Tips How to Identify a Problem Solve

 As an executive recruiter, I interviewed many people. And while most candidates found a way to look good on paper, their resumes did not always express how good their problems were solving. But all my clients want to hire solvers of problems - people who can enter their operations and make their problems disappear.

This is understandable. Business, of course, is about problems. In fact, whether your business is in growth mode or declining, you will always have problems. And management tasks to produce answers, or employ people who will do it. This article is about the last.

How we learn about solving problems

Through conventional class education, most of us begin to believe that there is usually a correct or wrong answer to a problem. Thus, we tend to learn our business problems that are most urgent to find one "true" answer - as if we are solving X in mathematical problems. But in the business world, many problems do not become clearer, the more we learn it. Conversely, they may be bigger and more confusing. Problems that involve a mixture of personality and dynamic markets can be very annoying.

Naturally, employing managers who fail to understand the nature of their business problems will find it difficult to hire someone who can solve it.

Seven steps towards successful problem solving

When solving problems - both in real life or in a job interview - it is important to follow the logical process. Most business problems are not resolved because people do not define "real problems" clearly. Therefore, the strength of the ability to solve job applicants can be seen by guiding them through the following seven steps while making them describe how they solve real life problems in their last work. When discussing the problems they solve in the previous work, applicants must show the ability to:

1. Determine the problem: Ask the candidate to identify what is wrong by entering the two causes and consequences in the definition of the problem they solve.

2. Determine the purpose: Ask the candidate to explain the results he wants to achieve as a result of solving the problem.

3. Earning an alternative: How many alternatives are produced by candidates? Does alternative quality vary greatly? Is there a significant difference in hard (and soft) costs associated with every idea? Etc. This is an area where candidates can show their creativity and resources as a problem solvement.

4. Develop action plans: Ask the candidate to recapitulate their detailed action plans. Most action plans for problems are difficult to involve taking several steps over a certain period of time. In his recording, did the candidate determine who did? And on what date? The devil is in detail, and detailed problems are usually more effective than generalists.

5. Problem solving: This is where the candidate can recap the worst case scenario. What can be wrong in the plan? What might be the side effect? How can the candidates make sure this plan will succeed? Are there any unwanted consequences?

6. Communicating: Getting information to the right person is the key to getting a purchase to make him successful. Ask for candidates for addresses that are influenced by individuals or groups that affect the success of the action plan. Is he explaining who is affected by him and who needs to be told about it? How does he communicate with relevant parties? The most effective executives are those who can use their time and talent by finishing something through other people. This is your chance to build your company's management bench.

7. Apply: Ask for the address of the candidate to carry out the plan and monitor its implementation. Who is responsible for every part of the solution? What are the consequences of failure to fulfill the plan? Try to determine: As a manager, will candidates be "difficult to problems and soft on people?"

Drilling how a candidate has solved problems in the past will give you me good