Decision-making processes for achieving effective outcomes
Best fit decision making
This strategy considers best practices in order to make the best decision feasible given the organisation’s present stage of development, HR regulations, and internal and external business environments, which include consumers, suppliers, competitors, and the labour market. This means that the open position must be in alignment with the organisation’s goals and values.
The Six Thinking Hats Approach
Each team member has the opportunity to contribute to the project using the six “thinking hats,” which allows for the presentation of a wide range of viewpoints and ideas (Marchau et al., 2019). Human resource managers can approach an issue from a number of viewpoints by shifting between six different “thinking hats,” namely emotion, creativity, caution, optimism, rationality, and control. Cooperation and teamwork are regarded as the most important features of this strategy since they make it simpler for different groups to work together toward a similar goal.
Future Pacing Approach
The purpose of future pacing is to encourage people to think about their long-term goals and how their present behaviours will play a major role in achieving those objectives (Marchau et al., 2019). Future pacing allows one to forecast the results of a decision. Additionally, using the future pacing tool, human resources professionals can assess the benefits and drawbacks associated with several potential courses of action.
Possible solutions to a specific issue relating to people practice issues
Utilizing a combination of the models described above can assist organisations in bridging talent gaps.For instance, the organisation may analyze its business requirements using the future pacing technique and identify how the labour market’s supply of talent can meet those requirements. For instance, in the vehicle manufacturing industry, the hypothetical company A wants to expand into the production of electric cars, but doesn’t have the necessary capabilities. The hiring team may use future pacing to make decisions while taking into account the organisation’s vision, goals, and changes in the labour market, including both internal and external talent pools. They might choose to look beyond the UK due to the competitive labour market, either by poaching a team of skilled employees from a rival, conducting in-house training, or searching worldwide for talent. The team may use six different thinking hats to analyze every option, risk, and benefit before making a choice. The best fit will assist in determining the most practical solution that supports the objectives, vision, and mission. For instance, Future Mobility purchased BMW’s development team in the same scenario, which is usual in the electric vehicle business, so company A may choose to do the same (Surendhar, 2016).
