Dear All & Seniors, Why is it happening to HR Professionals? Why don't we have a strong HR body in government departments or others that should take strong actions in cases like these? Please put forward your suggestions on how we can tackle this type of situation! I hope this will not affect our young HR professionals/colleagues.
Violence Has Implications Beyond One Company, Region: Maruti
Maruti Suzuki attributed Wednesday's violence at its Manesar plant to an orchestrated act of mob violence and said such acts have implications beyond one company or region. "They are a negative trigger for existing companies and regions across the country, as well as for prospective investors and job seekers," the company said in a statement, a day after a senior HR official was killed and about 100 others were injured in factory violence.
Maruti Suzuki, which witnessed strikes on three occasions last year, has already announced plans to set up a new plant in Gujarat at an investment of Rs 4,000 crore, a move interpreted as coming against the backdrop of violence in the region. Maruti Suzuki said both its plants in the Manesar campus were closed on Thursday, and it would shortly announce its decision on the next steps regarding resuming operations in these facilities.
Referring to the problem in the unit, it said by any account it was not an industrial relations problem over wages or working conditions. "Rather, it is an orchestrated act of mob violence at a time when operations had been normal over the past many months," the statement said.
On Unrest
The company said violence at the plant broke out on Wednesday while negotiations were ongoing between the management and the union for the reinstatement of a worker who was "suspended for beating up a supervisor." "The first act of the mob was to forcibly shut the main gate and prevent managers from leaving the premises after working hours," the statement said. The mob targeted supervisors, managers, and executives in different parts of the factory. They also ransacked offices, broke glass panes, and wantonly damaged property. Finally, they set offices on fire, it added.
Death, Injury, and Losses
The company said it would provide medical attention to the injured while extending whatever support possible to their families. Regretting the loss of life of Awanish Kumar Dev, General Manager HR, the company described him as an outstanding professional and team member, compassionate, soft-spoken, and deeply committed to cordial industrial relations. "We are disturbed by the mob violence and arson at our Manesar plant on Wednesday evening. Several executives, managers, and supervisors were brutally attacked and injured, and nearly 100 of them had to be hospitalized," Maruti said.
The company said it was still assessing the total damage to property and facilities. "What is clear is that the office facilities have been burnt beyond repair, as have the main gate, security office, and the fire safety section," it said. The top management team visited injured colleagues in hospitals in Gurgaon. "Their experience was shocking. A few of the colleagues remained serious, while for others recovering from injuries, it would take a while to come out of the trauma," the statement added. Two Japanese nationals were also injured, one of whom was the plant manager in Manesar.
Workers' Union Reacts
None of the leaders of the Maruti Suzuki Workers' Union (MSWU) could be directly contacted for their reaction. The union, however, refuted the company's allegations and said instead of taking action against the supervisor who was involved in a scuffle with a shop floor worker, "the management immediately suspended the worker concerned without any investigation." "When the workers, along with union representatives, went to meet HR to demand action against the supervisor and revoke the unjust suspension of the worker, the HR officials flatly refused to hear our arguments and were in no mood to resolve the issue amicably," MSWU president Ram Meher said in a statement.
He alleged that when negotiations were ongoing with the leaders of the union inside the office, "the management called in hundreds of bouncers on its payroll to attack the workers." "This is completely an illegal vindictive action in the spirit of conspiracy to corner us into submission, even as our demand and methods are legitimate," Mr. Meher said. He said workers were attacked with sharp weapons and arms by the bouncers, who were joined by "some of the managerial staff and police later" and "beat up a number of workers who have had to be hospitalized with serious injuries." The bouncers, who are anti-social elements on hire, also destroyed company property and set fire to a portion of the factory, Mr. Meher added.
Stressing that the union had workers' and the company's welfare in mind, he said it was keen on dialogue with the company management and the Haryana government to "amicably resolve the matter and restore industrial peace in the factory."
Regards
From India, Madras
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19Violence Has Implications Beyond One Company, Region: Maruti
Maruti Suzuki attributed Wednesday's violence at its Manesar plant to an orchestrated act of mob violence and said such acts have implications beyond one company or region. "They are a negative trigger for existing companies and regions across the country, as well as for prospective investors and job seekers," the company said in a statement, a day after a senior HR official was killed and about 100 others were injured in factory violence.
Maruti Suzuki, which witnessed strikes on three occasions last year, has already announced plans to set up a new plant in Gujarat at an investment of Rs 4,000 crore, a move interpreted as coming against the backdrop of violence in the region. Maruti Suzuki said both its plants in the Manesar campus were closed on Thursday, and it would shortly announce its decision on the next steps regarding resuming operations in these facilities.
Referring to the problem in the unit, it said by any account it was not an industrial relations problem over wages or working conditions. "Rather, it is an orchestrated act of mob violence at a time when operations had been normal over the past many months," the statement said.
On Unrest
The company said violence at the plant broke out on Wednesday while negotiations were ongoing between the management and the union for the reinstatement of a worker who was "suspended for beating up a supervisor." "The first act of the mob was to forcibly shut the main gate and prevent managers from leaving the premises after working hours," the statement said. The mob targeted supervisors, managers, and executives in different parts of the factory. They also ransacked offices, broke glass panes, and wantonly damaged property. Finally, they set offices on fire, it added.
Death, Injury, and Losses
The company said it would provide medical attention to the injured while extending whatever support possible to their families. Regretting the loss of life of Awanish Kumar Dev, General Manager HR, the company described him as an outstanding professional and team member, compassionate, soft-spoken, and deeply committed to cordial industrial relations. "We are disturbed by the mob violence and arson at our Manesar plant on Wednesday evening. Several executives, managers, and supervisors were brutally attacked and injured, and nearly 100 of them had to be hospitalized," Maruti said.
The company said it was still assessing the total damage to property and facilities. "What is clear is that the office facilities have been burnt beyond repair, as have the main gate, security office, and the fire safety section," it said. The top management team visited injured colleagues in hospitals in Gurgaon. "Their experience was shocking. A few of the colleagues remained serious, while for others recovering from injuries, it would take a while to come out of the trauma," the statement added. Two Japanese nationals were also injured, one of whom was the plant manager in Manesar.
Workers' Union Reacts
None of the leaders of the Maruti Suzuki Workers' Union (MSWU) could be directly contacted for their reaction. The union, however, refuted the company's allegations and said instead of taking action against the supervisor who was involved in a scuffle with a shop floor worker, "the management immediately suspended the worker concerned without any investigation." "When the workers, along with union representatives, went to meet HR to demand action against the supervisor and revoke the unjust suspension of the worker, the HR officials flatly refused to hear our arguments and were in no mood to resolve the issue amicably," MSWU president Ram Meher said in a statement.
He alleged that when negotiations were ongoing with the leaders of the union inside the office, "the management called in hundreds of bouncers on its payroll to attack the workers." "This is completely an illegal vindictive action in the spirit of conspiracy to corner us into submission, even as our demand and methods are legitimate," Mr. Meher said. He said workers were attacked with sharp weapons and arms by the bouncers, who were joined by "some of the managerial staff and police later" and "beat up a number of workers who have had to be hospitalized with serious injuries." The bouncers, who are anti-social elements on hire, also destroyed company property and set fire to a portion of the factory, Mr. Meher added.
Stressing that the union had workers' and the company's welfare in mind, he said it was keen on dialogue with the company management and the Haryana government to "amicably resolve the matter and restore industrial peace in the factory."
Regards
From India, Madras
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It does not happen only to HR professionals. I have come across incidents of brutal murders of Accounts Managers, Production Managers, HR Managers, and some General Managers as well. Of course, the number of instances concerning HR Managers is higher. In the last four decades of my career, I remember at least 10 incidents where HR Managers have been killed.
When emotions are very high, anything can happen, and we need to take all precautions. I personally have been threatened a few times and was very close to being beaten. Fortunately, every time, only the workers came to my rescue, making it very clear to the mob that we, as HR professionals, generally carry out decisions taken by the Top Management. Everyone in the organization is responsible for peace, and a shrewd HR Manager keeps his eyes and ears open.
Precautionary Measures for HR Professionals
1. Have your own source of information.
2. At times of crisis, ensure that you take more precautions than required. Stay in hotels, send your family out. Ensure that your children do not go alone in the streets. If need be, send them out of the station.
3. Go in different cars every day, so no one can identify your car.
4. Be polite and empathize with workmen to ensure that they don't consider you as their enemy.
5. Have some sharp tool/knife hidden in your pocket always to safeguard yourself.
I have mentioned a few precautions, but you can plan for yourself. Do not hesitate to take precautions even if they look a little too much. For example, staying in different hotels may sound expensive and a little too much, but I have followed this on two different occasions. The purpose is that you are not seen very often by them to get angry. Similarly, different vehicles do help, and don't ever drive alone and do not go for morning walks.
In this case, it is sad to note that the HR Manager was beaten brutally, indicating the workmen's anger against him or against the Management.
Many will respond, write, and shout in the next month. There will be articles, and HR forums will raise this subject in many forums for some more time. Then we all will forget and start talking about this when such an incident happens next. Three years back, one HR Vice President was brutally murdered in Coimbatore, and do any of us know the status of the case now? We forget. Last year there was another murder in Tamil Nadu, and no one talks about it now.
Call for Action by HR Forums
Why can't HR forums follow up on these cases? Before we talk about this case of Maruthi, can we list all such cases in the last five years and make some MP raise this question of the status of these cases?
Key Points to Communicate
1. Let us take precautions even if they sound ridiculous.
2. Let HR Professionals communicate that they are not the only people responsible for everything happening around.
3. Let HR Forums take stock of the old cases and follow up on these cases with Governments to drive a message that such cases will not be forgotten, and Managements will be allowed to take such workers back.
My heartfelt condolences to the family of the deceased and pray for his soul to rest in peace.
Regards,
T. Sivasankaran
From India, Chennai
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When emotions are very high, anything can happen, and we need to take all precautions. I personally have been threatened a few times and was very close to being beaten. Fortunately, every time, only the workers came to my rescue, making it very clear to the mob that we, as HR professionals, generally carry out decisions taken by the Top Management. Everyone in the organization is responsible for peace, and a shrewd HR Manager keeps his eyes and ears open.
Precautionary Measures for HR Professionals
1. Have your own source of information.
2. At times of crisis, ensure that you take more precautions than required. Stay in hotels, send your family out. Ensure that your children do not go alone in the streets. If need be, send them out of the station.
3. Go in different cars every day, so no one can identify your car.
4. Be polite and empathize with workmen to ensure that they don't consider you as their enemy.
5. Have some sharp tool/knife hidden in your pocket always to safeguard yourself.
I have mentioned a few precautions, but you can plan for yourself. Do not hesitate to take precautions even if they look a little too much. For example, staying in different hotels may sound expensive and a little too much, but I have followed this on two different occasions. The purpose is that you are not seen very often by them to get angry. Similarly, different vehicles do help, and don't ever drive alone and do not go for morning walks.
In this case, it is sad to note that the HR Manager was beaten brutally, indicating the workmen's anger against him or against the Management.
Many will respond, write, and shout in the next month. There will be articles, and HR forums will raise this subject in many forums for some more time. Then we all will forget and start talking about this when such an incident happens next. Three years back, one HR Vice President was brutally murdered in Coimbatore, and do any of us know the status of the case now? We forget. Last year there was another murder in Tamil Nadu, and no one talks about it now.
Call for Action by HR Forums
Why can't HR forums follow up on these cases? Before we talk about this case of Maruthi, can we list all such cases in the last five years and make some MP raise this question of the status of these cases?
Key Points to Communicate
1. Let us take precautions even if they sound ridiculous.
2. Let HR Professionals communicate that they are not the only people responsible for everything happening around.
3. Let HR Forums take stock of the old cases and follow up on these cases with Governments to drive a message that such cases will not be forgotten, and Managements will be allowed to take such workers back.
My heartfelt condolences to the family of the deceased and pray for his soul to rest in peace.
Regards,
T. Sivasankaran
From India, Chennai
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I don't know what the exact cause of the incident at Maruti was. However, my belief is that "attitudes matter much" in maintaining harmonious employer-employee relations. Egoism, insensible and unwarranted harsh behavior towards workers, non-recognition of, and non-providing of affordable solutions to employee problems, and unnecessary wielding of authority are the root causes of such problems, which sometimes take an ugly turn, like the latest incident at Maruti.
The Role of HR and Finance Professionals
In fact, HR and Finance people need to periodically review their attitudes. My experience of more than 49 years indicates that most employee-related problems originate from the desks of HR personnel. Therefore, HR professionals must act as novel and common mediators between management and workers, while finance professionals must balance the perspectives of both investors/management and employees. They need to be practical in maintaining this balance and remember that they are knowledgeable about laws, rules, regulations, and procedures, whereas their workers may need guidance on how, what, and why to do their part. They should serve as guides and mentors to ensure worker satisfaction without compromising the organization's interests.
Pressure on Production Managers
Production Managers sometimes face pressure to meet irrational targets, leading them to exert pressure on workers.
Communication with Top Management
All these professionals should not blindly follow top management's directives, as sometimes the top management may be unaware of issues at the ground level, acting only in a "top to bottom" manner unless informed by middle managers.
As essential parts of the management, acting as the eyes and ears of the organization, these professionals should make the management aware of ground realities and work towards finding moderately acceptable formulas for harmonious operations.
By doing this, they won't need to take precautions for themselves, as workers themselves will ensure no disturbances arise from their activities. I recall an instance in an organization where union members visited the chambers of top and middle-ranking executives, shouting negative slogans. However, when they reached my chamber, others present stopped them, recognizing me as "our own man." Even when urged to speak negatively, I diffused the situation with humor.
While you are part of management, the workers will view you as one of their own, a member of the family.
From India, Delhi
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The Role of HR and Finance Professionals
In fact, HR and Finance people need to periodically review their attitudes. My experience of more than 49 years indicates that most employee-related problems originate from the desks of HR personnel. Therefore, HR professionals must act as novel and common mediators between management and workers, while finance professionals must balance the perspectives of both investors/management and employees. They need to be practical in maintaining this balance and remember that they are knowledgeable about laws, rules, regulations, and procedures, whereas their workers may need guidance on how, what, and why to do their part. They should serve as guides and mentors to ensure worker satisfaction without compromising the organization's interests.
Pressure on Production Managers
Production Managers sometimes face pressure to meet irrational targets, leading them to exert pressure on workers.
Communication with Top Management
All these professionals should not blindly follow top management's directives, as sometimes the top management may be unaware of issues at the ground level, acting only in a "top to bottom" manner unless informed by middle managers.
As essential parts of the management, acting as the eyes and ears of the organization, these professionals should make the management aware of ground realities and work towards finding moderately acceptable formulas for harmonious operations.
By doing this, they won't need to take precautions for themselves, as workers themselves will ensure no disturbances arise from their activities. I recall an instance in an organization where union members visited the chambers of top and middle-ranking executives, shouting negative slogans. However, when they reached my chamber, others present stopped them, recognizing me as "our own man." Even when urged to speak negatively, I diffused the situation with humor.
While you are part of management, the workers will view you as one of their own, a member of the family.
From India, Delhi
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Thank you for the updates. Violence does not only occur in MNCs but also in small and medium-scale companies where sometimes the HR department does not exist. During instances of violence, the HR department is often targeted by the union as well as management. The union consistently believes that HR is responsible for disturbed industrial relations, failed negotiations, worker dismissals, non-implementation of welfare schemes, etc. Many times, HR professionals act with overconfidence to try to control the situation without following the due process of the law. In some circumstances, HR professionals do not engage government machinery in company labor problems, leading to violence, assaults, and even murders. This issue is not limited to states like UP or Tamil Nadu but also occurs in other states such as Maharashtra, MP, Karnataka, etc.
Historical Incidents of Violence
In the 1980s, a General Manager of a luggage manufacturing company was brutally murdered in his cabin during working hours. The workers were arrested, and a trial was held. However, the session court convicted them with minor punishment, while the dismissal of the workers was upheld by the High Court. Where is the justice for managerial staff? The law also does not adequately protect HR professionals, and management often neglects them. Organizations like NIPM do not provide support in such cases.
Call for Unity Among HR Professionals
It is essential for HR professionals to come together on a common platform to address this serious issue. I appreciate the contributors for taking the initiative.
Regards,
Avinash Kanoray
From India, Pune
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Historical Incidents of Violence
In the 1980s, a General Manager of a luggage manufacturing company was brutally murdered in his cabin during working hours. The workers were arrested, and a trial was held. However, the session court convicted them with minor punishment, while the dismissal of the workers was upheld by the High Court. Where is the justice for managerial staff? The law also does not adequately protect HR professionals, and management often neglects them. Organizations like NIPM do not provide support in such cases.
Call for Unity Among HR Professionals
It is essential for HR professionals to come together on a common platform to address this serious issue. I appreciate the contributors for taking the initiative.
Regards,
Avinash Kanoray
From India, Pune
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