your core problem solving activities into place . Add timings, breaks and necessary materials before sharing your agenda with your colleagues.

The resulting agenda will be your guide to an effective and productive problem solving session that will also help you stay organized on the day!

problem solving techniques in hr examples

Tips for more effective problem solving

Problem-solving activities are only one part of the puzzle. While a great method can help unlock your team’s ability to solve problems, without a thoughtful approach and strong facilitation the solutions may not be fit for purpose.

Let’s take a look at some problem-solving tips you can apply to any process to help it be a success!

Clearly define the problem

Jumping straight to solutions can be tempting, though without first clearly articulating a problem, the solution might not be the right one. Many of the problem-solving activities below include sections where the problem is explored and clearly defined before moving on.

This is a vital part of the problem-solving process and taking the time to fully define an issue can save time and effort later. A clear definition helps identify irrelevant information and it also ensures that your team sets off on the right track.

Don’t jump to conclusions

It’s easy for groups to exhibit cognitive bias or have preconceived ideas about both problems and potential solutions. Be sure to back up any problem statements or potential solutions with facts, research, and adequate forethought.

The best techniques ask participants to be methodical and challenge preconceived notions. Make sure you give the group enough time and space to collect relevant information and consider the problem in a new way. By approaching the process with a clear, rational mindset, you’ll often find that better solutions are more forthcoming.  

Try different approaches  

Problems come in all shapes and sizes and so too should the methods you use to solve them. If you find that one approach isn’t yielding results and your team isn’t finding different solutions, try mixing it up. You’ll be surprised at how using a new creative activity can unblock your team and generate great solutions.

Don’t take it personally 

Depending on the nature of your team or organizational problems, it’s easy for conversations to get heated. While it’s good for participants to be engaged in the discussions, ensure that emotions don’t run too high and that blame isn’t thrown around while finding solutions.

You’re all in it together, and even if your team or area is seeing problems, that isn’t necessarily a disparagement of you personally. Using facilitation skills to manage group dynamics is one effective method of helping conversations be more constructive.

Get the right people in the room

Your problem-solving method is often only as effective as the group using it. Getting the right people on the job and managing the number of people present is important too!

If the group is too small, you may not get enough different perspectives to effectively solve a problem. If the group is too large, you can go round and round during the ideation stages.

Creating the right group makeup is also important in ensuring you have the necessary expertise and skillset to both identify and follow up on potential solutions. Carefully consider who to include at each stage to help ensure your problem-solving method is followed and positioned for success.

Document everything

The best solutions can take refinement, iteration, and reflection to come out. Get into a habit of documenting your process in order to keep all the learnings from the session and to allow ideas to mature and develop. Many of the methods below involve the creation of documents or shared resources. Be sure to keep and share these so everyone can benefit from the work done!

Bring a facilitator 

Facilitation is all about making group processes easier. With a subject as potentially emotive and important as problem-solving, having an impartial third party in the form of a facilitator can make all the difference in finding great solutions and keeping the process moving. Consider bringing a facilitator to your problem-solving session to get better results and generate meaningful solutions!

Develop your problem-solving skills

It takes time and practice to be an effective problem solver. While some roles or participants might more naturally gravitate towards problem-solving, it can take development and planning to help everyone create better solutions.

You might develop a training program, run a problem-solving workshop or simply ask your team to practice using the techniques below. Check out our post on problem-solving skills to see how you and your group can develop the right mental process and be more resilient to issues too!

Design a great agenda

Workshops are a great format for solving problems. With the right approach, you can focus a group and help them find the solutions to their own problems. But designing a process can be time-consuming and finding the right activities can be difficult.

Check out our workshop planning guide to level-up your agenda design and start running more effective workshops. Need inspiration? Check out templates designed by expert facilitators to help you kickstart your process!

In this section, we’ll look at in-depth problem-solving methods that provide a complete end-to-end process for developing effective solutions. These will help guide your team from the discovery and definition of a problem through to delivering the right solution.

If you’re looking for an all-encompassing method or problem-solving model, these processes are a great place to start. They’ll ask your team to challenge preconceived ideas and adopt a mindset for solving problems more effectively.

  • Six Thinking Hats
  • Lightning Decision Jam
  • Problem Definition Process
  • Discovery & Action Dialogue
Design Sprint 2.0
  • Open Space Technology

1. Six Thinking Hats

Individual approaches to solving a problem can be very different based on what team or role an individual holds. It can be easy for existing biases or perspectives to find their way into the mix, or for internal politics to direct a conversation.

Six Thinking Hats is a classic method for identifying the problems that need to be solved and enables your team to consider them from different angles, whether that is by focusing on facts and data, creative solutions, or by considering why a particular solution might not work.

Like all problem-solving frameworks, Six Thinking Hats is effective at helping teams remove roadblocks from a conversation or discussion and come to terms with all the aspects necessary to solve complex problems.

2. Lightning Decision Jam

Featured courtesy of Jonathan Courtney of AJ&Smart Berlin, Lightning Decision Jam is one of those strategies that should be in every facilitation toolbox. Exploring problems and finding solutions is often creative in nature, though as with any creative process, there is the potential to lose focus and get lost.

Unstructured discussions might get you there in the end, but it’s much more effective to use a method that creates a clear process and team focus.

In Lightning Decision Jam, participants are invited to begin by writing challenges, concerns, or mistakes on post-its without discussing them before then being invited by the moderator to present them to the group.

From there, the team vote on which problems to solve and are guided through steps that will allow them to reframe those problems, create solutions and then decide what to execute on. 

By deciding the problems that need to be solved as a team before moving on, this group process is great for ensuring the whole team is aligned and can take ownership over the next stages. 

Lightning Decision Jam (LDJ)   #action   #decision making   #problem solving   #issue analysis   #innovation   #design   #remote-friendly   The problem with anything that requires creative thinking is that it’s easy to get lost—lose focus and fall into the trap of having useless, open-ended, unstructured discussions. Here’s the most effective solution I’ve found: Replace all open, unstructured discussion with a clear process. What to use this exercise for: Anything which requires a group of people to make decisions, solve problems or discuss challenges. It’s always good to frame an LDJ session with a broad topic, here are some examples: The conversion flow of our checkout Our internal design process How we organise events Keeping up with our competition Improving sales flow

3. Problem Definition Process

While problems can be complex, the problem-solving methods you use to identify and solve those problems can often be simple in design. 

By taking the time to truly identify and define a problem before asking the group to reframe the challenge as an opportunity, this method is a great way to enable change.

Begin by identifying a focus question and exploring the ways in which it manifests before splitting into five teams who will each consider the problem using a different method: escape, reversal, exaggeration, distortion or wishful. Teams develop a problem objective and create ideas in line with their method before then feeding them back to the group.

This method is great for enabling in-depth discussions while also creating space for finding creative solutions too!

Problem Definition   #problem solving   #idea generation   #creativity   #online   #remote-friendly   A problem solving technique to define a problem, challenge or opportunity and to generate ideas.

4. The 5 Whys 

Sometimes, a group needs to go further with their strategies and analyze the root cause at the heart of organizational issues. An RCA or root cause analysis is the process of identifying what is at the heart of business problems or recurring challenges. 

The 5 Whys is a simple and effective method of helping a group go find the root cause of any problem or challenge and conduct analysis that will deliver results. 

By beginning with the creation of a problem statement and going through five stages to refine it, The 5 Whys provides everything you need to truly discover the cause of an issue.

The 5 Whys   #hyperisland   #innovation   This simple and powerful method is useful for getting to the core of a problem or challenge. As the title suggests, the group defines a problems, then asks the question “why” five times, often using the resulting explanation as a starting point for creative problem solving.

5. World Cafe

World Cafe is a simple but powerful facilitation technique to help bigger groups to focus their energy and attention on solving complex problems.

World Cafe enables this approach by creating a relaxed atmosphere where participants are able to self-organize and explore topics relevant and important to them which are themed around a central problem-solving purpose. Create the right atmosphere by modeling your space after a cafe and after guiding the group through the method, let them take the lead!

Making problem-solving a part of your organization’s culture in the long term can be a difficult undertaking. More approachable formats like World Cafe can be especially effective in bringing people unfamiliar with workshops into the fold. 

World Cafe   #hyperisland   #innovation   #issue analysis   World Café is a simple yet powerful method, originated by Juanita Brown, for enabling meaningful conversations driven completely by participants and the topics that are relevant and important to them. Facilitators create a cafe-style space and provide simple guidelines. Participants then self-organize and explore a set of relevant topics or questions for conversation.

6. Discovery & Action Dialogue (DAD)

One of the best approaches is to create a safe space for a group to share and discover practices and behaviors that can help them find their own solutions.

With DAD, you can help a group choose which problems they wish to solve and which approaches they will take to do so. It’s great at helping remove resistance to change and can help get buy-in at every level too!

This process of enabling frontline ownership is great in ensuring follow-through and is one of the methods you will want in your toolbox as a facilitator.

Discovery & Action Dialogue (DAD)   #idea generation   #liberating structures   #action   #issue analysis   #remote-friendly   DADs make it easy for a group or community to discover practices and behaviors that enable some individuals (without access to special resources and facing the same constraints) to find better solutions than their peers to common problems. These are called positive deviant (PD) behaviors and practices. DADs make it possible for people in the group, unit, or community to discover by themselves these PD practices. DADs also create favorable conditions for stimulating participants’ creativity in spaces where they can feel safe to invent new and more effective practices. Resistance to change evaporates as participants are unleashed to choose freely which practices they will adopt or try and which problems they will tackle. DADs make it possible to achieve frontline ownership of solutions.

7. Design Sprint 2.0

Want to see how a team can solve big problems and move forward with prototyping and testing solutions in a few days? The Design Sprint 2.0 template from Jake Knapp, author of Sprint, is a complete agenda for a with proven results.

Developing the right agenda can involve difficult but necessary planning. Ensuring all the correct steps are followed can also be stressful or time-consuming depending on your level of experience.

Use this complete 4-day workshop template if you are finding there is no obvious solution to your challenge and want to focus your team around a specific problem that might require a shortcut to launching a minimum viable product or waiting for the organization-wide implementation of a solution.

8. Open space technology

Open space technology- developed by Harrison Owen – creates a space where large groups are invited to take ownership of their problem solving and lead individual sessions. Open space technology is a great format when you have a great deal of expertise and insight in the room and want to allow for different takes and approaches on a particular theme or problem you need to be solved.

Start by bringing your participants together to align around a central theme and focus their efforts. Explain the ground rules to help guide the problem-solving process and then invite members to identify any issue connecting to the central theme that they are interested in and are prepared to take responsibility for.

Once participants have decided on their approach to the core theme, they write their issue on a piece of paper, announce it to the group, pick a session time and place, and post the paper on the wall. As the wall fills up with sessions, the group is then invited to join the sessions that interest them the most and which they can contribute to, then you’re ready to begin!

Everyone joins the problem-solving group they’ve signed up to, record the discussion and if appropriate, findings can then be shared with the rest of the group afterward.

Open Space Technology   #action plan   #idea generation   #problem solving   #issue analysis   #large group   #online   #remote-friendly   Open Space is a methodology for large groups to create their agenda discerning important topics for discussion, suitable for conferences, community gatherings and whole system facilitation

Techniques to identify and analyze problems

Using a problem-solving method to help a team identify and analyze a problem can be a quick and effective addition to any workshop or meeting.

While further actions are always necessary, you can generate momentum and alignment easily, and these activities are a great place to get started.

We’ve put together this list of techniques to help you and your team with problem identification, analysis, and discussion that sets the foundation for developing effective solutions.

Let’s take a look!

  • The Creativity Dice
  • Fishbone Analysis
  • Problem Tree
  • SWOT Analysis
  • Agreement-Certainty Matrix
  • The Journalistic Six
  • LEGO Challenge
  • What, So What, Now What?
  • Journalists

Individual and group perspectives are incredibly important, but what happens if people are set in their minds and need a change of perspective in order to approach a problem more effectively?

Flip It is a method we love because it is both simple to understand and run, and allows groups to understand how their perspectives and biases are formed. 

Participants in Flip It are first invited to consider concerns, issues, or problems from a perspective of fear and write them on a flip chart. Then, the group is asked to consider those same issues from a perspective of hope and flip their understanding.  

No problem and solution is free from existing bias and by changing perspectives with Flip It, you can then develop a problem solving model quickly and effectively.

Flip It!   #gamestorming   #problem solving   #action   Often, a change in a problem or situation comes simply from a change in our perspectives. Flip It! is a quick game designed to show players that perspectives are made, not born.

10. The Creativity Dice

One of the most useful problem solving skills you can teach your team is of approaching challenges with creativity, flexibility, and openness. Games like The Creativity Dice allow teams to overcome the potential hurdle of too much linear thinking and approach the process with a sense of fun and speed. 

In The Creativity Dice, participants are organized around a topic and roll a dice to determine what they will work on for a period of 3 minutes at a time. They might roll a 3 and work on investigating factual information on the chosen topic. They might roll a 1 and work on identifying the specific goals, standards, or criteria for the session.

Encouraging rapid work and iteration while asking participants to be flexible are great skills to cultivate. Having a stage for idea incubation in this game is also important. Moments of pause can help ensure the ideas that are put forward are the most suitable. 

The Creativity Dice   #creativity   #problem solving   #thiagi   #issue analysis   Too much linear thinking is hazardous to creative problem solving. To be creative, you should approach the problem (or the opportunity) from different points of view. You should leave a thought hanging in mid-air and move to another. This skipping around prevents premature closure and lets your brain incubate one line of thought while you consciously pursue another.

11. Fishbone Analysis

Organizational or team challenges are rarely simple, and it’s important to remember that one problem can be an indication of something that goes deeper and may require further consideration to be solved.

Fishbone Analysis helps groups to dig deeper and understand the origins of a problem. It’s a great example of a root cause analysis method that is simple for everyone on a team to get their head around. 

Participants in this activity are asked to annotate a diagram of a fish, first adding the problem or issue to be worked on at the head of a fish before then brainstorming the root causes of the problem and adding them as bones on the fish. 

Using abstractions such as a diagram of a fish can really help a team break out of their regular thinking and develop a creative approach.

Fishbone Analysis   #problem solving   ##root cause analysis   #decision making   #online facilitation   A process to help identify and understand the origins of problems, issues or observations.

12. Problem Tree 

Encouraging visual thinking can be an essential part of many strategies. By simply reframing and clarifying problems, a group can move towards developing a problem solving model that works for them. 

In Problem Tree, groups are asked to first brainstorm a list of problems – these can be design problems, team problems or larger business problems – and then organize them into a hierarchy. The hierarchy could be from most important to least important or abstract to practical, though the key thing with problem solving games that involve this aspect is that your group has some way of managing and sorting all the issues that are raised.

Once you have a list of problems that need to be solved and have organized them accordingly, you’re then well-positioned for the next problem solving steps.

Problem tree   #define intentions   #create   #design   #issue analysis   A problem tree is a tool to clarify the hierarchy of problems addressed by the team within a design project; it represents high level problems or related sublevel problems.

13. SWOT Analysis

Chances are you’ve heard of the SWOT Analysis before. This problem-solving method focuses on identifying strengths, weaknesses, opportunities, and threats is a tried and tested method for both individuals and teams.

Start by creating a desired end state or outcome and bare this in mind – any process solving model is made more effective by knowing what you are moving towards. Create a quadrant made up of the four categories of a SWOT analysis and ask participants to generate ideas based on each of those quadrants.

Once you have those ideas assembled in their quadrants, cluster them together based on their affinity with other ideas. These clusters are then used to facilitate group conversations and move things forward. 

SWOT analysis   #gamestorming   #problem solving   #action   #meeting facilitation   The SWOT Analysis is a long-standing technique of looking at what we have, with respect to the desired end state, as well as what we could improve on. It gives us an opportunity to gauge approaching opportunities and dangers, and assess the seriousness of the conditions that affect our future. When we understand those conditions, we can influence what comes next.

14. Agreement-Certainty Matrix

Not every problem-solving approach is right for every challenge, and deciding on the right method for the challenge at hand is a key part of being an effective team.

The Agreement Certainty matrix helps teams align on the nature of the challenges facing them. By sorting problems from simple to chaotic, your team can understand what methods are suitable for each problem and what they can do to ensure effective results. 

If you are already using Liberating Structures techniques as part of your problem-solving strategy, the Agreement-Certainty Matrix can be an invaluable addition to your process. We’ve found it particularly if you are having issues with recurring problems in your organization and want to go deeper in understanding the root cause. 

Agreement-Certainty Matrix   #issue analysis   #liberating structures   #problem solving   You can help individuals or groups avoid the frequent mistake of trying to solve a problem with methods that are not adapted to the nature of their challenge. The combination of two questions makes it possible to easily sort challenges into four categories: simple, complicated, complex , and chaotic .  A problem is simple when it can be solved reliably with practices that are easy to duplicate.  It is complicated when experts are required to devise a sophisticated solution that will yield the desired results predictably.  A problem is complex when there are several valid ways to proceed but outcomes are not predictable in detail.  Chaotic is when the context is too turbulent to identify a path forward.  A loose analogy may be used to describe these differences: simple is like following a recipe, complicated like sending a rocket to the moon, complex like raising a child, and chaotic is like the game “Pin the Tail on the Donkey.”  The Liberating Structures Matching Matrix in Chapter 5 can be used as the first step to clarify the nature of a challenge and avoid the mismatches between problems and solutions that are frequently at the root of chronic, recurring problems.

Organizing and charting a team’s progress can be important in ensuring its success. SQUID (Sequential Question and Insight Diagram) is a great model that allows a team to effectively switch between giving questions and answers and develop the skills they need to stay on track throughout the process. 

Begin with two different colored sticky notes – one for questions and one for answers – and with your central topic (the head of the squid) on the board. Ask the group to first come up with a series of questions connected to their best guess of how to approach the topic. Ask the group to come up with answers to those questions, fix them to the board and connect them with a line. After some discussion, go back to question mode by responding to the generated answers or other points on the board.

It’s rewarding to see a diagram grow throughout the exercise, and a completed SQUID can provide a visual resource for future effort and as an example for other teams.

SQUID   #gamestorming   #project planning   #issue analysis   #problem solving   When exploring an information space, it’s important for a group to know where they are at any given time. By using SQUID, a group charts out the territory as they go and can navigate accordingly. SQUID stands for Sequential Question and Insight Diagram.

16. Speed Boat

To continue with our nautical theme, Speed Boat is a short and sweet activity that can help a team quickly identify what employees, clients or service users might have a problem with and analyze what might be standing in the way of achieving a solution.

Methods that allow for a group to make observations, have insights and obtain those eureka moments quickly are invaluable when trying to solve complex problems.

In Speed Boat, the approach is to first consider what anchors and challenges might be holding an organization (or boat) back. Bonus points if you are able to identify any sharks in the water and develop ideas that can also deal with competitors!   

Speed Boat   #gamestorming   #problem solving   #action   Speedboat is a short and sweet way to identify what your employees or clients don’t like about your product/service or what’s standing in the way of a desired goal.

17. The Journalistic Six

Some of the most effective ways of solving problems is by encouraging teams to be more inclusive and diverse in their thinking.

Based on the six key questions journalism students are taught to answer in articles and news stories, The Journalistic Six helps create teams to see the whole picture. By using who, what, when, where, why, and how to facilitate the conversation and encourage creative thinking, your team can make sure that the problem identification and problem analysis stages of the are covered exhaustively and thoughtfully. Reporter’s notebook and dictaphone optional.

The Journalistic Six – Who What When Where Why How   #idea generation   #issue analysis   #problem solving   #online   #creative thinking   #remote-friendly   A questioning method for generating, explaining, investigating ideas.

18. LEGO Challenge

Now for an activity that is a little out of the (toy) box. LEGO Serious Play is a facilitation methodology that can be used to improve creative thinking and problem-solving skills. 

The LEGO Challenge includes giving each member of the team an assignment that is hidden from the rest of the group while they create a structure without speaking.

What the LEGO challenge brings to the table is a fun working example of working with stakeholders who might not be on the same page to solve problems. Also, it’s LEGO! Who doesn’t love LEGO! 

LEGO Challenge   #hyperisland   #team   A team-building activity in which groups must work together to build a structure out of LEGO, but each individual has a secret “assignment” which makes the collaborative process more challenging. It emphasizes group communication, leadership dynamics, conflict, cooperation, patience and problem solving strategy.

19. What, So What, Now What?

If not carefully managed, the problem identification and problem analysis stages of the problem-solving process can actually create more problems and misunderstandings.

The What, So What, Now What? problem-solving activity is designed to help collect insights and move forward while also eliminating the possibility of disagreement when it comes to identifying, clarifying, and analyzing organizational or work problems. 

Facilitation is all about bringing groups together so that might work on a shared goal and the best problem-solving strategies ensure that teams are aligned in purpose, if not initially in opinion or insight.

Throughout the three steps of this game, you give everyone on a team to reflect on a problem by asking what happened, why it is important, and what actions should then be taken. 

This can be a great activity for bringing our individual perceptions about a problem or challenge and contextualizing it in a larger group setting. This is one of the most important problem-solving skills you can bring to your organization.

W³ – What, So What, Now What?   #issue analysis   #innovation   #liberating structures   You can help groups reflect on a shared experience in a way that builds understanding and spurs coordinated action while avoiding unproductive conflict. It is possible for every voice to be heard while simultaneously sifting for insights and shaping new direction. Progressing in stages makes this practical—from collecting facts about What Happened to making sense of these facts with So What and finally to what actions logically follow with Now What . The shared progression eliminates most of the misunderstandings that otherwise fuel disagreements about what to do. Voila!

20. Journalists  

Problem analysis can be one of the most important and decisive stages of all problem-solving tools. Sometimes, a team can become bogged down in the details and are unable to move forward.

Journalists is an activity that can avoid a group from getting stuck in the problem identification or problem analysis stages of the process.

In Journalists, the group is invited to draft the front page of a fictional newspaper and figure out what stories deserve to be on the cover and what headlines those stories will have. By reframing how your problems and challenges are approached, you can help a team move productively through the process and be better prepared for the steps to follow.

Journalists   #vision   #big picture   #issue analysis   #remote-friendly   This is an exercise to use when the group gets stuck in details and struggles to see the big picture. Also good for defining a vision.

Problem-solving techniques for developing solutions 

The success of any problem-solving process can be measured by the solutions it produces. After you’ve defined the issue, explored existing ideas, and ideated, it’s time to narrow down to the correct solution.

Use these problem-solving techniques when you want to help your team find consensus, compare possible solutions, and move towards taking action on a particular problem.

  • Improved Solutions
  • Four-Step Sketch
  • 15% Solutions
  • How-Now-Wow matrix
  • Impact Effort Matrix

21. Mindspin  

Brainstorming is part of the bread and butter of the problem-solving process and all problem-solving strategies benefit from getting ideas out and challenging a team to generate solutions quickly. 

With Mindspin, participants are encouraged not only to generate ideas but to do so under time constraints and by slamming down cards and passing them on. By doing multiple rounds, your team can begin with a free generation of possible solutions before moving on to developing those solutions and encouraging further ideation. 

This is one of our favorite problem-solving activities and can be great for keeping the energy up throughout the workshop. Remember the importance of helping people become engaged in the process – energizing problem-solving techniques like Mindspin can help ensure your team stays engaged and happy, even when the problems they’re coming together to solve are complex. 

MindSpin   #teampedia   #idea generation   #problem solving   #action   A fast and loud method to enhance brainstorming within a team. Since this activity has more than round ideas that are repetitive can be ruled out leaving more creative and innovative answers to the challenge.

22. Improved Solutions

After a team has successfully identified a problem and come up with a few solutions, it can be tempting to call the work of the problem-solving process complete. That said, the first solution is not necessarily the best, and by including a further review and reflection activity into your problem-solving model, you can ensure your group reaches the best possible result. 

One of a number of problem-solving games from Thiagi Group, Improved Solutions helps you go the extra mile and develop suggested solutions with close consideration and peer review. By supporting the discussion of several problems at once and by shifting team roles throughout, this problem-solving technique is a dynamic way of finding the best solution. 

Improved Solutions   #creativity   #thiagi   #problem solving   #action   #team   You can improve any solution by objectively reviewing its strengths and weaknesses and making suitable adjustments. In this creativity framegame, you improve the solutions to several problems. To maintain objective detachment, you deal with a different problem during each of six rounds and assume different roles (problem owner, consultant, basher, booster, enhancer, and evaluator) during each round. At the conclusion of the activity, each player ends up with two solutions to her problem.

23. Four Step Sketch

Creative thinking and visual ideation does not need to be confined to the opening stages of your problem-solving strategies. Exercises that include sketching and prototyping on paper can be effective at the solution finding and development stage of the process, and can be great for keeping a team engaged. 

By going from simple notes to a crazy 8s round that involves rapidly sketching 8 variations on their ideas before then producing a final solution sketch, the group is able to iterate quickly and visually. Problem-solving techniques like Four-Step Sketch are great if you have a group of different thinkers and want to change things up from a more textual or discussion-based approach.

Four-Step Sketch   #design sprint   #innovation   #idea generation   #remote-friendly   The four-step sketch is an exercise that helps people to create well-formed concepts through a structured process that includes: Review key information Start design work on paper,  Consider multiple variations , Create a detailed solution . This exercise is preceded by a set of other activities allowing the group to clarify the challenge they want to solve. See how the Four Step Sketch exercise fits into a Design Sprint

24. 15% Solutions

Some problems are simpler than others and with the right problem-solving activities, you can empower people to take immediate actions that can help create organizational change. 

Part of the liberating structures toolkit, 15% solutions is a problem-solving technique that focuses on finding and implementing solutions quickly. A process of iterating and making small changes quickly can help generate momentum and an appetite for solving complex problems.

Problem-solving strategies can live and die on whether people are onboard. Getting some quick wins is a great way of getting people behind the process.   

It can be extremely empowering for a team to realize that problem-solving techniques can be deployed quickly and easily and delineate between things they can positively impact and those things they cannot change. 

15% Solutions   #action   #liberating structures   #remote-friendly   You can reveal the actions, however small, that everyone can do immediately. At a minimum, these will create momentum, and that may make a BIG difference.  15% Solutions show that there is no reason to wait around, feel powerless, or fearful. They help people pick it up a level. They get individuals and the group to focus on what is within their discretion instead of what they cannot change.  With a very simple question, you can flip the conversation to what can be done and find solutions to big problems that are often distributed widely in places not known in advance. Shifting a few grains of sand may trigger a landslide and change the whole landscape.

25. How-Now-Wow Matrix

The problem-solving process is often creative, as complex problems usually require a change of thinking and creative response in order to find the best solutions. While it’s common for the first stages to encourage creative thinking, groups can often gravitate to familiar solutions when it comes to the end of the process. 

When selecting solutions, you don’t want to lose your creative energy! The How-Now-Wow Matrix from Gamestorming is a great problem-solving activity that enables a group to stay creative and think out of the box when it comes to selecting the right solution for a given problem.

Problem-solving techniques that encourage creative thinking and the ideation and selection of new solutions can be the most effective in organisational change. Give the How-Now-Wow Matrix a go, and not just for how pleasant it is to say out loud. 

How-Now-Wow Matrix   #gamestorming   #idea generation   #remote-friendly   When people want to develop new ideas, they most often think out of the box in the brainstorming or divergent phase. However, when it comes to convergence, people often end up picking ideas that are most familiar to them. This is called a ‘creative paradox’ or a ‘creadox’. The How-Now-Wow matrix is an idea selection tool that breaks the creadox by forcing people to weigh each idea on 2 parameters.

26. Impact and Effort Matrix

All problem-solving techniques hope to not only find solutions to a given problem or challenge but to find the best solution. When it comes to finding a solution, groups are invited to put on their decision-making hats and really think about how a proposed idea would work in practice. 

The Impact and Effort Matrix is one of the problem-solving techniques that fall into this camp, empowering participants to first generate ideas and then categorize them into a 2×2 matrix based on impact and effort.

Activities that invite critical thinking while remaining simple are invaluable. Use the Impact and Effort Matrix to move from ideation and towards evaluating potential solutions before then committing to them. 

Impact and Effort Matrix   #gamestorming   #decision making   #action   #remote-friendly   In this decision-making exercise, possible actions are mapped based on two factors: effort required to implement and potential impact. Categorizing ideas along these lines is a useful technique in decision making, as it obliges contributors to balance and evaluate suggested actions before committing to them.

27. Dotmocracy

If you’ve followed each of the problem-solving steps with your group successfully, you should move towards the end of your process with heaps of possible solutions developed with a specific problem in mind. But how do you help a group go from ideation to putting a solution into action? 

Dotmocracy – or Dot Voting -is a tried and tested method of helping a team in the problem-solving process make decisions and put actions in place with a degree of oversight and consensus. 

One of the problem-solving techniques that should be in every facilitator’s toolbox, Dot Voting is fast and effective and can help identify the most popular and best solutions and help bring a group to a decision effectively. 

Dotmocracy   #action   #decision making   #group prioritization   #hyperisland   #remote-friendly   Dotmocracy is a simple method for group prioritization or decision-making. It is not an activity on its own, but a method to use in processes where prioritization or decision-making is the aim. The method supports a group to quickly see which options are most popular or relevant. The options or ideas are written on post-its and stuck up on a wall for the whole group to see. Each person votes for the options they think are the strongest, and that information is used to inform a decision.

All facilitators know that warm-ups and icebreakers are useful for any workshop or group process. Problem-solving workshops are no different.

Use these problem-solving techniques to warm up a group and prepare them for the rest of the process. Activating your group by tapping into some of the top problem-solving skills can be one of the best ways to see great outcomes from your session.

  • Check-in/Check-out
  • Doodling Together
  • Show and Tell
  • Constellations
  • Draw a Tree

28. Check-in / Check-out

Solid processes are planned from beginning to end, and the best facilitators know that setting the tone and establishing a safe, open environment can be integral to a successful problem-solving process.

Check-in / Check-out is a great way to begin and/or bookend a problem-solving workshop. Checking in to a session emphasizes that everyone will be seen, heard, and expected to contribute. 

If you are running a series of meetings, setting a consistent pattern of checking in and checking out can really help your team get into a groove. We recommend this opening-closing activity for small to medium-sized groups though it can work with large groups if they’re disciplined!

Check-in / Check-out   #team   #opening   #closing   #hyperisland   #remote-friendly   Either checking-in or checking-out is a simple way for a team to open or close a process, symbolically and in a collaborative way. Checking-in/out invites each member in a group to be present, seen and heard, and to express a reflection or a feeling. Checking-in emphasizes presence, focus and group commitment; checking-out emphasizes reflection and symbolic closure.

29. Doodling Together  

Thinking creatively and not being afraid to make suggestions are important problem-solving skills for any group or team, and warming up by encouraging these behaviors is a great way to start. 

Doodling Together is one of our favorite creative ice breaker games – it’s quick, effective, and fun and can make all following problem-solving steps easier by encouraging a group to collaborate visually. By passing cards and adding additional items as they go, the workshop group gets into a groove of co-creation and idea development that is crucial to finding solutions to problems. 

Doodling Together   #collaboration   #creativity   #teamwork   #fun   #team   #visual methods   #energiser   #icebreaker   #remote-friendly   Create wild, weird and often funny postcards together & establish a group’s creative confidence.

30. Show and Tell

You might remember some version of Show and Tell from being a kid in school and it’s a great problem-solving activity to kick off a session.

Asking participants to prepare a little something before a workshop by bringing an object for show and tell can help them warm up before the session has even begun! Games that include a physical object can also help encourage early engagement before moving onto more big-picture thinking.

By asking your participants to tell stories about why they chose to bring a particular item to the group, you can help teams see things from new perspectives and see both differences and similarities in the way they approach a topic. Great groundwork for approaching a problem-solving process as a team! 

Show and Tell   #gamestorming   #action   #opening   #meeting facilitation   Show and Tell taps into the power of metaphors to reveal players’ underlying assumptions and associations around a topic The aim of the game is to get a deeper understanding of stakeholders’ perspectives on anything—a new project, an organizational restructuring, a shift in the company’s vision or team dynamic.

31. Constellations

Who doesn’t love stars? Constellations is a great warm-up activity for any workshop as it gets people up off their feet, energized, and ready to engage in new ways with established topics. It’s also great for showing existing beliefs, biases, and patterns that can come into play as part of your session.

Using warm-up games that help build trust and connection while also allowing for non-verbal responses can be great for easing people into the problem-solving process and encouraging engagement from everyone in the group. Constellations is great in large spaces that allow for movement and is definitely a practical exercise to allow the group to see patterns that are otherwise invisible. 

Constellations   #trust   #connection   #opening   #coaching   #patterns   #system   Individuals express their response to a statement or idea by standing closer or further from a central object. Used with teams to reveal system, hidden patterns, perspectives.

32. Draw a Tree

Problem-solving games that help raise group awareness through a central, unifying metaphor can be effective ways to warm-up a group in any problem-solving model.

Draw a Tree is a simple warm-up activity you can use in any group and which can provide a quick jolt of energy. Start by asking your participants to draw a tree in just 45 seconds – they can choose whether it will be abstract or realistic. 

Once the timer is up, ask the group how many people included the roots of the tree and use this as a means to discuss how we can ignore important parts of any system simply because they are not visible.

All problem-solving strategies are made more effective by thinking of problems critically and by exposing things that may not normally come to light. Warm-up games like Draw a Tree are great in that they quickly demonstrate some key problem-solving skills in an accessible and effective way.

Draw a Tree   #thiagi   #opening   #perspectives   #remote-friendly   With this game you can raise awarness about being more mindful, and aware of the environment we live in.

Each step of the problem-solving workshop benefits from an intelligent deployment of activities, games, and techniques. Bringing your session to an effective close helps ensure that solutions are followed through on and that you also celebrate what has been achieved.

Here are some problem-solving activities you can use to effectively close a workshop or meeting and ensure the great work you’ve done can continue afterward.

  • One Breath Feedback
  • Who What When Matrix
  • Response Cards

How do I conclude a problem-solving process?

All good things must come to an end. With the bulk of the work done, it can be tempting to conclude your workshop swiftly and without a moment to debrief and align. This can be problematic in that it doesn’t allow your team to fully process the results or reflect on the process.

At the end of an effective session, your team will have gone through a process that, while productive, can be exhausting. It’s important to give your group a moment to take a breath, ensure that they are clear on future actions, and provide short feedback before leaving the space. 

The primary purpose of any problem-solving method is to generate solutions and then implement them. Be sure to take the opportunity to ensure everyone is aligned and ready to effectively implement the solutions you produced in the workshop.

Remember that every process can be improved and by giving a short moment to collect feedback in the session, you can further refine your problem-solving methods and see further success in the future too.

33. One Breath Feedback

Maintaining attention and focus during the closing stages of a problem-solving workshop can be tricky and so being concise when giving feedback can be important. It’s easy to incur “death by feedback” should some team members go on for too long sharing their perspectives in a quick feedback round. 

One Breath Feedback is a great closing activity for workshops. You give everyone an opportunity to provide feedback on what they’ve done but only in the space of a single breath. This keeps feedback short and to the point and means that everyone is encouraged to provide the most important piece of feedback to them. 

One breath feedback   #closing   #feedback   #action   This is a feedback round in just one breath that excels in maintaining attention: each participants is able to speak during just one breath … for most people that’s around 20 to 25 seconds … unless of course you’ve been a deep sea diver in which case you’ll be able to do it for longer.

34. Who What When Matrix 

Matrices feature as part of many effective problem-solving strategies and with good reason. They are easily recognizable, simple to use, and generate results.

The Who What When Matrix is a great tool to use when closing your problem-solving session by attributing a who, what and when to the actions and solutions you have decided upon. The resulting matrix is a simple, easy-to-follow way of ensuring your team can move forward. 

Great solutions can’t be enacted without action and ownership. Your problem-solving process should include a stage for allocating tasks to individuals or teams and creating a realistic timeframe for those solutions to be implemented or checked out. Use this method to keep the solution implementation process clear and simple for all involved. 

Who/What/When Matrix   #gamestorming   #action   #project planning   With Who/What/When matrix, you can connect people with clear actions they have defined and have committed to.

35. Response cards

Group discussion can comprise the bulk of most problem-solving activities and by the end of the process, you might find that your team is talked out! 

Providing a means for your team to give feedback with short written notes can ensure everyone is head and can contribute without the need to stand up and talk. Depending on the needs of the group, giving an alternative can help ensure everyone can contribute to your problem-solving model in the way that makes the most sense for them.

Response Cards is a great way to close a workshop if you are looking for a gentle warm-down and want to get some swift discussion around some of the feedback that is raised. 

Response Cards   #debriefing   #closing   #structured sharing   #questions and answers   #thiagi   #action   It can be hard to involve everyone during a closing of a session. Some might stay in the background or get unheard because of louder participants. However, with the use of Response Cards, everyone will be involved in providing feedback or clarify questions at the end of a session.

Save time and effort discovering the right solutions

A structured problem solving process is a surefire way of solving tough problems, discovering creative solutions and driving organizational change. But how can you design for successful outcomes?

With SessionLab, it’s easy to design engaging workshops that deliver results. Drag, drop and reorder blocks  to build your agenda. When you make changes or update your agenda, your session  timing   adjusts automatically , saving you time on manual adjustments.

Collaborating with stakeholders or clients? Share your agenda with a single click and collaborate in real-time. No more sending documents back and forth over email.

Explore  how to use SessionLab  to design effective problem solving workshops or  watch this five minute video  to see the planner in action!

problem solving techniques in hr examples

Over to you

The problem-solving process can often be as complicated and multifaceted as the problems they are set-up to solve. With the right problem-solving techniques and a mix of creative exercises designed to guide discussion and generate purposeful ideas, we hope we’ve given you the tools to find the best solutions as simply and easily as possible.

Is there a problem-solving technique that you are missing here? Do you have a favorite activity or method you use when facilitating? Let us know in the comments below, we’d love to hear from you! 

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thank you very much for these excellent techniques

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Certainly wonderful article, very detailed. Shared!

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Your list of techniques for problem solving can be helpfully extended by adding TRIZ to the list of techniques. TRIZ has 40 problem solving techniques derived from methods inventros and patent holders used to get new patents. About 10-12 are general approaches. many organization sponsor classes in TRIZ that are used to solve business problems or general organiztational problems. You can take a look at TRIZ and dwonload a free internet booklet to see if you feel it shound be included per your selection process.

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6 Common HR Issues and How to Solve Them Visually

Updated on: 13 July 2023

If you are part of an HR team, you must have tried one thousand and one ways to solve common HR challenges and HR issues.

But here’s a twist.

Solving them visually could be easier.

Following are easy visual techniques that you can use to effectively deal with common challenges of human resource management .

Whether it is to complement the existing staff or to replace those who have left the company, recruiting top talent could bring about several HR challenges. Here are a few visual techniques to help you effectively deal with them.

Use Process Maps to Improve the Process

Does your hiring process take up too much time, money and resources? But produce no results? Maybe it needs a revamp.

A comprehensive  process map that maps the entire process can point out exactly where you need to make improvements .

Tip: Make sure that the recruitment process flowchart can be accessed by everyone involved in it, so they won’t get confused about the steps they are responsible for.

Recruitment process flowchart template

Use Flowcharts to Visualize the Interview Process

You can add a flowchart visualizing the interview process to the interview invitation email. Highlight the time period it may take on the flowchart as well. This will help the candidate come prepared.

       Here are four ways managers can use flowcharts to be more efficient .

It would look something like this,

Interview Process Map

Use SWOT Analysis to Choose the Right People

Do a SWOT analysis of each of the shortlisted candidates. Identify what strengths and weaknesses they possess and what opportunities and threats they would cause if you hire them permanently. Match the SWOT analysis data against your selection criteria to decide the ideal person for the job.

Here’s a free editable SWOT analysis template to help you get started.

SWOT Analysis Template

Click the template to edit it online

Onboarding and Welcoming New Employees

Increasing the engagement and the retention of new employees depends on how successful your onboarding process is. Following is what you can do to improve this visually.

Use Flowcharts to Enhance the Onboarding Process

  • The employee onboarding process includes most departments of the company, from the HR department to the facilities team that arrange the furniture. You can use a flowchart to c larify the steps carried out by each team .  This will help prevent confusions and delays.

Tip: Attach it to the welcome-onboard email of the new guy and it can double as a first-day-at-work program that will help him come prepared.

  • Or you can design a separate orientation process flowchart highlighting all the key events the new hire will be participating on the first day or in the first week . Add swim lanes to mark dates and time to create a timeline as well.

   Here’s a swim lane flowchart template you can use for this,

Swimlane Flowchart Template

Use Org Charts to Clarify Roles and Responsibilities

Hand your new hires a comprehensive org chart of the company or their department. This will help them get an idea of their role within and help them adjust quickly . You can highlight the responsibilities on the charts as well. And arranging it hierarchically will emphasize the reporting structure.

Here’s a list of organizational chart types you can use.

Training/ Talent Development/ Skills Evaluation

To get the best from your workforce, you need to train and develop their skills. Here’s how to go about doing this using visual techniques.

Use Flowcharts to Standardize Training Processes and Develop Strategies

  • After measuring the current capacity of the talent pool at your company, you can use a flowchart to create a talent development strategy. Use swim lanes to separate different stages, such as search for applicants, selection, hiring and training.
  • During the training period, a new hire would go through many training programs, from induction training to fire alarm training. It might become difficult to keep track of the steps in all of these programs. Use flowcharts to create official records of them. Don’t forget to share them with everyone.

Use Org Charts to Create a Skills Inventory

An org chart, carrying details , like the job role, responsibilities, years of experience and the expertise of the employees can work as a skills inventory . This could come in handy when you are planning a talent development strategy and need to know which departments need development .

Here’s an org chart template you can edit and expand with the details of your own organization

Org chart template

Use SWOT Analysis to Evaluate Skills

Just like the SWOT analysis helped you pick the right person for the job, you can use it again to evaluate the skills of your current staff. You can even get your team to do a personal SWOT analysis of themselves.

Allocating Resources

A project needs a lot of resources; from people to equipment and material.

That’s a lot of resources to allocate.

When it comes to allocating the right people, you can make things smoother by using an org chart .

Use Org Charts to Identify the Right People

When planning projects, you need to allocate resources. A comprehensive org chart can tell you, who in the team/ department is apt for the job and which projects he/ she is currently working on.

Tip: Maintain an org chart that is always updated and can easily be accessed by all employees. This way they can mark their availability on the chart themselves.

Problem Solving

A successful HR professional should be great at solving problems. Here’s a visual trick you can use to solve problems easily.

Use Fishbone Diagrams to Identify Root Causes

Fishbone diagrams are a great way to identify the root causes of a certain problem . Say you need to know why the employee productivity levels are dropping; you can gather around a team and use a fishbone diagram to capture the points thrown around during the brainstorming session.

Analyze the fishbone diagram thoroughly, and you’ll find the root cause of your problem easily.

Here’s a free fishbone diagram template to start right away.

Fishbone Diagram Template

Human Resource Planning

Whether it’s hiring, onboarding, or training, human resource planning can be challenging.

But not if you…

Use Mind Maps to Plan Your Work

Mind maps are a great planning tool. Use mind maps to foster the free flow of ideas during a brainstorming session and to structure information visually in such a way that would give you a quick overview of what you are planning.

Mind map template

Click the template to edit online

What Methods Do You Use to Solve Common HR challenges

The HR team comes across all sorts of hr challenges every day, and the key to resolving them efficiently in most cases is the same; proper organization of and easy access to relevant data.

The visualization techniques we have discussed above can help you do both these, effectively. Use them to streamline common tasks and improve the efficiency of your HR department.

And don’t forget to share with us what other common HR challenges you have faced and how you solved them.

Join over thousands of organizations that use Creately to brainstorm, plan, analyze, and execute their projects successfully.

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problem solving techniques in hr examples

  • Collaboration |
  • Turn your team into skilled problem sol ...

Turn your team into skilled problem solvers with these problem-solving strategies

Sarah Laoyan contributor headshot

Picture this, you're handling your daily tasks at work and your boss calls you in and says, "We have a problem." 

Unfortunately, we don't live in a world in which problems are instantly resolved with the snap of our fingers. Knowing how to effectively solve problems is an important professional skill to hone. If you have a problem that needs to be solved, what is the right process to use to ensure you get the most effective solution?

In this article we'll break down the problem-solving process and how you can find the most effective solutions for complex problems.

What is problem solving? 

Problem solving is the process of finding a resolution for a specific issue or conflict. There are many possible solutions for solving a problem, which is why it's important to go through a problem-solving process to find the best solution. You could use a flathead screwdriver to unscrew a Phillips head screw, but there is a better tool for the situation. Utilizing common problem-solving techniques helps you find the best solution to fit the needs of the specific situation, much like using the right tools.

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4 steps to better problem solving

While it might be tempting to dive into a problem head first, take the time to move step by step. Here’s how you can effectively break down the problem-solving process with your team:

1. Identify the problem that needs to be solved

One of the easiest ways to identify a problem is to ask questions. A good place to start is to ask journalistic questions, like:

Who : Who is involved with this problem? Who caused the problem? Who is most affected by this issue?

What: What is happening? What is the extent of the issue? What does this problem prevent from moving forward?

Where: Where did this problem take place? Does this problem affect anything else in the immediate area? 

When: When did this problem happen? When does this problem take effect? Is this an urgent issue that needs to be solved within a certain timeframe?

Why: Why is it happening? Why does it impact workflows?

How: How did this problem occur? How is it affecting workflows and team members from being productive?

Asking journalistic questions can help you define a strong problem statement so you can highlight the current situation objectively, and create a plan around that situation.

Here’s an example of how a design team uses journalistic questions to identify their problem:

Overarching problem: Design requests are being missed

Who: Design team, digital marketing team, web development team

What: Design requests are forgotten, lost, or being created ad hoc.

Where: Email requests, design request spreadsheet

When: Missed requests on January 20th, January 31st, February 4th, February 6th

How : Email request was lost in inbox and the intake spreadsheet was not updated correctly. The digital marketing team had to delay launching ads for a few days while design requests were bottlenecked. Designers had to work extra hours to ensure all requests were completed.

In this example, there are many different aspects of this problem that can be solved. Using journalistic questions can help you identify different issues and who you should involve in the process.

2. Brainstorm multiple solutions

If at all possible, bring in a facilitator who doesn't have a major stake in the solution. Bringing an individual who has little-to-no stake in the matter can help keep your team on track and encourage good problem-solving skills.

Here are a few brainstorming techniques to encourage creative thinking:

Brainstorm alone before hand: Before you come together as a group, provide some context to your team on what exactly the issue is that you're brainstorming. This will give time for you and your teammates to have some ideas ready by the time you meet.

Say yes to everything (at first): When you first start brainstorming, don't say no to any ideas just yet—try to get as many ideas down as possible. Having as many ideas as possible ensures that you’ll get a variety of solutions. Save the trimming for the next step of the strategy. 

Talk to team members one-on-one: Some people may be less comfortable sharing their ideas in a group setting. Discuss the issue with team members individually and encourage them to share their opinions without restrictions—you might find some more detailed insights than originally anticipated.

Break out of your routine: If you're used to brainstorming in a conference room or over Zoom calls, do something a little different! Take your brainstorming meeting to a coffee shop or have your Zoom call while you're taking a walk. Getting out of your routine can force your brain out of its usual rut and increase critical thinking.

3. Define the solution

After you brainstorm with team members to get their unique perspectives on a scenario, it's time to look at the different strategies and decide which option is the best solution for the problem at hand. When defining the solution, consider these main two questions: What is the desired outcome of this solution and who stands to benefit from this solution? 

Set a deadline for when this decision needs to be made and update stakeholders accordingly. Sometimes there's too many people who need to make a decision. Use your best judgement based on the limitations provided to do great things fast.

4. Implement the solution

To implement your solution, start by working with the individuals who are as closest to the problem. This can help those most affected by the problem get unblocked. Then move farther out to those who are less affected, and so on and so forth. Some solutions are simple enough that you don’t need to work through multiple teams.

After you prioritize implementation with the right teams, assign out the ongoing work that needs to be completed by the rest of the team. This can prevent people from becoming overburdened during the implementation plan . Once your solution is in place, schedule check-ins to see how the solution is working and course-correct if necessary.

Implement common problem-solving strategies

There are a few ways to go about identifying problems (and solutions). Here are some strategies you can try, as well as common ways to apply them:

Trial and error

Trial and error problem solving doesn't usually require a whole team of people to solve. To use trial and error problem solving, identify the cause of the problem, and then rapidly test possible solutions to see if anything changes. 

This problem-solving method is often used in tech support teams through troubleshooting.

The 5 whys problem-solving method helps get to the root cause of an issue. You start by asking once, “Why did this issue happen?” After answering the first why, ask again, “Why did that happen?” You'll do this five times until you can attribute the problem to a root cause. 

This technique can help you dig in and find the human error that caused something to go wrong. More importantly, it also helps you and your team develop an actionable plan so that you can prevent the issue from happening again.

Here’s an example:

Problem: The email marketing campaign was accidentally sent to the wrong audience.

“Why did this happen?” Because the audience name was not updated in our email platform.

“Why were the audience names not changed?” Because the audience segment was not renamed after editing. 

“Why was the audience segment not renamed?” Because everybody has an individual way of creating an audience segment.

“Why does everybody have an individual way of creating an audience segment?” Because there is no standardized process for creating audience segments. 

“Why is there no standardized process for creating audience segments?” Because the team hasn't decided on a way to standardize the process as the team introduced new members. 

In this example, we can see a few areas that could be optimized to prevent this mistake from happening again. When working through these questions, make sure that everyone who was involved in the situation is present so that you can co-create next steps to avoid the same problem. 

A SWOT analysis

A SWOT analysis can help you highlight the strengths and weaknesses of a specific solution. SWOT stands for:

Strength: Why is this specific solution a good fit for this problem? 

Weaknesses: What are the weak points of this solution? Is there anything that you can do to strengthen those weaknesses?

Opportunities: What other benefits could arise from implementing this solution?

Threats: Is there anything about this decision that can detrimentally impact your team?

As you identify specific solutions, you can highlight the different strengths, weaknesses, opportunities, and threats of each solution. 

This particular problem-solving strategy is good to use when you're narrowing down the answers and need to compare and contrast the differences between different solutions. 

Even more successful problem solving

After you’ve worked through a tough problem, don't forget to celebrate how far you've come. Not only is this important for your team of problem solvers to see their work in action, but this can also help you become a more efficient, effective , and flexible team. The more problems you tackle together, the more you’ll achieve. 

Looking for a tool to help solve problems on your team? Track project implementation with a work management tool like Asana .

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Problem Solving Information and Tips

Principles for addressing workplace conflict.

Common and ineffective strategies to deal with workplace disputes include:

  • Indirect communication in the form of complaints and/or gossip,
  • Emotional reactions
  • Righteousness: holding on to positions

Principles to Help:

  • Pay attention to your emotions and how they influence you . Realize that emotions are part of the workplace and that negative emotions can fuel the conflict. Acknowledge your emotion and then determine its source. Is it based on a bad experience or a past interaction that may be influencing the current situation? Is it based on something you have no control over? Take the time to deescalate before moving forward.
  • Consciously decide how to respond to a conflict situation . Most people remember how you respond to a situation rather than what happened. While you often do not have control of many situations, you can choose how to respond to others to help reduce work conflict and stress. By responding appropriately to a conflict situation, you take responsibility for your actions. Refer to Understanding Conflict Handling Styles to discover the advantages and disadvantages for each style.
  • Give yourself time to prepare . You should address difficult issues after you have had time to organize your thoughts. Take the time to understand and be clear about what your real concerns. Ask yourself, “What is the underlying reason or the ‘why’ behind what I want?” Refer to Focus on Interests (Needs), Not Positions (Wants) for more information.
  • Listen, Reflect, Inquire . Do you have enough time to listen? Is the setting appropriate? Make good eye contact and keep your facial and body expressions in check. Listening is hard when emotions are high. Cool down first. Do not listen only to hear what you expect the other person to say or to confirm your viewpoint. Listen with an open mind. Help the other person feel heard. Empathize. Ask open ended questions to gather information. Refer to Listening Effectively for tips on how to listen well.
  • Use “I” messages to express your concerns in a non-confrontational way . Focus on and clarify your issues, feelings, or opinions. “I feel frustrated when you come in late because I am not able to end my shift on time,” rather than “You are always late.” “I” messages place the responsibility on you and include three components: 1) your personal reaction/feeling, 2) a description of the situation/action, and 3) the impact/consequence from your perspective. “You” messages focus the blame on the other person and they are likely to elicit a negative or defensive response.
  • Frame the issue in terms of interests . Frame the discussion by being direct about your interests. Ask powerful questions to better define the problem for the two of you to address together. The best questions are open-ended questions rather than questions that require a “yes” or “no” reply or a short answer. Good questions include “What would that look like?” “How would that work in this situation?” “How do you want to move forward?” Refer to How to Identify Interests for help on questions.
  • Focus on what you can change – the future . Discussion about the past and/or arguing about examples may be necessary for understanding, but it is not to convince the other person you are right or to defend yourself. Focus on how you can both work more productively in the future.
  • Recognize that other viewpoints are possible and likely. Although you feel differently about the situation, the other person’s feelings are real and legitimate to them. Denying their existence is likely to escalate the situation. It is difficult to find solutions without agreement on the problem. If you do not understand the other person’s viewpoint, you run the risk of not solving the right problem which could make the conflict worse.
  • Brainstorm creative options. By involving the other person in resolving the conflict, you gain his or her commitment and develop a stronger working relationship. Being open-minded to solutions expands the universe that can bring you relief.

Source: CDR Associates, Conflict Resolution for Managers and Leaders , John Wiley & Sons, 2007 and Craig Runde and Tim Flanagan, Becoming a Conflict Competent Leader , John Wiley & Sons, 2007.

Understanding Conflict Handling Styles

In a dispute, it's often easier to describe how others respond then to evaluate how we respond. Each of us has a predominant conflict style. We can gain a better understanding of the impact that our personal conflict style has on other people. With a better understanding, you can make a conscious choice on how to respond to others in a conflict situation.

Behavioral scientists Kenneth Thomas and Ralph Kilmann, who developed the Thomas-Kilmann Conflict Mode Instrument, have identified five styles—competition, collaboration, compromise, avoidance, and accommodation. No conflict style is inherently right or wrong, but one or more styles could be inappropriate or ineffective for a given situation.

1. Competing

Value of own issue/goal: High Value of relationship: Low Result: I win, you lose

Competitors come across as aggressive, autocratic, confrontational, and intimidating. A competitive style is an attempt to gain power and pressure a change. A competitive style can be appropriate when you have to implement an unpopular decision, make a quick decision, the decision is vital in a crisis, or it is important to let others know how important an issue is to you – "standing up for your right." However, relationships are harmed beyond repair and may encourage other parties to use covert methods to get their needs met.

2. Accommodating

Value of own issue/goal: Low Value relationship: High Result: I lose, you win

Accommodators set aside their own needs because they want to please others in order to keep the peace. Smoothing or harmonizing can result in a false solution to a problem and can create feelings in a person that range from anger to pleasure. Accommodators are unassertive and cooperative and may play the role of a martyr, complainer, or saboteur. However, accommodation can be useful when one is wrong or when you want to minimize losses to preserve relationships. It can become competitive – "I am nicer than you are" – and may result in reduced creativity and increased power imbalances.

3. Avoiding

Value of own issue/goal: Low Value of relationship: Low Result: I lose, you lose

Avoiders deliberately ignore or withdraw from a conflict rather than face it. Avoiders do not seem to care about their issue or the issues of others. People who avoid the situation hope the problem will go away, resolve itself without their involvement, or rely on others to take the responsibility. Avoidance can be appropriate when you need more time to think and process, time constraints demand a delay, or the risk of confrontation is not worth what might be gained. However, avoidance is destructive if the other person perceives that you don’t care enough to engage. By not dealing with the conflict, this style allows the conflict to simmer potentially resulting in angry or negative outbursts.

4. Compromising

Value of own issue/goal: Medium Value of relationship: Medium Result: I win some, you win some

Compromisors are willing to sacrifice some of their goals and persuade others to give up theirs too–give a little, get a little. Compromisors maintain the relationship and can take less time than other methods, but resolutions focus on demands rather than needs or goals. The compromise is not intended to make all parties happy or find a decision that makes the most business sense, but rather ensures something just and equitable even if it causes a loss for both parties. Power is defined by what one part can coerce or get the other to give up. To split the difference game playing can result and the outcome is less creative and ideal.

5. Collaborating

Value of own issue/goal: High Value of relationship: High Result: I win, you win

Collaboration generates creative solutions that satisfy all the parties’ concerns and needs. Collaborators identify the underlying concerns, test assumptions, and understand the views of others. Collaboration takes time and if the relationship among the parties is not important, then it may not be worth the time and energy to create a win-win solution. However, collaboration fosters respect, trust, and builds relationships. Collaborators address the conflict directly and in a way that expresses willingness for all parties to get what they need.

In any conflict ask: "Is my preferred conflict handling style the very best I can use to resolve this conflict or solve this problem?"

Source: Thomas, K. W. and R.H. Kilmann, Thomas-Kilmann Conflict Mode Instrument

Focus on Interests (Needs), Not Positions (Wants)

Understanding people's interests is not a simple task, because we tend to communicate our positions – things that are likely to be concrete and explicit. Try to recognize the difference between positions and interests to assist in creative problem solving.

  • Positions are predetermined solutions or demands that people use to describe what they want – what the person wants to happen on a particular issue. For example: "I want the report."
  • Interests define the problem and may be intangible, unexpressed, or not consistent. They are the main reasons why–the motivation behind the position. Conflict usually exists where these motivations/needs are not understood or mismatch in some way. For example: "I need to receive the report by Friday, so I can have time to review and edit before the due date next Wednesday."

Remember that figuring out your interests is just as important as figuring out their interests.

How to Identify Interests

To identify interests of the other person, you need to ask questions to determine what the person believes he or she truly needs. When you ask, be sure to clarify that you are not asking questions for justification of their position, but for a better understanding of their needs, fears, hopes, and desires.

Using open-ended questions that encourage a person to "tell their story" helps you begin to understand their interest. Open ended questions are opposite of closed-ended questions, which require a response of "yes" or "no." To illustrate the difference, consider the following example:

  • Did you have a good relationship with your supervisor? (closed-ended)
  • What is your relationship with your supervisor like? (open-ended)

Examples of open-ended questions:

  • What’s your basic concern about …?
  • What do you think about …?
  • How could we fix …?
  • What would happen if …?
  • How else could you do …?
  • What could you tell me about …?
  • Could you help me understand …?
  • What do you think you will lose if you …?
  • What have you tried before?
  • What do you want to do next?
  • How can I be of help?

It is not uncommon for you or the other person to have multiple interests.

Problem solving based on interests leads to more creative and successful resolutions.

Source: Fisher, Ury, and Patton. Getting to Yes : Negotiating Agreement Without Giving In. Houghton Mifflin, Second Edition, 1992.

Listening Effectively

Problem solving requires effective listening skills. When you listen effectively, you help calm the other person’s emotions so they feel heard. Once emotions are deescalated then both parties can use cognitive problem-solving to generate options.

Pay attention to your listening behaviors. Be cautious of:

  • Assuming that you know what the speaker is going to say next
  • Thinking about what you are going to say while the other is talking
  • Preoccupation with your appearances or trying to impress
  • Judging or being critical of the speaker
  • Trying to look interested, but not hearing what the other person is saying
  • Tuning out because the information conflicts with your ideas and beliefs
  • Interrupting so you can argue your idea or find holes in the other person’s argument
  • Tuning out because of how the speaker is talking – too loud, unpleasant or because the speaker is monopolizing the conversation

Check out this Ted Talk on 10 ways to improve conversations

We filter information through our biases, values, emotions, meaning of words, and physical frame of mind. Be cautious of:

  • Hearing what you want to hear and not what is really communicated
  • Past negative experience coloring what you hear
  • Attempts to hear something that fulfills your wishes or desires
  • Forming an opinion about the value of what is being said, i.e., too boring, too complex, nothing new, unimportant, wanting the speaker to get to the point
  • Emotionally charged words used in communication like absolutes, assumptions, and demands: "you should," "you have to," "you lack," "you never," "you always," "you fail to understand," "every time you," "you are confused," etc.
  • Low energy and how this impacts listening and responses
  • Assuming your own meaning of words and expressions is the same as the speaker

How to Listen Effectively

  • Prior to the meeting, recognize and understand the emotions. Are you nervous? Are you angry at the other person? Are you frustrated about something? Ask yourself what is causing the emotion. Are you carrying the emotion over from one issue to another? Are there personal problems from home that are interfering with work?
  • When meeting, pay attention to the speaker. Resist distractions. Put down your pen, make good eye contact, and lean forward to show your interest. Don't interrupt. Jot down notes if it helps.
  • Listen with an open, curious mind. Do not judge what the other person is saying as "wrong." Clarify meaning by asking questions to get additional information. Try: "Please help me understand …" or "How did you say that happened?"
  • Don't react to emotional outbursts. Talk to the other side about their emotions. Talk about your own emotions. Acknowledging emotion proactively will stop it from dominating the discussion. Examples of what you can say "You feel that…" or "It must have been frustrating to have …"
  • Reflect and clarify on meanings. After the speaker is finished say "Did I understand you correctly that you are saying …?" "Let me see if I have this correctly, …" "From you point of view, the situation is …" Try summarizing, mirroring, or reframing.
  • Summarize to bring the discussion and check progress on moving forward.

Conflict Management Bibliography

  • Conflict Management Bibliography (PDF)  - Read more about how to handle conflict in the workplace; understand aspects of communication that reduce conflict such as managing emotions and having difficult conversations; and learn more about mediation, negotiation, and facilitation skills.
  • Thomas, K. W. and R.H. Kilmann, Thomas-Kilmann Conflict Mode Instrument

Contact Info

  • Email: Office of Conflict Management and Dispute Resolution
  • Phone: 512-475-7930

Business Management Daily logo

How to be viewed as a problem solver in HR

Linda Gunther

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.

MGR Handbook D

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 Conduct a Problem-Solving Session with Human Resources?

How to Conduct a Feedback Session with Operations

In any organization, human resources (HR) plays a vital role in resolving conflicts and finding effective solutions to problems that arise. Problem-solving sessions with HR are crucial for maintaining a harmonious work environment and promoting employee satisfaction. In this article, we will explore the steps involved in conducting a problem-solving session with human resources and how to ensure its success.

Understanding the Importance of Problem-Solving in HR

Effective problem-solving is a key responsibility of HR professionals. They are the mediators and facilitators in conflict resolution within the organization. HR professionals are trained to address various issues that arise among employees and between employees and management. By proactively managing conflicts, HR can create a positive work environment, leading to increased employee satisfaction and improved overall productivity.

HR professionals play a crucial role in maintaining harmony and resolving conflicts within the workplace. They possess the necessary skills and knowledge to navigate through complex interpersonal dynamics and find solutions that are fair and satisfactory to all parties involved. Through their expertise, HR professionals ensure that conflicts are addressed promptly and effectively, preventing them from escalating and causing further disruptions in the workplace.

The Role of HR in Conflict Resolution

HR professionals act as impartial third parties when conflicts arise. They listen to the concerns of all parties involved and work towards finding a fair and satisfactory resolution. By maintaining confidentiality and trust, HR professionals can create an open and safe space for employees to express their grievances. They also ensure that all parties are treated fairly and that any resolutions align with company policies and regulations.

When conflicts arise, HR professionals employ various conflict resolution techniques such as mediation, negotiation, and arbitration. They facilitate constructive dialogue between conflicting parties, encouraging them to express their perspectives and concerns. Through active listening and effective communication, HR professionals help parties understand each other’s viewpoints, leading to a greater likelihood of finding common ground and resolving the conflict amicably.

Furthermore, HR professionals play a crucial role in preventing conflicts from arising in the first place. They proactively identify potential sources of conflict within the organization and implement strategies to address them. By fostering a culture of open communication and promoting positive relationships among employees, HR professionals create an environment where conflicts are less likely to occur.

The Impact of Effective Problem-Solving on Employee Satisfaction

When conflicts and problems are effectively resolved through problem-solving sessions, employees feel heard and valued. This leads to increased job satisfaction, engagement, and commitment towards their work and the organization. Moreover, it fosters a culture of open communication, collaboration, and teamwork, which are essential for success within any organization.

Employees who witness effective problem-solving in action are more likely to trust the HR department and have confidence in its ability to handle conflicts. This, in turn, enhances employee morale and creates a positive work environment where individuals feel supported and empowered. When employees know that their concerns will be taken seriously and addressed promptly, they are more likely to be proactive in addressing issues and working towards their resolution.

Furthermore, effective problem-solving in HR contributes to the overall organizational success. By resolving conflicts and addressing underlying issues, HR professionals create a harmonious work environment where employees can focus on their tasks and responsibilities. This leads to improved productivity, efficiency, and effectiveness across the organization, ultimately contributing to its growth and success.

Preparing for a Problem-Solving Session

Before conducting a problem-solving session, certain preparatory steps should be taken to ensure its effectiveness. These steps involve careful planning and thorough preparation to address the specific issues at hand.

Identifying the Issues

The first step in preparing for a problem-solving session is identifying the specific issues that need to be addressed. This involves gathering information from various sources, such as employee feedback, performance reviews, and incident reports. By clearly defining the problems, HR professionals can focus the session and avoid wasting time on unrelated matters.

During the process of identifying the issues, it is important to consider the root causes behind them. This requires a comprehensive analysis of the situation, taking into account both internal and external factors that may contribute to the problems. By understanding the underlying causes, HR professionals can develop effective strategies to address and resolve the issues.

Gathering Relevant Information

Once the issues are identified, it is crucial to gather all relevant information related to the problems. This may include reviewing relevant policies, procedures, and documentation, as well as interviewing the individuals involved to gain a comprehensive understanding of the situation. Collecting sufficient data ensures that the problem-solving session is based on accurate information and facilitates informed decision-making.

In addition to gathering information, it is also important to consider the perspectives of all stakeholders involved. This includes not only the employees directly affected by the issues but also managers, supervisors, and other relevant parties. By taking into account different viewpoints, HR professionals can gain a more holistic understanding of the problems and develop solutions that address the needs and concerns of all parties involved.

Setting Clear Objectives for the Session

Before commencing the problem-solving session, HR professionals should establish clear objectives. These objectives define the desired outcomes of the session, such as resolving conflicts, improving communication, or reaching consensus on a particular issue. Clear objectives help keep the session focused and guide the discussions towards achieving the desired results.

Setting clear objectives also involves prioritizing the issues to be addressed. Not all problems may require immediate attention, and some may be more critical than others. By prioritizing the issues, HR professionals can allocate the necessary time and resources to each problem, ensuring that the most pressing matters are adequately addressed during the session.

In addition to setting objectives, it is also important to establish a timeline for the problem-solving session. This helps create a sense of urgency and ensures that the session does not drag on indefinitely. By setting a timeline, HR professionals can effectively manage the session and ensure that all necessary discussions and activities are completed within the allocated time.

Conducting the Problem-Solving Session

During the problem-solving session, HR professionals need to follow certain guidelines to ensure its effectiveness. This involves establishing ground rules, encouraging open communication, and implementing effective problem-solving techniques.

Establishing Ground Rules

At the beginning of the session, it is important to establish ground rules that promote respectful and constructive communication. Ground rules may include active listening, speaking without interruptions, and maintaining confidentiality. These rules create a safe environment for participants to express their thoughts and concerns without fear of judgment or reprisal.

Additionally, HR professionals can emphasize the importance of respecting diverse perspectives and fostering an inclusive atmosphere. By setting clear expectations for behavior and interaction, participants can feel more comfortable sharing their ideas and engaging in meaningful dialogue.

Encouraging Open Communication

HR professionals should encourage open and honest communication throughout the problem-solving session. This involves actively listening to all parties involved, asking clarifying questions, and ensuring that everyone has an opportunity to express their viewpoints.

Furthermore, HR professionals can facilitate effective communication by creating a non-judgmental space where individuals feel heard and understood. They can encourage participants to actively engage in dialogue, share their experiences, and provide constructive feedback. By fostering an environment of trust and respect, HR professionals can help participants overcome communication barriers and build stronger relationships.

Implementing Effective Problem-Solving Techniques

During the session, HR professionals can utilize various problem-solving techniques to facilitate discussions and reach resolutions. These techniques may include brainstorming, mediation, negotiation, or consensus-building.

Brainstorming allows participants to generate a wide range of ideas and potential solutions. By encouraging creativity and suspending judgment, HR professionals can help participants explore innovative approaches to problem-solving.

Mediation techniques can be employed when conflicts arise during the session. HR professionals can act as neutral facilitators, guiding participants towards finding common ground and resolving differences. Through active listening and reframing, they can help parties understand each other’s perspectives and work towards mutually beneficial outcomes.

Negotiation skills are crucial in problem-solving sessions, as they enable HR professionals to find compromises and trade-offs that satisfy the needs of all parties involved. By focusing on interests rather than positions, HR professionals can help participants identify shared goals and reach mutually agreeable solutions.

Consensus-building involves fostering collaboration and reaching a collective decision. HR professionals can facilitate discussions that allow participants to explore different viewpoints, analyze potential consequences, and ultimately arrive at a consensus that best addresses the identified problems.

In conclusion, conducting an effective problem-solving session requires HR professionals to establish ground rules, encourage open communication, and implement various problem-solving techniques. By creating a safe and inclusive environment, facilitating meaningful dialogue, and guiding participants towards collaborative solutions, HR professionals can help organizations address challenges and foster a culture of continuous improvement.

Post-Session Actions and Follow-ups

Once the problem-solving session has concluded, there are important steps to take to ensure the agreed-upon solutions are implemented and progress is monitored.

Evaluating the Outcome of the Session

HR professionals should evaluate the outcomes of the problem-solving session to assess its effectiveness. This involves considering whether the identified issues were adequately addressed, if all parties are satisfied with the resolution, and if any follow-up actions are necessary. Evaluation helps identify areas for improvement and allows HR professionals to refine their problem-solving skills for future sessions.

Implementing Agreed Upon Solutions

After the session, it is essential to implement the agreed-upon solutions. HR professionals should communicate the resolutions to all relevant individuals and ensure that appropriate actions are taken promptly. Clear communication and follow-through on the agreed solutions demonstrate the commitment of the organization towards resolving conflicts and improving the work environment.

Monitoring Progress and Providing Feedback

Regularly monitoring progress and providing feedback is crucial to ensure the effectiveness and sustainability of the solutions. HR professionals should follow up with the individuals involved to determine if the agreed-upon solutions are being implemented and if they are achieving the desired outcomes. Ongoing communication and support from HR demonstrate the organization’s commitment to continuous improvement and employee satisfaction.

Conducting problem-solving sessions with human resources is an essential part of maintaining a healthy and productive work environment. By understanding the importance of problem-solving, adequately preparing for the session, conducting it effectively, and following up on agreed solutions, HR professionals can create a positive and collaborative workplace culture. Ultimately, this leads to increased employee satisfaction, improved productivity, and the overall success of the organization.

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Effective Problem Solving Techniques

In today’s workplace, the responsibility of problem solving is no longer an exclusive responsibility of the people occupying seats of upper management, rather, a responsibility that everyone in the organization shares. Effective problem solving skills allow employees throughout the organization to examine problems, identify, assess, and evaluate.

The first step to effective problem solving is to first identify and define the problem. This is simply a broad review of the current situation. The employee, or group of employees working on finding a solution to the problem review and discuss the real “pains” of the problem, how widespread the “pains” are, and how quickly the employee, or group of employees should act in order to resolve the problem at hand. This step also allows the employee or employees to determine what happened, why it happened in order to prevent it from happening again in the future. Tools that could potentially be used for this stage of problem solving are interviewing, completing questionnaires to gather information, or brainstorming. One may find that one of these tools may work better to gather more credible, unbiased data, or that all of them may be necessary. Depending on the amount of time that has been determined is needed to solve the problem, there may not be enough time for all of these data gathering techniques. All organizations are different, so each must figure out what works best for their team. Identifying the problem may seem like an obvious place to start, while this is very important in figuring out the correct path to the solution, something else to think about is the employee, or the group of employees you charge with carrying out this problem solving process. These need to be individuals who really understand the organization and will take the initiative to solve the problem as if it were their own.

The second step to effective and efficient problem solving skills is proposing solutions. After the problem is defined and the root cause has been determined, the employee or employees should generally have enough knowledge essential to offer ideas for proposed solutions. This is where the “no idea is a bad idea” comes in to play. The employee or employees should come up with as many proposed solutions as possible. These proposed solutions should always be tied back to the main cause of the problem in order to ensure that the chances of the problem arising again are much lower, or not possible at all. This is not a solution selection step, however, a time to eliminate any solutions that may be overlapping, or solutions that don’t address the initial cause of the problem that was defined in the first step.

The third step that should be included in your problem solving endeavors is to select the solution. This step takes the solutions that have been created in the previous step and delves deeper into the potential pros and cons of each. The employee or employees solving the problem should assess whether the solution is technically feasible, and whether or not it is acceptable to those who will have to implement the solution. This step involves including those who need to be involved in the implementation of the solution in order to increase commitment and the likelihood of a successful implementation. Having the right employees implement the solution encourages trust in order to get the buy-in of other employees. The right employees will be able to help the employees involved in the process to better see how it affects them and the overall operations of the business.

The fourth step is the implementation step of the problem solving process. Everything should be in place at this point to correctly and transparently communicate the implementation efforts. Communication is important in all of the steps of this process, but it is so important in this step as the problem solvers need everyone involved in the solution to understand the whole process. Also, this step requires action as to what will be done, who will do it, when it will be started, assessing when key milestones will be completed, how necessary actions will be carried out, and why are these actions are solution? These are also questions and answers that need to be communicated to the organization as well.

Lastly, after every solution is implemented, evaluation must always take place. This step must be seen as an opportunity to fine-tune the solution for possible shortcomings. Effective problem solvers will plan additional tools for feedback to detect these shortcomings and to make sure that the problem is solved without creating a new issue. Again, effective communication is key in order to ensure the success of the solution in all areas of the organization and that the appropriate follow-up is completed.

These are important steps to follow in order to ensure a successful problem solving process. Again, selecting the correct individuals in order to effectively carry out these steps is important. High-performing employees and an effective process combine to create a problem solving workplace that produces results.

For additional information on this topic, please contacts us a www.NewFocusHR.com

Written by: Patrick McKenna HR Assistant 07/06/2016

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What is Problem Solving? (Steps, Techniques, Examples)

By Status.net Editorial Team on May 7, 2023 — 5 minutes to read

What Is Problem Solving?

Definition and importance.

Problem solving is the process of finding solutions to obstacles or challenges you encounter in your life or work. It is a crucial skill that allows you to tackle complex situations, adapt to changes, and overcome difficulties with ease. Mastering this ability will contribute to both your personal and professional growth, leading to more successful outcomes and better decision-making.

Problem-Solving Steps

The problem-solving process typically includes the following steps:

  • Identify the issue : Recognize the problem that needs to be solved.
  • Analyze the situation : Examine the issue in depth, gather all relevant information, and consider any limitations or constraints that may be present.
  • Generate potential solutions : Brainstorm a list of possible solutions to the issue, without immediately judging or evaluating them.
  • Evaluate options : Weigh the pros and cons of each potential solution, considering factors such as feasibility, effectiveness, and potential risks.
  • Select the best solution : Choose the option that best addresses the problem and aligns with your objectives.
  • Implement the solution : Put the selected solution into action and monitor the results to ensure it resolves the issue.
  • Review and learn : Reflect on the problem-solving process, identify any improvements or adjustments that can be made, and apply these learnings to future situations.

Defining the Problem

To start tackling a problem, first, identify and understand it. Analyzing the issue thoroughly helps to clarify its scope and nature. Ask questions to gather information and consider the problem from various angles. Some strategies to define the problem include:

  • Brainstorming with others
  • Asking the 5 Ws and 1 H (Who, What, When, Where, Why, and How)
  • Analyzing cause and effect
  • Creating a problem statement

Generating Solutions

Once the problem is clearly understood, brainstorm possible solutions. Think creatively and keep an open mind, as well as considering lessons from past experiences. Consider:

  • Creating a list of potential ideas to solve the problem
  • Grouping and categorizing similar solutions
  • Prioritizing potential solutions based on feasibility, cost, and resources required
  • Involving others to share diverse opinions and inputs

Evaluating and Selecting Solutions

Evaluate each potential solution, weighing its pros and cons. To facilitate decision-making, use techniques such as:

  • SWOT analysis (Strengths, Weaknesses, Opportunities, Threats)
  • Decision-making matrices
  • Pros and cons lists
  • Risk assessments

After evaluating, choose the most suitable solution based on effectiveness, cost, and time constraints.

Implementing and Monitoring the Solution

Implement the chosen solution and monitor its progress. Key actions include:

  • Communicating the solution to relevant parties
  • Setting timelines and milestones
  • Assigning tasks and responsibilities
  • Monitoring the solution and making adjustments as necessary
  • Evaluating the effectiveness of the solution after implementation

Utilize feedback from stakeholders and consider potential improvements. Remember that problem-solving is an ongoing process that can always be refined and enhanced.

Problem-Solving Techniques

During each step, you may find it helpful to utilize various problem-solving techniques, such as:

  • Brainstorming : A free-flowing, open-minded session where ideas are generated and listed without judgment, to encourage creativity and innovative thinking.
  • Root cause analysis : A method that explores the underlying causes of a problem to find the most effective solution rather than addressing superficial symptoms.
  • SWOT analysis : A tool used to evaluate the strengths, weaknesses, opportunities, and threats related to a problem or decision, providing a comprehensive view of the situation.
  • Mind mapping : A visual technique that uses diagrams to organize and connect ideas, helping to identify patterns, relationships, and possible solutions.

Brainstorming

When facing a problem, start by conducting a brainstorming session. Gather your team and encourage an open discussion where everyone contributes ideas, no matter how outlandish they may seem. This helps you:

  • Generate a diverse range of solutions
  • Encourage all team members to participate
  • Foster creative thinking

When brainstorming, remember to:

  • Reserve judgment until the session is over
  • Encourage wild ideas
  • Combine and improve upon ideas

Root Cause Analysis

For effective problem-solving, identifying the root cause of the issue at hand is crucial. Try these methods:

  • 5 Whys : Ask “why” five times to get to the underlying cause.
  • Fishbone Diagram : Create a diagram representing the problem and break it down into categories of potential causes.
  • Pareto Analysis : Determine the few most significant causes underlying the majority of problems.

SWOT Analysis

SWOT analysis helps you examine the Strengths, Weaknesses, Opportunities, and Threats related to your problem. To perform a SWOT analysis:

  • List your problem’s strengths, such as relevant resources or strong partnerships.
  • Identify its weaknesses, such as knowledge gaps or limited resources.
  • Explore opportunities, like trends or new technologies, that could help solve the problem.
  • Recognize potential threats, like competition or regulatory barriers.

SWOT analysis aids in understanding the internal and external factors affecting the problem, which can help guide your solution.

Mind Mapping

A mind map is a visual representation of your problem and potential solutions. It enables you to organize information in a structured and intuitive manner. To create a mind map:

  • Write the problem in the center of a blank page.
  • Draw branches from the central problem to related sub-problems or contributing factors.
  • Add more branches to represent potential solutions or further ideas.

Mind mapping allows you to visually see connections between ideas and promotes creativity in problem-solving.

Examples of Problem Solving in Various Contexts

In the business world, you might encounter problems related to finances, operations, or communication. Applying problem-solving skills in these situations could look like:

  • Identifying areas of improvement in your company’s financial performance and implementing cost-saving measures
  • Resolving internal conflicts among team members by listening and understanding different perspectives, then proposing and negotiating solutions
  • Streamlining a process for better productivity by removing redundancies, automating tasks, or re-allocating resources

In educational contexts, problem-solving can be seen in various aspects, such as:

  • Addressing a gap in students’ understanding by employing diverse teaching methods to cater to different learning styles
  • Developing a strategy for successful time management to balance academic responsibilities and extracurricular activities
  • Seeking resources and support to provide equal opportunities for learners with special needs or disabilities

Everyday life is full of challenges that require problem-solving skills. Some examples include:

  • Overcoming a personal obstacle, such as improving your fitness level, by establishing achievable goals, measuring progress, and adjusting your approach accordingly
  • Navigating a new environment or city by researching your surroundings, asking for directions, or using technology like GPS to guide you
  • Dealing with a sudden change, like a change in your work schedule, by assessing the situation, identifying potential impacts, and adapting your plans to accommodate the change.
  • How to Resolve Employee Conflict at Work [Steps, Tips, Examples]
  • How to Write Inspiring Core Values? 5 Steps with Examples
  • 30 Employee Feedback Examples (Positive & Negative)

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

problem solving techniques in hr examples

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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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 .

Contact us to ask a question, provide feedback, or report a problem.

Into all problem-solving, a little dissent must fall

Events of the past several years have reiterated for executives the importance of collaboration and of welcoming diverse perspectives when trying to solve complicated workplace problems. Companies weren’t fully prepared for the onset of a global pandemic, for instance, and all that it engendered—including supply chain snarls and the resulting Great Attrition  and shift to remote (and now hybrid) work, which required employers to fundamentally rethink their talent strategies . But in most cases leaders have been able to collaborate their way through the uncertainty, engage in rigorous debate and analyses about the best steps to take, and work with employees, suppliers, partners, and other critical stakeholders to react and, ultimately, recover.

And It’s not just COVID-19: many organisations have had to rethink their business strategies and practices in the wake of environmental concerns, the war in Ukraine, and social movements sparked by racial injustice, sexual misconduct, and widespread economic inequity . Ours are fast-moving, complex times, rich not just in worrisome challenges but also in exciting potential—organisations that enable innovation will find ample opportunities to thrive. So now more than ever, decision makers can’t act alone; they must bring diverse perspectives to the table and ensure that those voices are fully heard . 1 Sundiatu Dixon-Fyle, Kevin Dolan, Vivian Hunt, and Sara Prince, “ Diversity wins: How inclusion matters ,” McKinsey, May 19, 2020.

But while many leaders say they welcome dissent, their reactions often change when they actually get some. They may feel defensive. They may question their own judgment. They may resent having to take time to revisit the decision-making process. These are natural responses, of course; employees’ loyalty and affirmation are more reassuring to leaders than robust challenges from the group. There is discomfort, too, for potential dissenters; it is much safer to keep your thoughts to yourself and conform  than to risk expulsion from the group. 2 Derived from this work on the evolutionary origins of social and political behavior: Christopher Boehm, Hierarchy in the Forest: The Evolution of Egalitarian Behavior , Cambridge, Massachusetts: Harvard University Press, 2001.

What’s missing in many companies, in our experience, is the use of “contributory dissent” or the capabilities required to engage in healthy if divergent discussions about critical business problems. Contributory dissent allows individuals and groups to air their differences in a way that moves the discussion toward a positive outcome and doesn’t undermine leadership or group cohesion . 3 McKinsey itself has established obligation to dissent as one of its core values alongside those focused on client service and talent development. For more, see Bill Taylor, “True leaders believe dissent is an obligation,” Harvard Business Review , January 12, 2017.

McKinsey’s research and experience in the field point to several steps leaders can take to engage in healthy dissent and build a culture where constructive feedback is expected and where communication is forthright. These include modeling “open” behaviors, embedding psychological safety  and robust debate into decision-making processes, and equipping employees with the communication skills that will allow them to contribute dissenting opinions effectively.

In this article we outline the steps leaders can take to encourage healthy dissent, and the actions teams and individuals can take to share their voices and perspectives most effectively. It takes both sides, after all, to engage in robust debate, find the right solutions, and enable lasting, positive change.

How leaders can encourage contributory dissent

Senior leaders in an organisation play a central role in ensuring that individuals and teams see contributory dissent as a normal part of any discussion. They can signal the importance of dissent by taking a series of steps to institutionalise the practice within an organisation and empower employees to share their ideas freely and productively. Specifically, senior leaders should strive to inspire rather than direct employees to collaborate, explicitly demand dissent and, taking that one step further, actively engage with naysayers (see sidebar “How to encourage healthy dissent”). 4 Leaders can also draw on McKinsey’s “influence model” for changing mindsets and behaviors: role modeling, fostering understanding and conviction, reinforcing with formal mechanisms, and developing talent and skills. For more, see Tessa Basford and Bill Schaninger, “ The four building blocks of change ,” McKinsey Quarterly , April 11, 2016.

Inspire, don’t direct

How to encourage healthy dissent.

To encourage dissent through personal leadership:

Lead to inspire, not to direct:

  • Empower the group to come up with ideas: “None of us knows the answer yet, but we can work it out together if we harness the best of everyone’s thinking.”

Foster dissent by actively seeking it:

  • Explicitly seek dissent; give people permission and encouragement.
  • Consider including dissent as a stated organisational value.
  • Make provision for open discussion in the buildup to decisions.

Welcome open discussion when it comes:

  • Listen to dissenters and naysayers, and thank them for their insights.
  • Recognise this as a usefully unfiltered channel for understanding the organisation’s perceptions on issues.
  • Seek to bring dissenters along the decision journey, so they become positive influencers later during implementation.
  • Employ deliberate techniques such as red teaming and pre-mortems to widen the debate and mitigate groupthink.

As the inspirational speaker Simon Sinek put it, “The role of a leader is not to come up with all the great ideas. The role of a leader is to create an environment in which great ideas can happen.” 5 Simon Sinek, Start with Why: How Great Leaders Inspire Everyone to Take Action , New York, NY: Portfolio, 2009. That is especially important for fostering an atmosphere of collaboration and contributory dissent. Rather than immediately jump into a discussion about solutions, one senior leader in an international organisation addressed his team’s anxiety in the wake of a crisis. “Let me guess,” he said, “you’re all feeling confused and uncertain about the way ahead. Terrific. I’m so glad we are of one mind and that we all understand our situation correctly! I’m sure that we can work it out together, but it’s going to require the best of everyone’s thinking. Let’s get started.” His authenticity and understated humor allowed him to connect with the group and inspired them to keep calm, carry on, and generate solutions that the leader alone couldn’t have come up with. Harvard professor Ron Heifetz describes this as creating a holding environment, a key element of adaptive leadership. 6 Ronald A. Heifetz and Mary Linksy, Leadership on the Line: Staying Alive through the Dangers of Leading , Boston, MA: Harvard Business School Press, 2002; Ronald Heifetz, Alexander Grashow, and Marty Linksy, The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World , Boston, MA: Harvard Business Press, 2009.

Explicitly demand dissent

It’s not enough for leaders to give people permission to dissent; they must demand it of people. In many companies, individuals and teams may (understandably) default to collegiality, not realizing that there are ways to challenge ideas while still respecting colleagues’ roles and intellect. It’s on senior leaders, then, to help employees understand where the boundaries are. In World War 1, Australia’s General Sir John Monash was determined to develop better tactics to overcome the catastrophic impasse of trench warfare. He knew there were answers to be found from the experience of soldiers in the trenches, but he needed to loosen the military discipline of blind obedience: “I don’t care a damn for your loyal service when you think I am right; when I really want it most is when you think I am wrong.” Monash scheduled open battle planning sessions and pulled in advice from whoever offered it. In doing so, he built ownership of and confidence in his plans among all ranks. The resulting orchestration of tanks, artillery, aircraft, and troops led to rapid advances along the Somme Valley, and Monash garnered respect and appreciation from his troops, whose chances of survival and ultimate victory had increased markedly.

Actively engage with naysayers

Taking the demand imperative one step further, it’s beneficial for leaders to actively seek out the views of vocal naysayers , who can turn into influential champions just by being part of the conversation. They can immediately improve the nature of business debate and may boost the quality of the final decision, although engaging with naysayers can be tough. Some dissenting opinions can be ill-informed or uncomfortable to hear. The objective for senior leaders, then, is to put their discomfort aside and listen for signs of cognitive dissonance within an organisation. As an example, front-line employees may say things like “We’re not considered strategic thinkers,” or “The company doesn’t put people first,” while senior management may actually feel as though they have made strides in both of those areas. Still, leaders need to absorb such comments, treat them as useful data points, assess their validity, and engage in what may be a challenging discussion. They may want to use red teams  and premortems , in which teams at the outset anticipate all the ways a project could fail, to frame up dissenting opinions, mitigate groupthink, and find a positive resolution. These behaviours also serve to enhance organizational agility and resilience .

How leaders can establish psychological safety

Senior leaders need to establish a work environment in which it is safe to offer dissenting views. The McKinsey Health Institute’s work on employee well-being points to a strong correlation between leadership behaviors, collaborative culture, and resistance to mental health problems and burnout : only 15 percent of employees in environments with low inclusivity and low support for personal growth are highly engaged, compared with 38 percent in high-scoring environments. 7 “ Addressing employee burnout: Are you solving the right problem? ,” McKinsey, May 27, 2022. Leaders can build psychological safety (where team members feel they can take interpersonal risks and remain respected and accepted) and set the conditions for contributory dissent by rethinking how they engage in debate—both the dynamics and the choreography of it.

The dynamics of debate

The poet and playwright Oscar Wilde described a healthy debating culture as one in which people are “playing gracefully with ideas”— listening to, and even nourishing, opposing points of view in a measured and respectful way. 8 The Complete Works of Oscar Wilde, Volume 2: De Profundis, “Epistola: In Carcere et Vinculis,” Oxford, United Kingdom: Clarendon Press, 2005. Indeed, the best ideas can emerge at the intersection of cultures and opinions. In 15th century Florence, for instance, the Medici family attracted and funded creators from across the arts and sciences to establish an epicenter of innovative thinking that sparked the Renaissance. 9 Frans Johansson, The Medici Effect: Breakthrough Insights at the Intersection of Ideas, Concepts, and Culture , Boston, MA: Harvard Business School Press, 2004. Closer to this century, we have seen cross-discipline innovations like the application of biologists’ research on ant colonies to solve problems in telecommunications routing. And in the business world, extraordinary innovations have been achieved by open-minded leaders bringing together smart people and creating the conditions for playful exploration.

To achieve a state of “graceful play,” senior leaders must carefully manage group dynamics during debates. Rather than lead with their own opinions, for instance, which might immediately carry outsize weight in the group and stifle discussion, senior leaders can hold back and let others lead the discussion . They can lean in to show genuine curiosity or to explicitly recognise when a dissenting view has changed their thinking. But by letting other, more junior voices carry the agenda and work through ideas, however imperfect, senior leaders can establish a climate of psychological safety—and garner more respect from colleagues long term. 10 Amy C. Edmondson, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth , Hoboken, NJ: John Wiley & Sons, 2019.

Leaders will also need to be aware of cultural differences that may crop up during debates. For example, many Australians speak candidly and are happy to address issues squarely. By contrast, the concept of “face” is so important in many Asian cultures that a more circumspect approach is taken. And the Pacific and Maori cultures emphasize displays of both strength and respect. 11 Erin Meyer, The Culture Map: Breaking through the Invisible Boundaries of Global Business , Philadelphia, PA: PublicAffairs, 2014. These differences in debate dynamics really matter. They can be a great source of hybrid vigour, 12 “Heterosis, also called hybrid vigour: the increase in such characteristics as size, growth rate, fertility, and yield of a hybrid organism over those of its parents. The first-generation offspring generally show, in greater measure, the desired characteristics of both parents.” Encyclopedia Britannica , accessed September 19, 2022. if sensitively managed, or a source of conflict and disenfranchisement if not. To approach these differences in a positive way, senior leaders could undertake a mapping exercise that identifies the different styles of the cultures present, thereby providing validation and enabling pragmatic measures to integrate them.

Choreographing debate

Beyond just managing debate dynamics, business leaders must take a hand in choreographing the debate and, specifically, in helping to design collective-thinking processes  so people know how best to play their part. Business leaders may adopt a structured approach  to brainstorming, for instance, or plan strategic off-site schedules that combine deliberate thinking with “distracted” thinking—taking time to engage in a social activity, for instance—to take advantage of employees’ deep-thinking processes.

How deliberate choices by the leader can optimise a decision-making process

A leader must consciously assess each new situation and design the collective-thinking process accordingly, then articulate this so that people know how best to play their part.

In doing so, the leader should consider an array of questions, the answers to which will determine the context, for example:

  • What does success look like?
  • Will the organisation underwrite initial failures in the interests of agility and innovation?
  • How broad and freethinking an analysis is required?
  • What are the explicit expectations for contributory dissent?
  • Are any topics and behaviours out of bounds?
  • Who will lead the discussion, and how will comments be captured?
  • Does urgency mean that it’s better to be directive?
  • Who will be consulted?
  • Which decisions can be delegated, and to whom?
  • Whose support needs to be built?
  • What parameters and boundaries exist?
  • Are there interim decisions and communications required?
  • What form should the deliverable outcomes take?
  • When are the deliverables required?
  • Direction setting on these parameters by the leader focuses the team, while also creating space for creativity and iterative learning.

To create a sustainable structure for debate, business leaders will need to consider questions relating to team structure and rules of engagement: What does success look like when it comes to contributory dissent? What topics and behaviors are out of bounds? Who will lead the discussion, and how will comments be captured? Who has the final say on decisions, or which decisions can be delegated, and to whom? (For a more comprehensive explanation, see sidebar “How deliberate choices by the leader can optimise a decision-making process.”)

Having these parameters in place can free up the team to think more creatively about the issue at hand. Establishing such protocols can also make it easier to raise dissenting opinions. At one company, people are asked to call out their underlying values or potential biases when expressing a dissenting view. During meetings of the promotion committee, for instance, a statement like “I think we are making the wrong decision” would be rephrased as “I am someone who values experience over collaboration, and this decision would risk losing too much institutional knowledge.”

How individuals and teams can engage and dissent

As we’ve shared, senior leaders can take steps to set conditions for robust discussion and problem-solving, but individuals and teams themselves must also have the right mindsets and skills for contributory dissent to work well (see sidebar “How teams and individuals can dissent effectively”). In particular, they must embrace the obligation to dissent, actively make space to analyse ideas that are different from their own, and then find ways to either iterate on others’ ideas or respectfully agree to disagree.

Embrace the obligation to dissent

How teams and individuals can dissent effectively.

For dissent to be effective, its delivery requires courage and tactical skills underpinned by sincere respect and grace. Speaking up with respect is the right thing to do, and the responsibility to do so exists, even if there is uncertainty. The following guidelines are useful in enabling effective dissent:

Prepare a welcome for dissenting views:

  • Understand the context and motivations of others, appreciate their views, and syndicate your own.
  • Stop and strategise before wading into the conversations, establish a solid platform for agreement, and explicitly seek permission to dissent.

Play the long game:

  • Be open minded and iterative. Don’t expect to succeed on the first try.
  • Listen to others for what their views might add rather than to defend your own.

Withhold assent if you need to, but do it carefully:

  • Withholding assent is a legitimate option if done judiciously.
  • Minimise offense to and loss of face for the decision maker.
  • If principles or legality is at stake, document your dissent.

Individuals and teams need to exhibit a certain amount of humility and confidence in order to speak truth to power with respect; they must be sure for themselves that doing so is the right thing to do. To build this confidence, individuals and teams should remember that the very act of dissent can be valuable, even if the contribution itself isn’t 100 percent baked. Others can react or build on the dissenting view—which, in itself, can be a satisfying process for a dissenter. If the ultimate decision isn’t what they proposed, they still helped shape it by offering and testing a worthy possibility.

Make space to analyse different views

Individuals and teams may need time to determine their positions on an issue. During this period, it’s important to be (and seen to be) open-minded and respectful of others’ views. That means asking lots of questions, gathering information, assessing others’ motivations, and acknowledging their views before syndicating alternatives of your own. Much of this fact gathering can be done one-on-one, in a nonconfrontational way, in offline conversations rather than in a tension-filled meeting room. In these conversations, individuals could start by reaffirming a shared commitment to finding a solution to the issue at hand, their respect for the decision-making process and the group, and areas of broad agreement. They could also signal their possible intention to dissent and seek permission to do so rather than confronting people head-on. People will find it harder to refuse that permission, and will be less likely to get defensive, when approached with statements like “This is a great discussion, and I love the vision of where we are headed, but would it be OK for us to explore some alternatives for how to get there?”

Agree to iterate …

Individuals and teams that decide to offer dissenting views should agree to iterate on other solutions, rather than digging in. Their dissenting opinions should be cogent, persuasive, and open-minded—but dissenters shouldn’t expect to change hearts and minds on the first try. They should plant seeds gently and bide their time; they might even see their idea come back as someone else’s. The critical skill required here is active, open listening: dissenters should listen carefully for others’ additive insights and find ways to build on them. In their contributory dissent, individuals and teams can take a moment to summarize what others have said and then use statements like “Can I offer another take?” and then allow the momentum of the conversation to take over.

… or agree to disagree

But what happens if, after all the considered and tactful input, the dissenter still believes a decision is heading in the wrong direction? In our experience, withholding assent then becomes a legitimate option: people shouldn’t agree if they don’t agree. This is where all the careful, respectful groundwork the dissenter has done can pay dividends. In fact, a dissenting view gains even more power when an individual can say something like, “I still believe in my alternate solution, but I’m grateful for the opportunity to contribute to this process, and I respect that you have the final say.” In this case, the dissenter is supporting the leader while flagging that the open debate hasn’t convinced them to change their initial view.

Of course, withholding assent should be a relatively rare action, taken only after an individual or team has shown that they can accommodate other views and have aligned with the consensus when they believe it’s right to do so. Think of US Supreme Court associate justice Ruth Bader Ginsburg, who joined the consensus view on many decisions but who is especially celebrated for the positive changes that arose from her highly influential dissenting opinions on issues such as gender equity, human rights, and religious freedom.

Contributory dissent can help strengthen employee engagement, unlock hidden insights, and help organisations solve tough challenges. But putting it into practice takes courage and humility, and it won’t just happen by accident. Leaders need to be intentional about welcoming challenges to their plans and opinions, even when it’s uncomfortable to do so. They need to establish cultures and structures where respectful debate can occur and where individuals and teams feel free to bring innovative—and often better—alternative solutions to the table.

Ben Fletcher is a senior partner in McKinsey’s Sydney office, Chris Hartley is a partner in the Melbourne office, Rupe Hoskin is a senior expert in the Canberra office, and Dana Maor is a senior partner in the Tel Aviv office.

The authors wish to thank Jacqueline Brassey, Nikki Dines, Richard Fitzgerald, Sam Hemphill, Ayush Jain, Jemma King, and Martin Nimmo for their contributions to this article.

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The four building blocks of change

24 Examples of Performance Goals at Work

problem solving techniques in hr examples

We’re willing to bet that your ultimate aim as a business is to be as successful as possible, right? Of course, it is. But the only realistic way to achieve this is by making sure that your employees deliver quality work that meets or exceeds expectations . Sounds simple enough in theory, but in reality, this can be quite a challenge unless you find a way to clearly communicate what these expectations are . Here’s a solution for you: performance goals at work . With the right benchmarks, you can challenge your employees to reach their full potential and contribute to the success of your organization . 

With this in mind, today we are going to share 24 examples of performance goals at work , specifically focused on objectives aimed at improving soft skills , accountability , professional growth , collaboration , and problem-solving .  

  • What Are Performance Goals at Work?
  • Why Are Performance Goals at Work So Important?

Methodologies for Setting Performance Goals at Work

  • Examples of Performance Goals at Work

How Factorial Can Enhance Performance Management  

  • A complete performance management toolkit in a single platform ✅

factorial hr software demo

What Are Performance Goals at Work?  

Performance goals at work are a key employee performance management strategy . Breaking it down to its bare bones, they are clear and specific benchmarks for measuring and guiding employee progress and development . Examples of performance goals at work include enhancing communication skills, meeting project deadlines, improving conflict resolution skills, and developing collaborative skills.

Essentially, with this strategy, you meet with an employee, discuss their current performance, identify areas for improvement, and set specific, measurable performance goals that align with both their personal development and the company’s strategic objectives . This collaborative approach ensures that the employee understands their role and is motivated to actively contribute to the company’s success . Over time, these goals should become increasingly challenging to help nudge employees along the path of continuous development . 

The ultimate aim here is to create a high-performance culture where employees consistently meet or exceed the requirements of their roles . By framing your performance expectations as tangible goals , each employee understands which areas of their development they need to work on before the end of the performance review phase .

Why Are Performance Goals at Work So Important?  

So, what are the benefits of setting performance goals at work? Do they work? Is it worth the effort?

Provided you set clear, strategic and relevant goals and provide your employees with the L&D tools and resources they need to upskill and achieve their objectives, then they can be highly effective! 

Here are some of the specific benefits of setting performance goals at work :

  • Clarity and direction . They are a platform for you to communicate clear performance expectations to your employees and guide their development.
  • Motivation and engagement . Performance goals give employees something tangible to work on. This can be a great engagement and motivation tool .
  • Performance tracking . Communicating clear goals makes it easier for you to track and measure employee performance. They also make it easier to detect potential performance gaps that employees need to address through training or performance coaching . 
  • Skill development . They encourage employees to develop their skills and embrace a culture of continuous professional growth.
  • Organizational alignment . A clear strategy for setting performance goals at work helps you align the entire team with the overall objectives of the company.
  • Accountability . By making employees responsible for achieving specific goals within a defined timeframe, performance goals at work can be a great tool for encouraging employees to take accountability for their own productivity. 
  • Employee recognition and rewards : Performance goals are a key part of a pay-for-performance model , where you recognize and reward employees for their achievements. This initiative boosts morale and encourages sustained high performance.
  • Productivity and efficiency . Finally, performance goals at work enhance overall productivity and efficiency within the organization.

OK, great! All clear so far? We’ve seen what they are and why they are so important, but how do you set them ?

There are actually a few methodologies that you can use for setting performance goals at work. It’s always best to use an established method as a guide as following a structured approach makes it far more likely that the goals you set will be achievable and achieved .

The most common goal-setting methodologies are:

  • SMART Goals
  • Locke and Latham’s 5 Principles
  • Goal Pyramid

Each of these approaches will help you create clear, aligned and actionable performance goals at work . The best approach for you will depend on your specific organizational needs , company culture , and the nature of the goals you want to achieve . If you’re feeling brave, you could even mix things up and pick a few methodologies for different teams or projects to find what works best for your organization.

First things first, though. Let’s explore these 5 methodologies in a bit more detail .

SMART Goals  

SMART is an acronym for Specific , Measurable , Achievable , Relevant , and Time-bound . Although this concept can be applied to any walk of life, in the context of HR, the SMART goals framework provides a structured approach to goal setting , making it easier to create goals that are clear, actionable, and aligned with the overall organizational strategy.

The biggest benefit of creating SMART performance goals is that employees have clarity and a clear roadmap for success . They understand exactly what is expected of them , how you will measure their progress , and the timeframe within which they need to achieve their goals. This clarity helps to eliminate confusion, increase focus, and enhance motivation, ultimately leading to improved performance and greater alignment with the company’s objectives.

For instance, an example of a performance goal at work created using this methodology might be: 

Increase customer satisfaction scores by 10% within the next six months by implementing a new feedback system and conducting monthly training sessions for the customer support team.

Objectives and Key Results (OKRs)  

OKR stands for Objectives and Key Results , a goal-setting framework used to define and track objectives and their outcomes . With this methodology, you establish two core components: objectives ( what you want to achieve ) and key results ( how you will measure progress towards achieving objectives ). 

The OKR approach, made popular by companies like Intel and Google and now used by many modern businesses, can be a great tool for aligning individual, team, and organizational goals . By setting clear objectives and measurable key results , employees can focus on what truly matters and ensure their efforts contribute to the company’s success. 

Complete advanced sales training and apply new techniques to improve conversion rates by 15%.

Locke and Latham’s 5 Principles  

Locke and Latham’s 5 Principles are part of the Goal-Setting Theory developed by Edwin Locke and Gary Latham . This theory emphasizes the importance of setting clear, challenging, and attainable goals to enhance employee performance and motivation.

Specifically, the 5 principles introduced by the theory are:

  • Clarity : Set clear, specific goals to avoid ambiguity.
  • Challenge : Make sure goals are challenging but still attainable.
  • Commitment : Make sure employees commit to the goals. (Commitment is crucial)
  • Feedback : Provide employees with regular feedback on their progress so they can make adjustments where necessary.
  • Task complexity : Adjust goals according to task complexity so that they are manageable.

Goal : Improve project management skills.

  • Clarity . Complete a project management certification course.
  • Challenge . Achieve certification within six months.
  • Commitment . Dedicate at least five hours per week to study and coursework.
  • Feedback . Meet with a mentor bi-weekly to review progress and address challenges.
  • Task complexity . Break down the certification course into weekly modules to manage workload effectively.

Goal Pyramid  

Finally, the Goal Pyramid methodology is a hierarchical framework for setting and organizing performance goals at work. Strategic goals are placed at the top of the pyramid, and individual operational goals are placed at the bottom . In between, you will usually find levels including tactical goals and departmental goals . This structure increases the chances that high-level strategic objectives align with day-to-day operational tasks .  

Advantages of using this methodology include improved clarity , better resource allocation , and enhanced coordination across departments . By aligning goals at every level, employees can see how their individual contributions support the overall mission and objectives of the organization , fostering a sense of purpose and direction .

Strategic goal : Expand market share by 15% in the next fiscal year.

  • Tactical goal . Launch three new product lines in the next six months to attract new customer segments.
  • Departmental goal . Increase marketing efforts by 25% to promote new product lines and generate leads.
  • Operational goal . Each sales team member to achieve a 10% increase in monthly sales targets by the end of the quarter through targeted campaigns and client outreach.
  • Individual performance goal : Attend advanced sales training and apply new techniques to improve personal sales conversion rates by 20% within the next quarter.

Examples of Performance Goals at Work  

Now we’re getting to the heart of things: specific examples of performance goals at work . This is where we will see all the theories we’ve just covered put into practice. In other words, the sort of goals you should be setting in line with your underlying objective.

Keep in mind that there are various categories of performance goals relating to different aspects of employee development .

Common areas that managers work on when they implement measures to improve performance include:

  • Soft skills
  • Accountability
  • Professional growth
  • Collaboration
  • Problem-solving

Whichever goals you set for your employees, make sure they are clear, specific and tailored to both the employee in question’s professional development and the company’s strategic objectives . It’s also important to use performance management software to track and measure progress once you have set each employee’s goals. 

Without further ado, let’s get to it!

Here are 20 examples of performance goals at work to inspire you (adding to the 4 we gave you in the previous section). We’ve split these examples into different performance categories to help you understand how you can address each area of development through targeted goal setting .

Soft Skills Performance Goals 

Soft skills are personal traits or attributes that enhance an employee’s job performance as well as their personal and professional growth . While hard skills are technical and industry-specific, soft skills can be applied to all sorts of jobs and positions. These skills are more about the character and values of an employee rather than what they know. Examples of soft skills in the workplace include critical thinking, communication, motivation, conflict management and time management .

Here are 4 examples of performance goals at work that aim to improve an employee’s soft skills :

  • Improve active listening skills by summarizing key points in meetings and asking for feedback.
  • Enhance conflict resolution abilities by mediating at least two workplace disputes.
  • Develop better time management skills by meeting all deadlines for a quarter.
  • Strengthen public speaking skills by presenting in at least two team meetings per month.

Accountability Performance Goals

Employee accountability is when employees take responsibility for their actions, decisions, and performance . When an employee is accountable, they take ownership of their work, fulfil their duties, meet expectations, and understand the impact of their actions on organizational goals .

It’s important to encourage employee accountability because it helps you foster a culture of trust, reliability, and productivity . When employees are accountable, they turn up on time, meet their deadlines, and continuously strive to achieve their goals . 

Here are 4 examples of performance goals at work that aim to improve an employee’s sense of accountability :

  • Complete all assigned tasks by the agreed deadlines with no need for reminders.
  • Regularly update project management tools to reflect the current status of all tasks and projects.
  • Own up to and document any mistakes within 24 hours, along with a plan to address and prevent them in the future.
  • Attend all scheduled meetings on time and fully prepared, contributing constructively to discussions.

Professional Growth Performance Goals

Professional growth refers to the ongoing process of developing skills, knowledge, and abilities to enhance your career and achieve personal goals within a chosen profession . It involves continuous learning, skill development, and adapting to new challenges and opportunities . 

Encouraging professional growth in your organization is important because it helps employees stay up to date with industry trends , improves job performance , increases job satisfaction , and fosters a culture of innovation and excellence . It also helps you build a skilled and adaptable workforce .

Here are 4 examples of performance goals at work that aim to improve an employee’s professional development :

  • Complete a relevant certification or professional course within the next six months.
  • Attend at least three industry conferences or workshops within the year to stay updated with the latest trends.
  • Seek and participate in a mentorship program, either as a mentor or mentee, for ongoing development.
  • Read and summarize one professional development book per quarter, sharing key insights with the team.

Collaboration Performance Goals  

Collaboration skills are about working well with others and achieving a common goal . It’s more than just finishing a project with a group of people, though. It also means building relationships with a team, resolving conflicts, and creating a work environment where everyone feels included and respected .

Collaboration skills include: 

  • Communication
  • Open-mindedness
  • Conflict resolution
  • Active listening
  • Emotional intelligence
  • Understanding a variety of perspectives
  • Managing priorities
  • Meeting expectations
  • Having a cooperative spirit and mutual respect. 

These skills are essential for individual growth and team success and pretty much every role and industry needs them . In fact, according to the National Association of Colleges and Employers, 76% of employers want candidates with collaboration skills .

Here are 4 examples of performance goals at work that aim to improve an employee’s collaboration skills :

  • Participate in at least one cross-functional team project each quarter to enhance interdepartmental collaboration.
  • Schedule and lead monthly team-building activities to strengthen team relationships and communication.
  • Provide constructive feedback to team members during project reviews, focusing on enhancing collective performance.
  • Facilitate regular team meetings to ensure alignment on goals, progress, and challenges, fostering a collaborative work environment.

Problem-Solving Performance Goals

Finally, problem-solving skills refer to an employee’s ability to identify an issue, analyze the context, and present and implement solutions that resolve it . Strong problem-solving skills empower employees to navigate challenges and contribute to organizational success . The more your employees are able to address and resolve challenges that crop up during their workday, the more productive they will be and the smoother your operations will run. Plus, effective problem-solving can lead to innovative solutions and improvements , driving continuous growth and giving you a competitive edge .

Here are 4 examples of performance goals at work that aim to improve an employee’s problem-solving skills :

  • Identify and propose solutions for at least two process inefficiencies within the next quarter.
  • Develop a step-by-step problem-solving guide to be used by the team for common issues.
  • Lead a team brainstorming session to generate creative solutions for a current project challenge.
  • Analyze and resolve a recurring problem within the department, reducing its impact by at least 50% within six months.

performance review software

Regardless of the type of performance goals at work that you assign to your employees, the best way to manage goal progress is to use a performance management system like Factorial to streamline the process, create a supportive and transparent environment, and boost employee morale .

In fact, Factorial’s solution can support you at each step of the performance management cycle .

Specifically, with our performance management software , you can:

  • Access comprehensive tools for setting performance goals at work, offering continuous feedback, and managing performance reviews .
  • Design employee development strategies in line with the objectives of your company.
  • Streamline the performance management process with automated and centralized performance review periods.
  • Track employee performance over time , making it easier to identify trends and areas needing your attention.
  • Monitor employee performance metrics in real time , so you can make timely interventions and adjustments.
  • Generate comprehensive performance progress reports so that you can make informed decisions based on comprehensive data analysis.
  • Create tailored learning and development programs for each employee to help them hit their performance goals at work.
  • Set reminders for feedback, performance reviews, and goal-setting deadlines.

Not only that, but by integrating Factorial’s performance management software, you can enhance every aspect of the employee journey , helping you create a supportive, transparent, and productive work environment .

Still not convinced? Fancy a little taster of what we have to offer? Then download our free employee journey map template and use it to assess the employee experience during each step of the employee journey and measure the impact of your performance management strategy on your employees . This makes it much easier to plan for improvement and help every member of your organization hit their performance goals at work !

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    Although problem-solving is a skill in its own right, a subset of seven skills can help make the process of problem-solving easier. These include analysis, communication, emotional intelligence, resilience, creativity, adaptability, and teamwork. 1. Analysis. As a manager, you'll solve each problem by assessing the situation first.

  7. 6 Common HR Issues and How to Solve Them Visually

    Problem Solving. A successful HR professional should be great at solving problems. Here's a visual trick you can use to solve problems easily. Use Fishbone Diagrams to Identify Root Causes. Fishbone diagrams are a great way to identify the root causes of a certain problem.

  8. Problem Solving Strategies for the Workplace [2024] • Asana

    4 steps to better problem solving. While it might be tempting to dive into a problem head first, take the time to move step by step. Here's how you can effectively break down the problem-solving process with your team: 1. Identify the problem that needs to be solved. One of the easiest ways to identify a problem is to ask questions.

  9. How to Improve Your Problem-Solving Skills as an HR Professional

    Learn and improve. Be the first to add your personal experience. 6. Develop your mindset. Be the first to add your personal experience. 7. Here's what else to consider. Problem-solving is a ...

  10. Creative Problem Solving: The HR Professional's Way

    These HR professionals have mastered the art of recognizing problems and tackling them, logically and creatively, before they get blown out of proportion. Of course, problem solving itself can create further problems, depending on the methods used, and so the HR professional must tread carefully. While seeking a solution to an impasse, the HR ...

  11. Problem Solving Information and Tips

    Listen with an open mind. Help the other person feel heard. Empathize. Ask open ended questions to gather information. Refer to Listening Effectively for tips on how to listen well. Use "I" messages to express your concerns in a non-confrontational way. Focus on and clarify your issues, feelings, or opinions.

  12. How to be viewed as a problem solver in HR

    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 ...

  13. How to Conduct a Problem-Solving Session with HR?

    Negotiation skills are crucial in problem-solving sessions, as they enable HR professionals to find compromises and trade-offs that satisfy the needs of all parties involved. By focusing on interests rather than positions, HR professionals can help participants identify shared goals and reach mutually agreeable solutions.

  14. How to Show Your Problem-Solving Skills in HR Consulting

    To demonstrate your problem-solving skills in client meetings, you need to listen actively, ask clarifying questions, and identify the root causes and the main objectives of the problem. You also ...

  15. What Are Problem-Solving Skills? Definition and Examples

    Problem-Solving Skills Definition. 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 ...

  16. Effective Problem Solving Techniques

    Effective problem solving skills allow employees throughout the organization to examine problems, identify, assess, and evaluate. The first step to effective problem solving is to first identify and define the problem. This is simply a broad review of the current situation. The employee, or group of employees working on finding a solution to ...

  17. A Guide To Human Resource Problems and Solutions

    Broadly speaking, best human resource problem-solving practices involve a two-pronged approach. First, you should develop a plan in advance. This plan should be comprised of programs, training, and other mechanisms that cut problems in the workplace off at their root. Second, HR personnel must remain vigilant at all times.

  18. 10 Common HR Problems and How to solve them

    Here is a go-to-guide with answers for some typical HR troubles-. 1. Hiring the Best Talent. Recruitment will always remain the first HR concern. Work nature continues to evolve, companies ...

  19. What is Problem Solving? (Steps, Techniques, Examples)

    The problem-solving process typically includes the following steps: Identify the issue: Recognize the problem that needs to be solved. Analyze the situation: Examine the issue in depth, gather all relevant information, and consider any limitations or constraints that may be present. Generate potential solutions: Brainstorm a list of possible ...

  20. 7 common HR problems in companies (and how to solve them)

    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.

  21. Problem Solving

    Pathways for Students and Recent Graduates. Scientific Careers. Information for Applicants. Future Openings. Current Openings. (301) 496-3592. (301) 496-2404 [email protected]. Follow Us. Identifies problems and uses logic, judgment, and data to evaluate alternatives and recommend solutions to achieve the desired organizational goal or outcome.

  22. Problem-solving skills: definitions and examples

    Problem-solving skills are skills that enable people to handle unexpected situations or difficult challenges at work. Organisations need people who can accurately assess problems and come up with effective solutions. In this article, we explain what problem-solving skills are, provide some examples of these skills and outline how to improve them.

  23. 20+ Examples of Good Problem Solving Skills for Your CV

    Critical thinking. The most important example of problem-solving skills is critical thinking. Following a consistent, logical method from identifying the problem, through considering possible solutions, to finding a way to implement them, ties up all the other skills into one. 4. Collaboration.

  24. Embracing the obligation to dissent

    Events of the past several years have reiterated for executives the importance of collaboration and of welcoming diverse perspectives when trying to solve complicated workplace problems. Companies weren't fully prepared for the onset of a global pandemic, for instance, and all that it engendered—including supply chain snarls and the resulting Great Attrition and shift to remote (and now ...

  25. 24 Examples of Performance Goals at Work

    Plus, effective problem-solving can lead to innovative solutions and improvements, driving continuous growth and giving you a competitive edge. Here are 4 examples of performance goals at work that aim to improve an employee's problem-solving skills: Identify and propose solutions for at least two process inefficiencies within the next quarter.