Emerging trends in employee relations and employee involvement

Emerging Trends in Employee Relations and Employee Involvement

Capt.Ramrao Ranadive

Framework for Analyzing Impact of Globalization on Industrial Relations

The employers' strategy in the area of employment relations must focus on achieving:1. Appropriate attitudinal and behavioural

changes, not only at enterprise, but at other, levels;

2. A modern policy, legislative and institutional framework which ensures an effective industrial relations system;

3. Compensation systems linked to enterprise performance;

4. A more literate, skilled and adaptable workforce, which is capable of experimentation and innovation;

5. More flexible forms of work organization and management; and

6. Culturally-sensitive management strategies, as firms invest within and beyond the region

1. Multinationals should delegate the management of labor relations to their subsidiaries. Subsidiary managers should maintain the peaceful interactions between the employer and the employees in the context of host country’s rules & regulations.

2. Multinational managers should set up international human resource management approaches according to the national conditions of each subsidiary.

3. Multinational managers should have some prior experience in labor relations. Specially to deal with labor unions at industry level rather than at firms level. For Europe The opposite is more typical for U.S. firms where firm based labor relations policies are norms.

4. Multinational management attitudes or ideology concerning unions must play an important role in international labor relations.

MNC’s and Unions : aspects concerning IR needing changes in approach

5. International human resource managers should understand international regulations and applying those to labor relations such as those developed by EC, ILO, and OECD, and they should have versatile knowledge about the global environment and the international labor regulations

6. Multinational human resource managers should analyze labor relations issues that are common to all countries. They should conduct an analysis of the labor relations and practices in each of the counties within which the MNC operates and develop a standard policy which is applicable irrespective of all countries throughout the world.

Employee Engagement

Employee engagement is defined as “the level of an employee’s psychological investment in their organization.”The concept of employee engagement is often confused with satisfaction or happiness.

The Employee Engagement Studies measure employee engagement with a Say, Stay, Strive model. Employees are asked:• If they “Say” positive things about their organization and act as advocates• If they intend to “Stay” at their organization for a long time• If they “Strive” to give their best efforts to help the organization succeed

1. Employee Value Proposition (EVP),

2. Reputation, 3. Career Opportunities, 4. Collaboration, 5. Diversity & Inclusion,6. Empowerment/Autonomy,7. Enabling Infrastructure,8. Learning &Development,9. Manager, 10.Performance Management, 11.Rewards & Recognition,12.Senior Leadership,13.Talent & Staffing, 14.Work Fulfillment, and 15. Work Life balance.

Dimensions that are critical to having an effective workplace

The relationship between culture and Engagement

Engagement status for 2008/09/10

Net Promoter Score (NPS) is a metric for assessing customer loyalty for a company's brand, products or services. Many companies use NPS as part of their customer relationship management (CRM) strategy Employee value proposition means creating a balance of rewards and recognition in return to an employees performance at workplace.

For 2015

Employee engagement in China and India, has risen the most over the last year ,in Asia region. Employees are more likely to Say, Stay, and Strive. The “Say” dimension rose by three points, “Stay”rose by three points, and, most remarkably, the “Strive” dimension rose by five points. That means that companies in the region will have an easier time attracting, retaining, and getting best efforts from employees.

That isn’t the only good news. Of the 15 different workplace dimensions tracked in the study, the region did not have a single dimension that trended negatively.

The dimensions with the greatest improvement are Rewards & Recognition and Work Life Balance which both have six point improvements to 57% and 69% favorable, respectively. Another critical dimension with positive movement is the perceptions of Senior Leadership which went from 60% to 64% favorable.

Any Questions

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