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  • Katti Case

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    Jay Trivedi
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    The document discusses the history and operations of Precision Parts Limited, a joint venture auto components manufacturer located in India. It provides details on the company's HR practices over time, including phased recruitment, an employee training school, and collective agreements negotiated every five years with union heads. Recent events showed changing dynamics as the union became less flexible during difficult business conditions, leading to reduced productivity. The effect of unionization was mixed, providing benefits to employees but also decreasing productivity and increasing opposition to new policies from HR and top management perspectives. Recommendations are made around improving communication between management and employees to regain trust and setting clear expectations regarding values and disciplinary processes.

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    Katti Case

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    The document discusses the history and operations of Precision Parts Limited, a joint venture auto components manufacturer located in India. It provides details on the company's HR practices over time, including phased recruitment, an employee training school, and collective agreements negotiated every five years with union heads. Recent events showed changing dynamics as the union became less flexible during difficult business conditions, leading to reduced productivity. The effect of unionization was mixed, providing benefits to employees but also decreasing productivity and increasing opposition to new policies from HR and top management perspectives. Recommendations are made around improving communication between management and employees to regain trust and setting clear expectations regarding values and disciplinary processes.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Scarica in formato PPTX, PDF, TXT o leggi online su Scribd
    Segnala contenuti inappropriati
    424 visualizzazioni8 pagine

    Katti Case

    Caricato da

    Jay Trivedi
    The document discusses the history and operations of Precision Parts Limited, a joint venture auto components manufacturer located in India. It provides details on the company's HR practices over time, including phased recruitment, an employee training school, and collective agreements negotiated every five years with union heads. Recent events showed changing dynamics as the union became less flexible during difficult business conditions, leading to reduced productivity. The effect of unionization was mixed, providing benefits to employees but also decreasing productivity and increasing opposition to new policies from HR and top management perspectives. Recommendations are made around improving communication between management and employees to regain trust and setting clear expectations regarding values and disciplinary processes.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Scarica in formato PPTX, PDF, TXT o leggi online su Scribd
    Segnala contenuti inappropriati
    di 8

    Managers: We are katti with you

    JAYKUMAR TRIVEDI

    Precision Parts Limited - Factsheet

    Brief History

    JV between a leading diversified Indian group and State government in 1985 Manufacture auto components Located in a less developed area Formed with a team of young highly qualified managers

    HR Highlights

    Phased recruitment Training School for new employees Township for employees Highest pay and highest productivity Exemplary safety, quality, HR practices Bi-annual meetings with union heads and bi-annual elections Collective agreements every 5 years

    Factors for formation & functioning of trade union


    Employer Factors
    To encourage internal leadership instead of external political relations

    Employee Factors
    Unity to negotiate with employers

    Single point of contact to push for new standards & policies


    Regularize the revision of HR policies

    Better pay and working conditions


    Better benefits insurance, holidays, unpaid leave etc. Union security Union Shop Employees must join the union and pay dues

    Recent Events: Changing Dynamics

    2004 Charge sheet for claiming lunch allowance and subsidized lunch Inflexible negotiations during tough business conditions

    2006 Retirement of HR Head and resignation of top HR personnel President not assertive, General secretary was hot tempered Training changed to profit center Showdown by the GS and show cause notices for 130 employees

    Reduced productivity 180 charge sheets, 4 suspensions 1 day strike Improved performance norms, VRS rule & improved salary

    Effect of Unionization
    Employees Got a channel to bargain (E.g. Liberal VRS Scheme, Salary Hike) Line Managers Strong union means strong culture at workplace

    HR

    Top Management
    Got a channel to communicate values and expectation Helped push VRS/performance norms

    Average age has increased Gross decrease in productivity after failed salary negotiations Union opposing the new recruitment process Three year contract

    How should have HR handled it?


    Discipline without punishment
    Issue
    Occurrence

    Communicating Termination

    oral reminder

    Plan the interview Get to the point: Make the employee comfortable Describe the situation Listen Review the severance package

    Issue

    a formal written copy a PRIVATE one a day off DECISION MAKING LEAVE

    Give

    Suspension

    Identify the next step

    Do not invade his/her privacy

    Recommendation

    Training should not be chargeable

    Bond to prevent attrition

    Have a discussion: Make the chairman give a talk to the employees


    This will bring back faith in the system Employees will feel important

    Need to work on following Cs: Clarity, Contribute, Confidence

    Recommendation contd.

    Managers need to send right signal to set the culture


    Clarify expectation: Make clear the expectation with respect to values Walk the talk: Lead by example. Employees take the signals from the boss action Provide physical support: Send clear signal regarding what employees should do and should not do

    Formalize the disciplinary action process

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