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𝐓𝐡𝐞 𝐏𝐫𝐢𝐦𝐞𝐫 Change is a work in progress; it demands a broad-based canvas that accommodates competing voices and adjusts to the messy ambiguities, contradictions and tensions of real life continuity depends on change as much as change depends on continuity. Both must be present for organisational growth and survival. Continuity balances changes in the same way what that safety defines risk. Excessive control leads to stagnation and decline, while overzealous change causes disruption and crisis. 𝐓𝐡𝐞 𝐂𝐨𝐧𝐬𝐭𝐚𝐧𝐭 When one considers the events unfolding with each day, change remains one of the few constants in an increasingly unpredictable and complex environment and one of the more significant and demanding issues facing managers today. As the environment changes, organisations must adapt if they are to be successful. Under these processes, companies are downsizing, re-engineering, flattering structures, going global and starting more sophisticated technologies. 𝐋𝐞𝐚𝐝-𝐈𝐧 Leaders’ approaches to the change are based on assumptions about how change works sometime, assumptions come from prominent management concepts and sometimes they are based on experience, or even just the way things have always been done in the past. Cling to a logical process, pivoting upon a leader’s ability to conceive a new future and plan for it accordingly. 𝐓𝐡𝐞 𝐂𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞 A major challenging facing organisation today is to develop management style and culture that will enable them to cope with the challenges and opportunities they face. Irrespective of whether the change has to do with introducing new technology, a re-organisation or new product development, it is important for leaders to have a sound understanding of change issues and theories to help guide their actions. 𝐎𝐫𝐠𝐚𝐧𝐢𝐬𝐚𝐭𝐢𝐨𝐧 𝐃𝐞𝐯𝐞𝐥𝐨𝐩𝐦𝐞𝐧𝐭 Incremental and planned change is organisation development, while dramatic and unplanned change is organisation transformation. Organisation development is desired state of organisation, where organisation transformation is a reactive, and sometimes dramatic, response to external pressure, organisation development is the preferred option for the organisations that are introspective and wish to continually improve their products and services in an incremental manner. Organisational development is oriented to improving the total systems- the organisation and its parts in the context of the larger environment that impacts on them. 𝐎𝐫𝐠𝐚𝐧𝐢𝐬𝐚𝐭𝐢𝐨𝐧 𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 On the other hand, organisation Transformation may be perceived as volatile and reactive to environment forces. In most instances, organisations tend to favour Organisation Development, as it may be implemented proactively and therefore gradually minimize the disturbance within Organisation. 𝘖𝘳𝘨𝘢𝘯𝘪𝘴𝘢𝘵𝘪𝘰𝘯 𝘋𝘦𝘷𝘦𝘭𝘰𝘱𝘮𝘦𝘯𝘵 𝘖𝘳𝘨𝘢𝘯𝘪𝘴𝘢𝘵𝘪𝘰𝘯 𝘛𝘳𝘢𝘯𝘴𝘧𝘰𝘳𝘮𝘢𝘵𝘪𝘰𝘯 Planned Unplanned Incremental Dramatic Proactive Reactive Long-Term Short-Term Normal Chaotic Internal force External Forces Stable Unstable Process-Oriented Outcome Oriented Total system Specific Focus 𝐀𝐩𝐩𝐫𝐨𝐚𝐜𝐡 𝐭𝐨 𝐂𝐡𝐚𝐧𝐠𝐞:: 𝐒𝐜𝐚𝐥𝐞 𝐨𝐟 𝐂𝐡𝐚𝐧𝐠𝐞 Fine-tuning: Organisational change that is an ongoing process characters used by fine tuning of the ‘fit’ or match between the organisation’s strategy, structure, people and process fine tuning is typically manifested at divisional levels Incremental Adjustments: organisational change that is characterised by incremental adjustments to the changing environments. Such change involves distinct modification to corporate business strategies, structural and management process. Modular Transformation: Organisational change that is characterised by a major realignment of one or more departments. The process of radical changes is focused on these sub parts rather than on the organization as a whole. Corporate Transformation: Organisational change that is corporation-wide, characterised by radical shifts in business strategy and revolutionary changes throughout the whole organisations. 𝐒𝐭𝐲𝐥𝐞 𝐨𝐟 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 Collaborative: wide spread participation by employees in important decisions about the organisation’s future and about organisational change. Consultative: Consultations with employees, primarily about the means of bringing about organisational change, with their possible limited involvement in goals setting that applies to their area of expertise or responsibility Directive: Use of managerial authority and direction as the dominant form of decision making about the organisation’s future, and about the means of future, about the bringing the organisational change. Coercive: Managers/ Executive or outside parties forcing or imposing changes on a key groups in the organisation. 𝐏𝐥𝐚𝐧𝐧𝐞𝐝 𝐂𝐡𝐚𝐧𝐠𝐞-𝐓𝐡𝐞𝐨𝐫𝐲 Conceptions of planned change have tend to focus on how to implement change in organisations called ‘Theories of Changing’. These frameworks describe the activities that must take place in order for people to start and carry out successful organisational change. 𝐓𝐡𝐞 𝐋𝐞𝐰𝐢𝐧’𝐬 𝐂𝐡𝐚𝐧𝐠𝐞 𝐌𝐨𝐝𝐞𝐥 Kurt Lewin provided one of the early fundamental models of the planned change. He conceived of change as a modification of those forces that keep a system’s behaviours stable; specifically, the level of behaviour at any moment in time results from two sets of forces; those striving to maintain the status quo and those pushing for change. When both sets of forces are about equal, current levels of behaviour are to maintain the in what Lewin termed as state of ‘Quase Stationary Equilibrium’. To change that state, one can increase those forces pushing for change, decrease those forces that maintain the current state or apply some combination of both. Focused on planned change as a cyclical process in which initial research about the organisation provides information to guide subsequent action. Then the results of the action are assessed to provide further information that will guide further action, and so on. This iterative and organisation Development practisers’ it places heavy emphasis on data gathering and diagnosis prior to action planning and implementation, as well as careful evaluation of the result after action has been taken. 𝐓𝐡𝐞 𝐀𝐜𝐭𝐢𝐨𝐧 𝐑𝐞𝐬𝐞𝐚𝐫𝐜𝐡 𝐌𝐨𝐝𝐞𝐥 Traditionally aimed at helping specific organisations to implement planned change and at developing more general knowledge that can be applied to other settings although action research was originally developed to have this dual focus o change and knowledge, it has been adopted to organisational development efforts in which the major emphasis is on planned change. 𝐓𝐡𝐞 𝐀𝐜𝐭𝐢𝐨𝐧 𝐑𝐞𝐬𝐞𝐚𝐫𝐜𝐡 𝐌𝐨𝐝𝐞𝐥 The promotion of a positive approach to planned change. This model focuses on what the organisation is doing right. It represents an important departure from Lewin’s model and the action research process, which are primarily deficit based, focusing on the organisation’s problems and how they can be solved so it function better. The positive application of planned change helps members understand their organisation when it is working at best and builds off those capabilities to achieve even better results. This approach to change suggests that all organisations are, to some degree, effective and planned change should focus on the ‘best of what is’. It is consistent with a going movement in the social science called ‘positive organisational scholarship’, which focuses on positive dynamics in organisations that give rise to extraordinary outcomes. It suggests that people tend to act in ways that make their expectations occur, a positive vision of what the organisation can become, can energise, and direct behaviour to make that expectations come about. 𝘗𝘢𝘳𝘦𝘯𝘵𝘩𝘦𝘵𝘪𝘤𝘢𝘭 𝘔𝘢𝘳𝘬𝘴 Organisation change is not a straightforward, linear process, but involves considerable overlap and feedback among the activities. Appreciating your reading Skills! Quintillion HR Solutions 𝐈 𝐂𝐨𝐧𝐬𝐮𝐥𝐭𝐢𝐧𝐠 𝐈 𝐑𝐞𝐜𝐫𝐮𝐢𝐭𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐈

Every employee receives a paycheck and translates that paycheck into a lifestyle. Understanding an Organisation’s compensation program is critical in developing HR strategies that help employees feel motivated, recognized, and rewarded. Failing to understand compensation in Human Resources, this in turn can minimize an organization’s overall success. Compensation Pay provided by an employer to an employee for services rendered include both fixed and variable pay tied to levels of performance The owner or operator usually bore the responsibility for people’s pay, and little was offered outside of cash compensation. Only a handful of companies offered pensions, profit sharing, and guaranteed wages to skilled workers few safety nets such as medical insurance, unemployment compensation, Overtime pay, or social security. Programs an employer uses to supplement the cash compensation that employees receive Benefits become popular as an acceptable way to evade wage and price controls. Benefits can be defined as all of the employer’s available tools that may be used to attract, motivate, and retain employees. Why do employees choose to stay with a particular employer? Why do they leave? What factors motivate performance and commitment? The answer lies in these questions with Benefits Perspective. % Direct/Indirect Financials [Base Salary, Bonus, Cash Profit Share, Stock Programme, Company Cafeteria/stores, Fitness Facilities,Health&Wellfare Benefits, Scholarships] % Work [ Challenging Work, Constructive Feedback, Flexi_hours, Job Skills Training, Promotion, Performance Management, Safe work environment, Career Advancement, Coaching, Management Development, Service awards, Open Communication] % Affiliations [Atheltic Leagues, Symposiums, employee Clubs, Volunteer Associations, Shuttle Services, Legal Services, Wellness Program, Employee's Assistance Programme] 𝐎𝐛𝐣𝐞𝐜𝐭𝐢𝐯𝐞 To produce desired, measurable results that send the right signals to employees and deliver an excellent return on the organization’s investment (ROI). Drive desired behaviors in the workforce reinforces the overall strategy and ensures the organization's vision. The solution is to find the right mix of Benefits that satisfies the personal and financial needs of a current and potential workforce given existing business conditions and cost barriers. Benefits include health, income protection, savings, and retirement programs that provide security for employees and their families. 𝐂𝐨𝐦𝐩𝐞𝐧𝐬𝐚𝐭𝐢𝐨𝐧::𝐂𝐨𝐫𝐞 𝐄𝐥𝐞𝐦𝐞𝐧𝐭𝐬 Fixed Pay Base pay, Non-discretionary compensation that doesn’t vary according to performance or result achieved. Variable Pay pay at risk, variable pay changes directly with the level of performance or result achieved. It’s a one-time payment that must be re-established and re-earned each performance period. Short Term Incentive pay one year or less period of timeframe used to gauge the focus and rewards performance. Long-term Incentive Pay longer than the one-year timeframe for gauge focus and reward performance forms include stock options, restricted stocks, and performance- based shares, units, and cash. 𝐁𝐞𝐧𝐞𝐟𝐢𝐭𝐬::𝐂𝐨𝐫𝐞 𝐄𝐥𝐞𝐦𝐞𝐧𝐭𝐬 Social Insurance Unemployment Worker’s Compensation Social Security Disability (Occupational) Group Insurance Medical Dental Vision Prescription Drug Life Insurance Disability Retirement Savings 𝐄𝐦𝐩𝐥𝐨𝐲𝐞𝐞 𝐚𝐧𝐝 𝐄𝐦𝐩𝐥𝐨𝐲𝐦𝐞𝐧𝐭-𝐕𝐚𝐥𝐮𝐞 𝐑𝐞𝐥𝐚𝐭𝐢𝐨𝐧𝐬𝐡𝐢𝐩 Global Village with work moving to different parts of the world to take advantage of large-cost manpower and addresses skill gap [ITES] Hybrid Work Technology continues to revolutionize work, not only in terms of automating more jobs but also in enabling the virtual workplace as more professionals conduct business in Home offices or Remote locations. [New Normal] Power Corridors Traditional hierarchical distinctions have eroded in the faster decision- making and speed to market. Teamwork is one of the most concerning behaviors rated in performance reviews. Mobility Is taken for granted with workers averaging six employers over the course of a career. Diversity Becomes a respected value in the employment domain demonstrated through a range of specific programs. C-suite Increasingly believes that employees are productive drivers rather than cogs in a large wheel. In the shift toward a more ITES and knowledge-based economy, the relationship or the deal, between employer and employee, began to evolve as well. To retain talent pool, what it would take to attract, keep and engage them in giving discretionary efforts on the job, here come Total Rewards in the picture. 𝐓𝐨𝐭𝐚𝐥 𝐑𝐞𝐰𝐚𝐫𝐝𝐬 Reward-Ing about working for a particular employer or everything an employee gets as a result of the employment. ‘Value Proposition or Total Value’ Total Rewards need to more strategy reinforce business strategy. Companies are concerned about sending a clear business message to employees. A properly structured Total Rewards package sends a key message [USP] by aligning all components of Total Rewards with the overall business vision; a company ensures its workforce is on the same page. “Everything that employees value in the employment relationship” 𝐂𝐨𝐦𝐩𝐨𝐧𝐞𝐧𝐭𝐬 𝐨𝐟 𝐓𝐨𝐭𝐚𝐥 𝐑𝐞𝐰𝐚𝐫𝐝𝐬 Compensation Benefits Work_Life Performance & Recognition Development & Career Opportunities Work_Life Efforts to help employees achieve success at both work and home. Workplace Flexibility Paid & unpaid time off Health & Well-Being Caring for dependents Financial Support Community Involvement Management Involvement/Culture Change Interventions 𝐏𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞 𝐚𝐧𝐝 𝐑𝐞𝐜𝐨𝐠𝐧𝐢𝐭𝐢𝐨𝐧 𝐏𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞 A key component of organizational success, performance is assessed to understand what was accomplished, and how it was accomplished, performance involves the alignment of the organizational, team, and individual effort toward the achievement of goals and organizational success. 𝐑𝐞𝐜𝐨𝐠𝐧𝐢𝐭𝐢𝐨𝐧 Acknowledges or gives special attention to employee actions, efforts, behavior, or performance. It meets an intrinsic psychological need for appreciation for one’s efforts and can support business strategy by reinforcing certain behaviors [Extraordinary Accomplishment]that contribute to organizational success. Whether formal or informal, reorganization programs acknowledge employee contribution immediately after the facts, usually without predetermined goals or performance levels that the employee is expected to achieve. 𝐃𝐞𝐯𝐞𝐥𝐨𝐩𝐦𝐞𝐧𝐭 𝐚𝐧𝐝 𝐂𝐚𝐫𝐞𝐞𝐫 𝐎𝐩𝐩𝐨𝐫𝐭𝐮𝐧𝐢𝐭𝐢𝐞𝐬 𝐃𝐞𝐯𝐞𝐥𝐨𝐩𝐦𝐞𝐧𝐭 A set of learning experiences designed to enhance employees’ applied skills and competencies, developments, engages employees to perform better and leader to advance their organizations’ people strategies. 𝐂𝐚𝐫𝐞𝐞𝐫 𝐎𝐩𝐩𝐨𝐫𝐭𝐮𝐧𝐢𝐭𝐢𝐞𝐬 A plan for the employee to advance their own career goals and many include advancement into a more responsible position in an organization. The Organisation supports career opportunities internally so that talented employees are deployed in a position that enables them to deliver their greatest value to their organizations. A more limited view of rewards can be more costly because organizations tend to respond to every situation with cash. Total Rewards supports moving away from infective programs toward those that help drive the business forward, a Stronger emphasis on job enrichment, flexible work schedules, and the overall work environment. Total Rewards approach fits with a movement way from cash and stock. 𝐀𝐝𝐯𝐚𝐧𝐭𝐚𝐠𝐞𝐬 Increased Flexibility Improved Recruitment & Retention Reduced Manpower Costs/Cost of turnover Heightened visibility in a Tight Manpower Market Enhanced Profitability Effectively executing an appropriate Total Rewards strategy can increase a company’s market premium. Unfortunately, weak execution means many companies are leaving at least some of this money on the table. 𝐇𝐑 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐲 The HR philosophy consists of management’s values and beliefs about its approach to the employee relationship. Both HR philosophy and business strategy are key components to the development of an HR strategy. It consists of the organization’s overall plans for recruitment, retention, and talent management of employees. The Total Rewards system strategy follows the HR strategy. It consists of the plans that will be used to support the organization’s HR Strategy. 𝘗𝘢𝘳𝘦𝘯𝘵𝘩𝘦𝘵𝘪𝘤𝘢𝘭 𝘔𝘢𝘳𝘬𝘴 Communication’s impact on a company’s bottom line results from showing employees the ‘Benefits’ of aligning their attitudes and behaviors with those of the company. Appreciating your reading Skills! Quintillion HR Solutions 𝐈 𝐂𝐨𝐧𝐬𝐮𝐥𝐭𝐢𝐧𝐠 𝐈 𝐑𝐞𝐜𝐫𝐮𝐢𝐭𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐈

Leadership is neither a control bot nor Executing "say" word machine. Leadership is recognizing the crippled systems in the organization, and believe in the great phrase “Change Management”.The ability to identify the sources of value and create it is the leaders Enduring Mark Leaders are not just skilled, they show up powerfully and magnetically, Inspiring people to trust follow and give their One Hundred Percent. ~ The Trailblazer : who leads from the front, takes risks, and sets an example the ferryman, who accompanies those in his care and shapes the up and downs of the crossing and shepherd who sees everyone his flock into safety before himself ~ In the age of Gig economy, Word Authority lost its semantically true value with the prevailing scenario of the global upheavals. It’s Simple Phenomena Called “Great resignation”. However, one of the factors of ‘Great resignation’ is prevailing working conditions. In the Era of the fourth industrial revolution[4IR] i.e. Rise of the A.I, Big data and Rapid Expanding the frontiers of Science & Technology, Authority reflects itself as Primitive as Neanderthals. Authority marks command and command leads to sheer execution, sans context. The underlying note is “commandment should be replaced by context and refurbishment of hierarchical cubicles with leaders and leadership teams who are master at context coding. Authority always annihilates “lateral thinking”, which is the Gateway of Innovation and springboard for the future Disruptions and Integration. Leadership should embrace the contextual strategy rather than authority, we can surf the Monstrous tidal waves and glide through unparalleled executions when the right contextual systems are in place. Creating Context in line with the business milieu is like chiselling the Master craft from a great Monolith, where authority delivers only mundane results not a master craft. 𝐨 𝐖𝐨𝐫𝐤𝐢𝐧𝐠 𝐃𝐞𝐟𝐢𝐧𝐢𝐭𝐢𝐨𝐧 The working definition for leadership is the person who can match an inspiring vision with a clear view of reality; leaders guide the changes from the reality to the vision and the ability to attract followers or constituents, who share those values and goals When the whole world wants something, how do you get to the head of the line- know-how leadership! Above all, leaders must be trusted and respected. Trust between a leader and constituent leads to an open-up two-way flow of communication. It’s like Apollo’s arrow for achieving the organization's milestones. Aspire to be a leader must-have qualities and attributes. Qualities are like your signature behavioral Attitude and it’s unique like you. Attributes are, other hands are when you joined the organization and start expanding skillset. Attributes are easier to learn and one of the indispensable ingredients for leadership, and far out-standing the Quality. 𝐨 𝐓𝐫𝐮𝐬𝐭𝐰𝐨𝐫𝐭𝐡𝐢𝐧𝐞𝐬𝐬 ~ Good leadership requires you to surround yourself with people of diverse perspectives who can disagree with you without fear of retaliation ~ The one-liner for trustworthiness is integrity in action. Trust, when earned and nurtured, will endure. Your high-precision skills and microscopic detailed Orientation are a ticket to an admission of leadership. Ethos establishes your character, will make silos for impeccable and white lily reputation. If leadership is not a Hallmark of Trustworthiness, then teams and Constituents start exhibiting‘ Canary in the Coal mine’. “Integrity is honesty carried through the fibers of the being and the whole mind, into thought as well as into action so that person is complete in honesty. That kind of integrity I put above all else as an essential of leadership.”---- Pearl S. Buck. 𝐨 𝐅𝐚𝐢𝐫𝐧𝐞𝐬𝐬 [𝐌𝐞𝐚 𝐜𝐮𝐥𝐩𝐚] Most of the bosses use authority carelessly to achieve their job done. But unfair bossism is damning and even reflects the flawed character of the leadership. A leader shouldn't be followed by unfairness because it sets wrong precedents for constituents and organizations. Trust and Fairness are the hallmarks of True Leadership and pathway to winning culture. 𝐨 𝐁𝐞𝐡𝐚𝐯𝐢𝐨𝐫𝐚𝐥 𝐌𝐚𝐫𝐪𝐮𝐞𝐞 Unpretentiousness implies that dignity and voices for all people, no matter what their background, rank, or title, is a principle for unassuming Behavior. If leaders have an unassuming behavioral marquee in the organization then enriching work culture will flourish in abound brook into a stream and so on. It nurtured the values of the organization and makes silos into cultivating a defined vision. Say yes to everyone but should know when to say ‘no’. The key is “you should be an active listener whether you are listening to someone or someone listening to you. It all makes a great difference in the armchair of decision-making. If you are not the active listener to your constituents and the team, it will damper their team's morale, and ‘new sparks ‘will not be passed to armchairs. So lend your ears but when to say 'no' is completely contextual and subjective. It's the most valuable attribute and least understood. It‘s Cinch!. ~ Great leaders are confident, connected, committed, and courageous in Action ~ 𝐨 𝐒𝐡𝐮𝐧 𝐭𝐡𝐞 𝐈𝐯𝐨𝐫𝐲 𝐭𝐨𝐰𝐞𝐫 Open- mind attribute is a unique feature of the chief executive while making M&A negotiations and marking the windfall decision for an organization. Oligarchicism and distastefulness will clog the decision funnel; it leads to flawed decision and set the wrong precedent for Organisation culture. The open and inviting attribute makes the collective decision and holds for collective accountability 𝐨 𝐄𝐦𝐩𝐚𝐭𝐡𝐲 –𝐌𝐚𝐧 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 Leaders are polite, considerate, understanding, and careful that what they say to someone is not dispiriting unless criticism is intended. This is not the new one, but quite often it’s over-sighted. Leaders cannot motivate or make an impact on the teams or constituents in reality unless they know their team's/follower's psyche. One of the greatest Leadership traits is ‘detecting and managing team wavelength with the organization core vision. It's like periscope depth of analyzing team psyche. 𝐨 𝐂𝐨𝐧𝐭𝐞𝐱𝐭𝐮𝐚𝐥 𝐭𝐡𝐞𝐨𝐫𝐲 Disagreement and debacles are purely dependent on situations and situations are created by people hence leadership shouldn't deal with the situations by people for analyzing the factors and leaders must ensure that stakeholders are at the helm of the analysis. Square off the context. 𝐨 𝐏𝐫𝐢𝐦𝐞 𝐌𝐨𝐯𝐞𝐫 Think in bits and bytes, use judgment for a particular task, and keep alert for execution. It simplifies the task, called initiative. Initiatives are most courageous and foresee thought of the leadership and defined advantage in the competitive edge. It’s a toolkit for nurturing the culture of Can-do attitude and liberalizing tightly coupled monolith hierarchy. 𝐨 𝐒𝐚𝐠𝐚𝐜𝐢𝐭𝐲 People with good judgmental skills [Time tested and proven] are the greatest resource to the organization and boon to the decision body. "Judgment is the ability to combine hard data, questionable data, and intuitive guesses to conclude that events prove to be correct. Judgment-in-action includes effective problem solving, the design of strategies, the setting of priorities, and intuitive as well as rational judgments. Most important, perhaps, it includes the capacity to appraise the potentialities of co-workers and opponents--John Gardner. 𝐨 𝐏𝐥𝐚𝐬𝐭𝐢𝐜𝐢𝐭𝐲 Change is constant and adaptability quantifies the success rate in the competitive circumstances of the disruptive market. Plasticity enhances the longevity of the organization with periodical ramp-up by great recession and disruptions. Change sucks that how our common pitches against the adaptability, but with precision tools and data we could transform the non-performing organization to windfall Inc. If leadership ducked the adaptability then it will be a lethal factor for the organization's balance sheet. Adapt the change at the fine-tuning of time, symphony composition. ~ Top leaders don’t have to be great orators, but they do have to know how language is heard and interpreted ~ 𝐨 𝐒𝐞𝐧𝐬𝐞 𝐨𝐟 𝐮𝐫𝐠𝐞𝐧𝐜𝐲 Gets things done faster than competitors per se bringing new products, delivering orders out on time promptly without tweaking the Quality. It is easy to establish in a leadership organization with a chief executive setting an example, every leader throughout the company can, in turn, set an example for constituents. 𝘗𝘢𝘳𝘦𝘯𝘵𝘩𝘦𝘵𝘪𝘤𝘢𝘭 𝘮𝘢𝘳𝘬𝘴 The skills required to conquer adversity and emerge stronger and more committed than ever are the same ones that make for an extraordinary leader and before you are a leader, success is all about growing yourself, when you become a leader, success is all about growing others. Resisting the developmental journey of leadership is like flying to an exciting locale, but then spending your whole time there in the airport bar. There’s a valley to cross before you reach the peak. And there’s another valley between that peak and the next one. A leader must not fall into the error of thinking that he was ever meant to become lord and master of whimsical nature. Leaders drive values, values drive behavior, behavior drive culture and culture drives performance, high performance makes new leaders. It’s culminating in Winning Culture. Appreciating your reading Skills! Quintillion HR Solutions 𝐈 𝐂𝐨𝐧𝐬𝐮𝐥𝐭𝐢𝐧𝐠 𝐈 𝐑𝐞𝐜𝐫𝐮𝐢𝐭𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐈

𝐓𝐡𝐞 𝐏𝐫𝐢𝐦𝐞𝐫 Humans, most intriguing and less explored in the fields of latent advancement of mankind. Human resource is the most valuable and ubiquitous power but not fully harnessed. If human resources are fully harnessed in the right directions, like symphony notes coherent, then advancement in every sphere of human lives changes in tachyon speed. Knowledge, skillset, abilities & adaptabilities and Can-do-attitude can live changing features but the main element is Know-how, which is always a chasm between signs of progress and breakthrough. 𝐇𝐮𝐦𝐚𝐧 𝐑𝐞𝐬𝐨𝐮𝐫𝐜𝐞 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 The Pattern of planned human resource deployments and activities intended to enable an organization to achieve its goal describes the theory and practices relating to the way people are managed at work. 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐇𝐮𝐦𝐚𝐧 𝐑𝐞𝐬𝐨𝐮𝐫𝐜𝐞 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 An approach to the management of human resources that provides a strategic framework to support long-term business goals and outcomes. The approach is concerned with long-term people issues and macro-concerns about structure quality, culture, values, commitment, and matching resources to the future need. Human capital has been defined as the knowledge, skills, abilities, and other characteristics of individuals, which can contribute to a firm competitive advantage due to difficulty in imitation by other firms. Human capital can contribute to competitive advantage, and these contributions are not simply through individual contributions but high levels. 𝐈𝐝𝐞𝐧𝐭𝐢𝐟𝐢𝐜𝐚𝐭𝐢𝐨𝐧 𝐚𝐧𝐝 𝐂𝐚𝐭𝐚𝐥𝐨𝐠𝐮𝐢𝐧𝐠 𝐨𝐟 𝐩𝐫𝐚𝐜𝐭𝐢𝐜𝐞 Target setting The use of incentives Monitoring of performance, and talent management Achieving managerial competence Requires sizable investments in people and processes Achieving more value from people will call human resources strategy Maximize the value of your organization by maximizing the value of your people- human capital. I 𝐓𝐚𝐫𝐠𝐞𝐭 𝐬𝐞𝐭𝐭𝐢𝐧𝐠 I Target setting is seen as a means of helping all employees to pull in the same direction with a view to gaining a competitive advantage. Target setting provides the vehicle for the achievement of individual ambitions and dreams, for organizational competitiveness. Context – trends-development New normal its disruptor and integrator [change new norm] Method of training [up-skilling is the new norm of training] Training & development have moved back to the workplace Increased competition Shrinking markets Collaboration with competitors, customers,s, and suppliers; Advancing technology and convergence of technologies Goals, targets, and objectives are ideal ways to stretch individuals and develop an organization. A misconception however is that it is very difficult, if not impossible, to set targets for certain jobs roles. Firmly based on leading-edge research, very highly practical in focus it is possible to set targets in all functions of an organization and in all sectors. Use visualization techniques to help targets achievement Integrated targets within competency systems Make use of progressive approaches such as 360 feedback Differentiate targets from job descriptions, and use targets to assist change. I 𝐓𝐡𝐞 𝐮𝐬𝐞 𝐨𝐟 𝐈𝐧𝐜𝐞𝐧𝐭𝐢𝐯𝐞𝐬 I Incentives are above take-home pay and benefits. The main reason for exploring what reorganization and non-cash incentives bring to any organization is to produce higher performance. Hedonism-that humans are motivated by their desire to behave in a particular way has attracted many theories. 𝐈𝐦𝐩𝐫𝐨𝐯𝐞𝐦𝐞𝐧𝐭𝐬 We need to do some R&D to understand what is different about our own organization before imposing another new program on unsuspecting employees and that R&D must include ROI. People do not change their behavior without understanding the need for change and the consequences of not changing. So there is a place for skills development within the performance improvement model. Should think about incentive media or rewards and learn how to apply them and budget for them for the various employee audiences. Most important of all is devising the communication plan post Programme surveys almost always reveal the end result. I 𝐌𝐨𝐧𝐢𝐭𝐨𝐫𝐢𝐧𝐠 𝐨𝐟 𝐩𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞 𝐚𝐧𝐝 𝐭𝐚𝐥𝐞𝐧𝐭 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 I Monitoring mechanism there must be a monitoring mechanism for proving the CEO with information on the implementation status of the plan on regular basis. Generally, the implementation of monitoring talent management plan should focus on 𝐃𝐞𝐯𝐞𝐥𝐨𝐩𝐦𝐞𝐧𝐭 𝐏𝐫𝐨𝐠𝐫𝐚𝐦𝐦𝐞 Development Programme should be based on the principle that success in every managerial position requires the possession of certain leadership competencies and that, if a gap exists between what managers can do and what they will be required to do, a development Programme must be crafted to bridge the gap. Development Programme Is not in terms of high-end gadget classroom training sessions, especially at A-list Institutions. However, development is a process and not an event. It is integrated learning experiences such as leadership development Programme, coaching, job rotation, Assignment to special projects, international posting, and mentorship. This makes ‘The Complete man’. 𝐏𝐫𝐨𝐦𝐨𝐭𝐢𝐨𝐧 Promotion should be based on readiness, willingness, and adaptability at the next higher level. It’s should be purely passed by willingness, otherwise, depending upon context there should be a dual career path, One for management-inclined people and the other for technocrats and specialists. I 𝐀𝐜𝐡𝐢𝐞𝐯𝐢𝐧𝐠 𝐦𝐚𝐧𝐚𝐠𝐞𝐫𝐢𝐚𝐥 𝐜𝐨𝐦𝐩𝐞𝐭𝐞𝐧𝐜𝐞 I So much of what we call management consists in making it difficult for people to work – Peter Drucker. The word ‘competent’ suffers from the connotation of bare sufficiency or adequacy, as opposed to expertise. It sounds somewhat out of place today when the call is for “excellence”. Threshold level: the minimum necessary to perform effectively. The Best: Usually, arrived at by studying outstanding performers. Be directed towards the company’s goals. Be adequately resources Possess suitable systems and procedures Have good team working and communication Provide relevant information and feedback The difference between a successful person and others is not a lack of strength, not a lack of knowledge, but rather a lack of will. Management development with the culture and problems of the organization to generate performance-enhancing action, how to treat the organization as partners in the development process. Integrating capability with a receptive organizational climate that encourages and applies to learning. How have you become so successful in this organization? Who fails and who succeeds in this organization and why? If you had to train someone to take your place, what knowledge and skills would you make certain that person possessed in order to perform successfully as your success? If you could design ideal courseware or training program to teach you to be better managers, what would it contain? Think of other effective managers you know. What skills do they demonstrate that explain their success? I 𝐈𝐧𝐯𝐞𝐬𝐭𝐦𝐞𝐧𝐭𝐬 𝐢𝐧 𝐩𝐞𝐨𝐩𝐥𝐞 𝐚𝐧𝐝 𝐩𝐫𝐨𝐜𝐞𝐬𝐬𝐞𝐬 I Egg or chicken conundrum, are we losing productivity because we have underinvested in human capital? Or are we unable to invest in human capital because of structural factor productivity? We could improve productivity if we stopped systematically under-investing in human capital. Employee satisfaction enhancement will improve in vertical limitation when the Organisation keeps investing in human capital rather than in ad hoc systems Investment in professional development Programme will yield the desired result for employee retention and seize the attrition rate in positive figures. Investing in human capital attracts the potential candidates for the organization and will create value-based loyal employees to the organization and it gives a sense of confidence that leads to job stability. ROI always increases if an organization keeps increasing its tab on human capital investment. A Good investment motivates employees towards commitment and motivated employees are always committed to achieving the organization’s goals. Remember the adage ‘Motivated men are too marvelous machines as 10 is to one’. 𝘗𝘢𝘳𝘦𝘯𝘵𝘩𝘦𝘵𝘪𝘤𝘢𝘭 𝘙𝘦𝘮𝘢𝘳𝘬𝘴 Globalization has changed us into a company that searches the world, not just to sell or to source, but to find intellectual capital-the world's best talents and greatest ideas ~ Jack Welch ~ Appreciating your reading Skills! Quintillion HR Solutions 𝐈 𝐂𝐨𝐧𝐬𝐮𝐥𝐭𝐢𝐧𝐠 𝐈 𝐑𝐞𝐜𝐫𝐮𝐢𝐭𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐈

Well, before I start up with the Panacea pill I need to recall some extracted lines from social Media. CFO asks the CEO: What Happens If We Invest In Developing Our People and then they leave us? CEO: What Happens If We don't, and they Stay? So what's the first strike on your brain…? Select and groom the right people but those are the shallow dive in a deep sea of selecting the right one or doing it as per traditional and established thumb rules. But sounds too obsolete and primitive. Now, what's the mantra for new-age selection? Okay, the adage goes "man from Mars and Women from Venus, then Employee from HR… nothing new but here lies the secrecy behind the supernova theory "𝐀𝐒𝐊" ( Attitude. Skillset, and Knowledge ). Skillset what it is we all know from ages but how we see through our third eye is the challenge. The next one Is knowledge… the second essential part of the selection process, it could be nurtured and groomed once the selection process is completed. Okay, I guess your patience is slowing down? Here comes the last one "Attitude". Unfortunately from generations, the word "Attitude" is lost its true meaning in a true translation and coined as loads arrogance, heavy head, and lord snooty. Attitude is how you lead your life with all Ethical, Moral Values (Distinguish the difference Between Ethical and Moral), and unflinching belief towards Focused Elements. Now your question is why this ethical and moral brainstorming fusion with attitude. Okay, buddy; Take two instances where you recruited a candidate for the organization with all good qualities of skill set and knowledge but sans attitude, and the second candidate with the Skillset and knowledge along with attitude. In the first scenario, an employee has all good ingredients like sticking to his job roles, bonding with his colleagues, and the rest of the stuff. A Candidate With an Attitude always Creates "Soft-Power" In The organization. He delegates the task and creates his followers but with leadership elements. He sticks to the core values of the organization teaches and preaches good vibes for surroundings. When come to challenging the task he never creates cacophony instead he creates foreseen situation for the future, which could be the benchmark for standards. ~ Feel Pie In The Sky About Panacea Of Attrition;Now Figure Out Through A Paradoxical Conundrum ~ Appreciating your reading Skills! Quintillion HR Solutions 𝐈 𝐂𝐨𝐧𝐬𝐮𝐥𝐭𝐢𝐧𝐠 𝐈 𝐑𝐞𝐜𝐫𝐮𝐢𝐭𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐈