4. Problem Solving (2.2)
Creating a more social interaction in the
After approximately one year in my current Human
Resources role, I was part of a team whose goal was to create more social
interaction in the office.
HR was tasked with solving the problem of workers
not interacting with eachother in a social capacity. Many employees only knew the people they
worked directly with, and there were little opportunities to mingle with people
on other teams. This was identified as a
problem by senior management.
Using the Sternberg (1994) model, we followed
steps to attempt to rectify this problem.
Problem Identification: This problem was identified for us by management.
HR then conducted surveys on employee’s perceptions of the problem, to evaluate
the scale of the issue.
Definition of problem: This was
defined prior to this exercise. As
discussed, the scale of the issue was identified at Stage. 1
Conducting a strategy for problem solving: We devised steps and efforts to
solve the issue. For example: More
Organising information about the problem: I was involved in the
Allocation of resources: We secured
funding for more social events
Monitoring problem solving: We made
efforts to make sure that social events were run smoothly
Evaluating problem solving: We
conducted further surveys to see if employee’s perceptions of social
interaction with peers had increased.
Designing and implementing a new interview format
The Deliotte office that I work in recieves large
quantities of applications each year.
This means there are large numbers of interviews.
One of the problems identified approximatley a
year ago, was the inability to give impartial and fair interviews to all
candidates. Different interviewers often
asked different questions, which resulted in candidates being marked on
I was part of a project team whose task was to
harmonise the interview format, and harmonise the ‘interview feedback forms’ in
order to increase fairness between candidates.
As I have
some experience in recruitment, I had come across this problem before in
a previous role. Therefore, I was able to use the ‘Analogical problem solving’ technique
presented by (Gick & Holyoak 1980).
They explain that ‘Analogical problem solving’ is the utilisation of
information that a person already knows, by applying it to a present problem in
order to solve it.
I correlated the similarities and the differences
between the company, the candidates and the roles respectively. I was able to come up with taylored questions
and interview styles and present them to my manager. Some of my suggestions were implemented.
The new interview format was communicated to
staff, and justified with business benefits that are similar to those presented
by CIPD (2015) (1). If I take CIPD
(2015) (1) into consideration, I believe our communication was triumphant as it
had support from senior management and was justified with the strategy of the