LESSON 1 OF 3
Read the decision, not just the story
Separate the facts, the missing information, and the action the question actually asks you to choose.
Start with the task
A scenario can contain several problems at once: an unhappy manager, a performance concern, a proposed policy, and a deadline. Before judging the options, identify the decision in the final sentence. Is HR being asked what to do first, how to respond most effectively, or how to evaluate a completed initiative? A sensible action can still answer the wrong question.
Write a one-sentence task statement: “HR needs to decide whether the proposed training addresses the problem.” That statement is more useful than a vague label such as “this is about training.” It tells you what evidence and action matter. Read the options against that task, rather than choosing the most impressive-sounding HR activity.
Separate evidence from assumptions
Underline what the scenario actually establishes. A manager saying that people lack motivation is a claim, not a demonstrated cause. High turnover is an observed outcome, not proof that pay is the problem. A survey response can identify an issue to investigate without explaining why it exists.
Then identify the missing fact that would change the decision. If you need to choose a remedy, you may need evidence about the cause. If the scenario already provides a well-supported cause, asking for another broad study may only delay a needed response. Do not invent a budget, legal rule, employee motive, or approval that the scenario never gives you.
Choose a sequence that fits the situation
Gathering facts is often useful, but “always investigate first” is not a reliable rule. An immediate safety concern can require protective action while fact-finding continues. A routine disagreement without urgent risk may call for listening and clarification before deciding. Match the sequence to the stated urgency, evidence, and HR role.
In these practice exercises, evaluate the available choices. You are not writing an ideal policy from scratch. Ask which option moves the stated problem forward while respecting the people affected and the limits of what HR currently knows.
Takeaway: Name the decision. Identify known facts and material gaps. Choose the next action that fits the urgency.
Try your first scenario
Diagnose before prescribing
A service team is missing response-time targets. Its manager asks HR to schedule customer-service training. HR has not reviewed staffing, workflow, or the reasons for delays, and there is no immediate safety concern.
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