HUMAN RESOURCE DEVELOPMENT FOR ADJUSTMENT AT THE ENTERPRISE LEVEL

Transcription

1 INTERNATIONAL LABOUR ORGANISATION ACT/EMP PUBLICATIONS [Tp] HUMAN RESOURCE DEVELOPMENT FOR ADJUSTMENT AT THE ENTERPRISE LEVEL Training Prgramme (Edited by C.S. Venkata Ratnam) [Next] Table f Cntents Intrductin t the Prgram Structure f the Participants' Guide Intrductin t Case Studies The Prfile f Case Studies CAVEATS 3 Day Training Prgram n Human Resurce Develpment fr Adjustment at the Enterprise Level Day 1: Adjustment - What, Why, Hw Day 2: Case Studies Day 3: Managing Adjustment [Tp] [Cntents] INTRODUCTION TO THE PROGRAM [Previus] [Next] Adjustment is adaptatin t change. Change, planned r unplanned, is spurred by myriad factrs. Whatever be the nature and the driving frces f change, adjustment at the enterprise level will have several implicatins in all aspects cncerning the management f an enterprise: strategic, business, peratinal, financial, technlgical, marketing, legal, human resurce/industrial relatins and what have yu. This prgram will, hwever, mainly fcus n human resurce/industrial relatins aspects f adjustment. This des nt mean r imply, explicitly r therwise, that ther aspects are any less imprtant. The Purpse: T prvide an experiential learning experience that will: help participants understand adjustment issues at the macr and the micr level with reference t human resurce/industrial relatins aspects; explre and examine, with discussin f case studies based n real experiences in relevant natinal cntexts. the interactin between situatin and adjustment strategy n

2 2 the ne hand and inputs (substantive aspects f adjustment interventins) and utcmes n the ther; and, shuld be able t apply in their wn rganizatins. The Plan/Design: The 3-day prgram prvides class-rm cntact time f 18 hurs, six hurs each day. There is need fr preparatry wrk by the participants at least fr nearly as many hurs befre they attend the prgram r during the perid f the prgram. On the first day the participants will be intrduced t the cncepts r ideas n adjustment at the macr (natinal/industry) and the micr (enterprise) level. It wuld be helpful if the participants g thrugh the attachments in the sectin n the Text the night befre the day the prgram cmmences. On the secnd day the participants will have pprtunity t lk at tw case studies prepared specially fr the prgram. The faculty/facilitatr will identify the case studies. If it is nt dne in advance, the relevant natinal studies will be taken up fr discussin. The participants are advised t read at least the tw cases identified fr discussin n the secnd day f the prgram ahead f the sessins. On the third day, the prgram fcus will be n applicatin f the ideas and learning frm the cases t participants' wn rganizatinal cntexts. Special emphasis is prvided t building a shared understanding n the ratinale fr adjustment, setting up new nrms based n cnsent and cnsensus and preparing a checklist f issues relating t human resurce and industrial relatins aspects t enable participants develp the ability t understand human resurce/industrial relatins adjustment issues in a practive and hlistic perspective. The Prgram: The prgram, with sessin-wise bjectives and training strategy, is shwn separately. STRUCTURE OF THE PARTICIPANTS' GUIDE The participants' guide is presented in fur sessins as fllwing: Intrductin Text Cases Activities The references t the text, cases and activities are prvided in the sessin-wise details f the prgram. The Participants' Guide is designed t be an integral and cmprehensive package. T the extent pssible and cnsidered desirable, specific frmats are prvided t facilitate structured discussin f cases/activities. Yu may like t Uidify r add issues fr discussin as apprpriate. The facilitatr fr yur prgram may exercise discretin and feel free t make such mdificatins r alteratins in the sessins/sequence, readings r activities.

3 3 [Tp] [Cntents] AN INTRODUCTION TO CASE STUDIES [Previus] [Next] THE PROFILE OF CASE STUDIES The case studies presented in this vlume/manual range frm thse which prduce pills t the nes which run airlines. They are in different stages f adjustment: sme have sptted the crisis and the thers cnsider that they have either slved r are slving the prblems f adjustment. Each case is unique. Hence, each has t be apprached differently cnsidering its unique circumstances and characteristics. It is difficult t cnceive a cmmn strategy r apprach t adjustment as such. Key characteristics: While reviewing the case studies, it is useful t cnsider the key characteristics f different case studies: Is there a strategy? Is i t a case f crisis t strategy r a crisis f strategy? What is the strategy, if there is ne? Cst cutting r value additin? What is the nature f respnse? Reactive r practive? What is the issue? Ownership r perfrmance r bth? What is the nature f cmpetitin? Is it a case f mnply giving way t cmpetitin r is it a case f cmpanies trying t respnd t cmpetitin by creating ligplies thrugh mergers and acquisitins? Key Prpsitins: It wuld be interesting t examine the fllwing prpsitins while studying/analysing/critiquing the case studies: The needs f business and thse f the sciety can be different. Gvernment plicies have majr implicatins fr adjustment. Des the gvernment always necessarily act in the best interest f sciety? In examining the adjustment issues, emplyers fcus n prduct market characteristics while emplyees and trade unins fcus n the labur market characteristics. Technlgical upheaval has a direct bearing n labur restructuring. Technlgical chices diminish in certain sectrs which are expsed t glbal changes and intense cmpetitin. Trade unins find it difficult t accept technlgical determinedness. While sme kind f resistance t change may be expected, the respnses f emplyees and unins depend mre n the prcess than utcmes f adjustment. What is critical t managing adjustment is the mtives and the manner f their cmmunicatin t the scial partners affected by the adjustment prcess. Peple (including unins) respnd favurably when they understand the ratinale fr adjustment regardless f the effects f such adjustment. It is difficult t appreciate mtives, hwever well~ intentined they may be, if there is n understanding. CAVEATS The case studies presented in this vlume/manual relate t a brad range f industries, diverse sectrs and cntexts. While learnings frm ne case are nt easily transferable t ther cases, cmmn learnings frm the case studies can, hwever, be generalised. Sme case studies are a bit t general. Infrmatin n the psitin f case study firm in industry, etc., is nt, in all cases, cmplete. Several case studies fcused n business, nt

4 4 prcess reengineering. Sme case studies have less details n human resurce/industrial relatins aspects than is ideally desired. A few were written mainly with inputs frm a few managers. The time frame differences in the descriptin f case studies is nt unifrm t facilitate easy identificatin f befre, during and after effects f adjustment. These limitatins are als the strengths in the sense that the trainer and the trainee wuld need t make assumptins t fill the gaps and put in extra effrt t identify the key issues in different stages. After all, a key stage in prblem slving is prblem identificatin itself. Therefre, it is cnsidered that whatever be the limitatins f sme f the case studies presented here, by themselves they d nt undermine the significance f the results f the prject in aiding ur understanding f the issues in adjustment. The case studies presented here are descriptive accunts and nt typical case studies written with an exclusive fcus n teaching. Even s, the descriptive accunts t can be used as tls fr learning. It is imprtant fr the trainer t read the case thrughly several times and prepare a set f issues/questins fr discussin during the training depending upn the specific bjective f the sessin in which a particular case study is used. While using the case studies fr training purpses, the trainers wuld d well t refer t industry handbks/reference bks and ther dcuments like the stck exchange directry, materials frm industry assciatins, latest annual reprts f the case study cmpanies, published literature r press clippings n the cncerned case study cmpanies. This will cnsiderably help the facilitatr in gathering up-t-date infrmatin n the cmpany. Such updating f knwledge will enable the trainer t handle the curius queries, if any, frm the trainees cncerning the develpments since the time the case study was written. [Tp] [Cntents] 3-DAY TRAINING PROGRAM ON HUMAN RESOURCE DEVELOPMENT FOR ADJUSTMENT AT THE ENTERPRISE LEVEL [Previus] DAY 1: ADJUSTMENT - WHAT, WHY, HOW Sessin 1: INTRODUCTION Sessin Objectives: The purpse f this sessin is t (a) intrduce the prgram t the participants; (b) clarify and align expectatins f the participants with thse f the prgram; (c) intrduce the participants and the faculty/facilitatr(s) t each ther; and (d) deal with the administrative issues and participants cncerns. Sessin Duratin: 75 minutes Intrductin t the prgram (10 minutes) Intrductin f participants/faculty (15 minutes) Activity: Clarificatin and alignment f expectatins f the participants with the bjectives f the Prgram (30 minutes) Administrative issues and participants cncerns (20 minutes)

5 5 Sessin 2: ADJUSTMENT AT MACRO LEVEL - AN OVERVIEW OF MACRO- ECONOMIC SCENARIO Sessin Objectives: The purpse f this sessin is t review (a) cntextual and substantive aspects f structural changes in the ecnmy and their implicatins fr human resurces/industrial relatins; (b) the substantive prvisins f select internatinal labur standards which deal with adjustment issues; and, (c) examine the cntemprary adjustment issues and implicatins f macrecnmic and scial plicies. Sessin Duratin : 75 minutes Lecture-cum-discussin (45 minutes) Activity 1: Adjust r perish? (30 minutes) Readings: 7. Structural Adjustment - An verview by C S Venkata Ratnam 8. Apprpriate Structural Adjustment Plicies fr Emplyers' Organizatins by C S Venkata Ratnam Sessins 3 & 4: ADJUSTMENT AT THE ENTERPRISE LEVEL - HRIIR Issues Sessin Objectives: The purpse f this sessin is t examine the fur mst imprtant aspects f adjustment at the enterprise level, i.e., advanced technlgy, flexibility, wnership and cntrl f enterprises, wrk rganizatin and mtivatin. Sessin Duratin: 180 minutes Intrductin (15 minutes) Activity 2: Framing the issue Grup wrk (60 minutes) Grup presentatins (30 minutes) Discussin (45 minutes) Readings: 14. Adjustment at the Micr Level by Gerge Kanawaty, Alan Gladstne, Jseph Prkpenk and Gerry Rdgers DAY 2: CASE STUDIES Sessins 5-8: CASE STUDIES ON ADJUSTMENT AT THE ENTERPRISE LEVEL Sessin Objectives: The purpse f the fur sessins n the secnd day f the prgram is t select tw cases relating t the cuntry cncerned (r any tw in the vlume) and discuss them with a view t: (a) identify the reasns fr adjustment (why adjustment);

6 6 (b) discuss the key elements/interventins f adjustment (what kind f adjustment and what aspects were affected by adjustment); (c) assess the effects/results f adjustment; and,(d) draw lessns frm the experience. The lessns will be drawn with particular reference t the timing (practive r reactive), nature (tp dwn r bttm up, participative), preparatin (cmpleteness r cmprehensiveness ' in addressing key issues in planning/ implementatin f the prpsed adjustments) and the cnsequences (results fr peple and the rganizatin). Sessin Duratin: 360 minutes Training strategy: Frenn: Case 1 (180 minutes): Intrductin /brief presentatin f the case with transparency verheads (30 minutes) Activity 3: Grup discussin (60 minutes) Grup Presentatins (45 minutes) Discussin (45 minutes) Afternn: Case 2 (180 minutes) Intrductin/brief presentatin f the case with transparency verheads (30 minutes) Activity 4: Grup discussin (60 minutes) Grup presentatins(45 minutes) Discussin (45 minutes) Reading: 1. The tw natinal cases r as annunced by the facilitatr DAY 3: MANAGING ADJUSTMENT Sessins 9-10: COMMUNICATING CHANGE Sessin Objectives: The purpse f the sessin is t draw upn frm cmpany experiences and (a) explain hw critical cmmunicatin and cnsultatin are in securing labur-management cperatin in intrduced planned change strategies fr smth and effective adjustment; (b) infrm the participants abut the varius mechanisms and appraches fr facilitating cmmunicatins and cnsultatins at the enterprise level. Sessin Duratin: 180 minutes. Lecture (45 minutes) Discussin (45 minutes) Activity 5: (60 minutes) Discussin(30 minutes)

7 7 Reading: 5. Planning and Cmmunicating Change by C S Venkata Ratnam Sessin 11: NEGOTIATING FLEXIBILITY Sessin Objective: The purpse f the sessin is t (a) explre the varius methds f nrm-setting at the enterprise level; (b) understand the rle and significance f nrmsetting thrugh mutual cnsent; and, (c) t examine whether and hw cllective bargaining can facilitate negtiated change. Sessin 12: LESSONS FROM AND FOR ADJUSTMENT Sessin Objective: The purpse f this sessin is t: (a) summarize the lessns frm the case studies and ther cncepts and experiences shared at the prgram in terms f key lessns frm and fr adjustment; (b) prepare a check-list f issues fr cnsideratin in planning fr adjustment; and (c) t prvide feedback abut the prgram, written/ral. Sessin Duratin: 90 minutes. Overview (15 minutes) Synthesis (45 minutes) Feedback (30 minutes) (This Training Prgramme is available with the Bureau fr Emplyers' Activities) Fr further infrmatin, please cntact Bureau fr Emplyers' Activities (ACT/EMP)