During the Observe step identified above, it is important to identify and clarify the problem that needs to be solved. In this instance, we need to locate the perfect candidate to fill the open position. 

​

During the Orient step identified in the diagram above, determine exactly which skills are required to fill this position, which skills are mandatory and which skills are desired but not mandatory. Analyzing the performance of current and previous individuals in this position as well as their success should be included in this analysis to identify ideal characteristics. 

 

During the Decide step as outlined above, we need to identify the ideal solution or hiring of the ideal candidate. The cost of the employee, cost of training any skills that may need developed as well as the likelihood of the employee's success in the position needs to be critically analyzed prior to releasing the official job offer. Background checks need to be made and reviewed as well as references contacted to determine the quality of the employee. 

​

For the final Act step identified in the diagram above, one or more final candidates need to be chosen for the position, possibly on a trial basis so that they can be monitored and assessed for the actual job functions. Observing the employee in action, additional information can be obtained for additional assessment and feedback for current and future talent acquisitions. 

​

This process thrives on feedback and always has room for improvement. It is important to consistently revisiting some of the below questions:

​

• What can be done to standardize improvements?

• Do we have appropriate documentation in place?

• Are there opportunities or problems identified in the problem solving process?

If the answer is yes to the question above, the process needs to begin again. 

​

        By also implementing the Recognition-primed Decision Model, we can be sure that the recognition and intuition of the HR Manager is also considered during this important process.