You are asking the question "How to handle/deal with Unions," as though they are aliens or inanimate things! Unions comprise individuals and they should be treated as human beings, first and foremost. The Unions are a reality and have to be recognized and dealt with as such. The whole issue of relations with unions is the core activity of IR, and the entire gamut of it cannot be limited to a few lines.
It appears you are a beginner in IR and feel befuddled at the prospects of dealing/handling a group of volatile union leaders. Listen to them fully, try to understand the issue, assess its potential, look for alternative solutions, plan ahead how you are going to deal with the matter, and keep up the morale of your team, etc. Please come back with specific details on the situation if any further help is needed.
From India, Mumbai
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1656It appears you are a beginner in IR and feel befuddled at the prospects of dealing/handling a group of volatile union leaders. Listen to them fully, try to understand the issue, assess its potential, look for alternative solutions, plan ahead how you are going to deal with the matter, and keep up the morale of your team, etc. Please come back with specific details on the situation if any further help is needed.
From India, Mumbai
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Dear Sirs,
I have been facing this question in interviews. Although I have replied to this question as mentioned below, I couldn't get success in interviews.
Sir, We have a trade union which is registered under the Trade Unions Act of 1926 independently, and they received a certificate in Form-D from the Registrar. Our union is an independent union and is not influenced by any central trade unions or any local political parties. Our union is very cooperative with the management.
As far as Industrial Relations (IR) are concerned:
- We have certified standing orders that are certified by the Certifying Officer to regulate the conditions of employment.
- We have a Works Committee consisting of equal members from Management and Workmen Representatives under Section 3 of the Industrial Disputes Act of 1947 to promote measures for securing and preserving amity and good relations.
- We have a Tri-partite Settlement, i.e., Memorandum of Settlement (Form-H) under Section 12(3) of the Industrial Disputes Act of 1947 before the Conciliation Officer for a period of 3 years.
- We take disciplinary actions in accordance with the standing orders to regulate working conditions.
- We maintain harmonious relations with employees by providing better working conditions, satisfactory working hours, rest intervals, satisfactory wages, etc.
- We provide fringe benefits in welfare for our employees such as Intramural and Extramural welfare amenities (Industrial Canteen, Subsidized Food, Rent-Free Accommodation, Rent-Free Housing, Local Conveyance/Transportation, Education for Employees' Children, Yearly Gifts, Bonus, LTA, Medical Benefits, Insurance Policies, Occupational Health Centers, etc.).
Apart from the above, I have explained the definitions of IR, Grievance, Industrial Dispute, Procedure for Certification of Standing Orders, Works Committee, Factories Act of 1948, Industrial Disputes Act of 1947, Industrial Employment and Standing Orders Act of 1946, Trade Unions Act of 1926, Subsistence Allowance (10A), Notice of Change (9A), and many more.
I want to become an IR Professional as I am very much interested in acting as an IR Officer. Can anyone help me with how I should explain about IR in the interviews?
With regards,
DURGA PRASAD.A
Executive-HR
From India, Hyderabad
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I have been facing this question in interviews. Although I have replied to this question as mentioned below, I couldn't get success in interviews.
Sir, We have a trade union which is registered under the Trade Unions Act of 1926 independently, and they received a certificate in Form-D from the Registrar. Our union is an independent union and is not influenced by any central trade unions or any local political parties. Our union is very cooperative with the management.
As far as Industrial Relations (IR) are concerned:
- We have certified standing orders that are certified by the Certifying Officer to regulate the conditions of employment.
- We have a Works Committee consisting of equal members from Management and Workmen Representatives under Section 3 of the Industrial Disputes Act of 1947 to promote measures for securing and preserving amity and good relations.
- We have a Tri-partite Settlement, i.e., Memorandum of Settlement (Form-H) under Section 12(3) of the Industrial Disputes Act of 1947 before the Conciliation Officer for a period of 3 years.
- We take disciplinary actions in accordance with the standing orders to regulate working conditions.
- We maintain harmonious relations with employees by providing better working conditions, satisfactory working hours, rest intervals, satisfactory wages, etc.
- We provide fringe benefits in welfare for our employees such as Intramural and Extramural welfare amenities (Industrial Canteen, Subsidized Food, Rent-Free Accommodation, Rent-Free Housing, Local Conveyance/Transportation, Education for Employees' Children, Yearly Gifts, Bonus, LTA, Medical Benefits, Insurance Policies, Occupational Health Centers, etc.).
Apart from the above, I have explained the definitions of IR, Grievance, Industrial Dispute, Procedure for Certification of Standing Orders, Works Committee, Factories Act of 1948, Industrial Disputes Act of 1947, Industrial Employment and Standing Orders Act of 1946, Trade Unions Act of 1926, Subsistence Allowance (10A), Notice of Change (9A), and many more.
I want to become an IR Professional as I am very much interested in acting as an IR Officer. Can anyone help me with how I should explain about IR in the interviews?
With regards,
DURGA PRASAD.A
Executive-HR
From India, Hyderabad
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Dear Durga Prasad,
Success in any interview for a job like that of one which handles industrial relations does not depend solely on the correctness of the candidate's answers. You should understand that the interview panel consists of experts with experience. The purpose of their questions is not just to test your academic knowledge but also to assess your alertness to conflict situations, the spontaneity of your positive responses, and how crisply you express yourself.
Despite the compliances by the employer as you narrated, why are industrial disputes still raised by the unions? If you are paying minimum wages, the union will demand fair wages, and if you pay fair wages, there will be a demand for living wages. The same goes for every concession. It is because employees would expect more and more from the employer, and the survival of any trade union depends on its ability to bargain for more.
There cannot be an ideal industrial relations situation without friction, as friction is an inevitable reality of any relationship. A relationship is neither independence nor dependence but interdependence only. If every person handling industrial relations can successfully convince the union about the importance of the interdependence between the employer and the employees, friction would be within manageable limits, ensuring forward motion in tandem.
From India, Salem
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Success in any interview for a job like that of one which handles industrial relations does not depend solely on the correctness of the candidate's answers. You should understand that the interview panel consists of experts with experience. The purpose of their questions is not just to test your academic knowledge but also to assess your alertness to conflict situations, the spontaneity of your positive responses, and how crisply you express yourself.
Despite the compliances by the employer as you narrated, why are industrial disputes still raised by the unions? If you are paying minimum wages, the union will demand fair wages, and if you pay fair wages, there will be a demand for living wages. The same goes for every concession. It is because employees would expect more and more from the employer, and the survival of any trade union depends on its ability to bargain for more.
There cannot be an ideal industrial relations situation without friction, as friction is an inevitable reality of any relationship. A relationship is neither independence nor dependence but interdependence only. If every person handling industrial relations can successfully convince the union about the importance of the interdependence between the employer and the employees, friction would be within manageable limits, ensuring forward motion in tandem.
From India, Salem
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IR is the most dynamic part of HRM. Put simply, it involves managing the enduring human relations at the workplace in the organizational interest. You may perhaps be a first-level executive in HR, so you may not be privy to the real IR strategies and tactics deployed. However, keep a constant eye on what is happening and try to correlate the larger picture.
One thing to note in IR is the continuity, the past-present-future continuum. What is happening today at your workplace has a past that lies submerged, and it surely would lead to certain results, with the cycle repeating itself. Therefore, keep looking at the past events, factors, and processes that led to the present situation and anticipate what is going to happen. Soon, you will understand the pattern that lies submerged in the web of human relationships and how the two parties involved react to each other. You will be able to make certain anticipations and guesses on how the other party will react to certain stimuli and adjust your behavior accordingly.
There is no one correct answer in IR, as different people have different methods. However, the real test, after all, is whether it has served the organizational purpose. To that end, all the creative energies of an IR professional have to be directed.
From India, Mumbai
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One thing to note in IR is the continuity, the past-present-future continuum. What is happening today at your workplace has a past that lies submerged, and it surely would lead to certain results, with the cycle repeating itself. Therefore, keep looking at the past events, factors, and processes that led to the present situation and anticipate what is going to happen. Soon, you will understand the pattern that lies submerged in the web of human relationships and how the two parties involved react to each other. You will be able to make certain anticipations and guesses on how the other party will react to certain stimuli and adjust your behavior accordingly.
There is no one correct answer in IR, as different people have different methods. However, the real test, after all, is whether it has served the organizational purpose. To that end, all the creative energies of an IR professional have to be directed.
From India, Mumbai
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Dear colleague,
An HR professional is always in the midst of resolving conflicting situations, settling differences, and finding amicable solutions to the demands/issues raised by the workers/union. They need to possess a strong sensitivity to human feelings, listening skills, and persuasive abilities. With solid basic grounding in human behavior analysis, labor laws, and an amiable disposition, an IR person will lead to success on the job.
Regards,
Vinayak Nagarkar
HR Consultant
From India, Mumbai
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An HR professional is always in the midst of resolving conflicting situations, settling differences, and finding amicable solutions to the demands/issues raised by the workers/union. They need to possess a strong sensitivity to human feelings, listening skills, and persuasive abilities. With solid basic grounding in human behavior analysis, labor laws, and an amiable disposition, an IR person will lead to success on the job.
Regards,
Vinayak Nagarkar
HR Consultant
From India, Mumbai
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When people want to avoid industrial relations (IR), you want to embrace it – it is appreciated. The learned seniors made you understand the nature, character, and scope of IR. If you go through those replies, you would definitely not miss certain key words embedded in those lines like "sensitivity to human feelings," "past-present-future continuum," "enduring human relations," and "alertness to conflict situations," etc. All these key words imply certain skills as follows:
1) Active listening
2) Balancing emotions (EI) (not to lose cool)
3) Analytical skills
4) Tactful communication
5) Anticipating a problem, the genesis of which may be in the past.
This is not the reply to the query that was asked in your interview but an attempt to make you understand that these skills are necessary to deal with the unions.
B. Saikumar
HR & Labour Relations Adviser
Navi Mumbai
From India, Mumbai
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1) Active listening
2) Balancing emotions (EI) (not to lose cool)
3) Analytical skills
4) Tactful communication
5) Anticipating a problem, the genesis of which may be in the past.
This is not the reply to the query that was asked in your interview but an attempt to make you understand that these skills are necessary to deal with the unions.
B. Saikumar
HR & Labour Relations Adviser
Navi Mumbai
From India, Mumbai
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I have handled CITU union for almost 8 years. My experience says, treat them fairly and you will never have any serious issues with the union. The union leaders can be used to convey the messages to workers. It is easy to convince 10 individuals than convincing 1000 individuals. There are trainings conducted by many training institutions, which will help you to understand how to manage unions/union leaders. But only experience will teach you how to handle the union leaders. The one thing which is most important, is to be a good communicator.
From India, Chennai
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From India, Chennai
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As an HR professional, it is important to maintain open and harmonious relations with employees and unions. When unions approach, give them a friendly and open hearing. The ability to be patient and kind is crucial. Have the facts/legal position of any labor issue at your fingertips. Maintain an informal relationship with union members during your regular duties. Know who is influential and who may cause trouble. Good tactics can be helpful, but it is essential to be genuine in your approach to problem-solving. I deal with unions regularly and have observed that they can be managed effectively if you speak clearly without hiding facts. Handling unions requires a psychological approach along with good intentions.
From India, Pune
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From India, Pune
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