Situational Judgement - People

A 50-year-old family-owned restaurant has a good business model where repeat customers are greeted by name and their preferences remembered. Food quality is high, merging home cooking with new cuisine; the environment is elegant, welcoming, and unrushed. Conversation with the owner visiting each table is expected. Visitors to town make advance reservations, and locals know this is the place to see famous faces and be seen. An expansion to an additional location is targeted for six months, but the owners worry about maintaining the same quality level of personal service and name brand while transferring successful characteristics to the new restaurant. The children of the owners have expressed concerns about continuing in the business and have gone on to get business school degrees in marketing and management in anticipation of their new careers. The owners have traditionally made all decisions during family meetings and have hired other relatives and close friends of the family, since outsiders without a family connection tend to leave quickly. Long-time employees do take advantage of time off, and the owners are reluctant to discipline them for fear this will anger the family. Realizing they must bring on additional staff for the new location, the owners hire an HR representative with large restaurant chain recruiting experience and identify a well-known chef with a renowned reputation from another country. The owners express the desire for some type of bonus program and mention wanting to avoid attendance issues in the future by implementing policies and procedures. The owners have expressed an interest in establishing policies and procedures to control attendance issues. What should the HR representative do? A. Download sample policies from the SHRM website, make changes that fit the company's culture and needs, make sure they comply with appropriate laws, and discuss the content with the owners to get their input. B. Download sample policies from the SHRM website and implement them. C. Contact the former employer in the restaurant business to request a copy of their policies, and distribute copies to the staff for comments. D. Contact the former employer in the restaurant business to request a copy of their policies, and discuss the content with the staff prior to finalizing it.

A is the best response. It is critical to make sure your policies are legally sound and to speak with the owners, who have specific concerns to address, prior to presenting the policies to staff. B is incorrect. Taking this approach does not factor in the company's cultural or business needs. C and D are incorrect. While it good to cross-reference what competitors do, the former chain restaurant employer is not comparable in size or culture to the current employer. Showing the information or discussing it with staff is confusing. For more information, refer to Module Competencies

An electronics/aerospace manufacturing organization specializing in drone development for the movie industry has been in business for over 15 years. With just over 1,500 employees, they have sustained double-digit growth for the past four years and own 80% of the market share within the movie industry. Based on this growth, employees have received on average a 6% increase, which exceeds local wage increase rates. However, over the past year they have seen an increase in the turnover rate, and a majority of those who are leaving have received exceptional performance reviews. A competitor has entered the market; their starting pay rates are very similar. A recently hired HR manager reviews the exit interview data and identifies a perceived inequity in procedural and distributive justice within the organization. Employee engagement also is perceived to be low due to participation in general company events, which have had decreased attendance. However, the CEO believes that the new local competitors are stealing their employees and does not believe that employees are leaving because of engagement. What should the HR manager do first to address the increased turnover? A. Review the company's compensation strategy. B. Analyze all turnover data, including type, location, and employee demographics. C. Recommend that the company implement an engagement survey to determine engagement levels, since engagement is a strong predictor of why people leave. D. Ask the current management team their perceptions of why their employees are leaving.

B is the best response, since it provides an objective, quantitative data set to identify possible areas in which turnover is higher or lower. A is incorrect. The compensation strategy is not the reason for the turnover. C is incorrect, since you should always review any data you have prior to the expense of implementing an engagement survey. D is incorrect, since some managers may not be completely truthful or understand why their employees are leaving and it is more time-consuming. For more information, refer to Module Competencies

The senior executive team has just launched a new three-year expansion plan for a rapidly growing health-care organization. Currently the recruiting manager has been successful in finding the right talent. However, with the expectation of growth over the next three years, the senior team is concerned about having an adequate pool of candidates to fill crucial openings in food services, maintenance, and various skilled nursing positions. The current labor pool is perceived to be too tight, and the future supply is not expected to be adequate for future growth. The current geographic location has a high amount of underutilized retirees and military veterans. The challenge is to convince others in the HR function that these groups have a huge potential and should be considered in the overall recruiting strategy. In a recent team meeting, the recruiting manager becomes involved in a heated discussion with the HR manager, who does not believe these groups will be able to bring the necessary skills. What internal business metrics should the recruiting manager consider to help with identifying future staffing needs and supply? A. Turnover, internal transfers, promotions B. Revenue per employee, net profit per employee C. Retention and replacement costs D. Benefit and payroll costs per employee

B is the best response, since it uses data-driven financial numbers that can assist in identifying workforce needs and aligning them with the expected business growth. A is incorrect, since it addresses only internal staffing metrics and does not address the business metrics needed to project future staffing needs. C is incorrect, since this addresses only recruiting costs. D is incorrect, since this option only identifies costs and does not help in predicting future staffing needs. For more information, refer to Module Competencies

An electronics/aerospace manufacturing organization specializing in drone development for the movie industry has been in business for over 15 years. With just over 1,500 employees, they have sustained double-digit growth for the past four years and own 80% of the market share within the movie industry. Based on this growth, employees have received on average a 6% increase, which exceeds local wage increase rates. However, over the past year they have seen an increase in the turnover rate, and a majority of those who are leaving have received exceptional performance reviews. A competitor has entered the market; their starting pay rates are very similar. A recently hired HR manager reviews the exit interview data and identifies a perceived inequity in procedural and distributive justice within the organization. Employee engagement also is perceived to be low due to participation in general company events, which have had decreased attendance. However, the CEO believes that the new local competitors are stealing their employees and does not believe that employees are leaving because of engagement. How should the HR manager approach analyzing the internal equity concerns discovered from the exit interviews? A. The HR manager should compile all of the exit interview worksheets and distribute them to the senior management team to review. B. The HR manager should analyze the exit information and provide summary reports to the senior staff. C. The HR manager should send all exit interview worksheets to the heads of the departments in which the employees worked. D. The HR manager should keep the exit information confidential and not share it with anyone.

B is the best response. Keeping the information confidential is important to the integrity of the exit interview and establishing the credibility of HR. However, providing summary reports using facts that do not identify individuals provides insight to managers as to why their employees are leaving. A and C are incorrect. Exit interview information should be kept confidential and not revealed to others outside of HR. D is incorrect. While keeping the information confidential is good, the information should be shared with senior staff; however, information that could identify employees should be removed. For more information, refer to Module Competencies

The senior executive team has just launched a new three-year expansion plan for a rapidly growing health-care organization. Currently the recruiting manager has been successful in finding the right talent. However, with the expectation of growth over the next three years, the senior team is concerned about having an adequate pool of candidates to fill crucial openings in food services, maintenance, and various skilled nursing positions. The current labor pool is perceived to be too tight, and the future supply is not expected to be adequate for future growth. The current geographic location has a high amount of underutilized retirees and military veterans. The challenge is to convince others in the HR function that these groups have a huge potential and should be considered in the overall recruiting strategy. In a recent team meeting, the recruiting manager becomes involved in a heated discussion with the HR manager, who does not believe these groups will be able to bring the necessary skills. How should the recruiting manager address the strong concerns from the HR manager? A. Listen to the HR manager but don't take the concerns too seriously or address them, since they may be related to some type of bias. B. After the meeting, meet with the HR manager and share some facts as to the competencies of some of the individuals from the various groups and the value of having a diverse workforce. C. Go to the HR manager's boss. D. Offer to implement a pilot program to assess this new recruiting strategy.

B is the best response. Sometimes when discussions become heated, it is best to move the discussion to a private area. Using facts as to qualified applicants within these groups will help in supporting the business case. A is incorrect. Just listening and not having a discussion may lead to a missed opportunity for gaining additional insight and will not ease the HR manager's concerns. C is incorrect. This is not indicative of demonstrating the appropriate relationship building and consulting skills. This approach could also escalate the situation and impact the trust and working relationship between the recruiting manager and the HR manager. D is incorrect. This strategy does not address the HR manager's concerns about applicant qualifications. For more information, refer to Module Competencies

A 50-year-old family-owned restaurant has a good business model where repeat customers are greeted by name and their preferences remembered. Food quality is high, merging home cooking with new cuisine; the environment is elegant, welcoming, and unrushed. Conversation with the owner visiting each table is expected. Visitors to town make advance reservations, and locals know this is the place to see famous faces and be seen. An expansion to an additional location is targeted for six months, but the owners worry about maintaining the same quality level of personal service and name brand while transferring successful characteristics to the new restaurant. The children of the owners have expressed concerns about continuing in the business and have gone on to get business school degrees in marketing and management in anticipation of their new careers. The owners have traditionally made all decisions during family meetings and have hired other relatives and close friends of the family, since outsiders without a family connection tend to leave quickly. Long-time employees do take advantage of time off, and the owners are reluctant to discipline them for fear this will anger the family. Realizing they must bring on additional staff for the new location, the owners hire an HR representative with large restaurant chain recruiting experience and identify a well-known chef with a renowned reputation from another country. The owners express the desire for some type of bonus program and mention wanting to avoid attendance issues in the future by implementing policies and procedures. In order to make an immediate impact, what initiative has the highest priority for the HR representative? A. Implement a strict attendance program effective immediately. B. Initiate a visa application for the chef. C. Establish a bonus program for each position in the restaurant, including incentives for cost reduction. D. Initiate a formal process of conducting performance appraisals.

B is the best response. Without a chef, the new location will not open. Since time is short, the immigration and work authorizations must be handled immediately. A is incorrect. For better acceptance by employees, new policies should be explained, and the best practice is involvement by the employees. C is incorrect. Realistically, this is not a quick process. Implementation cannot occur quickly and without analysis and review of best practices. D is incorrect, although this should be implemented at some point, it isn't the most salient need of the business, which is to ensure that the new location has everything it needs to open on time. For more information, refer to Module Competencies

An electronics/aerospace manufacturing organization specializing in drone development for the movie industry has been in business for over 15 years. With just over 1,500 employees, they have sustained double-digit growth for the past four years and own 80% of the market share within the movie industry. Based on this growth, employees have received on average a 6% increase, which exceeds local wage increase rates. However, over the past year they have seen an increase in the turnover rate, and a majority of those who are leaving have received exceptional performance reviews. A competitor has entered the market; their starting pay rates are very similar. A recently hired HR manager reviews the exit interview data and identifies a perceived inequity in procedural and distributive justice within the organization. Employee engagement also is perceived to be low due to participation in general company events, which have had decreased attendance. However, the CEO believes that the new local competitors are stealing their employees and does not believe that employees are leaving because of engagement. The CEO has just asked the HR manager to put a plan together to increase the entry salary rates to be more competitive. How should the HR manager address this request? A. Review internal and external compensation data and prepare a plan to increase the starting pay. B. Inform the CEO that this request would be a waste of time and share the data regarding who is leaving and the reasons they are leaving. C. Share data with the CEO that indicates that the company's current starting salary rates are competitive with the local market and share the information uncovered from the exit interviews. D. Recommend a complete review of the company's compensation program to establish a new compensation grade system.

C is the best response since it shares exit interview information with the CEO that indicates why employees are leaving and shows data on starting salaries. A is incorrect, since the reasons people are leaving does not seem to be related to pay or starting pay. B is incorrect. This approach would dismiss the CEO's request and could lead to a confrontation. D is an incorrect response, because it is not addressing the data uncovered during the exit interviews. For more information, refer to Module Competencies

A 50-year-old family-owned restaurant has a good business model where repeat customers are greeted by name and their preferences remembered. Food quality is high, merging home cooking with new cuisine; the environment is elegant, welcoming, and unrushed. Conversation with the owner visiting each table is expected. Visitors to town make advance reservations, and locals know this is the place to see famous faces and be seen. An expansion to an additional location is targeted for six months, but the owners worry about maintaining the same quality level of personal service and name brand while transferring successful characteristics to the new restaurant. The children of the owners have expressed concerns about continuing in the business and have gone on to get business school degrees in marketing and management in anticipation of their new careers. The owners have traditionally made all decisions during family meetings and have hired other relatives and close friends of the family, since outsiders without a family connection tend to leave quickly. Long-time employees do take advantage of time off, and the owners are reluctant to discipline them for fear this will anger the family. Realizing they must bring on additional staff for the new location, the owners hire an HR representative with large restaurant chain recruiting experience and identify a well-known chef with a renowned reputation from another country. The owners express the desire for some type of bonus program and mention wanting to avoid attendance issues in the future by implementing policies and procedures. When creating an external applicant pool that includes candidates positioned for successful organizational fit within a family business environment, what are the key skills the HR representative should include? A. Experience in working with large restaurant chains B. Competitive and driven C. Cultural fit and competent D. Independent and driven

C is the best response, since creating a competent applicant pool to meet the essential functions of the job is always the goal. In this situation, the cultural fit is critical to position a candidate who is willing to join with family members for the good of team. A is incorrect, as this does not address the cultural fit of the restaurant. B is incorrect, as the success of this business is based on quality service and attention to detail. D is incorrect, since the personal aspect of this company is the success driver. For more information, refer to Module Competencies

An electronics/aerospace manufacturing organization specializing in drone development for the movie industry has been in business for over 15 years. With just over 1,500 employees, they have sustained double-digit growth for the past four years and own 80% of the market share within the movie industry. Based on this growth, employees have received on average a 6% increase, which exceeds local wage increase rates. However, over the past year they have seen an increase in the turnover rate, and a majority of those who are leaving have received exceptional performance reviews. A competitor has entered the market; their starting pay rates are very similar. A recently hired HR manager reviews the exit interview data and identifies a perceived inequity in procedural and distributive justice within the organization. Employee engagement also is perceived to be low due to participation in general company events, which have had decreased attendance. However, the CEO believes that the new local competitors are stealing their employees and does not believe that employees are leaving because of engagement. How should the HR manager respond to the CEO in regard to his belief that employees are being stolen? A. Send the CEO research that clearly indicates the negative impact of low employee engagement and that this is why the employees are leaving. B. Identify key business metrics that are low and provide information on how increasing employee engagement can help employees stay longer. C. Acknowledge the CEO's concerns and discuss the inequity perceptions from the exit interviews and how the company's pay is competitive. D. Request that the CEO sit in on exit interviews in order to hear the real reasons employees are leaving.

C is the best response. Acknowledging concerns and showing data contrary to perceived concerns will assist individuals in making better-informed decisions. A is incorrect. The CEO seems to believe that engagement is not the issue, and just sending research is not going to get his/her attention. B is an incorrect response. While this is information for ensuing steps, it does not directly address the CEO's immediate concern. D is incorrect. Employees may not be forthcoming if the CEO is present in the exit interviews. For more information, refer to Module Competencies

A 50-year-old family-owned restaurant has a good business model where repeat customers are greeted by name and their preferences remembered. Food quality is high, merging home cooking with new cuisine; the environment is elegant, welcoming, and unrushed. Conversation with the owner visiting each table is expected. Visitors to town make advance reservations, and locals know this is the place to see famous faces and be seen. An expansion to an additional location is targeted for six months, but the owners worry about maintaining the same quality level of personal service and name brand while transferring successful characteristics to the new restaurant. The children of the owners have expressed concerns about continuing in the business and have gone on to get business school degrees in marketing and management in anticipation of their new careers. The owners have traditionally made all decisions during family meetings and have hired other relatives and close friends of the family, since outsiders without a family connection tend to leave quickly. Long-time employees do take advantage of time off, and the owners are reluctant to discipline them for fear this will anger the family. Realizing they must bring on additional staff for the new location, the owners hire an HR representative with large restaurant chain recruiting experience and identify a well-known chef with a renowned reputation from another country. The owners express the desire for some type of bonus program and mention wanting to avoid attendance issues in the future by implementing policies and procedures. Given the previous experience of the HR representative, what is an initial goal in order to understand best practices for this business? A. Understand the advantages and disadvantages of working in a small business versus a large restaurant chain by researching published data. B. Educate the restaurant owners on how larger restaurant chains do business, since the HR representative has more experience. C. Identify key success formulas by watching staff and interviewing all employees. D. Establish policies to eliminate the attendance issues experienced in the current restaurant and prevent a continuation of the same type of behavior.

C is the best response. Gathering critical information about the specific environment will assist in developing a recruiting plan. A is incorrect because it relies on secondary research when primary research is available. B is incorrect. Although the HR representative could share the best practices of larger restaurant chains, this does not address the goal of understanding this restaurant's specific environment. D is incorrect. It is premature and cannot be put into place without first understanding the environment. For more information, refer to Module Competencies

The senior executive team has just launched a new three-year expansion plan for a rapidly growing health-care organization. Currently the recruiting manager has been successful in finding the right talent. However, with the expectation of growth over the next three years, the senior team is concerned about having an adequate pool of candidates to fill crucial openings in food services, maintenance, and various skilled nursing positions. The current labor pool is perceived to be too tight, and the future supply is not expected to be adequate for future growth. The current geographic location has a high amount of underutilized retirees and military veterans. The challenge is to convince others in the HR function that these groups have a huge potential and should be considered in the overall recruiting strategy. In a recent team meeting, the recruiting manager becomes involved in a heated discussion with the HR manager, who does not believe these groups will be able to bring the necessary skills. What would be the best way for the recruiting manager to persuade the rest of the HR team to invest in this initiative? A. Hire a few veterans in order to prove that it works. B. Design and implement a pilot program to recruit from these groups where success will be most visible and valued. C. Develop a business case that demonstrates how hiring underutilized veterans will support the company's business strategy. D. Establish partnerships with local veteran and nonprofit organizations, and then develop a diversity recruiting initiative aimed at these groups.

C is the best response. It is important to present a case that has solid data and is aligned with the company's business strategy. A is incorrect. No decisions should be made without support and buy-in from the HR team and the company's leaders. B is incorrect. A pilot program would be a good first step after there is agreement that this is a strategy that could benefit the company. It would be a good way to test the initiative in one area before taking it company-wide. D is incorrect. Establishing partnerships will help, but it should not be the first step and will not help to persuade management. Typically this would come after a business case has already been made. For more information, refer to Module Competencies

A newly hired HR manager in a small company has been tasked with helping to solve a problem impacting the organization. The company is experiencing an issue with new hires for a specific position remaining in their jobs no longer than six to nine months. The company previously had several long-term employees in this position, but those employees have retired. The HR manager performs research and is able to determine that several of the employees have gone to a competitor. After partnering with management, the HR manager uncovers that this competitor is a new entrant to the local market. The HR manager then decides to commission a third-party firm to conduct a salary survey and do a complete review of job descriptions and a job analysis for the position that the company is struggling to retain employees for. Additionally the HR manager performs an internal survey in which employees reveal that they feel the current benefits package is lagging that of other companies in the area. The salary survey results reveal that the company is lagging the competitor by a large margin in terms of compensation and that the benefits package is no longer competitive. The HR manager is going to present these findings to the executive committee and is aware that they need to be prepared to discuss several possible solutions in an effort to increase the employee retention rate in the role. The HR manager is concerned that there are several areas of opportunity that present solutions but needs to be mindful of the immediacy needed. Many of the employees who are departing are going to work for a competitor. What does this clearly indicate? A. The competitor is paying more, and new-hire starting salaries should be increased by 20%. B. HR needs to review the findings of the salary survey and adjust new-hire pay rates accordingly, since that is the only factor that is causing employees to leave. C. HR needs to seek to match pay differences and uncover the additional benefits that are being offered by the competitor in order to match or exceed them. D. HR needs to create a plan based on the salary survey and plan on offering new benefit options in the next fiscal year.

C is the best response. Seeking to uncover the benefits that are luring the new hires away and then matching or exceeding them is an action-oriented response that will also present a viable solution. Matching pay differences addresses both areas that are potentially causing departures. A is incorrect. Increasing the salary by an arbitrary number does not solve the issue. Without the study information, it may not be an appropriate, accurate amount. B is incorrect. Addressing pay is an important issue. However, there are other factors that are causing employees to leave too (e.g., benefits). D is incorrect. It does not address the immediacy of the issue. Delaying the implementation of any changes may result in further departures. For more information, refer to Module Competencies

A 50-year-old family-owned restaurant has a good business model where repeat customers are greeted by name and their preferences remembered. Food quality is high, merging home cooking with new cuisine; the environment is elegant, welcoming, and unrushed. Conversation with the owner visiting each table is expected. Visitors to town make advance reservations, and locals know this is the place to see famous faces and be seen. An expansion to an additional location is targeted for six months, but the owners worry about maintaining the same quality level of personal service and name brand while transferring successful characteristics to the new restaurant. The children of the owners have expressed concerns about continuing in the business and have gone on to get business school degrees in marketing and management in anticipation of their new careers. The owners have traditionally made all decisions during family meetings and have hired other relatives and close friends of the family, since outsiders without a family connection tend to leave quickly. Long-time employees do take advantage of time off, and the owners are reluctant to discipline them for fear this will anger the family. Realizing they must bring on additional staff for the new location, the owners hire an HR representative with large restaurant chain recruiting experience and identify a well-known chef with a renowned reputation from another country. The owners express the desire for some type of bonus program and mention wanting to avoid attendance issues in the future by implementing policies and procedures. Since the children of the owners are indecisive about their future involvement with the family business, what discussion should HR initiate? A. Meet with the children to explain the problems created by their indecisiveness and explain how this can destroy the future of the business. B. Encourage the children to not work in the restaurant, since having family involved is bad for business. C. Ask the family what other relatives they might place in leadership roles. D. Meet with the owners and their children separately to identify transition expectations for leadership roles in the new restaurant using a SWOT analysis.

D is the best response, as it forces the difficult conversation about future leadership and exposes gaps in succession planning. A is incorrect and puts the burden and guilt of failure on them without basis. B is incorrect. This action is not based on any data, nor is it aligned with the culture of the business. C is incorrect, as the model of family and friends is one that has created challenges. Simply placing relatives without the proper skills in leadership roles is inappropriate. For more information, refer to Module Competencies

The senior executive team has just launched a new three-year expansion plan for a rapidly growing health-care organization. Currently the recruiting manager has been successful in finding the right talent. However, with the expectation of growth over the next three years, the senior team is concerned about having an adequate pool of candidates to fill crucial openings in food services, maintenance, and various skilled nursing positions. The current labor pool is perceived to be too tight, and the future supply is not expected to be adequate for future growth. The current geographic location has a high amount of underutilized retirees and military veterans. The challenge is to convince others in the HR function that these groups have a huge potential and should be considered in the overall recruiting strategy. In a recent team meeting, the recruiting manager becomes involved in a heated discussion with the HR manager, who does not believe these groups will be able to bring the necessary skills. The recruiting manager is asked to determine the best strategy for projecting future staffing needs. What strategy should the recruiting manager use? A. Assess all internal staffing flows, including terminations, promotions, and transfers, to determine staffing requirements. B. Review all external environmental data, including unemployment rates, immigration, and local economic indicators, to project future employment supply. C. Review internal employment metrics to determine future staffing needs. D. Review with the senior team all business financial metrics and growth areas to determine future staffing needs.

D is the best response, since it addresses future business staffing needs and gets buy-in from the senior team. A is incorrect, since this addresses only internal metrics and does not include business growth metrics. B is incorrect, since this addresses only the external factors and will not help in determining future staffing needs. C is incorrect. Both internal and external metrics should be addressed. The company's business financial metrics should be reviewed as well. For more information, refer to Module Competencies

A newly hired HR manager in a small company has been tasked with helping to solve a problem impacting the organization. The company is experiencing an issue with new hires for a specific position remaining in their jobs no longer than six to nine months. The company previously had several long-term employees in this position, but those employees have retired. The HR manager performs research and is able to determine that several of the employees have gone to a competitor. After partnering with management, the HR manager uncovers that this competitor is a new entrant to the local market. The HR manager then decides to commission a third-party firm to conduct a salary survey and do a complete review of job descriptions and a job analysis for the position that the company is struggling to retain employees for. Additionally the HR manager performs an internal survey in which employees reveal that they feel the current benefits package is lagging that of other companies in the area. The salary survey results reveal that the company is lagging the competitor by a large margin in terms of compensation and that the benefits package is no longer competitive. The HR manager is going to present these findings to the executive committee and is aware that they need to be prepared to discuss several possible solutions in an effort to increase the employee retention rate in the role. The HR manager is concerned that there are several areas of opportunity that present solutions but needs to be mindful of the immediacy needed. The departure of the new hires in such a quick time from starting the job is a cause for concern. What is the most effective way to solve this problem? A. Review the hiring process and ensure that hiring managers are interviewing correctly. B. Review job descriptions to ensure that they are accurate since that is the only important factor. C. Do nothing. These are just a few bad hires; the system will work itself out. D. Partner with management to review the job descriptions and the hiring process at the organization; review interview training with the managers and confirm that they understand the importance of the interview process.

D is the best response. Partnering with management, interview training, and confirming accurate job descriptions will help to reduce the rapid departure of new employees. A is incorrect. It is not addressing the root causes of why new hires are departing. B is incorrect. Accurate job descriptions will begin the process of making sure candidates are applying based on the skills and qualifications they possess. However, the interview process is an important factor that needs to be evaluated as well. C is incorrect. It is not a business-oriented approach to problem solving. For more information, refer to Module Competencies