I am glad to enclose herewith my presentation at CII Bangalore on February 24, 2010, on How Lay Off was avoided with Excellent IR Strategies, a success story of L&T Komatsu Ltd., Bangalore. In today's difficult IR scenario, this is a nail-biting success story.

G Y Suhas
Head HR & IR & Administration
L&T Komatsu Ltd.
Byatarayanpura, Bellary Road
Bangalore 560092

From India, Tirunelveli
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File Type: pdf cii_pstn.pdf (2.77 MB, 1483 views)

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Good work, sir. Can you please provide your full contact details?

Dr. S. Ranganathan
Director
ASMA Institute of Management
S 85, NDA Road
Shivane-Pune 411 023
Email: director@asma.in; rangan@ranganmail.com
Phone: 9763724832

From India, Pune
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Dear Suhas, Really an excellant presentation. It is the duty of both the employer and employee to maintain the well being of the organisation. Thanks for sharing your ideas. Regards. Pranab
From India, Mumbai
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you guys have set an example for companies thinking employees as liability rather than cutting on costs which would help the company save and than too retain its image in employees mind.
From India, Surat
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Good presentation,

I have my observations as detailed below which would help understand the whole effort better. Kindly revert with your thoughts.

1. How many top performers did your org lose during this phase?

2. Were the top performer exits fewer than in previous years as a proportion of the whole?

3. To retain top talent, was there any specific intervention from HR?

4. Was reducing the insurance premium taken up year on year, which could have easily added a few more lakhs to the effort if not under ESI on GMIP?

5. Could the efforts made to process parts during a normal business environment save more? Was it taken or was it during this stint alone and discontinued?

6. What was the spending on product marketing activities? Per se, there were strategies from certain companies to increase their budgets rather than decrease, which had good results.

7. How did the HR team itself gear up to these tasks, given the facts that these major changes also called for proper orientation to employees at large?

As I go through the presentation, these were the things that cropped up in my mind. Do let me know your thoughts.

Warm regards,

Srinath G

Zonal Head HR Srei BNP Paribas South

From India, Calcutta
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Re: G Y Suhas: How Lay Off was avoided with Excellent IR Strategies A Success story very nice work... Thanks for Sharing! Umanath Singh Human Resource Starlite Lighting Ltd.
From India, Nasik
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Many thanks Mr. G Y Suhas for the post.

I have few queries on terms of agreement.

• It was decided that, 5 non working days will be compensated by working on Sundays in the year 2009 and 2010.

I understand that, 5 days and 4 days working during 2008 resulted in additional offs to workers and workers and management agreed to compensate them @ 5 days a month by working on Sundays in the year 2009 and 2010.

My query is: this is possible only if market situation improves in 2009 and 2010. If market remains sluggish then you may not be in a position to restore 6 days a week plus working on Sunday making it 7 days a week. What has been your experience in the year 2009?

Secondly how did you manage to work for more than 48 hours a week without break/weekly off by contravening provisions of Factories Act? Moreover you may have to bear additional cost on Overtime payment for working on Sundays, in spite of adverse financial condition.

• Workmen agreed for adjustment of incentive hours for 5.5 days.

It is not clear, workmen agreed for what adjustment and what are incentive hours of 5.5 days?

Please reply and help me in understanding the terms of agreement.

Thanks & Regards

From India, Pune
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Its a completely alltogether different thing to come across and more importantly an innovative thing to implement
From India, Vadodara
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Just one word - great management!!! Your example is an illustration of good management theories actually put into practice. This sets a precedent for other organizations, big and small. Great work. Very inspiring.
From India, Anand
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Many thanks Mr. G Y Suhas for the post.

I have few queries on terms of agreement.

It was decided that, 5 non working days will be compensated by working on Sundays in the year 2009 and 2010.

I understand that, 5 days and 4 days working during 2008 resulted in additional offs to workers and workers and management agreed to compensate them @ 5 days a month by working on Sundays in the year 2009 and 2010.

My query is: this is possible only if market situation improves in 2009 and 2010. If market remains sluggish then you may not be in a position to restore 6 days a week plus working on Sunday making it 7 days a week. What has been your experience in the year 2009?

Secondly how did you manage to work for more than 48 hours a week without break/weekly off by contravening provisions of Factories Act? Moreover you may have to bear additional cost on Overtime payment for working on Sundays, in spite of adverse financial condition.

Workmen agreed for adjustment of incentive hours for 5.5 days.It is not clear, workmen agreed for what adjustment and what are incentive hours of 5.5 days?

Please reply and help me in understanding the terms of agreement.

Thanks & Regards

From India, Pune
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Excellent Sir. Hats off to you !!! Congratulations for your achievement ! Regards, Surabhi
From Germany, Frankfurt Am Main
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Many thanks, Mr. G Y Suhas, for the post.

I have a few queries on the terms of the agreement.

• It was decided that 5 non-working days would be compensated by working on Sundays in the years 2009 and 2010.

I understand that 5 days and 4 days working during 2008 resulted in additional offs to workers, and workers and management agreed to compensate them at 5 days a month by working on Sundays in the years 2009 and 2010.

My query is: this is possible only if the market situation improves in 2009 and 2010. If the market remains sluggish, then you may not be in a position to restore 6 days a week plus working on Sunday, making it 7 days a week. What has been your experience in the year 2009?

Secondly, how did you manage to work for more than 48 hours a week without a break/weekly off by contravening the provisions of the Factories Act? Moreover, you may have to bear additional costs on Overtime payment for working on Sundays, in spite of the adverse financial condition.

• Workmen agreed to adjust incentive hours for 5.5 days. It is not clear what adjustment the workmen agreed to and what the incentive hours of 5.5 days are.

Please reply and help me understand the terms of the agreement.

Thanks & Regards

From India, Pune
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Thank you all very much for appreciating the presentation.
I would like to clarify your queries as follows:
During the recession our Company declared holidays for 20 days during 2008-09
especially on Fridays / Saturdays. Before declaring holidays, there was a meeting every
week between management and union to review the business situation. These holidays
were compensated, after discussions with Union, as follows:
(a) To compensate by working 5 days (on Sundays) during 2009-10 after September
2009 when the situation improved (based on the prediction of Market situation).
There was no additional payment for working on these Sundays as the work was
in lieu of holidays availed during recession and in pursuance to the agreement
with union to that effect. These Sundays were chosen from October 2009 till
March 2010 in such a way that whenever a Sunday is declared to be a working
day, a National / Festival Holiday would fall during that week. This was to avoid
continuous working beyond nine days. As such there was no contravention of
Factories Act.
(b) Since we had a good market forecast, we planned and agreed for Sunday work.
However if market situation was not to improve, we would have given up the
Sunday work. However, our well calculated risk paid us rich dividends.
(c) Employees produce certain number of machines during the month based on the
market requirement. We have criteria of Base output (defined based on the
manpower strength & standard hours for each machine). Any production
beyond the Base output is called the Incentive output. The hours manufactured
beyond the base output is called incentive hours. Such 5.5 hours were
deducted from the Incentive hours after October 2009 till March 2010. Workmen
agreed for this deduction of amount.
In fact, the situation improved after October 2009 and we could achieve whatever was
agreed to.

My contact address, email and cell number are as follows, for any further queries on this.

G. Y. Suhas
Head-HR, IR and Admn
L&T-Komatsu Limited,
Bellary Road,
Bangalore 560 092
Karnataka – India
Email:
gys-bw@bw.ltindia.com

Mobile: 0919740111889

From India, Bangalore
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Dear Mr. Suhas,

Thank you for an educative and inspiring account of the way in which you handled a difficult situation common to several organizations around the world. Your approach is innovative in the sense that a mix of techniques has been cleverly used ranging right from rational explanation and seeking cooperation up to invoking the statutory authorities. Hearty Congratulations on a commendable achievement and even more so for sharing the rich learning! I look forward to further interaction with you.

Best regards,
M Venkat Ram
(Former DGM TATA POWER, Mumbai)
Trainer, Certified Senior Assessor, and Business Excellence Champion,
CII Institute of Quality

"I am glad to enclose herewith my presentation at CII Bangalore on February 24, 2010, on How Lay Off was avoided with Excellent IR Strategies, a success story of L&T Komatsu Ltd., Bangalore. In today's difficult IR scenario, this is a nail-biting success story."

G Y Suhas
Head HR, IR, and Administration
L&T Komatsu Ltd
Byatarayanpura Bellary Road
Bangalore 560092

From India, Hyderabad
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