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    Home»Expert's Desk»What makes an efficient IR line manager?
    Expert's Desk

    What makes an efficient IR line manager?

    mmBy Prajjal Saha | HRKathaJuly 21, 20154 Mins Read2637 Views
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    In the changing phase of industrial relations and the increasing potential for conflict in industry, the field of IR needs to reinvent itself and face the present situations.

    Let me first start by defining the role of Industrial Relations (IR) managers. In order to be efficient, they need to be specialists with a high degree of professional integrity. They should have the ability to deal with heterogeneity, manage business risks and also create emotional engagement.

    Is that too much to ask for? Not exactly. This job demands such expertise. In the absence of such proficiency, the overall practice of industrial relations cannot undergo transformation. The problem with the current practice is that it’s more reactionary than proactive, when it should actually be the other way around.

    In my experience, certain proactive industrial relations practices will ensure a good work environment in the organisation.

    For instance, we need to implement formal systems and regulations to objectively manage the employees’ affairs. In addition, we need to formulate appropriate conduct and disciplinary regulations. This will not only protect employers’ rights but also promote employee involvement and commitment.

    We need to maintain an efficient internal communications system, which is not only regular but also open and two-way.

    Understanding and entrenching pluralistic thought in industrial relations is another key factor.

    Therefore, we need to focus on the following:

    Proactive approach: In the changing phase of industrial relations and with the increasing potential for conflicts, the field of IR needs to reinvent itself to handle the present challenging situations. The cost of conflict resolution in industry is huge. Proactiveness is the need of the hour. The proactive approach seeks to prevent conflict rather than wait to deal with it when it arises. Efficient internal communication in the organisation is an important part of proactive industrial relations.

    Problem solving: Critical analysis was used as a tool to develop a proactive IR model for future study of the discipline. Conclusively, the practice of industrial relations needs to be transformed to be proactive rather than reactive.

    Culture building: A powerful approach to build employee involvement and commitment is through process-based role analysis and design, involving the employee himself along with the boss, subordinates and concerned peers. This creates the agreed expectations from roles and at the same time identifies the competencies required for good performance in the role.

    Developing line IR managers: There is an understanding that conflict can arise in industrial relations and efforts should be made towards preventing conflicts and solving them when they arise. In fact, the environment should be so built that there is no chance of conflicts arising.

    Strict legal compliance: To be preferred employers, we should be on the right side of the (Labour) laws applicable to the business or unit.

    Alok Srivastava

    Here are some of the follies that we commonly make:

    1. Looking at short-term solutions to problems
    2. Acting without thinking
    3. Not having our finger on the pulse of the employee(employer-employee disconnect)
    4. Being unaware of grey areas
    5. Meddling with union affairs
    6. Taking an “irreversible” stand
    7. Developing perceived Management Union
    8. Making helplessness evident
    9. Discouraging dialogue / negotiation
    10. Developing a vengeful attitude
    11. Concealing ground realities from seniors

    A good industrial relations officer will help build trust, and prepare a transparent and sound IR policy/programme based on human engineering.

    Hence, IR / ER managers have to ensure that their policies are transparent and based on performance, thereby enhancing human value, employee participation and satisfaction, leading to a team spirit.

    It goes without saying that the effective management of industrial relations will continue to remain high on the priority list in the coming years. It is important for not just ‘doing well,’ but also for the survival of both, the organisation as well as the employees .

    (The author is general manager – HR, UltraTech Cement, Aditya Birla Group.)

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    Prajjal Saha | HRKatha

    Dr. Prajjal Saha, editor and publisher of HRKatha since 2015, leverages over 25 years of experience in business journalism, writing, and editing. He founded HRKatha to provide insightful analysis on the evolving workplace. With expertise spanning HR, marketing, distribution, and technology, Saha has a deep understanding of business dynamics. His authorship of the acclaimed Marketing White Book highlights his versatility beyond HR. A trusted voice across industries, his clear and thoughtful commentary has earned him a reputation for thought leadership, making him a reliable source of knowledge and insights for professionals navigating the complexities of the business world.

    6 Comments

    1. Binod kumar singh on July 21, 2015 7:40 am

      realli impressed with your thought process. it should be strategic IR in fact .

      effective communication is the key area to focus upon in Industrial harmony.

      transparency is equally important .

      continuous employee engagement tool also promote healthy Industrial harmony .

      Reply
    2. Sam joe on July 21, 2015 9:30 am

      Worth reading article which sheds light on the rational approach and discipline of proactive problem solving method.

      Reply
    3. Nihar on July 21, 2015 10:49 am

      It is really the reflection of the future people management with proactive, conducive work environment to keep people engaged.

      Reply
    4. Prakasam on July 22, 2015 4:47 am

      It is a good article for HR/IR Managers

      Reply
    5. Santosh on July 22, 2015 7:41 am

      Very informative post.

      In my view
      We as HR have to address employee grievances immediately without lingering with patience.
      – Give proper respect to all worker/staff
      – OT problem
      – Appointment terms
      – Shift problem
      – Increment criteria
      – Promotion
      any other service related problem.

      Reply
    6. Javed Akhatar on July 22, 2015 11:22 am

      This is the time when management is giving due respect to IR/ER Manager. Now we can think of proactive approach.
      The basic rule of maintaining harmonious relation at plant is engage your workforce through various activities, be fair to them. Disconnect always arises when one is not able to understand other thought.

      IR/ER Manager must have professional approach with human touch, have patience to go a step ahead to solve issues, be firm & polite, consider policies are guidelines not bible.

      Reply
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