A Simple Process for Finding the Right Solutions
If you’ve worked in HR for more than 60 seconds, you’ve probably been asked to fix something—fast. Morale is low. Turnover is high. Engagement scores dropped. The instinct is to jump in with a solution: a new training, a team offsite, maybe a refreshed communication plan.
But here’s the thing—when we move too quickly, we often treat symptoms instead of solving the real issue.
Over the years, I’ve learned to pause and follow a simple process. It’s not fancy, but it works.
1. Explore the data. Before we label something as a “culture issue” or “low engagement,” we need to look closer. What’s actually happening? Where are the numbers pointing us? Is turnover concentrated in one part of the org? Are certain teams consistently disengaged? Get specific.
2. Dig deeper. Numbers give us clues, but not the full picture. This is where conversations come in—skip levels, focus groups, casual check-ins. Listen for what’s underneath the surface. What’s really getting in people’s way?
3. Design the right solution. Once you’ve done your homework, you’re in a much better spot to take meaningful action. And it might not be what you expected.
I once worked with a team that asked for help with collaboration. The assumption was they needed team-building. But after a closer look at their engagement data and some one-on-one conversations, the real issue became clear—no one knew who was making decisions. People were stepping on each other’s toes or holding back altogether. What they really needed was role clarity and updated team norms.
We don’t always have the luxury of time—but even a little bit of thoughtful inquiry can go a long way. Start small. Stay curious. And remember: the best solutions are the ones rooted in what’s actually going on.
