Hi Ali Ashger,
As suggested by senior friends here, firstly, sudden stoppage of work or a strike is illegal. Any issue can be resolved amicably across the table, but there would not have been such patience or information provided to the staff or workmen concerned to appeal the matter to the management in the requisite fashion. Management would be right to adopt the rule of "No Work, No Pay."
@Ranjeetha,
As an HR team handling payroll or other aspects of motivating the staff or workmen, you need to represent the matter to the management through your concerned bosses. As suggested by other seniors, facts and figures help to inform the management. It would not be the entire group that takes the agitation mode. If possible, you can identify the main perturbing personnel and discreetly inform the management for a future course of action. No doubt, it is a tough situation to handle these unruly individuals and illogical situations. Seeking help from the core teams and convincing the erring party, whether workers or management, would help solve these issues.
From India, Hyderabad
Acknowledge(0)
Amend(0)
202As suggested by senior friends here, firstly, sudden stoppage of work or a strike is illegal. Any issue can be resolved amicably across the table, but there would not have been such patience or information provided to the staff or workmen concerned to appeal the matter to the management in the requisite fashion. Management would be right to adopt the rule of "No Work, No Pay."
@Ranjeetha,
As an HR team handling payroll or other aspects of motivating the staff or workmen, you need to represent the matter to the management through your concerned bosses. As suggested by other seniors, facts and figures help to inform the management. It would not be the entire group that takes the agitation mode. If possible, you can identify the main perturbing personnel and discreetly inform the management for a future course of action. No doubt, it is a tough situation to handle these unruly individuals and illogical situations. Seeking help from the core teams and convincing the erring party, whether workers or management, would help solve these issues.
From India, Hyderabad
Acknowledge(0)Amend(0)
Dear Ranjeetha,
As KKHR and other seniors have pointed out, this issue is no longer just a payroll process concern but has evolved into an industrial relations matter. While it may not be as severe as a strike situation, the skills required to address industrial relations are distinct. As Mr. Nathrao mentioned, HR alone cannot resolve this issue, as ultimate decisions regarding salary hikes rest with top management. Therefore, as HR, your role is to act as a mediator between the demanding employees and the hesitant management. No party can emerge entirely victorious in this scenario; if management prevails, employees may choose to leave the organization. Strive for a win-win resolution.
Conduct thorough groundwork by determining the employees' expectations, evaluating the value of their contributions to the company, and researching the industry average salaries for similar positions. Gather any other pertinent details you deem necessary. Present these findings to management for discussion and obtain feedback. Subsequently, negotiate with the employees based on the input received. Through extensive dialogue, you can identify a mutually acceptable compromise.
Best regards,
B. Saikumar
HR & Labour Relations Advisor
Navi Mumbai
From India, Mumbai
Acknowledge(0)Amend(0)
As KKHR and other seniors have pointed out, this issue is no longer just a payroll process concern but has evolved into an industrial relations matter. While it may not be as severe as a strike situation, the skills required to address industrial relations are distinct. As Mr. Nathrao mentioned, HR alone cannot resolve this issue, as ultimate decisions regarding salary hikes rest with top management. Therefore, as HR, your role is to act as a mediator between the demanding employees and the hesitant management. No party can emerge entirely victorious in this scenario; if management prevails, employees may choose to leave the organization. Strive for a win-win resolution.
Conduct thorough groundwork by determining the employees' expectations, evaluating the value of their contributions to the company, and researching the industry average salaries for similar positions. Gather any other pertinent details you deem necessary. Present these findings to management for discussion and obtain feedback. Subsequently, negotiate with the employees based on the input received. Through extensive dialogue, you can identify a mutually acceptable compromise.
Best regards,
B. Saikumar
HR & Labour Relations Advisor
Navi Mumbai
From India, Mumbai
Acknowledge(0)Amend(0)
Dear Ranjeetha,
Any person who happens to be an all-in-one HR in an organization has to face such an inevitable crisis situation, particularly when the organization is relatively smaller and in its early stages of growth. The rule of thumb would be the management style. Often, it would be much more difficult for such an HR executive to even initiate a free and convincing dialogue with the CEO, who could be obsessed with growth only through cost-cutting, about the natural expectations of the employees for a hike in their remuneration over time. Your statement that you are paying minimum wages is an indication of the mindset of your management in this regard. Payment of minimum wages is an act of minimum compliance only, and as such, its continuance for years cannot retain employees or make them committed to the organization in the long run. It may be ideal for seasonal or intermittent nature of work only, as such workers are free to seek alternative employment elsewhere. However, in the case of regular employment within an organization, expectations of a fair share in the growth and development of the organization, improvement of their standard of living, the desire for an increase in real and monetary wages on par with similarly placed workers in the same industry elsewhere, and questions of seniority-based wage differentials would naturally arise in the minds of workers who have been paid minimum wages for an extended period.
If the management chooses to ignore such a justifiable demand of the workers with a callous attitude, not only will efficient employees leave the organization in search of better opportunities, but the remaining employees would also become highly demoralized and demotivated, ultimately affecting the quality of the products or services of the organization. I understand that you are not the ultimate decision-maker. However, as an HR professional, you can be tactful and persuasive to convince the management that if they do not become part of an amicable solution, they will become part of the problem. Finally, remember that employees do not leave companies but leave managers only.
Kind regards,
[Your Name]
From India, Salem
Acknowledge(0)Amend(0)
Any person who happens to be an all-in-one HR in an organization has to face such an inevitable crisis situation, particularly when the organization is relatively smaller and in its early stages of growth. The rule of thumb would be the management style. Often, it would be much more difficult for such an HR executive to even initiate a free and convincing dialogue with the CEO, who could be obsessed with growth only through cost-cutting, about the natural expectations of the employees for a hike in their remuneration over time. Your statement that you are paying minimum wages is an indication of the mindset of your management in this regard. Payment of minimum wages is an act of minimum compliance only, and as such, its continuance for years cannot retain employees or make them committed to the organization in the long run. It may be ideal for seasonal or intermittent nature of work only, as such workers are free to seek alternative employment elsewhere. However, in the case of regular employment within an organization, expectations of a fair share in the growth and development of the organization, improvement of their standard of living, the desire for an increase in real and monetary wages on par with similarly placed workers in the same industry elsewhere, and questions of seniority-based wage differentials would naturally arise in the minds of workers who have been paid minimum wages for an extended period.
If the management chooses to ignore such a justifiable demand of the workers with a callous attitude, not only will efficient employees leave the organization in search of better opportunities, but the remaining employees would also become highly demoralized and demotivated, ultimately affecting the quality of the products or services of the organization. I understand that you are not the ultimate decision-maker. However, as an HR professional, you can be tactful and persuasive to convince the management that if they do not become part of an amicable solution, they will become part of the problem. Finally, remember that employees do not leave companies but leave managers only.
Kind regards,
[Your Name]
From India, Salem
Acknowledge(0)Amend(0)
Employees do not leave the company; they leave bosses/managers. It's true in most cases. However, in this particular instance, workers stopping work indicates a serious issue. Productivity is hampered. As an HR person, the first thing they should ascertain at the beginning of their job is the ground situation of employees - are they happy or not. They need to determine whether the environment and management are favorable enough towards workers' welfare or not.
No issue arises all of a sudden; it would have been simmering for a while, and perhaps no one paid attention to it. In such situations, the HR person is likely to convene an emergency meeting and seek expert opinions to arrive at the right decision, which should be amicable and a win-win for both employees and the employer. The HR person should have a clear stance on their statements and a positive influence to persuade employees and buy time for further discussions and assessment of the situation.
Having said this, I always recommend that HR should also be able to convince the management about the laws and their implications and consequences, along with ideas or concepts of business development and enhancing productivity through empowerment, welfare, and training. After all, employees are not just workers; they are assets of any organization and key to branding.
From India, Vadodara
Acknowledge(0)Amend(0)
No issue arises all of a sudden; it would have been simmering for a while, and perhaps no one paid attention to it. In such situations, the HR person is likely to convene an emergency meeting and seek expert opinions to arrive at the right decision, which should be amicable and a win-win for both employees and the employer. The HR person should have a clear stance on their statements and a positive influence to persuade employees and buy time for further discussions and assessment of the situation.
Having said this, I always recommend that HR should also be able to convince the management about the laws and their implications and consequences, along with ideas or concepts of business development and enhancing productivity through empowerment, welfare, and training. After all, employees are not just workers; they are assets of any organization and key to branding.
From India, Vadodara
Acknowledge(0)Amend(0)
Hello All, Can you please send me the increment letter format for digital marketing company. Regards,
From India, Delhi
Acknowledge(0)Amend(0)
From India, Delhi
Acknowledge(0)Amend(0)
It is rather bothersome to suddenly find a request for a trivial letter format cropping up on a totally unrelated subject amidst a serious discussion on professional HR issues. Please don't tag together issues without any apparent correlation. This would be degenerating the forum from its core objective of rendering professional help.
From the very brief text of the request, it is impossible to hazard a guess on what the letter is meant for. Is it a policy document, a sanction letter, a denial letter, a reply to a request, or setting the parameters, etc.? Unless the issue is brought out clearly, even if the format is drafted, it would be purposeless and without much use. At any rate, if help is required for routine correspondence, then it leaves much to be desired in terms of professional ability and commitment.
Moreover, if the issue is the introduction of an increment itself, it needs serious consideration of multiple factors like whether it is a variable increment or fixed rate, the rate of increment, whether there is a standard date or a deferred date, conditions for the grant of increment or denial of increment, etc. If you have a definite policy on these matters, then what is the issue in preparing an increment letter, one wonders.
Still, if you need help, please come out with the details but don't misuse the forum to ease your routine correspondence tasks.
From India, Mumbai
Acknowledge(0)Amend(0)
From the very brief text of the request, it is impossible to hazard a guess on what the letter is meant for. Is it a policy document, a sanction letter, a denial letter, a reply to a request, or setting the parameters, etc.? Unless the issue is brought out clearly, even if the format is drafted, it would be purposeless and without much use. At any rate, if help is required for routine correspondence, then it leaves much to be desired in terms of professional ability and commitment.
Moreover, if the issue is the introduction of an increment itself, it needs serious consideration of multiple factors like whether it is a variable increment or fixed rate, the rate of increment, whether there is a standard date or a deferred date, conditions for the grant of increment or denial of increment, etc. If you have a definite policy on these matters, then what is the issue in preparing an increment letter, one wonders.
Still, if you need help, please come out with the details but don't misuse the forum to ease your routine correspondence tasks.
From India, Mumbai
Acknowledge(0)Amend(0)Looking for something specific? - Join & Be Part Of Our Community and get connected with the right people who can help. Our AI-powered platform provides real-time fact-checking, peer-reviewed insights, and a vast historical knowledge base to support your search.