Dear Friends,
I am working with a Japanese automobile MNC. The total manpower as of today is 900 employees, with 600 at the worker level. In order to maintain good industrial relations, I wish to design a vigilance system. Can anyone support me in preparing a vigilance design so that I can obtain the correct information about the workers on the shop floor?
I aim to establish an information system where I can receive reports on all industrial relations activities taking place on the shop floor.
From India, Gurgaon
Acknowledge(0)
Amend(0)
I am working with a Japanese automobile MNC. The total manpower as of today is 900 employees, with 600 at the worker level. In order to maintain good industrial relations, I wish to design a vigilance system. Can anyone support me in preparing a vigilance design so that I can obtain the correct information about the workers on the shop floor?
I aim to establish an information system where I can receive reports on all industrial relations activities taking place on the shop floor.
From India, Gurgaon
Acknowledge(0)Amend(0)
Dear Friend,
Greetings. In the spirit of fair play, there cannot be "vigilance," but there can be "MIS." Of course, that does not rule out routine security measures. Similarly, the details you are seeking on productivity, behavior, etc., can be obtained from various documents such as daily production records, goods returned, goods re-returned, average daily consumption of raw materials, and alert documentation from the shop floor. This approach needs to be top-driven. The design may vary across different sections/departments and serve different purposes. The final picture will have to emerge within the Corporate Affairs division. This process obviously needs to be carried out judiciously and cautiously.
Regards,
abhirutu
From India, Mumbai
Acknowledge(0)Amend(0)
4Greetings. In the spirit of fair play, there cannot be "vigilance," but there can be "MIS." Of course, that does not rule out routine security measures. Similarly, the details you are seeking on productivity, behavior, etc., can be obtained from various documents such as daily production records, goods returned, goods re-returned, average daily consumption of raw materials, and alert documentation from the shop floor. This approach needs to be top-driven. The design may vary across different sections/departments and serve different purposes. The final picture will have to emerge within the Corporate Affairs division. This process obviously needs to be carried out judiciously and cautiously.
Regards,
abhirutu
From India, Mumbai
Acknowledge(0)Amend(0)
Hi Abhirutu,
Thank you very much for the prompt reply. Actually, I have joined this company very recently, and I want to have a network to get information regarding workers' activities on the shop floor. I want any concerns from the workers' side to reach the HR department on time. Do you have a sample design/flow chart on the design for procuring information from the workers' side? Or can you forward me the MIS format you have with you?
Thanks
From India, Gurgaon
Acknowledge(0)Amend(0)
Thank you very much for the prompt reply. Actually, I have joined this company very recently, and I want to have a network to get information regarding workers' activities on the shop floor. I want any concerns from the workers' side to reach the HR department on time. Do you have a sample design/flow chart on the design for procuring information from the workers' side? Or can you forward me the MIS format you have with you?
Thanks
From India, Gurgaon
Acknowledge(0)Amend(0)
Hi,
I was traveling, hence could not reply. Let me tell you there is no fixed format or document for getting the information, especially vigilance. Every document is of importance. We use different formats for different purposes, but ultimately, your "attention" to a particular piece of information is important. This is because many times the documents come fabricated, figures manipulated, or messages distorted. I am sure you will be able to create your own set of processes to keep in touch with everything happening on the shop floor. Why not call me at 09822395659, and I might be able to suggest some processes to you.
Regards,
abhirutu
From India, Mumbai
Acknowledge(0)Amend(0)
I was traveling, hence could not reply. Let me tell you there is no fixed format or document for getting the information, especially vigilance. Every document is of importance. We use different formats for different purposes, but ultimately, your "attention" to a particular piece of information is important. This is because many times the documents come fabricated, figures manipulated, or messages distorted. I am sure you will be able to create your own set of processes to keep in touch with everything happening on the shop floor. Why not call me at 09822395659, and I might be able to suggest some processes to you.
Regards,
abhirutu
From India, Mumbai
Acknowledge(0)Amend(0)
I have often seen both HR/production managers hire/place some stooges for seeking info. This undermines the very structure and lines of communication which HR seeks to build. Eventually, an HR manager is saddled with incompetents who meet over coffee/tea every now and then and seek favors too. Also, read:
a) "Code of Practice on Workplace Surveillance, UK"
b) Telecommunications (Lawful Business Practices and Interception of Communication) Regulations 2000
c) CTPAT by US Customs and Border Patrol
d) ISO 27001
Lastly, remember not to infringe on individual rights.
Surya
From India, Delhi
Acknowledge(0)Amend(0)
a) "Code of Practice on Workplace Surveillance, UK"
b) Telecommunications (Lawful Business Practices and Interception of Communication) Regulations 2000
c) CTPAT by US Customs and Border Patrol
d) ISO 27001
Lastly, remember not to infringe on individual rights.
Surya
From India, Delhi
Acknowledge(0)Amend(0)Join Our Community and get connected with the right people who can help. Our AI-powered platform provides real-time fact-checking, peer-reviewed insights, and a vast historical knowledge base to support your search.
Employee Relations.ppt
Industrial Relations (TN) rules 2022.pdf