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Career Advice
Melissa Hoegener
14 August 2025
Look at any job description today and you'll see the same requirement: "strong problem-solving skills." Look at any resume and you'll see the same claim: "excellent problem solver with analytical mindset."
Here's the issue: everyone thinks they're a problem solver, but most people are really just task completers who follow established processes. When something breaks outside their normal routine, they escalate, they wait for direction, or they apply the same solution that worked last time (whether it fits or not).
Real problem solvers are different. They see challenges as puzzles to figure out. They dig into root causes instead of treating symptoms. They get energized by complex situations where the path forward isn't obvious.
The companies that consistently build high-performing teams have figured out how to identify these genuine problem solvers during the hiring process - and it's not by asking "tell me about a time you solved a problem."
In supply chain and operations roles, problems aren't exceptions - they're the daily reality. Suppliers fail. Systems crash. Regulations change. Market demand shifts unexpectedly.
The difference between an average employee and an exceptional one often comes down to how they handle these inevitable disruptions. Average employees follow the playbook until it doesn't work, then get stuck. Problem solvers adapt, innovate, and find ways forward even when there is no playbook.
Research from Harvard Business Review emphasizes that companies devote too little effort to understanding problems before trying to solve them, and that effective problem-solving capabilities are crucial for navigating complex business challenges and driving innovation.
But here's the challenge: how do you actually identify these people during a hiring process where everyone claims to be a problem solver?
Genuine problem solvers share certain characteristics that you can identify if you know what to look for:
When something goes wrong, most people want to fix it quickly and move on. Problem solvers want to understand why it happened in the first place. They ask follow-up questions. They dig deeper than the obvious symptoms.
During interviews, pay attention to how candidates describe past challenges. Do they focus on what they did to fix the immediate issue, or do they explain the detective work they did to figure out what was really causing the problem?
Real problem solvers understand that most business challenges are interconnected. They don't just fix the broken piece - they consider how that piece affects everything else and whether the "fix" might create new problems downstream.
This systems thinking is especially valuable in supply chain and operations roles where changing one process can ripple through multiple departments, suppliers, and customer experiences.
Many people get anxious when they don't have clear direction or established procedures to follow. Problem solvers actually get energized by ambiguous situations where they need to figure things out as they go.
Our operations recruiters consistently see this pattern: the candidates who ask the most thoughtful questions about unclear or complex aspects of the role tend to be the strongest problem solvers once hired.
Before you start interviewing problem solvers, you need to get crystal clear internally about what problem-solving looks like for your specific role. Going into a hiring process with clearly defined parameters of what you're looking for is critical for making the right decisions and ensuring everyone on your team is aligned on what you're trying to achieve.
Too many companies jump into hiring without answering basic questions: What types of problems will this person actually be solving? What does success look like in six months versus two years? What resources and support can you provide? How do you currently handle these challenges, and where are the gaps?
Get your hiring team in a room and map out the specific problems this role will address. Don't just say "process improvement" - identify which processes, why they need improvement, and what good looks like. Don't just say "vendor management" - explain which vendor relationships are problematic and what outcomes you're trying to achieve.
Different roles require different types of problem-solving skills. A procurement analyst needs to excel at data analysis and negotiation challenges. A logistics coordinator needs to handle real-time disruptions and routing optimization. A warehouse manager needs to solve people, process, and technology problems simultaneously.
Define the specific categories of problems this person will encounter:
Here's where most companies get it wrong: they hide their challenges instead of presenting them as opportunities. Real problem solvers get excited about meaningful work where they can make an impact.
Instead of saying "we have some operational inefficiencies," try "we're growing 50% year-over-year and our current manual processes are becoming bottlenecks that affect customer satisfaction. We need someone who can help us scale these operations while maintaining quality."
Be honest about what they'll be walking into, but frame it in terms of the impact they can have and the support they'll receive.
Forget the generic "tell me about a time you solved a problem" question. Here are interview approaches that actually reveal how candidates think:
Present a real challenge your company faced, but stop before explaining how it was resolved. Ask the candidate how they would approach figuring out what to do next. Listen for their process, not their solution.
Good problem solvers will ask clarifying questions about context, constraints, stakeholders, and available resources before jumping to solutions.
Describe a situation where different departments had conflicting needs or priorities. Ask how they would navigate those competing interests to find a workable solution.
Strong problem solvers understand that the best solutions often require balancing multiple variables and getting buy-in from people with different objectives.
Present a problem where the obvious solution isn't available due to budget, time, or resource limitations. Ask how they would achieve the same outcome with different approaches.
This reveals creativity, resourcefulness, and the ability to think beyond standard solutions.
According to research from Deloitte Insights, companies that use structured problem-solving assessments during hiring see 35% better performance outcomes and significantly lower turnover in problem-critical roles.
Just as important as identifying good problem solvers is recognizing people who struggle with complex challenges:
If a candidate immediately offers solutions without asking questions or gathering more information, that's usually a red flag. Real problem solvers know that rushing to solutions often creates bigger problems.
When describing past challenges, pay attention to whether candidates consider broader impact or just focus on their specific responsibilities. Problem avoiders tend to have tunnel vision.
Everyone faces constraints and difficulties, but problem solvers focus on what they can control and influence. Candidates who spend most of their time explaining why problems weren't their fault often struggle with complex challenges.
This approach has been recognized by industry experts as crucial for identifying candidates who will thrive in dynamic supply chain environments where adaptability and creative thinking are essential.
Once you've identified strong problem solvers, you need to create an environment where they can thrive:
Don't waste problem solvers on routine tasks that could be handled by anyone. Put them on your most complex challenges where their skills can create real value.
Problem solvers perform best when they understand the bigger picture. Explain not just what needs to be done, but why it matters and how it connects to broader business goals.
Create space for trying new approaches, even if they don't always work. Problem solvers need room to test ideas and learn from failures.
Working with experienced supply chain recruiters has shown us that companies with strong problem-solving cultures consistently attract better candidates and see higher performance across their operations teams.
Start by auditing your current interview process. Are you actually testing problem-solving ability, or just asking people to claim they have it?
Develop scenarios based on real challenges your company has faced. Create interview questions that reveal thinking processes, not just past experiences. Train your hiring managers to recognize the difference between someone who can follow directions and someone who can figure out what the directions should be.
Most importantly, be honest about the types of problems this person will need to solve. The candidates who get excited about your real challenges are usually the ones who will excel at solving them.
Remember: problem solvers aren't just people who can fix things when they break - they're people who can prevent things from breaking in the first place, and who can navigate successfully when the path forward isn't clear.
Ready to build a hiring process that identifies real problem solvers instead of just task completers? Let's discuss how to structure interviews and assessments that reveal genuine problem-solving ability.
Want to learn more about implementing systematic hiring processes? We discuss scorecard development and candidate evaluation strategies in our latest podcast episode. Subscribe to our channel for the full episode and more insights on building effective supply chain teams.
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