Dear Learned Members,
1.0 The Contract Labour has given the strike notice in support of their Charter of Demands, to the Principal Employer, what should be the Management stand to tackle the issue.
2.0 The Conciliation Officer, on receipt of the copy of the Union's strike notice has called the Principal Employer for discussions.
Please suggest a course of action in the matter.
From India, Delhi
101.0 The Contract Labour has given the strike notice in support of their Charter of Demands, to the Principal Employer, what should be the Management stand to tackle the issue.
2.0 The Conciliation Officer, on receipt of the copy of the Union's strike notice has called the Principal Employer for discussions.
Please suggest a course of action in the matter.
From India, Delhi
Hi,
Addressing a strike notice from contract labor and engaging with the Conciliation Officer requires a thoughtful and strategic approach. Here are some general guidelines that management can consider:
1. Internal Communication:
Evaluate Demands: Carefully review the Charter of Demands presented by the contract labor. Identify key issues and assess the feasibility of addressing them.
Internal Discussions: Hold internal discussions with relevant departments to understand the potential impact on operations and finances.
2. Legal Compliance:
Review Contracts: Examine the terms of the contract with the labour and ensure compliance with labor laws and contract agreements.
Consult Legal Advisors: Seek legal advice to ensure that the management's actions align with labor laws and regulations.
3. Engage in Dialogue:
Respond to Strike Notice:
Acknowledge receipt of the strike notice promptly and express willingness to engage in discussions.
Open Communication Channels: Establish a communication channel with the contract labour representatives to facilitate dialogue.
4. Conciliation Process:
Attend Conciliation Meetings:
Cooperate with the Conciliation Officer and participate in the discussions. Present the management's perspective and attempt to find common ground.
Negotiate in Good Faith: Demonstrate a willingness to negotiate and find mutually acceptable solutions.
5. Understanding Concerns:
Employee Feedback: Gather feedback from the contract labor to understand their concerns better. This can help in addressing specific issues effectively.
Mediation: If needed, consider involving a neutral third-party mediator to facilitate the negotiation process.
6. Conflict Resolution:
Explore Alternatives: Consider alternative solutions to address the concerns raised by the contract labor without compromising the organization's viability.
Seek Compromises: Be open to compromises that are fair to both parties.
7. Operational Contingencies:
Contingency Planning: Develop contingency plans to minimize the impact of the strike on operations. This may include temporary staffing, outsourcing, or redistributing tasks.
8. Employee Welfare:
Communicate Effectively: Keep all employees, including contract labor, informed about the progress of discussions and any decisions made.
Employee Assistance Programs: Provide support mechanisms, such as counseling or assistance programs, to address the well-being of employees during this period.
9. Record Keeping:
Document Discussions: Keep detailed records of all discussions, agreements, and disagreements during the conciliation process. This documentation may be useful in future negotiations or legal proceedings.
10. Continuous Monitoring:
Monitor the Situation: Keep a close eye on the situation and be ready to adapt the management strategy based on the developments.
Therefore,, each situation is unique, and it's crucial to approach the resolution process with an understanding of the specific dynamics at play in your organization. Seeking professional advice and involving experienced labour relations specialists may also be beneficial in navigating these challenging situations.
Regards,
From India, Bangalore
Addressing a strike notice from contract labor and engaging with the Conciliation Officer requires a thoughtful and strategic approach. Here are some general guidelines that management can consider:
1. Internal Communication:
Evaluate Demands: Carefully review the Charter of Demands presented by the contract labor. Identify key issues and assess the feasibility of addressing them.
Internal Discussions: Hold internal discussions with relevant departments to understand the potential impact on operations and finances.
2. Legal Compliance:
Review Contracts: Examine the terms of the contract with the labour and ensure compliance with labor laws and contract agreements.
Consult Legal Advisors: Seek legal advice to ensure that the management's actions align with labor laws and regulations.
3. Engage in Dialogue:
Respond to Strike Notice:
Acknowledge receipt of the strike notice promptly and express willingness to engage in discussions.
Open Communication Channels: Establish a communication channel with the contract labour representatives to facilitate dialogue.
4. Conciliation Process:
Attend Conciliation Meetings:
Cooperate with the Conciliation Officer and participate in the discussions. Present the management's perspective and attempt to find common ground.
Negotiate in Good Faith: Demonstrate a willingness to negotiate and find mutually acceptable solutions.
5. Understanding Concerns:
Employee Feedback: Gather feedback from the contract labor to understand their concerns better. This can help in addressing specific issues effectively.
Mediation: If needed, consider involving a neutral third-party mediator to facilitate the negotiation process.
6. Conflict Resolution:
Explore Alternatives: Consider alternative solutions to address the concerns raised by the contract labor without compromising the organization's viability.
Seek Compromises: Be open to compromises that are fair to both parties.
7. Operational Contingencies:
Contingency Planning: Develop contingency plans to minimize the impact of the strike on operations. This may include temporary staffing, outsourcing, or redistributing tasks.
8. Employee Welfare:
Communicate Effectively: Keep all employees, including contract labor, informed about the progress of discussions and any decisions made.
Employee Assistance Programs: Provide support mechanisms, such as counseling or assistance programs, to address the well-being of employees during this period.
9. Record Keeping:
Document Discussions: Keep detailed records of all discussions, agreements, and disagreements during the conciliation process. This documentation may be useful in future negotiations or legal proceedings.
10. Continuous Monitoring:
Monitor the Situation: Keep a close eye on the situation and be ready to adapt the management strategy based on the developments.
Therefore,, each situation is unique, and it's crucial to approach the resolution process with an understanding of the specific dynamics at play in your organization. Seeking professional advice and involving experienced labour relations specialists may also be beneficial in navigating these challenging situations.
Regards,
From India, Bangalore
First of all the Contract labours cannot call on the Principal employer to discuss on their charter of demands. Secondly, the Labour Officer's stand to summon the Principal employer is unfair and legally not standing. But having received a notice from the department, the Principal employer or the Personnel/ HR/ IR Manager should attend the meeting and submit that he is not a party to the dispute and cannot be called for such a conciliation. He should insist that the conciliation should be among the Contractor, workers and the Union and the Conciliation Officer.
At the same time, I would like to state that if the contract itself is sham and camouflage, then the things will go out of your hands. If you analyse the major industrial disputes taken place in the country, you can see that the presence of contract labour and the reason would be unfair and differential treatment and even engagement of workers through a contractor in the job where a regular/ full time worker could be engaged. In such circumstances the contract would be sham one and if it is established the department can take action. Therefore, before proceeding, please ensure that the contract is genuine.
From India, Kannur
At the same time, I would like to state that if the contract itself is sham and camouflage, then the things will go out of your hands. If you analyse the major industrial disputes taken place in the country, you can see that the presence of contract labour and the reason would be unfair and differential treatment and even engagement of workers through a contractor in the job where a regular/ full time worker could be engaged. In such circumstances the contract would be sham one and if it is established the department can take action. Therefore, before proceeding, please ensure that the contract is genuine.
From India, Kannur
The information provided in this post is lacking of information to share vital suggestions, as sought.
Technically, the workmen engaged under contractor can not demand from the principal employer. Because the principal employer is not the paymaster. If there exist any demand the workmen and union should put it before the contractor or anything related to welfare measures or safe working conditions. The labour department can ask the principal employer to look after the issues.
From India, Mumbai
Technically, the workmen engaged under contractor can not demand from the principal employer. Because the principal employer is not the paymaster. If there exist any demand the workmen and union should put it before the contractor or anything related to welfare measures or safe working conditions. The labour department can ask the principal employer to look after the issues.
From India, Mumbai
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