Changing Times Unchanging Truth Dynamics of Employee Relationsefsiapts.info/admin/uploads/event/1439529506.pdf · HR in cross roads HR cannot remain a passive, service oriented function

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………….