4. Problem Solving (2.2)Creating a more social interaction in theworkplace (2.2)After approximately one year in my current HumanResources role, I was part of a team whose goal was to create more socialinteraction in the office. HR was tasked with solving the problem of workersnot interacting with eachother in a social capacity. Many employees only knew the people theyworked directly with, and there were little opportunities to mingle with peopleon other teams. This was identified as aproblem by senior management.
Using the Sternberg (1994) model, we followedsteps to attempt to rectify this problem.1. Problem Identification: This problem was identified for us by management.HR then conducted surveys on employee’s perceptions of the problem, to evaluatethe scale of the issue.2. Definition of problem: This wasdefined prior to this exercise. Asdiscussed, the scale of the issue was identified at Stage. 13.
Conducting a strategy for problem solving: We devised steps and efforts tosolve the issue. For example: Moresocial nights.4. Organising information about the problem: I was involved in theadministration5.
Allocation of resources: We securedfunding for more social events6. Monitoring problem solving: We madeefforts to make sure that social events were run smoothly7. Evaluating problem solving: Weconducted further surveys to see if employee’s perceptions of socialinteraction with peers had increased.
Designing and implementing a new interview format(2.2)The Deliotte office that I work in recieves largequantities of applications each year. This means there are large numbers of interviews.
One of the problems identified approximatley ayear ago, was the inability to give impartial and fair interviews to allcandidates. Different interviewers oftenasked different questions, which resulted in candidates being marked ondifferent parameters.I was part of a project team whose task was toharmonise the interview format, and harmonise the ‘interview feedback forms’ inorder to increase fairness between candidates.As I have some experience in recruitment, I had come across this problem before ina previous role. Therefore, I was able to use the ‘Analogical problem solving’ techniquepresented by (Gick & Holyoak 1980). They explain that ‘Analogical problem solving’ is the utilisation ofinformation that a person already knows, by applying it to a present problem inorder to solve it.
I correlated the similarities and the differencesbetween the company, the candidates and the roles respectively. I was able to come up with taylored questionsand interview styles and present them to my manager. Some of my suggestions were implemented.The new interview format was communicated tostaff, and justified with business benefits that are similar to those presentedby CIPD (2015) (1). If I take CIPD(2015) (1) into consideration, I believe our communication was triumphant as ithad support from senior management and was justified with the strategy of thebusiness.