human resources problem solving

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

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

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

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

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

What does HR Management involve?

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

Responsibilities found under the HR umbrella might include:

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

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

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

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

Common HR problems in companies and their solutions

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

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

1. Compliance with laws and regulations

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

Key challenges that arise include:

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

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

Potential solutions to this challenge include:

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

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

2. Health and safety

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

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

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

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

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

3. Change management

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

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

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

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

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

4. Compensation management

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

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

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

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

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

5. Landing top talent

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

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

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

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

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

6. Retention

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

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

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

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

7. Monitoring productivity and performance

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

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

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

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

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

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

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

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7 Most Common HR Issues & Their Solutions

An organization’s HR department faces multiple HR tasks daily, like recruiting new employees, retaining and engaging existing ones, and providing up-to-date training and benefits—all while maintaining compliance. All this is easier said than done and HR problems commonly arise. Luckily, HR professionals have access to tools and techniques that can help solve a variety of human resources issues.

Compliance: Navigate Laws and Regulations

The Issue: The list of compliance laws and regulations is a mile long. The U.S. Department of Labor (DOL) sets standards for worker treatment under the Fair Labor Standards Act (FLSA) . Employers must pay workers at least the minimum wage for all hours worked, as well as time and a half for overtime, while keeping detailed records. Aside from the FLSA, government contractors must comply with standards set by the Office of Federal Contract Compliance Programs (OFCCP) including developing an Affirmative Action Plan (AAP) and keeping detailed records for all applicants and hires. The challenge lies in the fact that your HR team not only has to make sure they are following the rules, they have to track and updates and ensure all job postings include the required wording. If done manually, compliance can take a huge amount of time and lead to costly errors.

The Solution : The right applicant tracking software (ATS) will automate many of the hiring compliance procedures HR professionals need to follow. It should include a voluntary self-identification questionnaire for AAP reporting, track good faith recruiting efforts, store all candidate information and update all required forms like W-9s. HR software should also automatically include any EEO taglines in job postings, ensuring they’re never accidentally forgotten. Once hired, a time tracking solution will ensure your employees are always paid every dollar they’ve earned, including overtime.

Recruiting the Best Talent

The Issue: Recruiting candidates requires a lot of work including evaluating what skills and qualifications are necessary for the position, developing an accurate job description, advertising to the right candidates and sorting through applicant resumes. All this occurs before the interview stage even begins. And if you didn’t get a good pool of qualified applicants, you must start the entire process all over again.

The Solution: An ATS enables you to not only organize your recruiting tactics across multiple channels, but also helps reduce risks and stay compliant. Automating these manual processes allows recruiting and hiring managers to spend more time with top candidates and less time with paperwork. An ATS that can track and group applicants based on skills and qualifications can streamline and significantly expedite the hiring process. Adding interview questions like, “How would you handle a situation when…” or “What would you do if…” helps search out candidates with the core competencies you’re hiring for.

Employee Retention

The Issue: Losing an employee, whether by termination or resignation, can cost employers about $4,000 to hire a new employee . The costs are associated with recruiting, hiring and training a new employee plus any overtime paid to workers covering their workload. There are other hidden costs to turnover as well. Overall team morale, as well as your company culture, can suffer as well. When employees start walking out the door, or are terminated, the ones that remain can get disengaged and start looking for work elsewhere.

The Solution: Start employees off with a strong onboarding process. Only 12% of employees strongly agree their organization does a good job of onboarding . An effective onboarding process is your best tool to get employees on the job quickly and efficiently, encouraging engagement right from the start. A good onboarding process ensures employees know exactly what to expect working for your organization. It should outline job requirements, goals and company policies and procedures. A good working environment can be reinforced through additional tactics such as:

• Offering competitive pay. Research what the competition is paying so the relationship can start strong. Compensation management software automates the process by giving employees raises and bonuses based on your structure. Compensation can include pay raises, one-time cash bonuses and profit sharing.
• Scheduling social time for employees. Institute practices that allow employees to have fun at work to build camaraderie, increase productivity and inspire loyalty. Even if you’re meeting virtually, build-in time to play games or share funny stories.
• Allowing employees time to volunteer. Employees find value in employers who give back to the community and those employees are 13 times more likely to look forward to coming to work . Give employees time off to volunteer during the day.
• Holding regular performance reviews. Performance reviews that are held quarterly, semi-annually and annually give managers the ability to help employees be better at their jobs. Measuring performance lets the employee set goals, understand what’s expected of them and even offer rewards for meeting their goals. A performance management system helps simplify the process by offering DIY evaluation forms, 360-degree feedback and easy goal monitoring.

Workplace Diversity

The Issue: Your workplace lacks diversity. It only hires the same type of people with the same ideas. The problem is it could be illegal, especially if you don’t have valid reasons for rejecting candidates who are women or people of color. Racism can continue to exist as a subtle undercurrent in our society—even when the most well-meaning among us aren’t aware of it. Therefore, we can’t just coast along and assume that if we don’t do anything bad, then the problem will just go away. A lack of diversity can also stifle your company’s ability to be creative and innovative.

The Solution: Start looking in new places to find a more diverse pool of candidates. Reach out to job boards that target minorities, ask your minority employees for referrals and make prominent mention of your company’s attitude toward inclusion in your job postings. A good ATS can help widen your search by having access to a wide range of job boards. An employee referral program that is well-communicated to employees, easy to access, simple to participate in, and clear about expectations and outcomes, will help to encourage more diverse referrals. Improving workplace diversity also requires creating a company culture that more inclusive.

• Train managers and employees on diversity and inclusivity. Create an ongoing diversity group and allow anyone to join. Train the group on language or behavior that should be called out as racist or intolerant . Your managers and staff should be able to identify and address these acts on the spot.
• Include inclusion in your company initiatives . Leadership needs to push inclusiveness and equality in the workplace. As inclusion can only be measured by feeling, leadership needs to set the tone for a working environment where each individual feels safe, valued, accepted, respected and supported. Announce a zero-tolerance policy for works or actions that harass or bully others or dismiss minority points of view.

Overcoming Software Issues

The Issue: Your HR software is slow and clumsy. It doesn’t update like it should or automate the processes that slow down your HR department. HR software that is time consuming and lacks mobile capabilities will likely cause many candidates to drop off the application process without finishing. According to CareerBuilder , candidates want to finish the process in 10 minutes or less. And current employees won’t use HR software if they can’t access it on their phones or if it requires them to jump through hurdles to accomplish tasks like clocking in and out or accessing benefits. Another HR software issue to contend with is being stuck with a system that your company has quickly outgrown.

The Solution: A good applicant tracking system automates recruitment processes so you have time to plan, keep up on trends, initiate new HR programs and enhance your company’s culture. A recruiting AI assistant can even handle screening candidates and setting up interviews so you only have to deal with quality candidates. Other modular HR solutions, including onboarding, performance management and compensation management, can complete the picture by giving your employees a simplified experience that puts them in control of their personal information. Not only will employees be able to input their own data, eliminating errors, but it will save your HR department time as well.

If you don’t currently have HR software, now is the time to upgrade. Manual processes that still use paper are not only slower than digital but they’re a security and compliance risk. Your employees’ data is full of sensitive information that with a manual, unsecured process could easily get lost into the wrong hands. Plus, there are compliance issues to consider like the Affordable Care Act and government contractors that need to adhere to EEO and OFCCP guidelines . A modular system like Arcoro’s has the ability to scale with your company so you’re only appealing to your CEO and CFO once for the investment.

Training & Compliance

The Issue: Employees aren’t excited to sit through mandatory training sessions, like sexual harassment prevention training. The content isn’t engaging, so no one participates and you can’t validate that everyone has taken the training or signed off on it.

The Solution: A learning management system allows your employees to complete training whenever and wherever is convenient for them. A mobile solution gives employees the ability to complete required training, like sexual harassment prevention, and update certifications from their mobile devices or computers 24/7. Arcoro’s LMS allows companies to upload custom content so you can deliver training programs that appeal to everyone. Compliance is ensured by mandating your employees have signed off on completed sessions. Plus, maintaining OSHA compliance is second nature with approved courses and automatic updates.

Compensation & Benefits

The Issue: You’re losing employees to the competition at an alarming rate. Your HR department is too swamped with open enrollment and making updates to employees’ personal circumstances to track when an employee has met a milestone. Your benefits process is also riddled with errors due to manually inputting employee data, putting you at risk to meet deadlines and maintain compliance.

The Solution: Automate both compensation and benefits management processes with modular solutions. Arcoro’s Compensation Management module works in conjunction with Arcoro Core HR or Performance Management to manage and automate merit increases and bonuses used to reward and retain high-performing employees. When employees meet configurable benchmarks within the Performance Management module, income or bonus increases are automatically calculated and reflected in the employee’s compensation.

The Core HR module connects Compensation Management to outside payroll systems for a seamless overall compensation process. Arcoro’s Benefits Management module gives employees access to their personal information, allowing them to update and view benefits at any time. It also gives administrators, managers and employees access to crucial documents during open enrollment. Built-in compliance features not only make ACA compliance automatic but establishes rules-based eligibility, so employees only see the benefits they’re eligible for.

Human resource management is a tough job. Arcoro’s HR solutions can make it easier.

Take a free HR assessment to determine how your processes currently stack up and how Arcoro can improve them.

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How to be viewed as a problem solver in HR

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

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

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

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

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

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

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

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

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

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

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

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

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

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

WHAT TO READ NEXT

Top 18 HR Challenges in 2021

It can seem like the responsibilities of human resources teams grow by the day. They have to manage the entire employee life cycle, from attracting the best candidates to conducting exit interviews, all while building an attractive corporate culture and ensuring employee compensation and benefits are competitive.

More recent hurdles include managing a scattered workforce and the fallout around the financial challenges many organizations faced. So how can HR leaders tackle these challenges?

What Are the Most Challenging Issues Facing Human Resources Today?

The volume and nature of the challenges human resources professionals face continue to increase and change. As businesses put more of a premium on overall employee happiness and creating a better employee experience, much of the work falls on HR. Major challenges range from recruiting and hiring strong candidates, to developing leaders and building an effective corporate culture as an increasing number of employees continue to work remotely. Focusing on employees’ health and wellbeing and fostering an inclusive, diverse and equitable workplace have also become a key priority.

The Top 18 HR Challenges of Today

HR professionals can employ their experience, skills and technology to address most of these challenges to drive greater employee engagement, development, satisfaction and improved performance.

More than half of the 5,000 respondents to a 2019 survey say company culture is more important than higher pay in determining job satisfaction. Furthermore, more than 75% of people around the globe would consider a company’s culture before applying for a job. Increasingly, employees prefer to work for organizations whose culture aligns with their values.

There are many ways HR can foster a positive organizational culture. A few ideas include encouraging two-way communication between employees and management, making sure employees understand how their work contributes to the business’s objectives, having executives reach out to individuals for exemplary work, hosting company-wide volunteer days and offering fitness center stipends.

Regulatory compliance has always been critical for HR, but it’s become more complex. As more employees work remotely, maintaining data security regulations has taken on greater urgency. HR teams will need to work closely with internal IT and security teams or outside experts to complete a risk management assessment and ensure company data is still private and secure with remote access.

Additionally, ensuring compliance with overtime and other labor regulations can be more difficult when employees are not in the office. The Employment Law Guide from the Department of Labor can answer common questions and help you remain compliant. Employers whose workers have remained on the job or will be returning to the workplace need to also ensure in-office safety following natural disasters and public health crises.

HR needs to understand the regulations and send out regular communication to employees with the latest information. They may also want to conduct training sessions and develop materials to foster a culture of compliance.

Leadership Development

Only half of more than 2,800 respondents to a survey from Gartner, a global research and advisory company, said they are well-equipped to lead their organization in the future.

Human resources professionals can help address this by encouraging leaders to share responsibilities with other leaders who have complementary skill sets—what’s known as complementary leadership. Leaders who use complementary leadership enjoyed a 60% bump in their teams’ performance, Gartner reports.

Work-Life Balance

The pandemic brought far greater emphasis to employees’ work-life balance, and that won’t go away anytime soon. Nearly half of companies have now implemented flexible work schedules .

Revising your policies can help employees better manage work and their daily lives. They can include a focus on productivity rather than hours clocked and regular reviews of workloads to ensure they remain reasonable. In addition, encouraging employees to actually use their vacation time helps counter any unspoken perceptions that working long hours is expected or rewarded.

Health and Wellness

While employees’ physical health remains important, nearly two-thirds of employers are emphasizing employees’ emotional well-being, according to a benefits survey from Gallagher .

Many of the tactics that help employees balance their work and personal lives can, not surprisingly, foster physical and mental well-being as well. They include flexible working hours and the ability to work remotely, at least part of the time. For employees working on-site, offering standing desks, holding “walking meetings” and providing healthy snacks can boost wellness at a relatively low cost.

Cross-Generational Team Building

Today’s workforce often encompasses multiple generations. The upside? Organizations gain a broader range of ideas for solving problems. However, different age groups can vary in their approaches to technology, how they interact with others and their work-life balance. These differences can lead to ineffective communication and collaboration.

HR can take several steps to prevent generational miscues. One is to avoid stereotyping. Not every older employee resists technology and not every millennial is demanding of their employer. Another is using a range of communication tools, such as, email, text and calls, to reach all employees through they’re preferred channels.

Finally, teams should be structured to include employees from various age groups to foster and encourage diversity in thinking and task execution.

Change Management

Less than one in five HR managers say their workforce can change direction due to shifting needs or priorities, Gartner reports.

One common reason is outdated work design. To address this, jobs need to be designed to fit the way in which work actually happens. Cumbersome approval processes also need to be streamlined to adapt to a company’s current needs. Technology plays a central role here and can make your employees’ jobs much easier.

By working with other departments, HR can foster a culture that helps employees embrace change. Among other actions, this requires including employees in decision-making and communicating the rationale behind changes.

Training and Development

The number of skills required for any job is increasing by 10% each year, Gartner notes. Human resources can work with others in their organization to identify skills gaps and help employees develop the skills needed for current and future roles.

One trend is upskilling, or improving current employees’ skill sets, so they can assume different roles. Upskilling enables organizations to meet evolving needs while also keeping current employees engaged. And, the proliferation of quality online courses allows for cost-effective training.

Compensation

Given recent economic instability and uncertainty, it’s no surprise that compensation has come into focus lately. Roughly 43% of organizations planned salary freezes for managers and executives, while 42% planned freezes for non-management workers, per Gallagher.

While most workers have some understanding of their employers’ financial situation, HR professionals can find other ways to motivate workers in the absence of salary increases. They can accommodate requests for flexibility and remote work, offer training and provide development opportunities.

Also, expect to see a greater focus on initiatives to close gaps in compensation between employees of different genders or races, as well as greater use of variable pay tied to performance.

Organizations continue to do all they can to ensure the benefits they offer are helping employees, while remaining cost-effective for the business.

Nearly 60% of employers are considering tools that can help reduce health care costs, according to one human resources consulting firm. These include telemedicine (44%), chronic condition management (29%) and prescription drug management (24%).

Recruitment

As companies eye continued growth, an effective recruiting strategy is imperative. One step is meeting potential candidates where they are. This requires recruiting using multiple social media and job posting sites and holding remote interviews via video conferencing applications.

HR teams also need to present a consistent and compelling message. A range of communication tools, including a quality human resource management system (HRMS) , scan help. An HRMS can automatically post your open positions to job boards, manage resumes and track applicants.

Staffers are spending less time at companies than ever before. At any time, nearly three-quarters of employees are open to new opportunities , and about one-third are actively looking.

To improve employee retention, most organizations need to boost employee engagement. The top drivers are typically opportunities for learning and development, a clear link between employees’ work and the company’s strategic objectives and recognition for exceptional work. All of these can be accomplished at a modest cost.

Data Security

Nearly 91% of organizations have experienced at least one damaging cyberattack over the past two years , and almost 60% had two or more. Those attacks could compromise HR records with sensitive personal information about employees.

To reduce the risks and costs of cyberattacks, organizations need to identify the operations and assets most vulnerable to attacks, and focus on making them more secure. The HR team might also work with IT to develop clear data security standards and rules, and could lead a training about how these standards affect employees and the importance of them.

An HRMS or Human Capital Management (HCM) solution can boost cybersecurity by limiting access to those in certain roles and requiring two-factor authentication.

Diversity, Equity and Inclusion

Approximately 90% of organizations have a diversity recruiting strategy for the college class of 2021. Most will focus their initiatives on hiring African-Americans, Hispanic-Americans and women. These organizations understand that diversity and inclusion aren’t simply feel-good initiatives, but help boost organizational performance.

Companies in the top quartile for racial and ethnic diversity are 35% more likely to have above-average financial performance compared to industry peers, according to consulting firm McKinsey. Diverse firms more closely represent the changing population. And, a mix of diverse employees can draw from a wider range of experiences, leading to more informed decision-making.

To boost diversity and inclusion, organizations should communicate to current employees the importance and benefits of any diversity initiatives and focus on diversity in the recruiting process, among other steps.

Employee Experience

A positive employee experience—which refers to the employee’s perspective of his or her interactions with the organization—can drive engagement. Higher engagement can boost productivity, sales and other performance metrics.

Organizations can improve the employee experience by soliciting and listening to feedback and investing in employees’ career development. A strong culture goes a long way toward improving the employee experience, as well.

Organizations with more mature onboarding processes see improved new hire engagement and retention, among other benefits.

A few steps can help employees feel welcome and prepared, even when they onboard virtually. One is simply welcoming them with a personalized message. Another is ensuring they have the proper equipment and technology to perform their jobs effectively. Finally, company schwag, such as a company sweatshirt or water bottle, can help new employees feel like they’re part of the team, even when they’re working remotely. HR software can also help you organize and improve the employee onboarding process.

Managing Remote Workers

Thirty-five percent of organizations will have at least half their workforce continue to work remotely after many employees started working from home in 2020.

While many employees are productive remotely, it does bring new challenges. The lack of face-to-face interaction can lead to misunderstandings. Employees may spend more time hunting for information that previously was easily accessible.

But HR teams can take several steps to help manage remote workers . These include scheduling regular check-ins in with employees and using multiple communication methods, such as email, real-time or instant messaging, phone and video, for meetings. Additionally, leaders who communicate a belief that the organization and its employees will get through difficult times together can help calm fears and instill confidence.

Measuring HR Effectiveness

HR professionals especially need to ensure they’re adding value to the organization, and one way they can do that is by tracking key workforce trends and KPIs.

A starting point is monitoring HR metrics like absenteeism, recruiting conversion rate, employee turnover and employee satisfaction. HR departments need to establish the KPIs that are best suited to their business, gather those metrics and compare them against industry benchmarks and the company’s past performance.

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Overcoming HR Challenges With Software

As human resource professionals strive to meet the challenges confronting them, technology can support their efforts. Human resources software can help engage candidates and employees, safeguard data and systems and develop leaders. It can also streamline employee onboarding and help monitor and excel employee performance management. Ultimately, software can mitigate many of the issues HR leaders face and give them a more powerful voice within the business.

By leveraging their experience, skills, and technology, HR professionals can meet the challenges that linger ahead. In doing so, they can drive greater employee engagement, development, satisfaction and improved performance.

Human Resources

What Is Human Resources (HR)? Functions, Goals and Responsibilities

Human resources (HR) management is a business concept built on the assumption that employees are valuable assets. The concept further assumes that if those assets, or resources, are carefully selected and effectively…

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How to Solve Problems

• Laura Amico

To bring the best ideas forward, teams must build psychological safety.

Teams today aren’t just asked to execute tasks: They’re called upon to solve problems. You’d think that many brains working together would mean better solutions, but the reality is that too often problem-solving teams fall victim to inefficiency, conflict, and cautious conclusions. The two charts below will help your team think about how to collaborate better and come up with the best solutions for the thorniest challenges.

• Laura Amico is a former senior editor at Harvard Business Review.

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How to Conduct a Problem-Solving Session with Human Resources?

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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Problem Solving

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

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

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

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• Solving Workplace Problems

Harvard offers a wide range of problem-solving resources to help you deal with a variety of workplace situations. These resources provide both formal avenues for addressing issues and more informal opportunities to get information or find a person with whom you can speak confidentially.

Most workplace problems can be addressed within your own unit by working with your manager and/or local HR office. Union employees may seek advice from their union representative. If local efforts to resolve workplace issues fail, the collective bargaining agreement  for each employee group outlines formal problem-solving processes. Nonunion staff will find the formal problem-solving process in the University's Personnel Manual .

Directory of problem-solvers

Harvard university anonymous reporting hotline.

The University Anonymous Reporting Hotline allows Harvard employees to anonymously report violations of ethics, integrity, compliance issues or other irregular business practices. To allow for anonymity, when you call the hotline you will speak with a third-party representative who will report your question or concern to University management for review and follow-up. You are also able to report concerns via a secure third-party website. Whether you call or make a report via the web, you will be provided with a report number to allow you to obtain updates or to provide additional information without revealing your identity. Call 877-694-2275 or go to www.integrity-helpline.com/HarvardUniversity.jsp for more information.

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In most cases, if you are experiencing a problem at work that you can’t resolve with your manager/supervisor, you can consult your school/department office of human resources. Professionals there can advise you, explain University and department policies, answer questions about rights and responsibilities, and help resolve conflicts. They can also refer you to other helpful services.

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Harvard's Employee Assistance Program (EAP)

The professionals at Harvard's Employee Assistance Program provide free and confidential support to all faculty, staff and their household members and help find solutions for a wide range of workplace or personal issues.

Harvard’s Employee Assistance Program (EAP) Available 24 hours a day, seven days a week.

Labor and Employee Relations

Labor and Employee Relations  negotiates and administers the University’s collective bargaining agreements and provides advice, counsel and training to HR officers, supervisors and staff members on a range of employment-related issues.

Labor and Employee Relations 124 Mt. Auburn Street Suite 480 South Cambridge, MA 02138 Phone: 617-495-2786

University Disability Resources

Harvard University Disability Resources serves faculty, staff and students dealing with disability issues on campus and in the workplace. Your local HR office can connect you with these services.

The office ensures access for all persons with disabilities, serves as a resource for information and problem solving on disability issues, and raises awareness in the Harvard community.

University Disability Resources staff provide assistance to employees, departments, HR offices and union representatives with disability issues, such as transitioning back to work after disability, reasonable accommodations and adherence to the ADA, and education on the prevention of workplace injuries.

You can learn more about these services on the office's website. Harvard University Disability Resources Richard A. and Susan F. Smith Campus Center, Suite 900. | 617-495-1859 | TTY: 617-496-0466 | Fax: 617-495-8520 | [email protected]

Harvard Ombuds Office

The Harvard Ombuds Office is a confidential and independent resource open to anyone from the Harvard community. A discussion with an impartial Ombuds can help a visitor voice concerns, clarify goals and consider options so they can make their own best decisions about next steps. Any issue affecting one’s work or studies may be brought to an Ombuds. Services include coaching for difficult conversations, facilitation of individual or group conversations, education regarding policies, procedures and resources, connecting to resources when requested, and providing upward feedback to leadership about systemic trends and concerns. Training is also available upon request. The Harvard Ombuds Office is now one office with two locations serving Cambridge and Longwood . Appointments are available in person and virtually.

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The University has designated grievance procedures designed to provide prompt and equitable methods of investigation and resolution to stop discrimination, remedy and harm, and prevent its reoccurrence.

The Office for Dispute Resolution (“ODR”) has been charged with implementing the procedures for students, staff, and in some cases, faculty, pursuant to the University-wide Sexual and Gender-Based Harassment Policy. You can find information about the policy, resources and procedures for filing a complaint by visiting the office's website .

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Step 1: Define the problem

Reach an agreement on exactly what the problem is; describe it in specific terms.

Step 2: List alternatives

Brainstorm a list of all ideas, even if you think they might not be very good ones. Try to generate as many options as possible. At this point, do not discuss the merits of each alternative.

Step 3: Review the alternatives

Discuss the advantages and disadvantages of each alternative. Expand on the most promising options.

Step 4: Choose the best alternative (or combination of alternatives)

Step 5: implement the solution.

Plan specific steps for implementing the solution, with goals and follow-up dates for review and evaluation.

Step 6: Review progress

At the agreed upon times, review how well the solution was implemented and whether or not additional problem-solving efforts should be made. Don't forget to praise efforts toward improvement.

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8-step problem solving process, organizational effectiveness.

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Step 1: Define the Problem

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

Step 2: Clarify the Problem

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

Step 3: Define the Goals

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

Step 4: Identify Root Cause of the Problem

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

Step 5: Develop Action Plan

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

Step 6: Execute Action Plan

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

Step 7: Evaluate the Results

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

Step 8: Continuously Improve

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

How Managers Can Improve Team Problem-Solving

Teaching good problem-solving means learning from previous solutions..

Posted March 28, 2024 | Reviewed by Ray Parker

• What Is a Career
• Find a career counselor near me
• We can access vast information online, but critical thinking skills are still essential.
• The key to improving team problem-solving is providing reliable resources you trust.
• Build a library of problem-solving resources, including creating step-by-step instructions and checklists.

By now, it is a hackneyed truth about today’s world that we all have endless amounts of information at our fingertips, available instantly, all the time. We have multiple competing answers to any question on any subject—more answers than an entire team, let alone an individual, could possibly master in a lifetime. The not quite as obvious punchline is this: There has been a radical change in how much information a person needs to keep inside their head versus accessible through their fingertips.

Nobody should be so short-sighted or so old-fashioned as to write off the power of being able to fill knowledge gaps on demand. Yet this phenomenon is often attributed to a growing critical thinking skills gap experienced in many organizations today.

Many people today are simply not in the habit of really thinking on their feet. Without a lot of experience puzzling through problems, it should be no surprise that so many people are often puzzled when they encounter unanticipated problems.

Here’s the thing: Nine out of ten times, you don’t need to make important decisions on the basis of your own judgment at the moment. You are much better off if you can rely on the accumulated experience of the organization in which you are working, much like we rely on the accumulated information available online.

The key is ensuring that your direct reports are pulling from sources of information and experience they and the organization can trust.

The first step to teaching anybody the basics of problem-solving is to anticipate the most common recurring problems and prepare with ready-made solutions. It may seem counterintuitive, but problem-solving skills aren’t built by reinventing the wheel: From learning and implementing ready-made solutions, employees will learn a lot about the anatomy of a good solution. This will put them in a much better position to improvise when they encounter a truly unanticipated problem.

The trick is to capture best practices, turn them into standard operating procedures, and deploy them to your team for use as job aids. This can be as simple as an “if, then” checklist:

• If A happens, then do B.
• If C happens, then do D.
• If E happens, then do F.

Here are seven tips to help you build a library of problem-solving resources for your team:

1. Break things down and write them out. Start with what you know. Break down the task or project into a list of step-by-step instructions, incorporating any resources or job aids you currently use. Then, take each step further by breaking it down into a series of concrete actions. Get as granular as you possibly can—maybe even go overboard a little. It will always be easier to remove unnecessary steps from your checklist than to add in necessary steps later.

2. Follow your instructions as if you were a newbie. Once you have a detailed, step-by-step outline, try using it as though you were totally new to the task or project. Follow the instructions exactly as you have written them: Avoid subconsciously filling in any gaps with your own expertise. Don't assume that anything goes without saying, especially if the task or project is especially technical or complex. As you follow your instructions, make corrections and additions as you go. Don't make the mistake of assuming you will remember to make necessary corrections or additions later.

3. Make final edits. Follow your updated and improved instructions one final time. Make any further corrections or additions as necessary. Include as many details as possible for and between each step.

4. Turn it into a checklist. Now, it's time to translate your instructions into a checklist format. Checklists are primarily tools of mindfulness : They slow us down and focus us on the present actions under our control. Consider whether the checklist will be more helpful if it is phrased in past or present tense. Who will be using the checklist? What information do they need to know? How much of the checklist can be understood at a glance?

5. Get outside input. Ask someone to try and use your checklist to see if it works for them. Get their feedback about what was clear, what was unclear, and why it was clear or unclear. Ask about any questions they had that weren't answered by the checklist. Solicit other suggestions, thoughts, or improvements you may not have considered. Incorporate their input and then repeat the process with another tester.

6. Use your checklist. Don't simply create your checklist for others and then abandon it. Use it in your own work going forward, and treat it as a living document. Make clarifying notes, additions, and improvements as the work naturally changes over time. Remember, checklists are tools of mindfulness. Use them to tune in to the work you already do and identify opportunities for growth and improvement.

7. Establish a system for saving drafts, templates, and examples of work that can be shared with others . Of course, checklists are just one type of shareable job aid. Sharing examples of your previous work or another team member is another useful way to help someone jumpstart a new task or project. This can be anything from final products to drafts, sketches, templates, or even videos.

Bruce Tulgan, JD, is the founder and CEO of RainmakerThinking and the author of The Art of Being Indispensable at Work.

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Troubleshooters.Com and Steve Litt's HR Tips Present

Problem solving, introduction, who's this steve litt guy, the most general problem solving process, universal troubleshooting process, theory of constraints, root cause analysis, method of kepner and tregoe, cars and tanks, deciding on training.

• Conflict resolution problems
• Legal problems
• Money problems
• Math problems
• Science problems
• Mechanical/electrical/computer problems (Technical troubleshooting)
• Sales problems
• Personal problems
• Factory throughput problems
• Business decision problems
• Analyze the problem state
• Analyze the solved state
• Analyze how to make the transition
• What don't I like about the current situation?
• What would I like the situation to be instead?
• How can I go from what is to what I want?
• The bottleneck is that component or subsystem that constrains the throughput of the entire system.
• Speed up the bottleneck and you speed up the system.
• Offload work from the bottleneck and you speed up the system.
• Speeding up a non-bottleneck does not speed up the system.
• Slowing a non-bottleneck doesn't slow the system, unless you slow the non-bottleneck to an extent that it becomes a bottleneck.
• The bottleneck is not necessarily bad. It can be used to you control the throughput of the system. The gas pedal on your car is an intentional bottleneck to control the speed of your car.
• Bottlenecks leave clues. On the factory floor, the bottleneck machine will probably have a large pile of work, to be processed, in front of it. Machines, downstream from the bottleneck, that use parts from the bottleneck machine, will be starved for incoming work.
• The sales department can be the bottleneck.
• It is impossible to run the factory at 100% capacity, and if you try, the factory's overall productivity slows to a crawl.
• Significant event occurs
• Problem definition and initial data collection
• Task analysis
• Change analysis
• Control barrier analysis
• Begin the event causal factor chart
• Conduct interviews
• Determine root causes
• Recommend corrective actions
• Report conclusions
• Analyze the transition
• Analyze how to prevent future problems and find future opportunities
• Where is the problem occurring, and where is it definitely not?
• When did it start occurring, and when did it definitely not?
• Who has this problem, and who definitely does not?

By Steve Litt, reprinted with permission from the December 2000 Troubleshooting Professional Magazine .

Imagine driving to work in a M1A1 Main Battle Tank, also called an Abrams tank. It has tracks instead of wheels, and it can go absolutely anywhere. It can roll over obstacles 42 inches high. It can cross trenches 9 feet wide. It can go up a 60 degree slope. And due to its almost impenetrable armor, its 120mm main gun, and three auxiliary machine guns, it can traverse the most hostile environments. An M1A1 main battle tank can go almost anywhere on land, including the freeway. So why use a car to go to work, when cars accommodate only a small subset of terrains?

One reason is that the M1A1 gets less than 1 mile per gallon of gas. Working only 10 miles from home, you'd pay $300/week in fuel alone. On those rare occasions when the freeway travels full speed, the M1A1's 45 mph maximum speed is a liability. At a length of 32 feet, one inch, a height of 9.5 feet, and a width of 9.5 feet, parking is a problem.

There's no doubt the M1A1 can get you to work. But your friends driving Ford Focuses get there faster, cheaper and more conveniently. Yes, the M1A1 can go anywhere, but that ability is costly indeed.

Reminds me of companies selling general problem solving training to those requiring electronic, mechanical or computer Troubleshooting.

Mechanical, electronic and computer troubleshooting is a subset of problem solving. Machines and automated systems are well defined systems . By that I mean they have a documented and well defined state and behavior. Fixing them requires only returning them to their as-designed state and behavior . You needn't analyze the solved state, with its heavy design and creative thinking requirements. You needn't ask how you want the machine to perform after repair -- you already know that. It must perform as designed. You needn't ask if there's some better way you can do it. All that's necessary is to get it back to its as-designed state and behavior.

Some training vendors are all too happy to sell you a generic problem solving course for your technical people to use on machine/computer/software problems. Such generic problem solving methodologies contain several time consuming steps necessary only to design the solved state (which degenerates into the as designed state and behavior for machine, computer and software problems). The vendor might justify this by mentioning that the generic problem solving methodology can solve all problems, including those of machines, computers and software. They're telling the truth, and it's about as practical as trading in your car for an Abrams tank.

If you want to win, you go to war in a tank and the office in a car. If you want to win, you fix fuzzily defined problems with a generic problem solving methodology, and technical problems with a Troubleshooting Process optimized for technical problems. If a person solves both types of problems, train him in both methodologies.

So the question you need to ask is this: How would it affect my business if my competitors used more optimized Troubleshooting methodologies than my company?

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Newly-Launched Jurisprudence Database of the Inter-American Court of Human Rights

At the beginning of this year, in January 2024, the Inter-American Court of Human Rights (IACtHR) based in San José, Costa Rica launched its first ever AI-powered case law database.This free legal source aims to provide an easy to use access to the regional court’s jurisprudence and important information regarding its procedure and composition. Recently, I had the tremendous opportunity to interview the Court’s Head Librarian, Ana Rita Ramírez and get more information regarding the process of producing this database and its future growth.

[Screenshot of the Database main page. Click image to see the larger picture.]

What was the journey to carry out this project?

This project represented an ongoing commitment by the Inter-American Court with civil society, academia, and various actors committed to the promotion and protection of human rights in the region and internationally. The jurisprudence of the IACHR constitutes an invaluable source of precedents and legal decisions related to human rights in the Inter-American region.

In the past, several initiatives have been promoted to develop a robust search engine that would offer relevant and specific search results within the vast knowledge of human rights contained in the jurisprudence of the Inter-American Court. However, high economic costs and limited human resources always posed a significant obstacle, given that such resources were not available. Faced with this need, other organizations undertook efforts to include the Court’s jurisprudence in their respective search engines, providing viable alternatives for users.

In August 2021, the Court’s Library team presented a proposal to the Court’s Secretariat to initiate the analysis and systematization of the information contained in the jurisprudence, in order to create an innovative database hosted on a robust platform that could offer an efficient search engine. This search engine would be equipped with machine learning algorithms, capable of self-feeding according to usage, and would be complemented by exhaustive information analysis. Additionally, we would use thesauri and metadata to identify descriptors and ensure that search results were more effective and reliable.

Thanks to the support of the Kingdom of Sweden, the 6 library professionals of the Inter-American Court formally began work in November 2021, in a platform hosted by Vlex.

How long did this process take?

As mentioned earlier, it has been two years since we started until the actual launch. However, this is a continuous and sustained work, which requires a constant editorial process of systematization and analysis of information, using descriptors and metadata. Additionally, we must consider the continuous improvement of our database.

The main objective of the Project is to guarantee its long-term sustainability and enrich the database with other elements that strengthen its utility as a high-level research resource, capable of meeting the needs of all users. This implies not only the inclusion of more relevant information but also the implementation of new tools and functionalities that improve the search and analysis experience of users.

To achieve this goal, it is essential to maintain a proactive approach in the constant updating and enrichment of the database, as well as in adapting to the changing needs of users and technological advances. Additionally, it is important to encourage collaboration and feedback with the community to ensure that the database evolves according to their needs and expectations.

The jurisprudence database seeks not only to establish itself as a solid resource in the present but also as a tool in constant evolution that continues to be relevant and useful over time.

Who was involved in this process?

This achievement is the result of a collaborative and multidisciplinary effort involving the entire Court, supported by the Secretariat, available financial resources, international cooperation, and technological support. Especially noteworthy is the work of the team made up of librarian professionals from the IACHR, who have played a fundamental role in the design, development, and maintenance of the database. Additionally, we have benefited from the valuable contribution of interns and law students who have contributed during their community service periods. This teamwork and collaborative approach have been key to achieving this significant milestone.

It is essential to highlight the importance of feedback and validation from the legal team of the IACtHR to enrich the database. This feedback allows us to identify areas for improvement and new elements that can strengthen the resource, thus ensuring that it continuously meets the needs and expectations of users. Through this collaboration and constant communication, we can guarantee the relevance and usefulness of the project over time.

What was the initial purpose and audience for this project?

From the beginning, we set for ourselves extremely ambitious objectives. Our vision was to create a jurisprudence database hosted on a robust platform that would provide highly relevant and accurate search results on specific topics.

This database would be designed to index content deeply within each resolution, providing access to resources that might go unnoticed in general search engines. Additionally, we were clear that the database should have distinctive features:

• Personalization of results: Adapting search results according to user preferences and the context of the search.
• Intuitive interfaces and navigation tools that simplify search and access to information, thus improving the user experience.
• Allowing users to refine their searches using filters and specific categories to find desired information more efficiently and accurately.
• Identifying and highlighting high-quality and relevant content within a specific topic, to help users discover valuable resources quickly and easily.

By staying true to these objectives and characteristics, we were confident that our jurisprudence database would become an indispensable tool for legal professionals, academics, and all civil society involved in the promotion and protection of human rights.

What problems does this resource solve?

Before the creation of this database, accessing the jurisprudence of the IACtHR could be difficult and limited, especially for those who were not familiar with international legal procedures or did not have access to specialized legal libraries. However, this new database provides easy and open access to the judicial decisions of the IACtHR, facilitating research and study in the field of human rights in the inter-American region.

The large amount of jurisprudence produced by the IACtHR can make it difficult for users to find the specific information they are looking for. Therefore, this database is designed to provide relevant and accurate search results, allowing users to quickly find the judicial decisions relevant to their needs and interests.

Additionally, the new database offers customization features that allow users to adjust their searches according to their specific needs and preferences. This provides a more efficient and satisfying search experience, thus improving the usability and usefulness of the platform for a wide range of users.

Why limit it to just Spanish? Are there plans to offer it in other languages in the future?

The interface of the database is available in the four official languages of the IACHR: Spanish, English, French, and Portuguese. However, the content of the jurisprudence is presented in the language in which it was officially published. Despite this limitation, the Court is making significant efforts to translate judgments and advisory opinions into English and Portuguese in order to improve access and understanding of jurisprudence for a broader audience.

What were the challenges in creating it?

To develop and create the database of jurisprudence of the Inter-American Court, the following challenges were identified that required a comprehensive approach.

Firstly, there was the challenge of securing the necessary financial support and ensuring the sustainability of a robust database that met the expectations and needs for which it was created. This involved not only obtaining initial funding but also establishing a plan to maintain operability in the long term.

Another aspect was having trained and professional staff capable of analyzing and describing information accurately and exhaustively, with knowledge of the jurisprudence of the Inter-American Court.

The systematization of jurisprudence also represented a significant challenge. The database needed to be organized in a way that was easy to navigate and search, which required the development of a categorization and labeling system that reflected the structure of each type of resolution and its respective linkages. This would establish connections between related cases, facilitating comparative analysis and contextualization of the precedents established by the Inter-American Court.

Additionally, it was essential to have knowledge of basic documents on human rights and relevant international instruments.

What are the next steps or plans to make it grow?

For the future development of our jurisprudence database, a series of plans and improvements can be considered to optimize its functionality and usefulness:

• New search and filter functions: Implementing new advanced search functions that allow users to find cases more accurately, additional filters could be added to refine search results.
• Improvements in organization and categorization: Continuing to improve the organization and categorization of jurisprudence to facilitate navigation and access to information. This could involve creating new tags or thematic categories to classify cases more precisely and in detail.
• Incorporation of new documents: Expanding the database to include new types of documents, primary writings.
• Collaboration and community functions: Implementing tools that encourage collaboration and participation from the community linked to the promotion and protection of human rights in the development and maintenance of the database.
• Accessibility and usability improvements: Continuing to improve the accessibility and usability of the platform to ensure it is easy to use for a wide range of users, including lawyers, academics, students, and human rights activists.

In summary, the future of the jurisprudence database could include a series of improvements and new features aimed at making legal information more accessible, understandable, and useful for a variety of users.

This is the link to the database: https://jurisprudencia.corteidh.or.cr/

Thank you for sharing this valuable database. In 2003, I worked at the Canadian Embassy under Ambassador to the OAS Paul Durand (RIP). During my time in DC, I had the pleasure of working on many projects at the OAS. I was very impressed with Dr. Elizabeth Spehar and all the work being done to strengthen conflict prevention initiatives and gender equality within the region. One of the reasons that I went to law school is that I was able to see the invaluable legal work done at the OAS. This experience shaped my view of lawyers. Keep up the good work!

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Title: chatglm-math: improving math problem-solving in large language models with a self-critique pipeline.

Abstract: Large language models (LLMs) have shown excellent mastering of human language, but still struggle in real-world applications that require mathematical problem-solving. While many strategies and datasets to enhance LLMs' mathematics are developed, it remains a challenge to simultaneously maintain and improve both language and mathematical capabilities in deployed LLM this http URL this work, we tailor the Self-Critique pipeline, which addresses the challenge in the feedback learning stage of LLM alignment. We first train a general Math-Critique model from the LLM itself to provide feedback signals. Then, we sequentially employ rejective fine-tuning and direct preference optimization over the LLM's own generations for data collection. Based on ChatGLM3-32B, we conduct a series of experiments on both academic and our newly created challenging dataset, MathUserEval. Results show that our pipeline significantly enhances the LLM's mathematical problem-solving while still improving its language ability, outperforming LLMs that could be two times larger. Related techniques have been deployed to ChatGLM\footnote{\url{ this https URL }}, an online serving LLM. Related evaluation dataset and scripts are released at \url{ this https URL }.

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

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• 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.

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