On Labour Rights Day in Kurukshetra, organised protests erupted as labour rights groups rallied against the newly implemented Labour Codes, criticising them as “anti-worker” and insufficiently protective of job security, wages, and safety standards. The demonstration, led by regional workers’ collectives and unions, highlighted concerns about extended work hours, diluted strike rights, fixed-term employment loopholes, and enforcement weak spots. Protesters carried placards and staged speeches decrying the codes as favouring corporate interests over worker welfare, prompting media coverage and local political response. Union leaders demanded immediate rule adjustments and stronger statutory safeguards to prevent perceived erosion of worker protections under the new regime.
Amar Ujala
The emotional atmosphere inside the labour community has been charged. Workers participating in the protests expressed resentment, fear, and determination. Many feel uncertain about future job security, wage ceilings, and whether collective bargaining will remain effective. Some older workers remarked that while simplification of laws sounds good in theory, the practical consequences on the ground still feel like a step backward for worker rights. For HR and industrial relations teams across sectors near Haryana and the wider northern belt, this has triggered serious internal discussion about social licence to operate. Companies are increasingly concerned that labour activism may influence local hiring, morale, and community relations, especially in labour-intensive industries. HR leaders are now navigating a delicate balancing act between compliance with national law and sensitivity to worker sentiment that feels overlooked.
From a compliance and industrial relations standpoint, these protests underscore that legal change — even if technically compliant — must be accompanied by robust stakeholder communication, trust-building initiatives, and proactive welfare measures. HR must now elevate labour dialogue mechanisms, ensuring policy changes are transparently explained, grievances are heard, and welfare committees are engaged. Industrial relations governance should integrate consultative forums where worker representatives can discuss concerns about work hours, wages, and contractual norms under the new codes. Leadership must treat this not simply as a policy rollout but as a cultural transformation process where worker engagement and perceived fairness matter as much as statutory compliance.
What steps should HR take to proactively address worker worries about the new labour codes?
How can companies strengthen trust and labour relations during major legal transitions?
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7Amar Ujala
The emotional atmosphere inside the labour community has been charged. Workers participating in the protests expressed resentment, fear, and determination. Many feel uncertain about future job security, wage ceilings, and whether collective bargaining will remain effective. Some older workers remarked that while simplification of laws sounds good in theory, the practical consequences on the ground still feel like a step backward for worker rights. For HR and industrial relations teams across sectors near Haryana and the wider northern belt, this has triggered serious internal discussion about social licence to operate. Companies are increasingly concerned that labour activism may influence local hiring, morale, and community relations, especially in labour-intensive industries. HR leaders are now navigating a delicate balancing act between compliance with national law and sensitivity to worker sentiment that feels overlooked.
From a compliance and industrial relations standpoint, these protests underscore that legal change — even if technically compliant — must be accompanied by robust stakeholder communication, trust-building initiatives, and proactive welfare measures. HR must now elevate labour dialogue mechanisms, ensuring policy changes are transparently explained, grievances are heard, and welfare committees are engaged. Industrial relations governance should integrate consultative forums where worker representatives can discuss concerns about work hours, wages, and contractual norms under the new codes. Leadership must treat this not simply as a policy rollout but as a cultural transformation process where worker engagement and perceived fairness matter as much as statutory compliance.
What steps should HR take to proactively address worker worries about the new labour codes?
How can companies strengthen trust and labour relations during major legal transitions?
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