Tag: Industrial Relations
From a labour-focussed function, to a more talent-management one, the human resources function has undergone massive transformation since its inception about two decades back. HRKatha traces this journey.
The company denied claims of unexplained layoffs, clarifying that the decision was in line with the business strategy and that they were ensuring a smooth transition for those fired.
Upset about not being given wage hike by the 3rd Pay Revision Committee, employees have declared a day-long nationwide strike on July 27
A majority of the IR managers and trade union leaders are not aware of the legal, behavioural, business and conceptual aspects of unionisation—labour, productivity, benefits, IR, leadership, role modelling, discipline and business management which is why they have a short time perspective to resolve an issue.
The blue-collared workers are set to receive their share of respect, acknowledgement and compensation as the company recently signed a landmark agreement with its Pune plant workers, linking wages to performance.
Most of the employers and executives have habitually developed apathy towards unions, trade union leaders and unionisation.
The popular television series ‘Game of Thrones’ has vast universe of characters. What happens when we put these characters in an IR landscape. A narrative drawing parallels between the two.
Any right can only be demanded in return for duty, and that has to be understood by the employees as well as the management.
The prime vested interest of company executives is to rule at will – egocentrism. However, the vested interest of the union leaders is to satisfy their social and self-esteem needs. These are the raw motives, to overcome which and to develop behavioural compatibility between both the agencies, two measures need to be established—a defined transactional system, and constant interpersonal communication.
Hypocrisy is what is observed these days, in the name of decency and tolerance, and the key source of most IR trouble.
When Darwin explored ‘survival of fittest’, the ‘emotional intelligence’ was not a developed subject in the new-world. Now, we are very successfully dodging the growth fitness with our hypocrisy.
IR managers need to align workers and their leaders to productive co-existence at all the levels of Maslow’s hierarchy of needs.
Twenty years in human resources has helped Amit Das, president and CHRO, Reliance Communications, change his outlook towards life. An avid reader, who derives insights from intellectually stimulating discussions with even his close friends, is a true global HR leader. HR Katha traces his professional journey and the learning that have shaped his great career…