登录查看更多内容

How do you develop employee problem-solving and decision-making competencies through training or coaching?

由人工智能和领英社区提供技术支持

Problem-solving and decision-making are essential competencies for employees in any organization. They enable them to handle challenges, innovate, and collaborate effectively. However, these skills are not innate or fixed; they can be developed and improved through training or coaching. Here are some tips on how you can facilitate employee problem-solving and decision-making competencies through training or coaching.

此文章中的业界达人

由社区从 4 条内容中精选。了解更多

Bryan Howard

I help businesses solve people problems.
Melina Gillies, CHRL, CPHR, SHRM-SCP

People-First CHRO, Speaker, CX, Culture & GenAI at Work

1 Identify the gaps

Before you design or deliver any training or coaching program, you need to assess the current level and needs of your employees. You can use various methods, such as surveys, interviews, observations, or performance reviews, to identify the gaps in their problem-solving and decision-making skills. For example, you can ask them to rate their confidence, frequency, and effectiveness in applying these skills in their work. You can also ask them to describe the types of problems they encounter, the strategies they use, and the outcomes they achieve.

添加您的观点

2 Provide frameworks and tools

One way to help your employees develop their problem-solving and decision-making competencies is to provide them with frameworks and tools that can guide their thinking and action. For example, you can introduce them to the problem-solving cycle, which consists of four steps: define the problem, generate alternatives, evaluate and select the best option, and implement and monitor the solution. You can also teach them how to use tools such as SWOT analysis, decision matrix, or fishbone diagram, to analyze problems and make decisions more systematically and objectively.

添加您的观点

3 Use scenarios and simulations

Another way to enhance your employees' problem-solving and decision-making competencies is to use scenarios and simulations that mimic real-life situations and challenges. You can design or select scenarios and simulations that are relevant, realistic, and engaging for your employees, and that require them to apply their skills in a dynamic and interactive way. For example, you can use case studies, role plays, games, or virtual reality, to present them with problems and decisions that they have to solve or make individually or in teams.

添加您的观点

Bryan Howard

I help businesses solve people problems.
举报内容
I need to add one, important word to this section heading - Use "Realistic" Scenarios and Simulations. And be honest with yourself about where your company is on the journey of considering bad decisions a learning experience. Don't use off-the-shelf scenarios unless they're an exact match for your business. Take the time to document actual scenarios, use those scenarios in a simulated environment (including appropriate stessors), and then record the decisions. Don't stop there. Simulate the post-decision aftermath too, whether success or failure. What will it be like if they make a great decision? What will it really be like if they make a horrible decision? If you want true learning transfer, be transparent about the whole process.

已翻译

赞

4 Give feedback and support

Feedback and support are crucial for your employees' learning and improvement. You should give them constructive and timely feedback on their problem-solving and decision-making performance, highlighting their strengths and areas for development. You should also provide them with support and resources that can help them overcome difficulties, learn from mistakes, and celebrate successes. For example, you can offer them coaching sessions, mentoring, peer feedback, online courses, or books, to reinforce their skills and confidence.

添加您的观点

Bryan Howard

I help businesses solve people problems.
举报内容
Context is key. When I provide feedback or coaching on decision-making, I make sure it isn't generic. I ask a lot of questions so I can put myself in the shoes of the employee at the exact moment they made the decision. I've found that if I don't respect context, most employees will tune me out as soon as my advice deviates even slightly from the situation they encountered. With context, they engage, and even ask questions.

已翻译

赞
Melina Gillies, CHRL, CPHR, SHRM-SCP

People-First CHRO, Speaker, CX, Culture & GenAI at Work
举报内容
One pitfall leaders tend to make is to confuse feedback and support with providing answers. The best thing a leader can do is to ask good questions: "What do you know to be true about x?" "What's one possible solution?" (followed by, "Walk me through that solution.") or, "Where do you feel you have blind spots, or need more information?" are good ones to begin with. Even asking how they have approached similar problems in the past will allow someone to tap into ideas which are already there but might need refining or to be brought to the surface. No matter what you ask, make sure your last question is a variation of "What do you need from me to be successful?" and be prepared to be an active resource to remove roadblocks where required.

已翻译

赞

5 Encourage reflection and transfer

Finally, you should encourage your employees to reflect on their problem-solving and decision-making experiences and outcomes, and to transfer their skills to new situations and contexts. You can ask them to keep a learning journal, where they can record their thoughts, feelings, actions, and results, and to identify what they learned, what they did well, and what they can improve. You can also ask them to share their insights and best practices with others, and to seek opportunities to apply their skills in different projects, tasks, or roles.

添加您的观点

6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

添加您的观点

Rachita Srivastava, SHRM-SCP
举报内容
Any competency building exercise and / or combined with coaching program, has to be intervention led, as these initiatives are long term by nature. One time, sporadic exercises, just 1 or 2 trainings do not help much with upskilling. Target population after attending these get back to life & forget what was taught. These inputs need to be ingrained as habits, over a period of time, for any visible result to be seen.

已翻译

赞

Employee Engagement

+ 关注

给文章评分

我们借助人工智能创建了此文章。您认为这篇文章怎么样？

很棒不太好

举报此文章

查看全部

How do you develop employee problem-solving and decision-making competencies through training or coaching?

1

2

3

4

5

6

1 Identify the gaps

2 Provide frameworks and tools

3 Use scenarios and simulations

4 Give feedback and support

5 Encourage reflection and transfer

6 Here’s what else to consider

Employee Engagement

给文章评分

感谢您的反馈

更多Employee Engagement相关文章

更多相关阅读内容