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Industrial relations: The most ignored subject in HR education
PH Singh | New Delhi | Tuesday, 08 September 2015

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The education system has to be redesigned to equip future IR practitioners with the skills to handle the behavioural variables of the highly ambitious and impatient organised workforce

If the status quo persists, Industrial Relations (IR) in manufacturing India will continue to be generic for at least another 25 odd years.

This is because the majority of IR practitioners, as well as organisations, often fail to comprehend the fundamentals of their interdependent needs, roles and responsibilities.

Though, we do own the job we are working for, at the same time, we are reluctant to own the failures on our part. It’s true that the situation is improving now, but it will take an entire working generation to reach the next level.

Unlike our elegant and remote past, systematically over the last few centuries we have become a product of starved eventualities and not of planned natural progression.

Our education and development system was designed and enforced by various external aggressors and their aided manipulators. They rewired our minds to suit the subordinate jobs to be done at their extortive will.

Their basic teaching patterns made us memorise the lessons, to ensure that we tolerated their dictates, and were discouraged from deriving logical conclusions or evolving. Their bullishness made us accommodative to the lazy, egoist, dishonest and escapist environment. That is why, most of us are groomed in a fashion to desire for the disproportionate benefits and wages against work output.

On the other hand, even today, IR is the most untaught subject in our HR education system. With the growth of the economy, the industrial employment opportunities and individual aspirations are expected to grow exponentially. But the education to equip our future IR practitioners, with the skills required, to handle the behavioral variables of the highly ambitious, impatient and organised workforce is yet to make its presence felt.

Even though our HR students are taught advanced HR subjects, such as business transformation and organisational turnaround, employee performance management and appraisal systems, human resource management in the service sector, managing negotiations, personal competencies for international HRM and strategic human resources management, there remains an urgent need to redesign the education system. What is required is progressive education and managerial input, which will develop students to be natural IR managers.

We must imbibe the Darwinian and Newtonian theories in our daily, minute-to-minute lives, that is, we can continue to remain ‘fittest for survival’ only with constant conceptual updation and mutation through rigorous ‘struggle for existence’.

Working only for a genuine cause, can have a real effect. Quick short-cuts for instant supremacy will simply make us unfit for the long run. The speed, technique, and consistency required for a marathon has to be different than a 100-metre sprint. The choice of destiny is not ours; it gets decided through our choice of path and fitness to remain ahead, with the collective coexistence of ‘need, greed, and maryada’!

Therefore, we need to prepare our IR practitioners to avoid short-cuts and dive deep into the ground realities of human emotions. They should be able to understand the significance of individual capabilities, roll modelling, legalities, interpersonal skills, crisis management, trustworthiness, communication, discipline maintenance, empathy and other value-added softer skills, required to make optimum use of the available workforce. Other than this, an understanding of the procedural skills of manpower planning, recruitment, induction, appraisal assessment, remuneration management, progression, training and development is also necessary. It is therefore clear that there are two separate goal-oriented branches of HR study —Industrial Relations Management (IRM) and HR Development (HRD).

(The author is the Plant HR Head, Hero MotoCorp. The views expressed in this article are those of the author in his personal capacity.)


© 2016 HR Katha
Last modified on Tuesday, 08 September 2015


  • Comment Link KV Raghva Reddy Wednesday, 18 November 2015 posted by KV Raghva Reddy

    There is no role of HR in case there is a failure in Industrial Relations scenario. Issues in IR will immediately impact the business. Structured interaction / communication with trade unions / related stakeholders and educating them on the current business scenario will help for the smooth functioning of the business. Building trust among this bargaining group is very important for the success of the IR.

  • Comment Link  M.S.KRISHNAN Thursday, 10 September 2015 posted by M.S.KRISHNAN

    The industrial relations subject is not just legal subject say Industrial disputes Act or Standing orders which are the basic legal issues in every Manufacturing cos now slowly spreading to all IT IT ES too.One must talk logically understanding the approach nature of employees.A person to be good in IR must be patient enough to listen ,act smart,ensure win win situation,handle fair and firm all matters.These curriculum to be designed suitability .More industrial visits linking with local HR groups etc may give very good results but its practically not happening every just want to pass out or just want to manage with whatever knowledge they have.Knowing Law alone is not handling IR its how to put it to the people.

  • Comment Link amaresh Wednesday, 09 September 2015 posted by amaresh

    I have personally felt that young hr guys from premier institutes do not have IR as their first option. They rather like to work in silo with their system though apparently seem to be very vocal and people oriented in their approach. Neither like to visit inside plant nor try to understand their workers as well.As a result they miss a real part of HR i.e. Industrial Relations . So there is really a dearth of IR people in any industry. Though India is going digital but major chunk of its workforce still from manufacturing industries who are still blue collars. So role IR should not be write off altogether.

  • Comment Link Dhiwakharan Naidu Wednesday, 09 September 2015 posted by Dhiwakharan Naidu

    Enjoyed reading this article.... please write more. I thoroughly agree on TWO current contexts......1) being an HR faculty....i see HR-School's focus on "Industrial Relations" is very minimal even though the programme is "PM & IR" :-) .....!! 2) Recent global study by "AT Kearney" shows the life-cycle of a STRATEGY across industries, is less than 2 years and most them fail to make the impact as planned. As quoted in the is SPRINT running model that is aimed at "people management function" (IR is long-term) and hence this current state.......!!

  • Comment Link Vijaya L Ramam Tuesday, 08 September 2015 posted by Vijaya L Ramam

    very well said .The young generation is not interested in knowing or handling IR issues at ground level I would say that HR professions get to understand ground realities only if they integtate HRM & IRM and look at it with a holistic approach ..

  • Comment Link Sanjay Pande Tuesday, 08 September 2015 posted by Sanjay Pande

    A short and crisp write up emphasising upon the usually glossed over aspect of management. Coming from the man at ground zero provides it the due credence. Extremely well articulated article.

  • Comment Link Upen Tuesday, 08 September 2015 posted by Upen

    To Understand the significance of individual capabilities, roll modelling, legalities, interpersonal skills, crisis management, trustworthiness, communication, discipline maintenance, empathy and other value-added softer skills, all these cannot be taught but can be inculcated with real time interface over a period of time. Also the way yougeeies are nurtured matters a lot with respect to their interest in IR domain.

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