Avoid Accusation of Retaliation / Bullying: Guiding Principles for Company Senior Leadership Team (SLT)

25 Feb 2026, Singapore: 

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Purpose

This advisory memo reminds all Senior Leadership Team (SLT) of their obligations to ensure that leadership actions and decisions are objective, business-driven, and free from any perception of retaliation toward individuals, departments, or employee groups.

Even unintended actions can create perceptions of retaliation and expose the organization to legal, regulatory, and reputational risks.

Part A: Key Principles for SLTs

1. Decisions Must Be Issue-Driven and Evidence-Based

• All actions affecting teams or departments must be clearly linked to a documented business, operational, compliance, safety, or legal issue.
• Decisions should be supported by data, policy requirements, or governance approvals.
• Actions not directly related to an identified issue may be interpreted as punitive.

2. Avoid Unjustified Stoppage or Disruption of Workflow

• Leaders should not halt, delay, or obstruct workflows or approvals unless there is a verified and documented risk requiring immediate mitigation.
• Any stoppage must be proportionate, time-bound, and clearly communicated.

3. Maintain Integrity of Time-Bound Processes

• Processes with defined timelines (e.g., approvals, hiring, performance reviews, compensation, funding, and governance reviews) must not be deliberately delayed or accelerated to disadvantage a department or group.
• Exceptions must be documented with clear business justification.

 4. Objectivity in Project-Centric Decisions

• Project approvals, funding, staffing, and governance decisions must be based on project scope, priority, risk, and resource availability.
• Withdrawing or restricting project support due to unrelated disputes, feedback, or grievances may be perceived as retaliatory.

 5. Separation of Performance Management from Dispute Contexts

• Performance ratings, restructuring decisions, and organizational changes must not be influenced by employee complaints, grievances, whistleblowing, or participation in investigations.
• Performance actions must be supported by documented performance evidence and formal processes.

 6. Transparency and Documentation

• For material decisions affecting teams or groups, leaders must document the rationale, decision criteria, and approvals, and communicate them clearly.
• Transparency reduces misunderstandings and protects both leaders and the organization.

Part B: Governance and Escalation

Senior leaders are encouraged to consult HR, Ethics & Compliance or Legal, when actions may significantly impact employees or sensitive situations.

High-impact decisions should be reviewed through formal governance forums where appropriate.

Part C: Accountability Reminder

Senior leaders are accountable for ensuring their actions uphold organizational values, ethical leadership standards, and applicable laws. Intent does not negate impact.

Actions that are perceived as punitive or retaliatory may result in disciplinary review and regulatory scrutiny.

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Leaders Playbook: Give De-escalation a Chance, Even When Escalation Exists

24 Feb 2026, Singapore: Sharing "Leaders Playbook": Give De-escalation a Chance, Even When Escalation Exists.

(source: https://www.beyondintractability.org)

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Purpose

This playbook helps leaders and people managers balance speed, accountability, and healthy team dynamics by intentionally attempting de-escalation before activating formal escalation — unless there is clear risk requiring immediate escalation.

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🎯 Leadership Intent

Leaders are expected to resolve issues at the lowest appropriate level through constructive dialogue, clarity, and collaboration — while using escalation as a governance safeguard, not a default reaction.

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🧭 Core Principles

1️. Protect Relationships While Solving Problems

Strong outcomes come from solving issues without damaging trust. De-escalation maintains psychological safety and preserves long-term collaboration.

2️. Lead, Don’t Delegate Upward

Escalating prematurely shifts responsibility upward. Leaders are accountable for managing conflict and ambiguity within their scope.

3️. Keep Escalation Channels Effective

Escalation should remain focused on critical risks, not routine disagreements. Thoughtful de-escalation prevents leadership overload.

4️. Lower the Temperature Early

Address tensions before positions harden. Early conversations prevent emotional escalation and reduce conflict cycles.

5️. Build a Culture of Constructive Dialogue

Teams learn how to disagree productively when leaders model calm, fact-based resolution.

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🔎 When to Attempt De-escalation

Leaders should first attempt de-escalation when issues involve:

• Misalignment on priorities or expectations
• Resource or timeline disagreements
• Communication breakdowns
• Stakeholder friction
• Role or decision ambiguity
• Early signs of conflict

 🚨 When to Escalate Immediately

Do not delay escalation if there is:

• Legal, compliance, or ethical risk
• Safety concerns
• Harassment or misconduct allegations
• Significant business or customer impact
• Power imbalance preventing open dialogue
• Persistent deadlock after good-faith attempts

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De-escalation Playbook Steps

Step 1 — Pause and Diagnose

Ask:

• What is the real issue vs. symptoms?
• Are emotions driving reactions?
• Is there missing context?

Step 2 — Seek to Understand

Engage stakeholders with curiosity:

• Listen actively
• Clarify assumptions
• Separate facts from interpretations

Step 3 — Align on Shared Goals

Reframe around common outcomes:

• Customer impact
• Business priorities
• Team success

Step 4 — Explore Options

Co-create solutions:

• Trade-offs
• Adjustments
• Compromises

Step 5 — Decide and Communicate

Clarify:

• Decision owner
• Next steps
• Expectations

Step 6 — Document if Needed

Capture agreements to prevent recurrence.

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 🗣️ Leadership Behaviors to Model

• Stay calm under pressure
• Avoid blame language
• Be transparent about constraints
• Demonstrate fairness
• Encourage open dialogue
• Assume positive intent

 ⚠️ Common Pitfalls to Avoid

• Escalating to “win” an argument
• Avoiding difficult conversations
• Letting issues linger until they explode
• Using escalation as protection rather than problem-solving
• Taking sides prematurely

 📊 Signals That De-escalation Is Working

• Reduced tension in discussions
• Clearer shared understanding
• Faster local decisions
• Improved collaboration
• Fewer repeat conflicts

 🧠 Leader Reflection Questions

• Did I try to understand before reacting?
• Have I addressed this at the right level?
• Am I escalating because of risk — or discomfort?
• What example am I setting for my team?

 🏁 Leadership Commitment Statement

“We resolve issues through dialogue and accountability first. Escalation is used thoughtfully — to protect the business, our people, and our values — not as a substitute for leadership.”

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HR Professional in The Aerospace Industry - What are the difference Challenges?

​24 Feb 2026, Singapore: Working as an HR professional in the aerospace industry comes with unique challenges and differences compared to commercial HR roles. Here are some key differences:

Industry Complexity: Aerospace HR professionals must navigate complex regulations, stringent quality standards, and high-stakes security requirements. For instance, they need to ensure compliance with standards like AS9100 and ITAR.

Security and Confidentiality: Aerospace HR professionals often handle sensitive information, requiring high levels of security clearance and confidentiality. This demands a high level of discretion and adherence to protocols.

Talent Acquisition and Retention: Attracting and retaining top talent is crucial in the aerospace industry, where specialized skills are in high demand. HR professionals must develop strategic recruitment plans and offer competitive packages to attract the best candidates.

Training and Development: The aerospace industry requires continuous training and development to keep up with the latest technologies and innovations. HR professionals play a vital role in identifying skill gaps and designing training programs to bridge these gaps ¹ ².

Diversity and Inclusion: The aerospace industry faces challenges in achieving diversity and inclusion, with women comprising only 15% of the aerospace engineering workforce globally. HR professionals must promote diversity and inclusion initiatives to attract and retain talent from diverse backgrounds.

Some key statistics highlighting the differences between aerospace and commercial HR roles include ¹:

• 85% of HR teams in aerospace perform skills gap analyses annually to identify workforce needs.
• 73% of aerospace HR professionals see automation as a way to improve compliance and reduce errors.
• 52% of aerospace companies prioritize leadership development programs for high-potential employees.
• 62% of aerospace HR managers report difficulty in succession planning for senior technical roles.

Singapore Context

The Singapore Aerospace industry is facing significant challenges, particularly in talent acquisition and retention. With the sector undergoing rapid digital transformation, there's a growing demand for skills in AI, data analytics, cybersecurity, and sustainability. In fact, 98% of aviation companies have identified a skills gap, and 93% expect it to persist over the next three to five years.

To address this, Singapore Government is pushing for skills-based hiring, focusing on transferable skills and potential for reskilling. The government is also investing in initiatives like the Capability Transfer Program (CTP) and Career Conversion Program (CCP) to support workforce development.

Some key challenges faced by HR professionals in the industry include:

• Talent Acquisition and Retention: Competition for skilled professionals is intense, with tech companies and other sectors vying for the same talent.
• Skills Gap: The industry needs to upskill and reskill its workforce to keep pace with technological advancements.
• Workforce Transformation: Up to 30% of the aviation workforce may need to be transformed or upskilled due to technological changes.

To overcome these challenges, HR professionals can leverage strategies like:

• Skills-based hiring: Focus on skills and potential rather than traditional qualifications.
• Employee development programs: Invest in upskilling and reskilling initiatives to support workforce transformation.
• Partnerships with educational institutions: Collaborate with universities and polytechnics to develop industry-relevant courses and training programs.

Strategy

The Singapore Aerospace industry is undergoing significant transformation, with up to 30% of the current aviation workforce expected to be impacted by emerging technologies like digitalization, data analytics, AI, and automation. To address this, the government has launched the Aviation Jobs Transformation Report, outlining strategies to equip Singaporeans with future skills and capabilities.

Key Initiatives:

• One Aviation Manpower Fund: A $200 million fund to support workforce development, attracting, and retaining talent.
• Aviation Sector Job Redesign Playbook: A guide for employers to identify new skillsets and redesign jobs.
• Career Conversion Program: Supports companies in reskilling mid-career hires and existing employees for in-demand roles.
• Skills Framework: Promotes skills mastery and lifelong learning for the aviation workforce.

The industry is expected to create new job opportunities in areas like:

• Digital Operations Specialists: Overseeing digital platforms and customer service interfaces.
• Data Analysts and Scientists: Informing decision-making with data insights.
• Sustainability Managers: Driving environmental sustainability initiatives.
• AI and Robotics Technicians: Maintaining AI-driven systems and robotic technologies.

References

• https://www.humanresourcesonline.net
• https://www.wsg.gov.sg
• https://aais.org.sg/ajtr/
• https://hrmasia.com/can-singapores-aviation-ambitions-soar-without-a-future-ready-workforce/
  
• https://www.wsg.gov.sg/home/employers-industry-partners/jobs-transformation-maps
  
• https://sbr.com.sg/aviation/exclusive/singapore-targets-next-gen-workforce-growing-aviation-sector
  

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Micro Learning: Evolution of Assessment Centre (AC)

22 Feb 2026, Seremban Negeri Sembilan: The Assessment Centre methodology has its roots in Germany, not Britain. The concept is attributed to German psychologist Walter Dill Scott, who developed the "character and leadership assessment" approach in the early 20th century.

(source: https://medium.com)

Assessment Centers (ACs) are a widely used evaluation method, especially for leadership or management roles. Here's a breakdown of common methodologies:

Common Assessment Center Exercises

• In-Basket Exercise: Candidates tackle a simulated inbox with emails, reports, and tasks, prioritizing and responding to urgent matters.
• Group Discussion: A group of candidates discuss a topic, showcasing teamwork, communication, and problem-solving skills.
• Role-Play or Simulation: Candidates interact with a simulated colleague, customer, or stakeholder, demonstrating interpersonal skills.
• Case Study or Presentation: Candidates analyze a business problem and present recommendations.
• Psychometric Tests: Cognitive ability, personality, or skills assessments.

Key Components

• Multiple Assessors: Trained evaluators observe and score candidate performance.
• Behavioral Observation: Assessors note specific behaviors, not just outcomes.
• Standardized Criteria: Clear competencies or skills are evaluated across exercises.

Benefits

• Realistic Job Preview: ACs simulate job tasks, giving candidates a taste of the role.
• Comprehensive Evaluation: Multiple exercises assess various skills and competencies.
• Fairness: Standardized process reduces bias.

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German Origins:

• 1917: Walter Dill Scott, a German psychologist, developed a multi-assessor approach to evaluate candidates for the German military.
• 1920s: The German military adopted this approach, using Assessment Centers to select officers.

Military Origins: British Adoption and Development:

The Assessment Center (AC) concept has a rich history, dating back to World War II. Here's a brief overview:

• 1942: The British War Office established the War Office Selection Boards (WOSB), inspired by the German approach. The British further developed and refined the methodology, incorporating group exercises and situational tests - focusing on situational exercises and psychological assessments.
• 1943: The US Office of Strategic Services (OSS) adopted a similar approach, using Assessment Centers to select intelligence officers. The OSS Assessment Centre is often credited with pioneering the modern AC model.

Commercial Adoption

• 1950s: The Assessment Centre method was adopted by AT&T, marking its entry into the corporate world. AT&T's Management Progress Study (1956-1966) is a landmark example of AC application in industry.
• 1960s-1970s: Other companies, like IBM and Standard Oil, began using Assessment Centers for management development and selection.
• 1980s: The AC method gained popularity globally, with organizations like the UK's Civil Service and Australian public service adopting it.

Evolution and Standardization

1975: The International Congress on AC was established, bringing together practitioners and researchers to share best practices.

1990s: The AC method was standardized, with guidelines published by the International Task Force on Assessment Centre Guidelines.

Today, AC are widely used in various industries, including corporate, government, and education, for selection, development, and succession planning.

AC are widely used in various industries. Here are some examples:

Industry-Specific Applications

• Finance and Banking: Used for leadership development, succession planning, and talent acquisition, focusing on competencies like risk management and strategic thinking.
• Healthcare: Applied for selecting medical leaders, evaluating clinical skills, and assessing patient care competencies.
• Technology and IT: Used for identifying top talent, evaluating problem-solving skills, and assessing adaptability in fast-paced environments.
• Government and Public Service: Utilized for selecting civil servants, evaluating leadership potential, and developing senior executives.
• Aerospace and Defense: Applied for assessing mission-critical competencies, leadership skills, and crisis management abilities.
• Education: Used for selecting school leaders, evaluating teaching competencies, and developing academic staff.

Specific Examples

Google: Uses AC to evaluate candidates for leadership roles, focusing on skills like innovation and collaboration.

HSBC: Applies AC for global talent development, identifying future leaders and assessing cross-cultural competencies.

UK Civil Service: Utilizes AC for selecting senior leaders, evaluating competencies like strategic thinking and people management.

References

• https://medium.com/@sammra.gilani98/experience-of-assessment-center-c62e0336a93
• https://www.discoveringpotential.com.sg/post/the-ultimate-guide-to-assessment-centers
• https://www.linkedin.com/pulse/what-assessment-centers-mohamad-ali-bou-haidar/

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Micro Learning: HR Metrics as a Strategic Tool.

16 Feb 2026, Seremban Negeri Sembilan: HR metrics are crucial for businesses to understand their workforce and make informed decisions. In the organization I worked for, what don't get measure - nobody will pay attention or pull in efforts to support it. Here are some key HR metrics that businesses are tracking:

(Source: https://factohr.com)

Recruitment Metrics

• Time to Hire: The average number of days between when a job is posted and when a candidate accepts the offer
• Cost per Hire: The average cost incurred to hire a new employee
• Acceptance Rate: The number of offer letters extended divided by the number of candidates who accept an offer

Employee Engagement and Retention Metrics

• Employee Engagement Score*: Measures the level of employee commitment and satisfaction
• Retention Rate: The percentage of employees retained over a given period
• Turnover Rate: The percentage of employees who leave the organization within a specified period
• Employee Net Promoter Score (eNPS): Measures the likelihood of employees recommending the organization as a good place to work

Performance and Development Metrics

• Performance Review Completion Rate: The percentage of scheduled performance reviews completed
• Training ROI: The financial return on investment for training programs
• Time to Productivity: The average time it takes for a new hire to reach full productivity

Other Key Metrics

• Absenteeism Rate: The percentage of workdays lost due to employee absences
• Overtime Hours: The ratio of overtime hours to regular hours worked
• Employee Satisfaction: Measures employee satisfaction with work conditions and company culture

References

• https://www.chrmp.com/hr-metrics-and-hr-analytics/
• https://www.intervue.io/blog/hr-metrics-guide-to-improve-hr-performance
• https://www.aihr.com/blog/hr-dashboard/

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The Future of Leadership: Why High-Potentials Must Prioritize Health and Mental Wellbeing

08 Feb 2026, Singapore: The Future of Leadership: Why High-Potentials Must Prioritize Health and Mental Wellbeing.

(source: https://www.singupfoundation.org)

In today's competitive business landscape, organizations are constantly on the lookout for high-potential talent to drive growth, innovation, and success. However, as the war for talent intensifies, it's becoming increasingly clear that identifying and developing future leaders requires more than just technical skills and business acumen. To thrive in a rapidly changing world, high-potentials must also prioritize their health and mental well-being.

The Business Case for Wellbeing

Research has shown that employees who are physically and mentally well are more productive, creative, and resilient. They are better equipped to handle stress, adapt to change, and make informed decisions. In fact, a study by the World Health Organization found that every dollar invested in employee well-being generates a return of $4 in improved productivity and reduced absenteeism.

A New Criterion for High-Potential Talent

As organizations look to identify and develop future leaders, it's time to add a new criterion to the list: health and mental well-being. This means that high-potentials must take proactive steps to prioritize their physical and mental health, and organizations must support them in this endeavor.

What Does This Mean for High-Potentials?

For high-potentials, prioritizing health and mental well-being is no longer a nice-to-have, but a must-have. This means:

• Taking care of physical health: Regular exercise, healthy eating, and adequate sleep are essential for maintaining energy and focus.
• Prioritizing mental well-being: Engaging in activities that promote mental well-being, such as meditation, mindfulness, or spending time in nature, can help reduce stress and improve resilience.
• Seeking support: Building a support network of friends, family, and professionals can help high-potentials navigate the challenges of their role and maintain a healthy work-life balance.

A Checklist for Organizations

For organizations looking to identify and develop high-potential talent, it's time to add health and mental well-being to the checklist. This means:

• Assessing well-being: Regularly assessing the well-being of high-potentials and providing support and resources to help them prioritize their health.
• Creating a supportive culture: Fostering a culture that values and supports wellbeing, and encourages employees to prioritize their health and mental wellbeing.
• Providing resources: Access to tools and services that support well-being, such as mental health support services, fitness programs, and employee assistance programs.

Conclusion

As the business landscape continues to evolve, it's clear that health and mental well-being will play a critical role in determining the success of high-potentials. By prioritizing their well-being, high-potentials can unlock their full potential and drive business success. For organizations, it's time to take a more holistic approach to talent development and recognize the importance of health and mental well-being in identifying and developing future leaders.

In the future, organizations will not only be looking for talent with the right skills and experience but also those who can demonstrate a commitment to their health and well-being. Will you be one of them?

References

• https://www.linkedin.com - Leadership and Mental Health - A Priority for Modern Leaders
• https://www.forbes.com - Leaders Can Prioritize Employee Mental & Physical Health

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Updated Characteristics of High Performance Team

08 Feb 2026, Singapore: A high-performing team is a group of individuals who work together towards a common goal, sharing a collective sense of purpose and accountability. Listed below are the updated characteristics of a high-performing team that incorporates elements of "Future-Ready Organization":

1. Clear Purpose and Vision:

• Shared understanding of the team's objectives and purpose
• Clear goals and expectations
• Alignment with the organization's overall strategy and vision for the future

2. Agile and Adaptable:

• Ability to adapt quickly to changing circumstances
• Willingness to pivot and adjust course as needed
• Embracing a culture of continuous learning and improvement

3. Diverse and Inclusive:

• A diverse range of skills, expertise, and perspectives
• Inclusive culture that values and leverages differences
• Encouraging innovation and creativity through diverse thinking

4. Collaborative and Connected:

• Team members work together towards a common goal
• Shared ownership and accountability
• Leveraging technology to facilitate collaboration and communication

5. Future-Focused:

• Anticipating and preparing for future challenges and opportunities
• Embracing emerging trends and technologies
• Fostering a culture of innovation and experimentation

6. Empowered and Autonomous:

• Team members are empowered to make decisions and take ownership
• Autonomy to work independently and make choices
• Accountability for results and outcomes

7. Continuous Learning and Development:

• Commitment to ongoing learning and development
• Regular feedback and reflection
• Opportunities for growth and skill-building

8. Results-Oriented and Impact-Driven:

• Focus on achieving results and outcomes that drive business impact
• Measuring progress and tracking success
• Adjusting course as needed to achieve goals

9. Positive and Resilient:

• Positive and supportive team culture
• Encouraging and motivating each other
• Building resilience and coping with adversity

10. Digital Literacy:

• Proficiency in using digital tools and technologies
• Leveraging data and analytics to inform decision-making
• Staying up-to-date with the latest digital trends and innovations

By incorporating these elements, high-performing teams can not only achieve remarkable results but also build the capabilities and resilience needed to thrive in a rapidly changing world.

(source: https://leading-resources.com)

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Part 4: RACI Table for HRBP, HREP, and COE

03 Feb 2026, Singapore: With reference to my previous article Part 1 HR Partner Competency Model, Part 2 Evolution of HR Partner competency Model and Part 3 Job Description & Competencies for HRBP, HREP, & COE - I will be using the RACI table to differential HRBP, HREP, and COE area of accountability.

A RACI table is a project management tool used to define and clarify roles and responsibilities for tasks or deliverables, ensuring accountability and preventing communication gaps. It maps out who is Responsible (does the work), Accountable (owns the result), Consulted (provides input), and Informed (receives updates). 

RACI table: HRBP vs HREP vs COE

Legend:

• R = Responsible (does the work)
• A = Accountable (owns final decision)
• C = Consulted (provides input)
• I = Informed (kept aware)

1) Strategic Workforce & Business Topics

Activity	HRBP	HREP	COE
Workforce strategy & planning	A/R	I	C
Org design & restructuring	A/R	I	C
Succession planning	A/R	I	C
Talent review (9-box, HiPo)	A/R	I	C
Leadership coaching	R	I	C
Business change management	A/R	I	C

HRBP is strategic owner.

2) Talent & People Processes

Activity	HRBP	HREP	COE
Hiring strategy & workforce demand	A/R	I	C
Recruitment execution	C	R	A (policy/process)
Performance management framework	C	I	A/R
Annual performance cycle execution	R	C	A
Learning needs analysis	C	I	A/R
Leadership development programs	C	I	A/R

COE designs; HRBP applies in business; HREP executes locally.

3) Employee Relations & Compliance

Activity	HRBP	HREP	COE
Disciplinary & grievance cases	C	A/R	C
Investigations	C	A/R	C
Labor law compliance	I	R	A
Union / works council relations	C	R	A
Policy interpretation	C	R	A

HREP is front-line case handler; COE owns policy/legal interpretation.

4) Rewards & Compensation

Activity	HRBP	HREP	COE
Compensation strategy	C	I	A/R
Annual merit / bonus planning	R	C	A
Salary benchmarking	C	I	A/R
Job architecture / grading	C	I	A/R
Benefits design	I	R (admin)	A

COE owns design; HRBP manages business alignment.

5) Employee Lifecycle & HR Operations

Activity	HRBP	HREP	COE
Onboarding & offboarding	I	A/R	C
Employee queries & case management	I	A/R	C
Payroll & benefits administration	I	R	A (policy)
HR systems & data management	I	R	A
HR analytics & reporting	C	R	A

HREP is employee-facing service delivery.

 6) Culture, DEI, Engagement

Activity	HRBP	HREP	COE
Culture & engagement strategy	C	I	A/R
Engagement survey design	I	I	A/R
Engagement action plans	R	C	A
DEI framework & policy	I	I	A/R

COE designs frameworks; HRBP drives business adoption.

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