AC 2.3 Describe various decision-making strategies that could be utilised to explore potential solutions to a particular challenge in human resource practice.
Human resource professionals are crucial in an organisation’s decision-making process. The HRM has several decision-making processes they can utilise to uncover probable answers to specific challenges depending on the functions of human resource practitioners. Human resource professionals employ various decision-making techniques, including best fit, future pacing, problem-outcome framing, action learning methodologies, and de Bono selection (Six Thinking hats). While a single procedure can be utilised to address various human resource concerns, different situations may necessitate a distinct approach to decision-making.
Edward De Bono invented De Bono (six thinking caps) in 1985 as a decision-making approach. Because it comprises a combined parallel process, it is an effective decision-making strategy for group debates and personal reflection. Each of the six hats represents one of the six distinct modes of thought. By mentally donning several thinking hats, individuals can approach problems differently and provide novel solutions—the six distinct mind frames described by Edwards are represented by various forms and colours of the hat. The white colour is symbolic of fact-based judgments. The colour red is associated with emotional decisions. Black denotes judging decisions, yellow denotes a favourable outlook or decisions made from a positive perspective, green denotes creative choices, and blue denotes reflective decisions (Mulder, 2019). Managers and human resource professionals can wear multiple hats during the decision-making process. The thinking caps are critical in assisting individuals in delving deeper into certain situations and making educated choices.
Framing challenges and outcomes is another decision-making technique that may be used to explore potential solutions to individual problems. Framing is a collection of interpretations on which various individuals rely in order to comprehend and respond to events. Different diagnoses and framings of issues might create complications when attempting to resolve them. Human resource practitioners must appropriately frame their organisation’s concerns to obtain the intended outcome. For instance, depending on how turnover is judged, it may be portrayed as an individual, human resources, or management issue.
