Devi Prasad Dash, SHRM-SCP, CPHR, ODCP

👉Our first blog is here!! I started Manplan with one mission - 𝐡𝐞𝐥𝐩𝐢𝐧𝐠 𝐜𝐨𝐦𝐩𝐚𝐧𝐢𝐞𝐬 𝐭𝐡𝐫𝐢𝐯𝐞 𝐰𝐢𝐭𝐡 𝐭𝐡𝐞 𝐩𝐨𝐰𝐞𝐫 𝐨𝐟 𝐇𝐑 𝐢𝐧𝐬𝐢𝐠𝐡𝐭𝐬. My experience in the field recognises the fact that different organisations need different solutions. That’s exactly what we do at Manplan! We tailor HR solutions as per your organisational challenge and requirements. Today, I'm happy to share our first blog where we've talked about Manplan in detail with my visionary approach and how our expert services make a difference in your organisational structure.  Read through the entire blog to learn more!

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let’s shine a spotlight today on the valuable role of HR in organization growth, development and effectiveness. How is HR shaping the new future as it unfolds in these dynamic times? https://lnkd.in/gr_F6-yQ #internationalHRday #economictimes #unfoldconsulting

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I am always looking for ways to transform L&D from a function that merely reports learning metrics to forecasting business performance. To achieve this, we must ensure strong collaboration with business functions. Sharing 3 standout strategies for you to enhance coordination between L&D and functional heads (insights from the conversation I had with L&D leaders in the Middle East in my recent webinar): Set up a ’Business excellence department' said Aysha Sulaiman from Rakez: - This team ideally reports to the Chief Strategy Officer who has full visibility of the organization's direction. - Hold cross-functional knowledge sessions to discuss and understand the upcoming business imperatives and accompanying skill needs. - Based on this understanding, use internal competency frameworks and gap assessments to tailor learning experiences. Samer Touma’s team from Chalhoub Group does it with ‘Business learning sponsors’: - Define job families and assign business learning sponsors for each. - Collaborate with sponsors to co-create targeted learning materials, to ensure expertise and endorsement from the respective function’s sponsors. - Encourage employees to opt for a learning platform with a ‘subscription model’. This fosters a habit of continuous upskilling. Suhrid Chaudhuri from Al Ghurair shared 2 key metrics that will make L&D an integral part of business decisions: - Performance Impact: This helps you discover connections between learning and job performance, and in the long term empowers you to predict the outcomes that a learning experience can generate. - Succession Readiness: This metric indicates the preparedness of employees to take on new roles, by assessing the availability of skills. These are highly impactful metrics, and you can measure these by integrating learning management with skills, talent, and customer experience data. I found these strategies extremely interesting and result-oriented. Have you implemented anything similar in your organisation? How do you enhance L&D and functional cooperation? #LearningStrategy #LnDStrategy #CHRO #CLO #CEO #LearningInspiration #Leadership #LnD #BusinessImpact #Skills #LearningAndDevelopment #HR #HumanResources #WorkplaceLearning #EmployeeTraining #SkillsDevelopment #Innovative #Disprz

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"PERFORMANCE INPROVEMENT PLAN (PIP)" As we approach the year-end, it's crucial for organizations to reflect on performance management and conduct thorough performance reviews. In line with this, I’d like to share insights on Performance Improvement Plans (PIPs), which can be a vital tool for managing underperformance. A Performance Improvement Plan is intended to support underperforming employees in enhancing their performance. However, it is essential that PIPs are implemented genuinely, with clear and attainable goals. They should not serve as a mere formality or a means to terminate an employee. A recent case, CLP v MIMS Medica Sdn. Bhd. (Award No.: 870 of 2023), highlights the importance of proper PIP implementation. In this case, an employee was awarded over RM2 million in back wages and compensation after being unjustly dismissed while on a PIP. The Industrial Court found that there was insufficient evidence to support claims of poor performance. Key Facts: The claimant was a Vice President with nearly 19 years of service. Following a change in management, he faced accusations of poor performance despite leading a struggling business unit. The PIP imposed unreasonable targets, contradicting the management's own downward projections. The court ruled that the PIP was executed in bad faith, part of a series of actions aimed at forcing the employee out of the company. Key Takeaways: PIPs are not exit plans: Their primary goal is to help employees meet performance standards, not to facilitate termination. Proper execution is vital: PIPs must include clear, attainable, and realistic goals. Vague or unrealistic targets can lead to significant liabilities for employers. Documentation matters: Employers should maintain comprehensive records of performance and any actions taken. This ensures that PIPs are genuinely aimed at performance improvement rather than dismissal. As we finalize our performance reviews, let’s remember that the PIP process is about development and support. Mismanagement can lead to severe consequences for both employees and employers. As John Quincy Adams once said, “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” For organizations considering PIPs, I encourage you to ensure these plans are implemented with integrity and a focus on improvement. If you’d like to discuss how to effectively implement PIPs or enhance your performance management processes, feel free to reach out. #sidimo #sidimoHR #pip #performance

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🌟 Elevate the Brand of Learning & Development! 🌟 In today's fast-paced world, the role of L&D is more crucial than ever. But how can we ensure that L&D is not just a support function but a strategic partner in driving organisational success? I've explored this in my latest article, where I delve into the strategies for enhancing the brand of L&D. From learning transfer to stakeholder engagement, I'm sharing how we can position L&D as a key player in organisational growth. 🔗 Read the full article here https://lnkd.in/e7tisAgC If you find the insights valuable, please share this post with your network. Let's work together to transform the brand of L&D! #learninganddevelopment #learningtransfer #businessimpact

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Performance Management Systems and Their Challenges In the last few months of my consulting work with medium and small-sized organizations, I have helped design and run performance management systems (PMS). During this time, I have made several observations and have a few questions for the HR community. As we all know, a PMS is used to manage human resources and talent effectively. Ideally, it should provide vital data about employees regarding their current skills, training requirements, areas for development, and rewards for previous year’s performance. Whether an organization uses a PMS system or Excel sheets, the challenge lies in utilizing the data after the announcement of rewards. Based on my experience with large, medium, and small organizations, 80% of organizations struggle to implement the process effectively. Managers or leaders often view this system as merely a mechanism for rewarding employees, leading to favoritism and biased ratings. When asked to assess their team's potential, managers are either reluctant or lack the necessary knowledge. Consequently, the reliability of data on training, development, and future role management is questionable. As a result, metrics like the nine-box Performance vs. Potential model are not as effective as they could be. While a few large organizations (just 10%) have mastered this art, the remaining 90% struggle with efficiency. In my observation, managers and leaders face difficulties in executing this process properly due to time constraints and concurrent business and operational challenges. Consequently, business agendas take priority, and PMS is rushed and compromised to meet HR deadlines. A common defect in most organizations is the lack of a proper organizational structure. Specifically, managers and leaders often have more than 10 direct reports, making it challenging to groom individuals effectively. A span of control of fewer than seven direct reports allow for better observation of behaviors and identification of development areas. The HR department can set processes and systems (software) for effective performance management, but it is the responsibility of each leader and manager to ensure its effectiveness and efficiency. Questions for the HR Community 1. Is your performance management system 100% effective in your organization? 2. What measures have you taken to address these challenges? Feel free to contact me at [email protected]  or call me at +91 9920550088 for any advice.

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HR teams using predictive analytics are 2x more likely to improve retention. But you need the right foundation first. Here's your predictive analytics roadmap: 1. Data Prerequisites • 12+ months of historical data • Clean, consistent records • Multiple data points 2. Focus Areas • Flight risk modeling • Performance prediction • Capacity forecasting 3. Implementation • Start small • Validate results • Scale gradually Remember: Predictive analytics is a journey, not a destination. Want to explore predictive HR analytics? Reach out today! ♻ Repost if you found this insightful 📣 Follow me, Anthony Calleo, for EX insights 🌐 Contact Calleo EX for a free consultation #EmployeeExperience #EX #CalleoEX #WorkplaceCulture #EmployeeEngagement 

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Top HR functions deliver 3.5x more value to the business. The difference? They've mastered the art of strategic metrics. Build your strategic metrics framework: 1. Business Alignment • Revenue impact • Cost efficiency • Risk management 2. Leading Indicators • Predictive metrics • Early warning signs • Trend analysis 3. Action Orientation • Clear ownership • Defined thresholds • Response plans Pro tip: Every metric should drive a specific business outcome. Ready to upgrade your HR metrics? Let's discuss your strategic priorities. ♻ Repost if you found this insightful 📣 Follow me, Anthony Calleo, for EX insights 🌐 Contact Calleo EX for a free consultation #EmployeeExperience #EX #CalleoEX #WorkplaceCulture #EmployeeEngagement #MagicMakersGroup

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Acknowledging the significance of #Organizationaldevelopment over past few years, it has been established as a crucial pillar contributing to the development of all aspects within an organization. As a vital component of #HR, each dimension holds intrinsic value, with the OD division playing a pivotal role in enhancing the impact of these dimensions. #adaptibility #change #development #growth #strategy #initiatives #design #planning #OD #projects #HR

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The discussion around #toxic workplaces and workplace #bullying has been prevalent recently. With thought leaders at Birchtree Performance HR, we explored the relevance of workplace culture in tolerating or not addressing such behavior. The article addresses tactics to address bullying and organization #virtuousness. OV's emphasis is building a culture based on values including, compassion,empathy, forgiveness, courage and trust.

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List of traits that are quite often seen amongst those corporate professionals - Transition to CEO roles Some general insights into the common traits and competencies that often enable HR professionals to transition successfully into CEO roles: 1. Strategic Thinking: Effective CEOs coming from HR backgrounds typically have strong strategic planning and business acumen. They can think holistically about the organization, identify key growth opportunities, and align the workforce to support strategic objectives. 2. People Management: HR professionals already have deep expertise in managing and developing human capital. As CEOs, they bring exceptional interpersonal skills, the ability to motivate teams, and a keen understanding of organizational behavior. 3. Problem-Solving and Decision-Making: CEOs from HR backgrounds are often adept at identifying complex problems, gathering relevant data, and making well-informed decisions that consider the interests of various stakeholders. 4. Change Management: Given their experience in driving organizational transformation and implementing HR initiatives, CEOs with HR backgrounds are often effective at leading complex change initiatives and navigating the human aspects of organizational transformation. 5. Adaptability and Resilience: The dynamic nature of HR roles requires professionals to be flexible, adaptable, and able to navigate ambiguity. These traits translate well to the CEO position, where the ability to respond to market changes and overcome challenges is crucial. 6. Emotional Intelligence: Strong emotional intelligence, including self-awareness, empathy, and the ability to relate to people at all levels, is a common trait among successful HR-to-CEO transitions. 7. Cross-Functional Expertise: While starting in HR, these CEOs often have gained a broad understanding of various business functions, which enables them to drive cross-functional collaboration and make more informed decisions. It's important to note that while these are common traits, the specific experiences and competencies of individual HR professionals who have become successful CEOs may vary. The transition from HR to CEO requires a unique combination of skills, knowledge, and personal attributes.

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🚀 𝗘𝗺𝗽𝗼𝘄𝗲𝗿𝗶𝗻𝗴 𝗛𝗥 𝗗𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀 𝘄𝗶𝘁𝗵 𝗗𝗮𝘁𝗮-𝗗𝗿𝗶𝘃𝗲𝗻 𝗜𝗻𝘀𝗶𝗴𝗵𝘁s 🚀 In today’s rapidly evolving workforce landscape, training and development play a pivotal role in driving employee success and organizational growth. Yet, HR leaders face major challenges like: 🔹 Tracking and measuring training effectiveness in real time. 🔹 Identifying gaps in participation, completion rates, and ROI on training investments. 🔹 Managing high costs of upskilling while ensuring the impact aligns with business goals. 🔹 Lack of centralized visibility across departments and roles for strategic decision-making. At Onelogica, we tackled these challenges head-on with a Data lake/Data Mesh -based analytics solution. With insights like: ✅ Training completion rate ✅ Average training cost per employee ✅ Breakdown of participation and duration by program type Our solution helps HR leaders: 📊 Prioritize high-impact training programs for skills development. 📊 Optimize resource allocation to cut inefficiencies. 📊 Align workforce training efforts with overall business objectives. 𝗧𝗿𝗮𝗶𝗻𝗶𝗻𝗴 𝗶𝘀𝗻’𝘁 𝗷𝘂𝘀𝘁 𝗮 𝗰𝗼𝘀𝘁; 𝗶𝘁’𝘀 𝗮𝗻 𝗶𝗻𝘃𝗲𝘀𝘁𝗺𝗲𝗻𝘁 𝗶𝗻 𝘁𝗵𝗲 𝗳𝘂𝘁𝘂𝗿𝗲 𝗼𝗳 𝗮𝗻𝘆 𝗼𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻. 𝗧𝗵𝗲 𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝘁𝗼 𝗺𝗲𝗮𝘀𝘂𝗿𝗲, 𝗮𝗻𝗮𝗹𝘆𝘇𝗲, 𝗮𝗻𝗱 𝗮𝗰𝘁 𝗼𝗻 𝘄𝗼𝗿𝗸𝗳𝗼𝗿𝗰𝗲 𝗱𝗮𝘁𝗮 𝗲𝗻𝘀𝘂𝗿𝗲𝘀 𝘁𝗵𝗮𝘁 𝗶𝗻𝘃𝗲𝘀𝘁𝗺𝗲𝗻𝘁𝘀 𝘁𝗿𝗮𝗻𝘀𝗹𝗮𝘁𝗲 𝗶𝗻𝘁𝗼 𝗺𝗲𝗮𝘀𝘂𝗿𝗮𝗯𝗹𝗲 𝗴𝗿𝗼𝘄𝘁𝗵. 💡 Looking for a solution tailored to your industry? Connect with us [email protected] to explore how Onelogica can help you build similar insights for better workforce management and talent strategies.Comment below on the data driven decisions ay your org. 𝗗𝗶𝘀𝗰𝗹𝗮𝗶𝗺𝗲𝗿: 𝗧𝗵𝗲 𝗻𝘂𝗺𝗯𝗲𝗿𝘀 𝗶𝗻 𝘁𝗵𝗲 𝗱𝗮𝘀𝗵𝗯𝗼𝗮𝗿𝗱 𝗮𝗿𝗲 𝗶𝗻𝗱𝗶𝗰𝗮𝘁𝗶𝘃𝗲 𝗮𝗻𝗱 𝗳𝗼𝗿 𝗶𝗹𝗹𝘂𝘀𝘁𝗿𝗮𝘁𝗶𝗼𝗻 𝗽𝘂𝗿𝗽𝗼𝘀𝗲𝘀 𝗼𝗻𝗹𝘆. 👉 Let’s collaborate to make data work for your people and your organization. Reach out today! #HRAnalytics #TalentManagement #DataDrivenDecisions #HRTech #Onelogica #WorkforceInnovation #TrainingROI #CHRO #BusinessGrowth

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Chief HR Officer (CHRO) vs. HR Director: Essential Traits While both CHROs and HR Directors are crucial HR leaders, their roles and required traits differ. Here's a breakdown: CHRO: Strategic Visionary: A CHRO sits at the C-suite table, aligning HR strategy with overall business goals. They need a strong understanding of the company's direction and industry trends. Business Acumen: CHROs must speak the language of business, demonstrating how HR initiatives contribute to the bottom line. They should be comfortable with financial metrics and ROI calculations. Change Leader: The CHRO is often at the forefront of organizational change, navigating complex transformations and leading employees through them effectively. Global Perspective: In today's interconnected world, many organizations require CHROs with a global mindset, especially for multinational corporations. HR Director: HR Expertise: HR Directors are deep HR generalists with a strong grasp of core HR functions like recruitment, compensation, and performance management. Operational Excellence: They ensure the smooth day-to-day running of the HR department, overseeing processes and ensuring compliance with regulations. Employee Advocate: HR Directors champion employee well-being and foster a positive work environment. They are strong communicators who build trust with employees at all levels. Problem-Solving Skills: HR Directors are adept at resolving employee relations issues, navigating conflict, and finding solutions to complex HR challenges. Overlap and Additional Traits: Both roles require strong leadership, communication, and interpersonal skills. Understanding of employment law and best practices is crucial. Data analysis and leveraging HR technology are increasingly important. A passion for people and fostering a positive employee experience is essential. In short: CHROs are strategic architects, shaping the big picture of HR. HR Directors are operational leaders, ensuring the smooth functioning of HR practices.

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The future of HR doesn't concern only HR Professionals! A compelling article from Harvard Business Review authored by Peter Cappelli and Ranya Nehmeh explores how the role of Human Resources has evolved over the decades, from cost-cutting to a renewed focus on employee care and retention: - HR Evolution: Shift from cost-cutting to prioritizing employee well-being due to tight job markets and workplace stress. - Employee Advocacy: HR's pivotal role in advocating for better treatment and policies to combat burnout and improve retention. - Data-driven Insights: HR can drive change by presenting compelling data on turnover costs and employee stress to senior management. #HR #EmployeeCare #FutureOfWork https://lnkd.in/dPikig5Q Dave Ulrich Paolo Gallo Sanjay Patel Matt Burns Roberto Farina Marco Paracciani Elia Congiu Pierpaolo Aureli Daniela Ippedico Anna Rossetti Dario Montalcini Leigh Nicholson Vanessa Gleason Alastair Lindsay Christopher Nicholas Etienne Grisvard Yasutaka Zushi Petr Galík Rob Pretty Monika Moser Marco Izzo Angelo D'Attoma Millie Flanagan Keely Straw Laura Leivo Matteo Stefano Ercole Natalie Goffin Sebastian Hauer Marta Ambroziak Anna Pogonowska (Burzynska) Teresa Mazur Erik Johnson Jaroslaw Fotyga, Chartered FCIPD Kate Gaston Agnieszka Adamska Justyna Szumińska Zofia Zakrzewska

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Integration of AI - A HR Dilemma! Listen Now: BYOB Sunday Podcast - EP 06- The Role of HR in the Age of AI Integration https://lnkd.in/d-Cuapsv The integration of AI in HR has revolutionized the field, but not without its challenges. Our latest podcast explores the grim realities of AI from three critical perspectives: 🔹 Psychological Impact: Employee anxiety, mistrust, and job insecurity 🔹 Recruitment Bias: How AI tools perpetuate discrimination 🔹 Development Pitfalls: Depersonalization and skill mismatch Featuring expert insights from: ✅ Malolan L. – Asst. Manager TA, Altimetrik ✅ Indwin Edwin Joel – Sr. Manager PD, Anubavam Key Takeaways: • The hidden flaws in AI-driven HR processes • Real-world case studies of AI failures in recruitment and employee development • Actionable solutions to create a balanced and fair workplace #HRTech #AIinRecruitment #EmployeeWellBeing #Leadership #FutureOfWork

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Thank you,, ThreeFish Consulting India, for the wonderful community meet of the #Hoganassessments practitioners at New Delhi. Very interesting share by Ryne Sherman on "How AI is impacting the Assessment Industry." Absolutely resonate with what you mention as "AI gives probabilistic results but not necessarily always the facts. They are not designed for fact-finding." Here are the top few takeaways from today's presentation: 1. Treating AI as an ally and not a threat. 2. Coaches will receive a lot of help from AI in order to grasp the subtler aspects of the data used for assessments. 3. AI is able to recognize patterns that humans would overlook. Would make a good "intern" to make sure everything is close. Krista Pederson at Hogan Assessments contributed her insights about a study on #emergent leadership. Now is the time for inviting leaders specifically in #India to participate and contribute for the #Global_effective_leadership research study that is based on the implicit theory of leadership. Here is the link for you to add your response: https://lnkd.in/dKXK9iDz and be a part of this interesting study that will give #culture & #India specific insights on leadership. Dr. Pradnya Parasher I must express my gratitude for the elegance and grandeur you infuse into each of your events. I find your emphasis on #relationships to be particularly admirable, and I often learn from you. The reason the Hogan community in India is expanding is due to your love, affection, and thoughtfulness, which make it unique.  Looking forward to seeing everyone soon again!!! @V Krishnan thank you for the capture.

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This is for the #HR professionals getting ready for the leadership role. Designations like HRBP, Business Enabler, Catalysts etc. for HR folks have been in use for a few decades now. Yet, the on-ground situation indicates that a very large number of people in such roles are still engaged in personnel admin and operational support to businesses. Not to suggest that these responsibilities are not important. These are important and must be done well. But should we as a function limit ourselves to these responsibilities? The answer is obviously a no. My own view is that the level of work and contribution HR professionals make is a function of: A) their own capabilities and mindset, and B) business leadership’s view of how this function needs to be deployed That said, HR folks obviously need to focus on building required capability and mindset. With these in place, they may well be able to influence business leaders’ perspective of HR, over a period. So, what are some of the key competencies for HR to be able to contribute to its potential? While very comprehensive list of such competencies has been talked about, I put them in three major areas: A) Business acumen B) Strategic thinking C) Talent Management   - Business Acumen: HR must have an appreciation of how the organisation delivers value to its customers and what competencies and values in the workforce will be required to be effective in this delivery. At individual, team and organization level. With this clarity and inputs from the business managers / leaders, they will be able to: • Better carry out the initial screening of the talent required in the organisation. • Better on board / induct new talent better • Better align talent management and development programmes better with the priorities of the organisation. In a nutshell, the business acumen helps HR creatively deploy its full potential by designing and delivering business enabling programmes and processes. - Strategic thinking: Keeping in mind the business plans of the organisation, HR leadership can look at talent requirements both in terms of numbers and the capability profile, for today and for the future. It can craft the talent attraction, onboarding and development programs with use of appropriate HR analytics. HR can also work with business leadership to design and implement the changes required for the organisation to be future ready.   - Talent Management: With appreciation of business landscape current and emerging, HR leadership can craft required programmes to attract, retain and develop the talent and ensure that the organisation is competitive, for today and for the future. Where are you and your organization in this journey? Let us exchange notes and learn more about it. #HRBP #HRLeadership #BusinessEnabler

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HR Functions of Tomorrow 1. *Strategic Business Partnering*: Aligning HR strategies with business objectives, driving organizational performance, and enabling growth. 2. *Talent Management & Development*: Attracting, retaining, and developing top talent, fostering a culture of continuous learning and upskilling. 3. *Digital Transformation & Innovation*: Leveraging technology to enhance HR processes, employee experience, and organizational efficiency. 4. *Diversity, Equity, & Inclusion (DEI)*: Fostering a culture of inclusivity, promoting diversity, and ensuring equity in all aspects of the organization. 5. *Employee Experience & Wellbeing*: Prioritizing employee engagement, wellbeing, and holistic support to create a positive work environment and drive organizational success. By focusing on these areas, HR Leaders of Tomorrow can drive business outcomes, enhance employee experience, and build a sustainable and resilient organization.

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