A hiring manager thought the problem was bad hiring, but the data showed it was early turnover. Reframing the problem statement unlocks better solutions. The talk covers diagnosing root causes, measuring impact, and building proposals that align with company goals.
And so I broke this down so that people can clearly identify what their problem is. A lot of people don't know really what they're— and I know that sounds odd, it's true though, but it's very true. Like, I just spoke to somebody who was working and working and working on how to hire better employees. And so when I looked at the data, when we looked at all her information, her problem wasn't who she hired. Her problem was retaining them in the first 2 months. So then we switched her problem to, how do we— how do we retain employees? That doesn't mean they didn't still have to look at hiring good employees, because that's critical. But once we changed the problem statement, right, so that we could really look at and work on— because if we're working on running better ads raising wages, and all those things, then we're not working on what are we doing once we get them in the door. So identifying clearly what the problem is, and then what's the root cause of the problem, and then what's the impact of that problem. So a lot of people think a no decision is just a no decision, but a no decision is a decision. So if I decide not to deal with a problem, whether it's a leaky faucet at home, a problem marriage, or a big organizational issue, a no decision is a decision to keep it the way it is. So we look at how does that problem or issue impact the customers, the company, if you have employees, the employees. And then we get into a lot of different problem-solving issues. Decision steps broken down into two areas. One is if you have, uh, people in your team that work for other people and they don't like the way their company's running things, how do you make a proposal so that it'll really show how it'll help the company?
