As an engineering manager, you need to assess the problem-solving skills of your team members regularly. Problem-solving skills are essential for engineers, as they have to deal with complex, ambiguous, and uncertain situations. How can you evaluate how well your engineers approach and solve problems? Here are some tips to help you.
The first step in problem-solving is to define the problem clearly and accurately. You can evaluate how your engineers do this by asking them to explain the problem in their own words, identify the root cause, and specify the desired outcome. You can also check how they frame the problem, whether they use data and evidence, and how they scope and prioritize the problem.
Evaluation Criteria: Assess how effectively team members identify and articulate problems. This includes their ability to recognize underlying issues versus surface-level symptoms.Review documentation or meeting notes where problems are defined. Conduct interviews or surveys to gauge individual understanding of the problems faced.
The next step is to generate possible solutions to the problem. You can evaluate how your engineers do this by asking them to brainstorm and list all the options they can think of, without filtering or judging them. You can also check how they use creativity, logic, and critical thinking, and how they consider the feasibility, impact, and trade-offs of each solution.
Evaluate the creativity, feasibility, and diversity of solutions proposed by the team. Consider their approach to brainstorming and how they leverage collective knowledge. Organize brainstorming sessions and encourage the documentation of all proposed solutions. Analyze the range and viability of these solutions.
Assess engineers' problem-solving skills by leading brainstorming sessions to generate solutions without early judgment. Watch their creativity and logic in action. Evaluate their ability to weigh each solution's feasibility and potential trade-offs. This approach reveals both their analytical abilities and innovative thinking.
The third step is to choose the best solution to the problem. You can evaluate how your engineers do this by asking them to explain the criteria and process they use to select a solution, and how they compare and contrast the alternatives. You can also check how they use data and evidence, how they handle uncertainty and risk, and how they align the solution with the goals and values of the project.
The fourth step is to implement the chosen solution to the problem. You can evaluate how your engineers do this by asking them to describe the steps and actions they take to execute the solution, and how they communicate and collaborate with others. You can also check how they use project management tools and techniques, how they test and validate the solution, and how they handle challenges and changes.
The fifth step is to evaluate the outcome of the solution and learn from the experience. You can evaluate how your engineers do this by asking them to measure and report the results of the solution, and how they compare them with the expected outcome. You can also check how they use feedback and reflection, how they identify and address gaps and errors, and how they document and share the lessons learned.
The final step is to improve the problem-solving skills of your engineers continuously. You can evaluate how your engineers do this by asking them to set goals and action plans for their skill development, and how they seek and use learning opportunities and resources. You can also check how they use self-assessment and peer review, how they solicit and accept constructive feedback, and how they demonstrate growth and progress.
One thing that I'd look out for, that sets aside excellent problem solvers from the pack, is the rigor placed on actually understanding the problem. Or in layman's parlance, getting the question(s) set up correctly. Many methods exist, such as Ishikawa's Fishbone Diagram, 8D methodology, and my personal favorite, the multi-branched Causal Diagram. Whatever tool or method, this setup is crucial. Once this is done well, it is far more likely to see where Countermeasures can affect the problem at some level. Ideally as close to the root cause(s), but we'd have Options that commensurate with financial, schedule and physical constraints, among others.
Evaluating problem-solving skills within your team of engineers is crucial for ensuring efficiency and innovation. One thing which is very important to me is their approach. Do they break down the complex problem into manageable steps and are they resourceful in seeking solutions and resolutions? Secondly, assess their adaptability. Do they remain calm under pressure, adjusting strategies and approach when needed? Thirdly, I also observe closely their collaboration skills. Are they open to feedback and willing to work with others to find the best solution? Or are they working in the cave by themselves trying to figure out the solutions.
The key to problem-solving is NOT the level of technical skills; it's the ability to embrace the unknown. I have seen senior engineers stumble when going outside their area of expertise; possibly afraid to show that they don't know. Conversely I have seen junior engineers solve complex problems with resilience and iterative experimentation. Problem-solving starts with accepting that you don't know - but not letting that stop you. I'm not sure having a formal "problem solving framework" will help evaluate this skill in your team. I would recommend: 1. observing what happens when you assign them a problem outside of their normal area of work 2. giving them a safe space to experiment and see who goes beyond the status quo
When asking engineers to define the problem and solve them, you should not forget that each individual has their own way of communicating. I've seen partners who expect everyone to "think out aloud" and "explain their thought process while solving it"; The truth is there might be some people who are better off having a few hours to ruminate on the problem rather than doing it impromptu. Some others are also better at organizing their thoughts through writing so asking them to explain it in words on the spot might not be an action that respects diversity and equity. While communication is definitely an important skills for engineers especially at the leadership level, "on-the-spot" communication is not and you can have others support you.