Reflections on the Evolution of HR Roles
I am in my 70s and have put in 32 years of service as an HR head, starting with textile and cement, and retiring from an MNC manufacturing automobile ancillaries. The paradigm shift in our job profile from early Labour Officer to Industrial Relations Manager and then Human Resources Manager has brought more responsibility in achieving organizational goals vis-à-vis Human Resources goals.
Concerns About Unethical Practices in HR
However, it is disheartening to note, and I would like to express my feelings and concerns, that some young HR professionals are tarnishing the image of the 'Human Resources Department' through their conduct. Despite being well-paid, they focus more on commissions, kickbacks, and bribes from contractors, especially involving manpower (security, canteen, manpower supply, and other resources managed by HR Managers). Their kickback earnings often exceed what they earn from the company, particularly prevalent in private joint venture companies and industries. With MNCs increasingly relying on numerous contractors, even for production roles, the HR Manager gains more leverage to negotiate or coerce contractors into paying higher kickbacks.
Proposed Solutions and Recommendations
I suggest that tax authorities should monitor such unauthorized sources of income closely. I also propose organizing a campaign against this practice through an appropriate forum. These earnings are not sustainable in the long run. Instead, I recommend that the HR fraternity focus on task orientation, fostering a culture of competitiveness, performance, ownership, and innovation. Earning through performance bonuses is a more sustainable approach. As the saying goes, "take care of your people; they will take care of your business." If exposed, individuals engaging in such practices will lose credibility with their teams. I urge the HR fraternity to consider this perspective and pledge to avoid such unethical earnings, as they are unlikely to endure.
From India, Madras
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302I am in my 70s and have put in 32 years of service as an HR head, starting with textile and cement, and retiring from an MNC manufacturing automobile ancillaries. The paradigm shift in our job profile from early Labour Officer to Industrial Relations Manager and then Human Resources Manager has brought more responsibility in achieving organizational goals vis-à-vis Human Resources goals.
Concerns About Unethical Practices in HR
However, it is disheartening to note, and I would like to express my feelings and concerns, that some young HR professionals are tarnishing the image of the 'Human Resources Department' through their conduct. Despite being well-paid, they focus more on commissions, kickbacks, and bribes from contractors, especially involving manpower (security, canteen, manpower supply, and other resources managed by HR Managers). Their kickback earnings often exceed what they earn from the company, particularly prevalent in private joint venture companies and industries. With MNCs increasingly relying on numerous contractors, even for production roles, the HR Manager gains more leverage to negotiate or coerce contractors into paying higher kickbacks.
Proposed Solutions and Recommendations
I suggest that tax authorities should monitor such unauthorized sources of income closely. I also propose organizing a campaign against this practice through an appropriate forum. These earnings are not sustainable in the long run. Instead, I recommend that the HR fraternity focus on task orientation, fostering a culture of competitiveness, performance, ownership, and innovation. Earning through performance bonuses is a more sustainable approach. As the saying goes, "take care of your people; they will take care of your business." If exposed, individuals engaging in such practices will lose credibility with their teams. I urge the HR fraternity to consider this perspective and pledge to avoid such unethical earnings, as they are unlikely to endure.
From India, Madras
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