How do you visualize the new normal of work and workplace beyond covid? SR ‘Disruption’ has been the buzzword for the past few years, but covid can indisputably be called the biggest disruptor of them all. It’s like the nature’s push to re-boot. It has accelerated an...
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HR has to be more predictive of coming days to make their organisations ready for future. Current pandemic has shown that how vulnerable is world today. This vulnerability will increase many fold in coming days. HR has to ensure sustainability of organisations as it is people function.
The downfall of Firestone also suggests that they relied largely on 'short cut culture' which did not serve at all their customers like Ford which was their single most important customer since they set up their business in Akron, Ohio.
The employee value proposition shall undergo a change due to lessened In-Person proximity with talent and thereby leading to evolved employee engagement strategies in line with remote working.
The qualitative data can help HR in eliminating the neutral answers, where an employee fills the form for namesake, and focus on real concerns of the employees and also be proud of the strengths of the organization.
COVID-19 could not help the governments to change the existing labour laws; rather it stunted labour reforms agenda to a corner. It is true that adage history repeats even in case of labour reforms proved correct.
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.
In some countries, the governments are financially helping to self-employed women in this time of Corona. in India, this facility is available to all working women for 26 weeks, out of it they can avail, eight weeks before delivery. COVID 19 has, however, posed a very piquant situation for such...
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.
Industrial Relations Covid & Beyond
IR professionals have to play a role of protector, enabler and crusader
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.
