Learning and Implementing a Problem-Solving Process in HRD

September 16, 2021

Solving problems is one of the most important tasks in human resource development. A skilled human resource development professional will be adept at problem-solving, but often this is done on the fly with no procedural elements in place. That is where a problem solving process comes in. If problems are handled in a uniform, proven manner, then the process becomes faster, which will save time, and easier for all parties involved. Easier for the human resource person because they will have a system to work through and easier for the person with the problem because they will be reassured by the methodology of a process. But what goes into a problem solving process? How many steps are there in a problem solving process? An effective problem solving process will consider all parts of the problem, from its roots to its solution.

What Is a Problem Solving Process?

A problem solving process, as the name suggests, is a process used to find a solution to a problem. What determines a problem? Hopefully, human resource development professionals are tuned in to employee concerns and desires and hopefully, they are receptive to employees voicing those concerns. Identifying problems is easy if the employee’s voices are heard.

A more thorough definition might sound something like this: A formulaic, multi-step approach to find the causes of and the solutions to a problem. Formulaic in that it is a step-by-step process that is repeated for multiple problems and multi-step in order to attend to each area of a problem and find solutions that solve the problem and prevent its occurrence in the future.

Why Use a Specific Process?

We touched on this earlier. A problem solving process can make life easier for those involved in the problem solving process. But how?

By installing a process, a problem solver, i.e. a human resource member, does not have to do any guesswork about which method to use when approaching a new problem. It would be false to say that every problem can be solved by sticking it into a magical problem solver, but at least you will have a starting point and the process will probably be effective for most common problems.

Further, an employee that approaches with a problem doesn’t have to wonder if the proposed method of solving their problem is the best method. There will be a clear process in place that all problems are addressed through. The removal of the guesswork for the problem solver is also a reassurance to the person with the problem when they see that their problem will be handled through a system that has solved problems before.

By addressing multiple stages of the problem, you can prevent future occurrences of the problem. Instead of just putting out fires as they pop up, you will be addressing the causes of the problems and taking steps to prevent them. There will be documentation that will be valuable in solving future problems. By using a problem solving process, you are setting up a system that not only solves problems but gives you a wealth of knowledge on how to handle problems in the future.

Problem Solving Process Steps

There is more than one way to solve a problem. The key is to find a way that works for your situation. We will offer a step-by-step template which can be adjusted to your needs. Once adjusted, the problem solving process should be repeated for every problem that arises with minimal variation. Consistency is key so that each problem gets the same amount of attention. Here is the 8-step process we propose.

Step One: Define the Problem

This is where you have to identify exactly what the problem is. Here you should look at how the problem was discovered and how long it has been going on. Find out how the problem began. If identifying the problem presents enough information to put a stop to it during this step, stop it.

Step Two: Clarify the Problem

Figure out how much more information you need to understand the full breadth of the problem. You will need to assign a priority level to the problem. Does it need to be solved today? Yesterday? Or can it wait? Determine whether you can solve the problem with resources available to you. If not, consider who needs to be informed to get you the resources you need. This may require help from the management team. By the time you complete steps one and two, you should have a clear enough understanding of the problem to contain it.

Step Three: Define Your Goals

This is an important step. Not only do you need to define your goals, but as we will see later, the goals should have a reasonable expectation of being met. Consider what an ideal outcome would look like. Assuming you achieve the goals, what will solving the problem accomplish? There also needs to be a finite amount of time in which to solve this problem. Set a deadline.

Step Four: Identify the Cause of the Problem

What are some possible causes? Once you have answered this question, you will have to determine which possible cause is the most likely cause. You will have to look at what data is available to lead you to the cause of the problem. This is a crucial step and must be executed correctly if the problem is to be prevented in the future.

Step Five: Develop a Plan of Action

Once the root cause of the problem has been identified, you can determine proper measures to halt the problem and to prevent its occurrence. That is only half the battle, however. It is important to assign clear roles and milestones. Clear roles to ensure people know their tasks in solving the problem and milestones to ensure that progress is being made towards the solution. All goals should have a corresponding timeline.

Step Six: Put Your Plan into Action

By now, everyone should know what they are doing and when to have it done by. Monitor progress to ensure that progress and timeline benchmarks are being met. The process will only be as effective as the level of commitment.

Step Seven: Evaluate Results

If progress was monitored in step six, you should have information regarding the proposed milestones. If the goals proposed in step three were not met, the process should restart from step one. In order to prevent this, make sure the goals have a realistic likelihood of being met. Look at the outcomes. This is an opportunity to learn from the process. Especially note whether any of the outcomes were unexpected.

Step Eight: Continued Improvement

Now that you have solved this problem using the process, consider whether the solution can be applied to other problems. Perhaps minor modifications can make it useful in solving other problems. Just because the problem was solved does not mean it can’t come back, keep an eye out to make sure it doesn’t happen. If you did good work identifying the root of the problem early in the process, it should be easier to recognize if similar conditions that led to the initial problem are arising. Review the process and figure out what was learned.

As we stated above, this is not a one-size-fits-all problem solving process. Some problems will resist certain portions of the process and others may not require all the steps. Use your best judgment and tailor the process as necessary. It should be carried out as consistently as possible to ensure that employees understand what the process is and so that information gathered during the process is gathered in a similar fashion each time.

Conclusion

Understanding and solving problems in a human resource development professional’s capacity is a difficult task. However, if all the guesswork is removed by implementing a uniform and methodological process much of the difficulty can be removed. This is beneficial not only to the person tasked with solving the problem but also to the person presenting the problem. By presenting both parties with a problem solving process, they can both be assured that the problem has received the proper amount of attention.

From a time-management perspective, a problem solving process can streamline the process and keep people from feeling like their concerns are being disregarded. If a problem is presented and immediately addressed via the process, the person who presented the problem will be pleased that it was addressed quickly. The human resource development professional will be spared the time that it takes to come up with a unique solution. The timelines and benchmarks required in the process mean all parties can be assured of a quick solution.

If the eight-step problem solving process presented here does not seem ideal for your situation, there are plenty of other potential templates, or you can develop your own. Just remember to make sure the steps of the process can be repeated for many different situations. A good problem solving process will be easy to repeat and yield results that can be documented and reviewed.

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