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Monday morning, the Sales Manager came with an urgent plea: “Three months, eight resignations. Please approve retention bonuses—without them, we’ll never hit our KPIs. Sounded convincing. The CEO approved on the spot. Three months later—people were still leaving.
When HR investigated, the data revealed: 60% of leavers were new hires. They were handed 100% of KPIs from day one – Most felt overwhelmed before they could even settle in.
A new solution was introduced quickly: Progressive KPI targets (70% for the first 2 months, 80% for months 3–4, 100% from month 5), with income support in the first 4 months. Result? Turnover dropped, the Sales Manager could focus on revenue again. 👉 Above story was one typical story for HR: Salary adjustments weren’t wrong—they just didn’t address the root cause.
Sometimes human problems arise suddenly: Shortage of workforce, reduced productivity… Instead of rushing to follow fast and urgent requests, this is the time we have to stay calm and remain a clear mindset.
THREE COMMON TRAPS HR FALLS INTO WHEN SOLVING PROBLEMS
HR challenges often surface suddenly: staff shortages, declining productivity, urgent requests from managers. Reacting too quickly can push HR into a cycle of spending money – losing people – losing credibility.
1.The Speed Trap – Rushing into actions
Sales performance goes down? Blame Sales. Employees complain about pressure? Adjust KPIs. It’s like treating a fever with aspirin— Fast relief, but the illness persists.
👉 How to avoid: Pause 24 hours. If truly urgent, act immediately but set a 24-hour window to validate data, weigh options, and come back with balanced options. If it comes to urgent matters, propose a quick-win solution and follow-up frequently before final solution is proposed.
2. The Assumption Trap – Accepting the first explanation
When the boss says: “People are leaving because pay is low”, there is a rare chance that people ask: “But what if you raise pay and they still leave?”
👉 How to avoid: Always ask: “What if it’s not that?” and “What evidence supports – or contradicts – this assumption?”
3. The Single-Solution Trap – Offering only one option
Leaders expect choices, ideally 2–3 scenarios with clear assumptions. Even when the first idea comes from the leader, HR can enrich the conversation by presenting alternatives.
👉 How to avoid: Always prepare a portfolio: Quick win – Structural fix – Alternative scenario.
HR’S ROLE AS A STRATEGIC PARTNER
A true HRBP isn’t just an order-taker. They protect leaders from blind spots and costly mistakes. In every case, HR needs to play three roles:
● Connect with leaders: Sense what truly matters to leaders, understand the real expectations and outcomes. High turnover isn’t always about pay. Complaints about pressure don’t always mean KPIs need changing.
● Challenge with credibility: When evidence contradicts assumptions, HR must respectfully push back. Not to win an argument, but to protect better decisions.
● Contribute practical options: Provide data, multiple perspectives, and well-thought-out options—so leaders don’t decide under pressure with blind spots.
HRBP AS “A DIAGNOSTICIAN”, NOT “A PHARMACIST”
HRBPs are not “dispensers of medicine” who hand out whatever remedy leaders request. They are diagnosticians: identifying root causes and designing treatment plans that solve the illness, not just the symptoms. That means:
● Tracing data to find underlying drivers.
● Listening from the ground—cafeteria chats, informal conversations…
● Offering two layers of solutions: Quick win and Systemic fixes.
● Using data to challenge, and offering alternative scenarios.
There is no silver bullet for people problems. Only solutions that fit the right person – time – and context. And HRBPs are the ones who ensure leaders get the right prescription—rather than quick fixes driven by gut instinct.
Join our Workshop “CONNECT – CHALLENGE – CONTRIBUTE: 3C TO WORK WITH YOUR BOSS” co-organized by MCG & Partners, Navigos Search and SBB Healthcare on 18.09.2025 for further information on this topic.