Amit Mohindra

Complex Compensation Plans Fail: What to Do Instead Many employers build intricate compensation structures to attract and retain talent. But when these systems become too complex, they lead to confusion, frustration, and disengagement. The Hidden Costs of Complexity Over-engineered compensation programs often create unintended consequences: · Lack of Transparency: If employees don’t understand their pay, they assume the worst. CLICK TO WATCH THE VIDEO: https://lnkd.in/g3c-_GeV

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One theme that continues to come up in our research conversations at 3Sixty Insights is that manager enablement is shifting from a training conversation to a system design conversation. Nicole Roberts, SHRM-CP, PHR, CMHR’ recent Analyst Insight captures this transition clearly. Organizations are not struggling because they lack leadership content. They are struggling because managers often lack the operational support, workflow integration, and feedback mechanisms required to consistently practice effective management. The discussion with Jeff Smith, PhD at 15Five reinforces an important point for HR and People leaders. Manager effectiveness improves when expectations, coaching, and performance feedback are embedded into the rhythm of work. AI is accelerating this shift by making guidance and reinforcement more accessible in real time. Manager enablement is becoming a structural priority for HR system design, not just a leadership development initiative.

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𝗪𝗵𝗲𝗻 𝗣𝗲𝗼𝗽𝗹𝗲 𝗔𝗻𝗮𝗹𝘆𝘁𝗶𝗰𝘀 𝗪𝗮𝗻𝘁𝘀 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗗𝗮𝘁𝗮 𝗕𝘂𝘁 𝗖𝗮𝗻'𝘁 𝗚𝗲𝘁 𝗜𝘁 My recent post about PA professionals lacking business knowledge generated thoughtful responses from many practitioners. Among them, Scott Gebhardt, PhD, and Tim Ballard, PhD, raised a different but related issue. Even when PA teams want to connect people metrics to financial outcomes, they hit what Scott called "𝘄𝗮𝗹𝗹𝘀 𝗼𝗳 𝗼𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽 𝗮𝗻𝗱 𝗮𝗰𝗰𝗲𝘀𝘀." Tim highlighted that PA teams often "sit within HR, and sometimes only have access to HRIS data." At the same time, practical challenges prevent them from integrating with business data that they can't overcome by themselves." This reflects a broader organizational problem. Research shows that while 55% of companies report having a data-driven culture, most PA teams remain trapped with HR data only [Insight222, 2023]. Finance departments protect their revenue data, marketing guards customer metrics, and operations hoards productivity numbers. The structural barriers are significant. Caroline O'Reilly from Workday notes that organizations lack a "single source of truth" with data collection being "fragmented and in all different parts of the organisation with all different owners." McKinsey found that financial institutions could reduce operational costs by up to 20% through better data integration, yet departmental silos persist. The business cost is severe. Gartner research shows that bad data annually costs companies $12.9 million. Data silos prevent executives from using information to manage business processes and make informed decisions. When teams cannot access critical data, duplicative efforts arise, leading to reduced productivity. PA teams become scapegoats for failed business insights when the real problem is the organizational structure that prevents them from accessing the data they need to deliver value. This requires leadership intervention, not just PA competence development. How many executives in your organization understand that data silos are blocking the business insights they demand from HR? Dave Millner, Nicole Lettich, Abid Hamid, Igor Menezes, Beverly Tarulli, Ph.D., Jarle Hildrum, Andrew Spence #peopleanalytics #hr #datagovernance #businessstrategy #leadership

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53% of HR leaders are now C-suite members, making them as important as heads of finance and information. In high-performing companies, this percentage rises to 60%. Personnel Today report on our latest research:  https://lnkd.in/ekqfb7VY #HR #CHRO #FutureOfWork Download the full report, Understanding the Path to CHRO Research here: https://lnkd.in/eh_pmaVH 

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This eye-opening piece for Editors PLANSPONSOR by Remy Samuels shows where the current baseline for employer-sponsored retirement programs is falling well short. In doing so, the hidden message is that a program that includes defined benefit plans that pool risk and stay on budget can be just what is needed to raise the status quo to appropriate levels. https://lnkd.in/eFWFf89T

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If more companies have dedicated compensation professionals, why aren’t employees feeling the difference? 📈 70% of organizations now have a dedicated compensation professional (up from last year) 📈 60% have a formal compensation strategy, signaling a shift toward structured pay practices 📈 30% use compensation technology to optimize and streamline pay decisions More investment in compensation is a step in the right direction, but how many companies are turning these strategies into real improvements for employees? What’s one thing companies could do to make their pay strategies more effective? #CompensationStrategy #WorkplaceTrends

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Wondering if your pay strategy is helping (or hurting) your ability to attract and retain top talent? When compensation decisions are based on gut feel or outdated benchmarks, businesses risk overpaying, underpaying, or losing their competitive edge. Our latest article breaks down how to use real market data to make smarter, fairer, and more strategic pay decisions. #compensationstrategy #compensationguidance #hrinsights #employeepay #kmahr #wearehr https://lnkd.in/e3ri6EWP

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Thrilled to share our new article in Organizational Dynamics, coauthored with Dana Minbaeva, Martin Edwards, and Alec Levenson, where we explore how Workforce Analytics (WFA)—done right—can become a strategic capability in multinational corporations (MNCs). Unlike traditional people analytics, WFA is not about dashboards or descriptive metrics. It’s about value creation through strategic roles (think “A positions”) across complex, culturally diverse environments. We introduce the ACAI Model—a practical and theory-grounded approach for transforming workforce data into decisions that matter: Ask: Begin with business questions—not with data Collect: Focus on relevant, high-quality, cross-border workforce data Analyze: Apply rigorous, causal methods—not just correlations Influence: Shape strategic decisions, not just reports Our central message: Workforce Analytics—when done strategically, ethically, and globally—can drive lasting competitive advantage.   Free access to the article (limited time): https://lnkd.in/ePZJTyRY For deeper insights, see our newly published book: Workforce Analytics: A Global Perspective (Routledge, 2025) And don’t miss the full Organizational Dynamics special issue on Global Talent Management, edited by Paula Caligiuri, PhD: https://lnkd.in/er8w6dus

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Middle Managers Can, And Most Likely Will, Mess Up Your Incentive System Implementation Mechanistic assumptions about organizations die hard, and where they die the hardest seems to be Human Resource Management scholarship. After the work of Henry Mintzberg, Robert Alexander Burgelman and others, strategy scholars have outgrown simplistic notions about "implementing" ideas in organizations. Yet, incentive systems implementation is not only a topic meriting much more research, but also one where archaic assumptions about human drones changing their posture upon information from planners and designers hold sway. It's been a while since I have published anything on middle management, and it was fun to team up with Aino Tenhiälä, Sven Kepes and Johanna Maaniemi, a bunch of bright HRM/OB colleagues, and look at middle managers embroiled in the launching of a new incentive system. The paper is out, and open access. If you want to know just what awaits executives in HR systems change, and how exactly middle managers will be creative with it, here you go. https://lnkd.in/edYkyDvF

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Even when education benefits are available, they’re frequently underused or disconnected from workforce needs. This piece from Workforce Edge lays out how companies can rethink their programs to support recruitment, upskilling, and internal mobility. Especially as roles evolve and workers expect more from their employers, aligning education benefits to business goals is no longer optional. https://lnkd.in/eC_R847P #TalentMobility #EducationBenefits #Upskilling

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CHROs are no longer just heads of HR. More than half now serve as their CEO’s primary strategic advisor and are expected to act as chief change officer for the enterprise. That is a big mandate, and very few have a true space to think it through with peers. That is why we are launching the HR Executive Board (HREB), a vendor‑free, CHRO‑only peer council built with Seramount and led by former CHRO Steve Pemberton. It is a place where leaders can speak candidly, pressure test strategy, and turn research into real activation inside their organizations. We focus on the levers CHROs tell us matter most: EVP refresh, culture and leadership alignment, hybrid work, and AI and skills readiness. If you are navigating these questions, or know a CHRO who is, I would be glad to connect and share more about HREB. #CHRO #CPO #HRLeadership #Transformation #FutureOfWork

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Most CEOs can rattle off core financial metrics of their organizations...but ask about the health of their cultures, and there's a lot less data involved in the answer. It’s not because culture isn’t important. It’s because most leaders don’t know how to talk about it, let alone measure it. My colleague, Marshall Bergmann, explores this in more depth in this new article: https://lnkd.in/gzxQqhMZ

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