Industrial Relations Covid & Beyond

IR issues emerge where an industry is under stress and then becomes unviable owing to the current situation. With everyone trying to protect their own interests, conflicts are likely to arise, and in plenty.

The amendments have been proposed to promote a collective facilitation along with seamless implementation and ease of doing business.The labour laws were too voluminous and ambiguous which promoted prolonged litigations and there was an urgent need to rationalise and consolidate.

IR landscape is going to witness unprecedented shift in terms of higher expectations from IR Managers post COVID. They are expected to embrace the new situation with better counselling and management skills.

The impact of slowing down of business resulting in cost cutting spree to survive will deeply and adversely impact the workforce at all levels. Employees will be expected to do multiple jobs and the set boundaries of their job descriptions will collapse.

IR/HR mangers have to refresh their communication skills and work out an agenda of common interests around which consultations should take place, on a regular basis, in order to develop and promote a climate of cooperation which encourages participation of the workforce and partnership with them.

In India, prior to the lock down we witnessed a strike by Uber and Ola drivers in Feb 2017 in Bengaluru & Delhi, then in March 2017 in Mumbai, because of loss in the expected monthly earnings of these business partners/business associates though the demands emanating for the strike were amicably...

It is difficult to regulate it. Management can be privy to such exchange through their trusted workmen but cannot initiate corrections or clarification. As a response strategy, it would be advisable for a Group Manager to create a legitimate message group where s/he can offer official version and...

This increasing numbers of people if remain dissatisfied will directly impact o your quality and productivity as most gig workers are in customer service and supply chain management.

Every organization has a unique set of value systems inherent in its culture. Therefore, while staffing only functional knowledge and skills is not a guarantee that one would be able to survive in the ecosystem of that organization.

Being on a path to value-add to others, prevents us from unnecessary deviations or carelessness that we develop in old roles, familiar territories, or careers. Additionally, those who add value are recognized as Key Contributors and Leaders. Their gains follow, sooner or later.