THE ETHIOPIA TVET SYSTEM

HUMAN RESOURCES SUPERVISION LEVEL IV

* LEARNING GUIDE

UNIT CODE. LSA HRM4 04 1221

 Modul Unit Title Implement HR Management Information Systems

Lo_1 Access, use and Input knowledge management system

Lo_2 Identify human resources information requirements

Lo_3. Select human resources within information management system

Lo_4 Implement human resources information system

Lo_5 Evaluate performance of human resources information system

Introduction Learning Guide

This learning guide is developed to provide you the necessary information

regarding the following content coverage and topics: Lo_1 Access, use and
Input knowledge management system

1.1 Knowledge management system is accessed to assist with specific tasks, in

line with system procedures 1.2 System is administered in line with procedures1.3
input knowledge management system system. gathered, analyzed and prepared
for contribution to the system, in line with procedures 1.4 Inputs are checked for
clarity, accuracy and relevance1.5 Inputs are made to system, in line with
procedures1.6 Requirements of the system are analyzed and suggestions are
ensured for improvements to be provided to relevant personnel

1..1 Access and use knowledge management system

Access knowledge management system to assist with specific task Knowledge
management is the systematic process of finding, selecting, organising and
presenting information in a way that improves an employee’s comprehension in
their specific area of work.Knowledge is valuable.

Your responsibilities as an employee are to:

.Learn as much as you can about the company you work for, and the products and
services the company produces

.Learn new skills and business knowledge. Through a working life you become a
knowledgeable and experienced worker who is able to take initiative and solve
problems .Use this information to grow and develop and be able to move to
higher positions within the organisation, or obtain a more senior position in
another organisation.

 1.2 Administer system in line with procedures

.* A planned knowledge management system in any organisation includes:
..policies and procedures
.protocols
.information systems
.strategies
.methods
.activities and techniques
.staff professional development (training, coaching and mentoring)
.equipment user manuals and operating instructions
privacy and confidentiality policies
quality control system
personal work organisation.
1.3 Input knowledge management system
 Gather, analyse and prepare inputs for contribution to the system in line
use procedure Why does an organisation need to manage knowledge?
 Information and knowledge are corporate assets. Managing knowledge can
achieve substantial savings, significant improvements in human
performance, and competitive advantage.
* .For a new situation:
-An employee can search a knowledge base to see if this situation has been
encountered before and can then produce an answer from the
organisation’s knowledge base or from their own knowledge base.
-An employee can recall several related circumstances, and find an answer
or solution to the problem by combining pieces of knowledge from both
knowledge bases, thus creating new knowledge in the process.
-An employee can generate new knowledge by creating action and noting
the response.
 1.4 Inputs are checked for clarity, accuracy and relevance Knowledge
stored by all employees should be checked for clarity, accuracy, currency
and relevance through the following methods:
-reference to experts with knowledge of computer operation, software and
other electronic machines
-reference to experts in the fields of accounting, engineering and
administration
-group discussions and communication
-employee and customer feedback
-workgroup cooperation (this is called synergy)
research provided by others
-information received from other organisations
-internal and external written material
-references to previous file records.

1.5 Inputs are made to system, in line with procedures

Documentation is recorded in the policies and procedures manual of the
company, so that all employees can improve their work practices.
 1.6 Requirements of the system are analyzed and suggestions are ensured
for improvements to be provided to relevant personnel Suggested
changes are made in meetings, discussions and conversations with other
personnel and customers.
This knowledge is then used by management to improve work practices,
products and services to customers, which will increase productivity and
profits for the organisation. Relevant personnel Managers, leaders,
supervisors and coordinators Owners Staff, team membersand
colleagues

Introduction Learning Guide

This learning guide is developed to provide you the necessary information

regarding the following content coverage and topics: Lo_2 Identify human
resources information requirements 2.1 Information requirements of users are
collected and documented 2.2 .Communication processes

2.3 type of communication processes are agreed with users and relevant
managers 2.4 Draft information systems management plan are develope 2.5.
budget parameters

2.1 Information requirements  Career development  Employee relations and

organizational relations  Employee suppor  Human resources development 
Legislative requirements  Organizational development Performance
management  Recruitment, selection, promotion and induction  Termination of
employees  Workforce planning use interpersonal skills to access relevant
information

* Interpersonal skills include:

*active and effective listening and observation

*active and effective questioning

*seeking feedback from group members to confirm understanding

*summarising and paraphrasing internal and external messages

*using appropriate body language/non-verbal communication

*using consultation methods and techniques

*using organisational policies and procedures manual

*networking with internal and external customers.

2.2 what is Communication is the activity or process of giving information to

other people or to other living things.Communications are the systems and
processes that are used to communicate or broadcast information ,by means of
electricity,radio wawes,television,computer and satellites.The elements of a
communication process are

the following: sender (source); message; channel; receiver (learner or other living
things) and; feedback. When people interact with each other, they communicate
or work together. The communication process refers to a series of actions or
steps taken in order to successfully communicate. It involves several components
such as the sender of the communication, the actual message being sent, the
encoding of the message, the receiver and the decoding of the message. There
are also various channels of communication to consider within the
communication process. This refers to the way a message is sent. This can be
through various mediums such as voice, audio, video, writing email, fax or body
language. The overall goal of the communication process is to present an
individual or party with information and have them understand it. The sender
must choose the most appropriate medium in order for the communication
process to have worked successfully.

2.3 Type of communication precess The communication process has several

components that enable the transmission of a message. Here are the various
parts:Sender: This is the person that is delivering a message to a
recipient.Message: This refers to the information that the sender is relaying to
the receiver.Channel of communication: This is the transmission or method of
delivering the message.Decoding: This is the interpretation of the message.
Decoding is performed by the receiver.Receiver: The receiver is the person who is
getting or receiving the message. Feedback: In some instances, the receiver might
have feedback ora response for the sender. This starts an interaction.Related: The
Components of Effective Workplace Communication How does the
communication process work In order to successfully communicate, it's important
to understand how the process works. Here are the seven steps in the
communication process:

Project communication is understood as an exchange of information

in order to build coherence between project stakeholders (Nangoli, 2012). The

term “project communication” stands for all aspects of communication in a
project: both external and internal communication, written and interpersonal,
scheduled and non-scheduled communication (

According to the .Project Communications Management processes are: Plan

Communications Management – elaborate a plan of project information flow
according to the stakeholders’ needs, considering organizational assets;

 Manage Communications – generate, collect, allocate, transfer, store and

retrieve project information based on the plan;  Control Communications –
monitor and control project communications to ensure their effectiveness and
efficiency Managerial Functions

The basic managerial functions include planning, organizing, directing and

controlling different human resource related activities. All these functions are to
be coordinated effectively through appropriate human resource information
system followed in an organization.

Operative Functions
The following operative functions are entrusted to the Human Resource
Department to perform various works efficiently by taking proper decisions on
the basis of Human Resource Information System.

1. Staffing & Employment 2. Training & Development

3. Wage & Salary Administration 4. Work Culture & Environment 5. Security &
Welfare Activities 6. Employer & Employee Relation 7. Records & Statistics 8.
Promotion & Transfer 9. Integration & Separation10. Retirement & Retrenchment
Legal Compliance & Government Reporting

Project communications management overview

The scope of this paper is concentrated on the first process Communications

Management Planning. Planning project communications is a process of

development the methodology for project communications and creation of
Communications management plan.

2.4 Draft information systems management plan  Proposed system objectives,

methods of management, timeframes and other criteria  Specification of system
requirements for the purposes of selecting appropriate systems to manage the
information

Resource management: strategies and techniques The nature of resource

management in library and information services Resource management is
the systematic process used by managers to underpin and expedite the
business goals chosen for the organization. The management of information
resources and the supply of infor-mation services are a universal formulation
of business goals for library and information services broadly defined. From
these two statements a useful and general description of likely resource
requirements can be developed; this then can be applied with a particular
set of business or sectoral circumstances in mind The ultimate achievement
of the goals chosen is the measure of the success or otherwise of the
organization's resource management. The handling of all matters related to
finance and its monetary measure form the financial management
component of resource management. There are three distinct but related
components that categorize resources: information resources, primary
physical resources and resources for production. Information resources
Information resources implies the primary sources of information used by
the user community and deliverable in some form of service or product. The
primary sources could be data, archives, documents Budget Parameters

2.5 Budget Parameters are used to specify the option values that are displayed
when building budget sheets for programs. Budget parameters can be dynamic
(meaning the value is determined each time the action is performed) or static
(meaning the value is always the same). Before creating a budget parameter, it is
important for you to know if the value of an item changes due to circumstances
(i.e. dynamic) or if it remains the same value regardless of its use (i.e. static).

Introduction Learning Guide

This learning guide is developed to provide you the necessary information

regarding the following content coverage and topicsLo-3 Select human
resources within information management 3.1What is meaning HRIS Human
Resources Information System, 3.2 Human Resource Information System 3.3
Cost benefit and risk analysis are undertaken in relation to the systems which
meet the selection criteria .

3.1 What is meaning HRIS Human Resources Information System, is a system

that lets you keep track of all your employees and information about them. It is
usually done in a database or, more often, in a series of inter-related databases.
Advantages of HRIS

 An HRIS can reduce the amount of paperwork and manual record keeping  It
retrieves information quickly and accurately  It allows quick analysis of HR issues
Most HRIS Contain: Personal history - name, date of birth, sex  Work history -
salary, first day worked, employment status, positions in the organization,
appraisal data and hopefully, pre-organizational

information  Training and development completed, both internally and

externally  Career plans including mobility  Skills inventory - skills, education,
competencies...look for transferable skills

3.2 Human Resource Information System refers to the system of collecting,

recording, classifying, presenting, processing, storing and disseminating various
information, required for efficient and effective management of human resources
in an organization. In order to manage diverse, expensive, and human resource
information in complex environment, human resource department of various
organizations have increasingly used computer based human resource
information system. Human Resource Information System ( HRIS ) supports
strategic and operational use of the human resource. HRIS is required for the
following purposes.(1) Planning human resource requirements of organization

(2) Employee training & development to increase efficiency

(3) Formulation of policies and programmes relating to human resource

Cost benefit analysis

 Calculation to determine whether the results/outcomes of a particular course of

action are sufficient to justify the costs and risks in taking that action

3.4. Risk analysis

 Determination of the likelihood of a negative event preventing the organization

meeting its objectives and the likely consequences of such an event on
organizational performance
 Introduction
Risk is a potential variation in outcome. When risk is present, outcome cannot be
forecasted with certainty. As a result risk gives rise to uncertainty. Risk is an object
concept, meaning it is measurable. Exposure to risk is created whenever an act or
circumstances gives rise to possible gain or loss that cannot be predicted with
certainty.
3.5. Sources of Risk

The following are some of the possible sources of risk

Physical environment: Physical environment is fundamental sources of risk.
Earthquake, droughts, or excessive rainfall can lead to loss. The ability to fully
understand our environment and the effects we have on it-as –well as those it
has on us-is a central aspect of this source of risk.
Social environment: Changing the traditions and values, human behavior,
social structures and institution are a second source of risk. In fact, changing
cultural values also create opportunities, as when new attitudes regarding
women in the workforce open a door to a significantly talent pool.
Political environment: Within a single country, the political environment can
be an important source of risk. A new president or prime minister can move the
nation in to a policy direction that might have dramatic effects on particular
organizations.
Legal environment: A great deal of uncertainty and a risk arises from a legal
system of a country. Not only are standard of conduct uphold a punishments
enforced, but as the system itself evolves new standards arises that may not be
fully anticipated.
Operational environment: Process and procedures of an organization
generate risk and uncertainty. A formal procedure far promoting, hiring, or
 firing employee may generate a legal liability. The manufacturing process may
put employees at risk of physical harm. The operational environment also
provides gains, as it is the ultimate sources or the goods and services by which
an organization succeeds or fails.
Economic environment: Although economic often flows directly from the
political clam, the dramatic expansion of the global marketplace has created an
environment that is greater than may single government

Risk management: is the identification, assessment, and prioritization of risks

defined in as the effect of uncertainty on objectives) followed by coordinated and
economical application of resources to minimize, monitor, and control the
probability and/or impact of unfortunate events or to maximize the realization of
opportunities. Risk management’s objective is to assure uncertainty does not
deflect the endeavor from the business goals.

Introduction Learning Guide

This learning guide is developed to provide you the necessary information

regarding the following content coverage and topics lo-4. Implement human
resources information system 4.1 Relevant groups and individuals 4.2 The
Human Resource Process includes 4.3 Human resource management functions
4.4 Human resource Planning 4.1 Relevant groups and individuals  All those
who have a role in the implementation of policies, procedures or decisions and/or
are affected by their implementation

4.2 The Human Resource Process includes maintenance of personnel records,

annual review and revision of employee handbook, audit of HR strategies, policies
and procedures, implementation of employment/termination procedures,
employee development program, performance management.process, on-site
support, employee retention programs, employee morale building, and
compensation plan review. 4.3 Human resource management
functions

Human Resource management is seen as a system. The system entails the

performing of six functional areas associated with effective human resource
management. These are Human resource planning, requirement and selection,
human resource development, compensation and benefits, safety and health,
employee and labor relations, and human resource research. It is these exerted and
integrated performances that human productive factors of production; i.e. people
with its skill, knowledge, experience, and inventiveness will be created and
maintained for organizational purpose. Some of its(hrm) functions are:

4.4 Human resource Planning - Human resource planning is the process of

systematically reviewing human resource requirements to ensure that the
required numbers of employees, with the required skills, are available when
they are needed. Human resource planning is the process of matching the
internal and external supply of people with job openings anticipated in the
organization over a specified period of time.
Recruitment - Recruitment is the process of attracting individuals in sufficient
numbers and encouraging them to apply for jobs with the organization. It is the
process of identifying and attracting a pool of candidates, from which some will
later be selected to receive employment offers.
Selection - Selection is the process of choosing from a group of applicants the
individual’s best suited for a particular position. Whereas recruitment
 encourages individuals to seek employment with a firm, the purpose of the
selection process is to identify and employ the best qualified individuals for
specific positions.
Orientation - Orientation is the formal process of familiarizing new employees
with the organization, their job, and their work unit. Through orientation (also
called socialization or induction) new employees will acquire the knowledge,
skills and attitudes that make them successful of the organization.
Training and Development - Training and development aim to increase
employee’s ability to contribute to organizational effectiveness. Training is a
process designed to maintain or improve performance (and skills) in the present
job. Development is a programmed designed to develop skills necessary for
future work activities. It is designed to prepare employees for promotion.
Compensation administration - Compensation administration refers to the
administration of every type of reward that individuals receive in return for
their services. In its boarder sense, compensation represents all sorts of rewards
that individuals receive as a result of their employment.
Performance Evaluation - Performance evaluation is a formal system of
periodic review and evaluation or an individual’s job performance.
Safety and Health - Safety involves protecting employees from injuries caused
by work related accidents. Health refers to the employee’s freedom from
illness and their general physical and mental well – being. These aspects of the
job are important because employees who work in a safe environment and
enjoy good health are more likely to be productive and yield long-term benefits
to the organization.
Promotion, Transfers, Demotions and Separations - Promotion, Transfers,
Demotions and Separations reflect an employee’s value to the organization. High
performers may be promoted or transferred to help them develop their skills, while
low performers may be demoted,

Introduction Learning Guide

This learning guide is developed to provide you the necessary information

regarding the following content coverage and topics lo-5. Evaluate performance
of human resources information system 5.1 user of performances appraisals .5.2
swot analysis 5.3what is benchmark 5.4 Performance gaps and current strategies
are analyzed and improvements introduced Variable

Uses of Performance Appraisals

 Performance improvement. Performance feedback allows the employee, the

manager, and personnel specialists to intervene with appropriate actions to
improve performance. Compensation adjustments. Performance evaluations
help decision makers determine who should receive pay raises. Many firms grant
part or all of their pay increases and bonuses on the basis of merit, which is
determined mostly through performance appraisals.

 Placement decisions. Promotions, transfers, and demotions are

usually based on part or anticipated performance. Often promotions are a reward

for past performance. Training and development needs. Poor performance may
indicate a need for retraining. Likewise, good performance may indicate untapped
potential that should be developed. Career planning and development.
Performance feedback guides career decisions about specific career paths one
should investigate. Staffing process deficiencies. Good or bad performance
implies

Informational inaccuracies. Poor performance may be a symptom of -conceived

job designs. Appraisals help diagnose those errors.
 Equal employment opportunity. Accurate performance appraisals that actually
measure job-related performance ensure that internal placement decisions are
not discriminatory. External challenges. Sometimes performance is influenced
by factors outside the work environment, such as family, financial, health, or
other personal matters. If these factors are uncovered through appraisals, the

5.2 Swot Analysis SWOT is an acronym of four words.S stands for strength stands
for weakness O stands for opportunity T stands for threats This type of analysis is
best performed when the business is new. In the case of an existing business,
SWOT analysis helps determine the strengths and weaknesses of the business
while allowing identification of opportunities that an enterprise can use to make
bigger profits.

A SWOT Analysis is also used to assess information about competitors. What are
their strengths and weaknesses? What opportunities are they able to make use of?
What are the threats to competitors and how would they would be able to respond
to these threats.

Table 15: SWOT Analysis

Quality
SWOT Analysis Good Things Challenges
Perspective Internal- Strengths
Looking at What are we strong at? Weaknesses
the enterprise What do we have that Where are we not
we can further take strong yet?
advantage of? Where do we need to
improve?
 Quality
Opportunities Threats
Which existing or Which existing or
External -
future opportunities can potential threats do
Looking at
we exploit to strengthen we have to consider
the
our enterprise and in order to avoid risks
environment
business? for our enterprise and
business?
ments are clearly defined and the tools are presented as templates

Strengths
Strength – Those things that the organization does well, the high value or
performance points. Strengths can be tangible and are attributed to loyal customers,
efficient service delivery, very high quality products and excellent financial
condition. Strengths can also be intangible such as good leadership, strategic
insights, customer intelligence, solid reputation and high skilled workforce which
are often considered as “Core Competencies” which is the best leverage points
for growth without draining resources. The internal strengths of an enterprise can
be evaluated using the following worksheet
Table 18: SWOT Analysis Worksheet

SWOT Analysis Worksheet

Internal Strength(S) Analysis
Department/Work Unit_______________
Agreement scale

Rank:
 Agreement scale

5=very good,
No 3=satisfactory,1= poor
No Enhancing
Enhancing Factors
Factors Affecting
Affecting the
the Enterprise
Enterprise
. 1 2 3 4 5
.

Weaknesses
Weaknesses are internal; they are within the control of the organization.
Weaknesses include: Bad leadership, unskilled workforce, insufficient resources,
poor product, quality, slow delivery, long waiting time outdated technologies, lack
of planning, high overhead, lack of supplier relationships and poor reputation. This
part tries to give evidence based answers to the following questions.
What could you improve?
What should you avoid?
What are people in your market likely to see as weaknesses?

Table 19: Internal Weakness Analysis

SWOT Analysis Worksheet

Internal Weakness (W) Analysis
Department/Work Unit______________________
Agreement scale

No Impending Factors Affecting the Business Rank:

.
5=very good, 3=satisfactory,1=
 Agreement scale

poor
No
Impending Factors Affecting the Business 1 2 3 4 5
.

Opportunities

Opportunities refers to potential areas for growth and higher performance

Opportunity is external in nature and includes factors such as marketplace,
unhappy customers with competitor’s, better economic conditions, more open
trading policies. As external factors, opportunities may help in reaching the desired
outcome, including new technologies, increased customer demand and loosened
regulations. The following template can be used to conduct the analysis.
Table 20: External (O&T) Analysis (A)

SWOT Analysis Worksheet

External Opportunity (O) and Threat (T) Analysis
Department____________________
 Probability of Impact on
Occurrence High
REMAR
No. OPPORTUNITIES
(L)=1 – H(10) (L)=1 – H(10) K

Threats
Threats are external challenges confronting the organization. Threats covers a
wide range factors including bad press coverage, shifts in consumer behavior,
substitute products/service, and new regulations, .it is usually useful to classify or
assign probabilities to threats. The more accuracy in identifying threats, the better
position for dealing with the “sudden ripples” of change
Threats as external factors that may hinder the achievement of the desired goal can
also be explained using Porter’s 5-Forces model
As source of threat the 5 competitive forces are
Potential new entrants
Threat of substitutes
Bargaining power of suppliers
Bargaining power of buyers/patients
Rivalry among competitors
5.3 benchmarking is a process used to measure the quality and performance of
your company’s products, services, and processes. As these measurements don’t
have much value on their own Benchmarking Important?

Benchmarking can be an effective tool for planning and implementing change

processes that lead to organizational improvement when the knowledge gained is
converted into a detailed action plan to improve competitive advantage'.
Benchmarking can also be used as a goal-setting process, an aid in setting
performance objectives to achieve performance improvements.

Benchmarking is one of many tools used as part of any continuous improvement

model for the business organization. Consistent benchmarking can help
Improve processes and procedures.
Gauge the effectiveness of past performance.
Give a better idea of how the competition operates, which will help you to
identify best practices to increase performance.
Increase efficiency and lower costs, making your business more profitable.
Improve quality and customer satisfaction.

There are two basic kinds of improvement opportunities: continuous and dramatic.
Continuous improvement is incremental, involving only small adjustments to reap
sizeable advances. Dramatic improvement can only come about through
reengineering the whole internal work process. Benchmarking will point out what
changes will make the most difference, but it’s up to you to actually put them in
place. Types of Benchmarking
There are many different types of benchmarking that fall into three primary
categories: internal, competitive, and strategic. Benchmarking
Internal Benchmarking
If other teams or organizations within the company have established best practices
in processes similar to own enterprise, internal benchmarking involves analyzing
what they are doing to find out areas to improve and be more efficient.
Competitive benchmarking
This type of benchmarking is a comparison of products, services, processes, and
methods of direct competitors. It gives an insight into a position within the industry
and what needs to do to increase productivity.

Strategic benchmarking
This type of benchmarking looks beyond own industry to identify world-class
performance and best practices so as to look for ways to adapt the methods to
procedures and processes.

Steps in the benchmarking process

Benchmarking is a simple, but detailed, step-by-step process: there are eight step in
benchmarking process. Each step is discussed below.

Select a subject to benchmark

Executives and other senior management should be involved in deciding which
processes are critical to the company’s success. The processes should then be
prioritized based on which metrics are most important to all stakeholders. After
prioritizing, selecting and defining the measures to be collected come in..

Decide which organizations or companies to benchmark

Determine whether to benchmark processes within own company, a competitor, or
a company outside of the industry. It may be hard to collect all the required data if
the company to benchmark is a direct competitor. So, different organizations
should be selected to study in order to get the data needed.

Document the current processes

Mapping out the current processes can help identify areas that need improvement
and more easily compare against the chosen organization. The road to
improvement starts with a better understanding of where the organization is at
now.
 Collect and analyze data

This step is important—but it can prove difficult when trying to gather data from a
competitor because a lot of that information may be confidential. Information can
be

Customer damaged goods or delivery problems

feedback may
delays
be about:
invoicing errors

quality of customer service

quality of service provision

Information Sheet - 4 Perform GAP analysis

5.4 Performance gap is The perceived fall of the actual performance of the
individual

worker as compared to the performance standards set for a particular competency

What is GAP analysis?

Gap analysis is a process of comparing the current state with the desired state for
an organization and creating solutions to meet their goal. When gap refers to how
far the performance is behind the target point; GAP analysis takes to that point.

A GAP analysis is a method of assessing the differences in performance between a

business' information systems or software applications to determine whether
business requirements are being met and, if not, what steps should be taken to
ensure they are met successfully.
It is a method that examines all strategies and possible opportunities to provide
optimization. You can use it for a single process or the entire business; and apply
in various areas such as sales, employee satisfaction or productivity. It could also
be considered as strategic or operational approaches which are both concrete.
Operational approach focuses on daily work, while strategic one focuses on
planning and future strategies.
How to Conduct GAP Analysis?

There are 8 essential steps for conducting the analysis and discover what needs to
be done to reach desired goal. Here are the steps:

Each step in the GAP analysis is further discussed as follows.

1) Identify your current state

Before heading towards the goal, we need to be aware of the existing situation and
the main focus of an enterprise, it is important direct the focus on whichever
processes or features to improve.
2) Identify the desired state
With the conscious of what organization is doing, a target point is set. To
determine reasonable goals, we must know what the organization is and isn’t
capable of doing within the bound of time.

Be aware of the strong and

weak sides an organization then set their goals using SMART methodology. Goals
should be specific, realistic, measurable, achievable, relevant, and time bound.
3) Go back to the current state and define the gap
Now you know where you stand as an organization and where you want to be. It’s
time to handle the gap in between.
4) Create solutions
If it is discovered why the gap occurs, an action should be taken to fix it. After
evaluating possible solutions then a decision should be made which ones are
applicable to the problem.
5) List the possible solutions
Which way is the best to close the gap? Consider all the suitable options and how
you can benefit from them.
6) Compare with pro’s and con’s It is needed to reconsider the options with
their pros and cons, bringing a new solution for an existing issue may cause a
potential problem or it may cost too much and cause loss. Therefore, approaching
problems from different angles helps to eliminate unprofitable opinions.