Dear all,
Greetings to all HR professionals.
I have been following the references given here. I work as an Executive HR in a manufacturing plant having an employee strength of 1500 (approx) in the Uttarakhand region. We need to update our Grievance policy.
Can someone please help me clear my doubts and provide a basic outline so I can frame the policy, considering the legal implications for staff and workmen?
For 20 plus members, we need to have a grievance mechanism mandatorily. We have an active work committee. Can someone please help me with the scope of the policy and also what should be the general steps? Would it be the same for all employee levels, and would the plant policy and the policy in the corporate office be the same?
Please assist me in framing the policy, covering all necessary steps. It would be helpful if you could share the policies of your organization. I want to study and understand the differences among them so I can frame the policy, taking into account all the merits and demerits of each. Specifically, I am interested in how to cover staff, workmen, and employees at other corporate offices.
Thank you so much.
Looking forward to your positive response.
From India, New Delhi
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2Greetings to all HR professionals.
I have been following the references given here. I work as an Executive HR in a manufacturing plant having an employee strength of 1500 (approx) in the Uttarakhand region. We need to update our Grievance policy.
Can someone please help me clear my doubts and provide a basic outline so I can frame the policy, considering the legal implications for staff and workmen?
For 20 plus members, we need to have a grievance mechanism mandatorily. We have an active work committee. Can someone please help me with the scope of the policy and also what should be the general steps? Would it be the same for all employee levels, and would the plant policy and the policy in the corporate office be the same?
Please assist me in framing the policy, covering all necessary steps. It would be helpful if you could share the policies of your organization. I want to study and understand the differences among them so I can frame the policy, taking into account all the merits and demerits of each. Specifically, I am interested in how to cover staff, workmen, and employees at other corporate offices.
Thank you so much.
Looking forward to your positive response.
From India, New Delhi
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Dear Mani Bhandari,
If you have just 20 staff members in your company, then there is no need to implement the "Grievance Redressal Policy" at this point. The objective of this policy is to create an atmosphere of fairness. Juniors often feel dominated by seniors, and in cases of injustice, prompt resolution is necessary. The grievance policy serves as a useful tool in such situations and promotes a culture of upward communication within the organization.
However, with only 20 staff members, the size of your team may be too small to warrant a formal grievance policy. While policies are not directly tied to the number of employees, implementing such a policy and educating junior members about it could potentially lead to an increase in grievance filings, consuming valuable time in resolving these issues.
As your employee count exceeds 100, it becomes necessary to establish standing orders that outline the procedure for grievance handling. Including this information in the standing orders should suffice, eliminating the need for a separate grievance handling policy.
From a management perspective, fostering a culture of teamwork and collaboration is essential. Rather than relying solely on legal provisions, encouraging a strong cultural and emotional connection among employees is key. Effective leadership should promote upward communication and ensure that every employee feels valued and respected.
To cultivate a culture of teamwork, creating a positive interpersonal environment within the company is crucial. Prioritize training staff in interpersonal skills and ensure that managers consistently motivate their team members. By maintaining open communication and showing appreciation for their contributions, the need for a formal grievance handling policy can be minimized.
Thanks,
Dinesh Divekar
From India, Bangalore
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If you have just 20 staff members in your company, then there is no need to implement the "Grievance Redressal Policy" at this point. The objective of this policy is to create an atmosphere of fairness. Juniors often feel dominated by seniors, and in cases of injustice, prompt resolution is necessary. The grievance policy serves as a useful tool in such situations and promotes a culture of upward communication within the organization.
However, with only 20 staff members, the size of your team may be too small to warrant a formal grievance policy. While policies are not directly tied to the number of employees, implementing such a policy and educating junior members about it could potentially lead to an increase in grievance filings, consuming valuable time in resolving these issues.
As your employee count exceeds 100, it becomes necessary to establish standing orders that outline the procedure for grievance handling. Including this information in the standing orders should suffice, eliminating the need for a separate grievance handling policy.
From a management perspective, fostering a culture of teamwork and collaboration is essential. Rather than relying solely on legal provisions, encouraging a strong cultural and emotional connection among employees is key. Effective leadership should promote upward communication and ensure that every employee feels valued and respected.
To cultivate a culture of teamwork, creating a positive interpersonal environment within the company is crucial. Prioritize training staff in interpersonal skills and ensure that managers consistently motivate their team members. By maintaining open communication and showing appreciation for their contributions, the need for a formal grievance handling policy can be minimized.
Thanks,
Dinesh Divekar
From India, Bangalore
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Thank you so much for the response, sir. And sorry for confusing you. But my company is a manufacturing company, and we already have a standing order as the employee strength is approximately 1500 for our manufacturing plant, consisting of staff and workers.
We have a set hierarchy. Please help me with the basics of the grievance policy, like how I should formulate the policy, on what grounds, who will address grievances, and timelines, keeping in view the legal implications. Scope & applicability of the policy on staff and workers, and what should be the steps for redressal.
It would be really helpful if you could share the grievance policy of MNC companies so I can benchmark them. Thank you for the quick response, sir. I appreciate your time.
From India, New Delhi
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We have a set hierarchy. Please help me with the basics of the grievance policy, like how I should formulate the policy, on what grounds, who will address grievances, and timelines, keeping in view the legal implications. Scope & applicability of the policy on staff and workers, and what should be the steps for redressal.
It would be really helpful if you could share the grievance policy of MNC companies so I can benchmark them. Thank you for the quick response, sir. I appreciate your time.
From India, New Delhi
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Even if the environment is healthy and we have terms regarding the grievance redressal in our standing order.
So my question is, if we have a standing order, do we need not to have a policy in place? Is it not mandatory? As far as my knowledge, standing orders are applicable to workmen-level employees. So, sir, how will we address concerns of staff level or our corporate office? I guess they need to maintain a policy for redressal. Please, sir, state your point to clear my doubts.
From India, New Delhi
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So my question is, if we have a standing order, do we need not to have a policy in place? Is it not mandatory? As far as my knowledge, standing orders are applicable to workmen-level employees. So, sir, how will we address concerns of staff level or our corporate office? I guess they need to maintain a policy for redressal. Please, sir, state your point to clear my doubts.
From India, New Delhi
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Dear Mani Bhandari,
So far as your establishment is concerned, it is mandatory to constitute a Grievance Settlement Committee as per the provisions of the Industrial Disputes Act, 1947.
The very constitution of the Grievance Settlement Committee is not only a step forward in giving sufficient room for the Alternative Dispute Mechanism within the industrial establishment but also to promote collective bargaining, which is the foundation under the IDA, 1947 for prevention as well as amicable resolution of industrial disputes in an effective manner.
The objective and purpose of Standing Orders are certainly different from that of an internal mechanism for grievance redressal. Of course, it would have been somewhat pertinent had you questioned the need for GSC u/s 9-C when there is a Works Committee constituted u/s 3 of the IDA, 1947. The Works Committees are normally concerned with the problems arising in the day-to-day working of the concern. However, the function and responsibility of the WCs cannot go beyond recommendations. Therefore, employee grievances, being a matter of personal concern, can only be resolved by a special machinery constituted for that specific purpose and hence the need for GSC u/s 9C.
If you carefully analyze the relevant provisions like its constitution, rotational chairpersonship among the management and labor, proportionate representation of women employees, compulsion to exhaust the grievances first before the GSC, in the event of refusal to accept the decision of the GSC, the right to agitate the grievance before other forums like conciliation, arbitration, and adjudication, certainly you will realize the need for such an internal mechanism not by way of mere statutory compliance.
The concern for the redressal of non-workman category employees also would highlight the need for such a policy in place.
From India, Salem
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So far as your establishment is concerned, it is mandatory to constitute a Grievance Settlement Committee as per the provisions of the Industrial Disputes Act, 1947.
The very constitution of the Grievance Settlement Committee is not only a step forward in giving sufficient room for the Alternative Dispute Mechanism within the industrial establishment but also to promote collective bargaining, which is the foundation under the IDA, 1947 for prevention as well as amicable resolution of industrial disputes in an effective manner.
The objective and purpose of Standing Orders are certainly different from that of an internal mechanism for grievance redressal. Of course, it would have been somewhat pertinent had you questioned the need for GSC u/s 9-C when there is a Works Committee constituted u/s 3 of the IDA, 1947. The Works Committees are normally concerned with the problems arising in the day-to-day working of the concern. However, the function and responsibility of the WCs cannot go beyond recommendations. Therefore, employee grievances, being a matter of personal concern, can only be resolved by a special machinery constituted for that specific purpose and hence the need for GSC u/s 9C.
If you carefully analyze the relevant provisions like its constitution, rotational chairpersonship among the management and labor, proportionate representation of women employees, compulsion to exhaust the grievances first before the GSC, in the event of refusal to accept the decision of the GSC, the right to agitate the grievance before other forums like conciliation, arbitration, and adjudication, certainly you will realize the need for such an internal mechanism not by way of mere statutory compliance.
The concern for the redressal of non-workman category employees also would highlight the need for such a policy in place.
From India, Salem
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Dear mam, thank you so much for your prompt response.
Like you have said an alternative mechanism is necessary..I have a question
We have a proper Work Committee- lead by our LWO with constitution and frequency as per the rules to address the common grievances of workmen.
And we don’t have any union, IR are very good.
Since we all know Work committee is the first step in the ID Act settlement machinery to resolve the grievances with mutual agreement and then the issue is raised further to conciliation officer and so and so.
But I have discussed this with many HR people in the industry and all of them confuse my question, as per my knowledge grievance settlement machinery and work committee are two completely different things and cannot be used simultaneously.
Also both are required to be their , a grievance mechanism to address for individual complains and work committee for collective issues.
So for personal grievances can you please explain in steps or in details what should be considered..how should I draft my policy in accordance for establishing a grievance mechanism.
Also please note that the act states that if the company has already a prevailing grievance handling mechanism, then there’s no need to constitute the committee.
Also in committee workmen representation is required with regular proportionate number, but is it logical to have a committee and for addressing petty grievances a committee with workers have to called upon also what if the grievances of staff employees are their do we still discuss this with our workmen representatives.
Also as stated by you if a employee grievance is not address can he raise it further just like the machinery in the ID act. To conciliation officer and then the conciliation officer , board of conciliation, court of inquiry etc.
As stated by you mam your absolutely correct for both workmen and non workmen staff it is very important, also it will boost the satisfaction level if a clear set of instructions are their.
I want to draft the policy can you please help me with the basic structure and the must haves for this policy which is legally compiled as well.
Please correct if I have stated any wrong information.
From India, New Delhi
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Like you have said an alternative mechanism is necessary..I have a question
We have a proper Work Committee- lead by our LWO with constitution and frequency as per the rules to address the common grievances of workmen.
And we don’t have any union, IR are very good.
Since we all know Work committee is the first step in the ID Act settlement machinery to resolve the grievances with mutual agreement and then the issue is raised further to conciliation officer and so and so.
But I have discussed this with many HR people in the industry and all of them confuse my question, as per my knowledge grievance settlement machinery and work committee are two completely different things and cannot be used simultaneously.
Also both are required to be their , a grievance mechanism to address for individual complains and work committee for collective issues.
So for personal grievances can you please explain in steps or in details what should be considered..how should I draft my policy in accordance for establishing a grievance mechanism.
Also please note that the act states that if the company has already a prevailing grievance handling mechanism, then there’s no need to constitute the committee.
Also in committee workmen representation is required with regular proportionate number, but is it logical to have a committee and for addressing petty grievances a committee with workers have to called upon also what if the grievances of staff employees are their do we still discuss this with our workmen representatives.
Also as stated by you if a employee grievance is not address can he raise it further just like the machinery in the ID act. To conciliation officer and then the conciliation officer , board of conciliation, court of inquiry etc.
As stated by you mam your absolutely correct for both workmen and non workmen staff it is very important, also it will boost the satisfaction level if a clear set of instructions are their.
I want to draft the policy can you please help me with the basic structure and the must haves for this policy which is legally compiled as well.
Please correct if I have stated any wrong information.
From India, New Delhi
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Dear sir,
Sorry for the typo.
Requesting you to please view the attachment and let me know is it correct.
Can we have a grievance policy without the constitution of the committee...with set steps like written complain to HR Department, then to Plant head then CHRO ..with defined timelines.
Please explain the steps and with timelines if any.
Actually we have a very strong SH policy at our plant and we have shared the direct contact details of our CHRO in case of any complain if required. Along with the details of the committee members just for sake if one doesn’t trust in the members. Also we have CHRO connect session with our staff employees monthly for suggestions and everything as they don’t get the opportunity to interact with the management so.
We have a HR team at our plant and corporate level, I have not handled policy framing before so i have put in my research from the web but still some questions and confusions are there I want to understand the whole procedure of handling the policy framing and what are the steps involved and I want to clear my basic knowledge.
Thanks a ton in advance already :)
From India, New Delhi
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Sorry for the typo.
Requesting you to please view the attachment and let me know is it correct.
Can we have a grievance policy without the constitution of the committee...with set steps like written complain to HR Department, then to Plant head then CHRO ..with defined timelines.
Please explain the steps and with timelines if any.
Actually we have a very strong SH policy at our plant and we have shared the direct contact details of our CHRO in case of any complain if required. Along with the details of the committee members just for sake if one doesn’t trust in the members. Also we have CHRO connect session with our staff employees monthly for suggestions and everything as they don’t get the opportunity to interact with the management so.
We have a HR team at our plant and corporate level, I have not handled policy framing before so i have put in my research from the web but still some questions and confusions are there I want to understand the whole procedure of handling the policy framing and what are the steps involved and I want to clear my basic knowledge.
Thanks a ton in advance already :)
From India, New Delhi
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Employee Grievance Redressal.ppt
Grievance Redressal Flow Chart.pdf