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Core behaviours
Situational decision-making
Making effective and pragmatic decisions or choices based on the specific situation or context
Situational decision-making is about making effective and pragmatic decisions or choices and considering the specific situation or context, thereby avoiding a ‘one-size-fits-all’ approach. It involves identifying different options, along with the benefits and risks associated with them, and their alignment to professional principles and values.
Given the ever-changing nature of work, any decisions made will need to remain flexible enough to adapt to new insight, circumstances or changes, and we should be diligent about evaluating their impact in order to inform future practice.
'Great practitioners not only bring with them knowledge and experience, but the ability to assess each situation independently - using insight and awareness to ensure they are providing the best possible solution to any circumstance. They’re curious and seek to understand the specifics of the context, and then flexible, thoughtful and creative in their delivery. We don’t live in a one-size-fits-all world and our workplaces are no different. Policies and procedures provide guidance; the skill of the practitioner is in the application.'
Neil Morrison, HR Director, Severn Trent
Situational decision-making standards
Each standard progresses through four levels of impact. Which level do you most embody in your day-to-day work?
Fundamental level
At this level you will:
- Apply agreed procedures and policies and available sources of evidence to make choices
- N/A
- Be open to new information and changing circumstances
- Seek to understand the outcomes of your actions
Associate level
At this level you will:
- Solve problems and make choices by applying evidence relevant to the specific situation
- Identify the different options or solutions available and the benefits and risks of each
- Adapt your approach and choices in light of new information or changing circumstances
- Understand how your choices and actions impact on wider performance
Chartered Member level
At this level you will:
- Make well-judged decisions by considering all available evidence in the context of the specific situation
- Consider different options and make decisions by balancing opportunity, risk and alignment to professional values
- Adapt your decisions and practices to take account of changes to the business environment
- Demonstrate commitment to evaluating the outcome and impact of your decisions to inform your future approach
Chartered Fellow level
At this level you will:
- Make complex and timely decisions in line with available evidence, the strategic context and professional values when there are unknowns
- Create an environment where others are empowered to make decisions, whilst overseeing risk
- Anticipate and identify key changes in the organisation environment, and evolve people strategy to take account of these
- Promote a culture that recognises the value of measuring outcomes and evaluating the impact of decisions
Things to start thinking about
Use these prompts to reflect on your understanding of Situational decision-making and uncover areas for future professional development.
- How do you take account of the specific situation or context when making choices or decisions?
- How did you balance opportunity and risk in the last decision you made?
- How often do you develop a range of options before making or advising on a decision?
- What have you put in place to identify or anticipate changes to your environment that may impact on your choices and decisions?
Resources to guide your work, career planning and development, available on the CIPD's main site.
- Best to good practice HR: developing the principles - Report
- Fresh thinking in learning and development - Report
- Giving people freedom over ethical choices at work - Article
- HR and business ethics - Podcast
- HR professionalism: what do we stand for? - Report
- Perspectives on ethical workplace decision-making - Report
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