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Changing Times – Unchanging Truth Dynamics of Employee Relations
P.Senthilkumar Corporate Head- Industrial Relations
MRF Ltd
New Business Realities
LPG scenario in Business
Impacts on HR /IR
Chaotic Competition
Radical change
Opportunities
Strategic alliances
Complexity/Uncertainty
Flexibility
Customer focus
People Mgt Issues
Dynamics of Change
Quality and competence of Human Resources
Innovative ways to improve employee
productivity during good and bad economic
time.
IR and HRD to be treated critical and
overlapping components of HR Strategy
I.R Transformation, an embodiment of
commonality of interest, win-win and
customer-centric
HRD Climate
Organization’s HR Policy to recognize and adopt in itself
Employees as Most valuable resource
Manager’s job is to recognize and develop employees
Believing in the capability of employees
Communicating openly
Encouraging risk taking and experimentation
Creating general climate of trust, collaboration and autonomy
Making efforts to recognize employees , strengths and weakness.
Supportive HR policies
Organisational Requirements – an ideal paradigm ………………Inevitables
Employee Aspirations & Global Competitiveness – Striking a Balance
Changing Role of Trade Unions in Volatile Business Scenarios Win – Win Wage Accord Employee Productivity in Indirect Areas (logistics, maintenance, quality, etc) Kaizen as a Productivity Enabler Low Cost Automation Enthusiastic & Motivated Workforce Strategic Deployment of Contract Labor – Possibilities
People Synergy in organisational context
Relationship leverages
People
Synergy.
Synergy means the whole is greater than the sum of its parts. The relationship which the parts have to each other is a part in and of itself - the most empowering, unifying and exciting part.
The essence of synergy is to value differences - to respect people , to build on their strengths, and to compensate for weaknesses.
The way to achieve synergy is through the creative process, which is terrifying, because you never know where the creative process will lead you.
Every organisation should focus on identifying the key elements of individual and group dynamics and enhance those elements through the use of a single or multiple approaches to develop a more cohesive workforce.
The Managers and Supervisors should have sufficient insight so that they can manage people effectively.
HR as a catalyst should assume the critical role to permeating the process of organisational synergy
People Strategy – Transformational
Demonstrated Goodwill and trust holds the key to gaining employer’s acceptability.
Management Team to demonstrate high level of productivity and discipline to spur equal expectation from our work force.
Channels to provide profuse two ways Communication to leverage partnership role
Empathy towards employee’s hardships and genuine problems.
Clear direction / expectations from people. Imbibe in employees the Customer- centric
approach . Team work to be catchphrase to permeate the
organisation . Role assumption and accountability to be a
voluntary enterprise for each and everyone. Multiskilling a way of institutional practice
Building employee morale Even workload Open communication Low cost and creative ways to improve employee relations. Spend extra time with employees, enquiring and seeking suggestions on shop floor productivity improvement. Encourage employees to do brain storming to find solution to problem On spot Employee recognition Greet on birthdays of employees. Even small gestures help improve employee morale and working relationships
Inclusiveness on Employee Engagement Activities
Functional Emotional Ethnical Social Gender Calamity support Academic Up gradation Career Opportunities Representation Opportunities Effective Grievance redressal
HR in cross roads HR cannot remain a passive, service oriented function
HR to imbibe a proactive mindset and focused on business strategy with high tech mind set
HR should inevitably assume a business partnership role taking on a new wider people responsibility of incorporating and influencing many other aspects of the business
Key Priorities - ER/ IR/ OD
Union Management Relationship – Key to Prosperity
Organization Productivity Enhancement Strategies
Employee Engagement and Motivation Strategies
Critical role of HR professionals
Fair treatment of employees and building long term
interest. Highlight to Apex management of the IR realities rather than a giving dubious pleasant tale.
Create a collaborative culture and build a growth oriented environment.
Design and implement worker development programs and in driving employee engagement activities that channelize the energies of workers positively
HR professionals will do well encouraging practices that ensure long-term continuity of business instead of short-term measures that can look appealing on the financial statements but can undermine business continuity
The informal contract between a worker and supervisor is increasingly getting based on equality rather than that of lord and master.
HR Leaders - critical Competencies
Clarify the common goals and purposes Clarify each person’s role in achieving the common purpose Put team members in touch with the people who use what they do Pay attention to conflicts when they arise Work out ways to resolve conflicts Remember your leadership role Make sure team members interact at meetings Allow team members to have input into their jobs Make sure there is room for minority or unpopular views Appraise and reward the team as a whole Appraise and reward each employee individually, Communicate team successes.
Hone Managers and front line supervisors on people management /Team building and quality and Modern manufacturing systems & techniques
Industrial Relations
Key objective of IR
Good Relations Increased Productivity Social Objectives
Pointer:
Composition of employees in a manufacturing industry is diverse, requires sensitivity in approach, skilful handling and pre-emptive focus on IR which if not done can cause enormous damage to all stake holders.
Factors triggered IR strain in the last three years
Economic disparity, changing demographic profile of workers, post 2009 political climate and backlash from a squeezed workforce have been articulated as some of the factors
Managements Prompted to push hard on discipline and productivity but the wages and dignity of workers did not rise in same proportion
Emergence of a new, younger, more aspirational workforce to confront issues. (Gen-y)
The need for contingent workers unwittingly paved the way for large number of contract employees being brought on board.
These factors give new impetus to politicians and external union leaders to exploit the situation.
Paradigm Shift – Industry Outlook and IR
IR stances and beliefs
IR multi-disciplinary- Economics, Psychology, sociology & Law. IR –a pursuit with sincere service with passion and not as compulsion after all the dealings are with human beings with bundle of emotions. Integrity excellence – impacts all stake holders Pay for performance
Market driven salary - Supply & demand
Management objectives to be linked to corporate vision and IR Value system
Strategic focus on HR/IR & culture building
Challenges ahead Engagement of Gen Y Workforce
Employee Relations initiatives
Union Management Relationship
Productivity Enhancement Strategies
Labour Laws
Employee Engagement
Motivation Strategies
Transformed work environment
Training and development
Communication
Reward and recognition
Quality of life
People Synergy , a pre-requisite for Peace and productivity
Relationship in organizational context is a synthesis of finer values like Corporate tenor Engagement culture/Total Employees Involvement Fairness , Trust and transparency, Communication &
Summing up………….