Dear All,
We all know that the role of HR is significant in every industry. I believe in the IT/ITES industry, it is highly structured and organized. In India, there are certain types of industries, especially construction, apart from the top ten (DLF/Unitech), where the HR department is not organized and is known as the Personnel and Admin Department. HR is supposed to be a supportive function and act as a facilitator in a company. In such companies, HR practitioners and professionals have challenging jobs. When it comes to performance appraisal, only salary evaluation reports are practiced in such companies.
HR professionals have to struggle a lot in such environments. To gain recognition, we need to implement HR best practices. One of the most important challenges is how to change people's mindsets. Please share your valuable suggestions on this topic.
Regards,
Gauri Tomar
From India, Delhi
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16We all know that the role of HR is significant in every industry. I believe in the IT/ITES industry, it is highly structured and organized. In India, there are certain types of industries, especially construction, apart from the top ten (DLF/Unitech), where the HR department is not organized and is known as the Personnel and Admin Department. HR is supposed to be a supportive function and act as a facilitator in a company. In such companies, HR practitioners and professionals have challenging jobs. When it comes to performance appraisal, only salary evaluation reports are practiced in such companies.
HR professionals have to struggle a lot in such environments. To gain recognition, we need to implement HR best practices. One of the most important challenges is how to change people's mindsets. Please share your valuable suggestions on this topic.
Regards,
Gauri Tomar
From India, Delhi
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Hi Gouri,
HR in the service and construction industry is really tough. It is only through major results that HR initiatives are being recognized. If you want to be recognized, start slowly with HR activities such as:
1. HR Manual
2. HR Policy
3. Initiatives like 5S, performance management system, competency assessment, team building, etc.
For all the initiatives, you have to create a unique and easier method of working than the existing one. An easier method will gain buy-in from top management and colleagues, while uniqueness will lead to recognition.
Personally, I believe everyone needs to take their own initiative or first step, and others will follow. Today, everyone needs to carve out their own path and get recognized; otherwise, the routine work will demotivate you at some point in your life, especially if you are a high-achievement-oriented person.
Regards,
Dr. Kavita Shanmughan
From India, Madras
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HR in the service and construction industry is really tough. It is only through major results that HR initiatives are being recognized. If you want to be recognized, start slowly with HR activities such as:
1. HR Manual
2. HR Policy
3. Initiatives like 5S, performance management system, competency assessment, team building, etc.
For all the initiatives, you have to create a unique and easier method of working than the existing one. An easier method will gain buy-in from top management and colleagues, while uniqueness will lead to recognition.
Personally, I believe everyone needs to take their own initiative or first step, and others will follow. Today, everyone needs to carve out their own path and get recognized; otherwise, the routine work will demotivate you at some point in your life, especially if you are a high-achievement-oriented person.
Regards,
Dr. Kavita Shanmughan
From India, Madras
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Hi Gauri,
The main reason why HR is different in Manufacturing, Construction, Mining, PSU, IT/ITES, etc., is the diverse nature and educational background of the people working in these industries.
In IT and ITES, most employees are engineers and belong to the creamy layer of candidates. They generally have a good understanding of HR practices.
However, in my personal experience with Manufacturing industry employees, including workers, who are also employees, they seem resistant to the concepts of training and development, performance appraisal, and other HR functions. Many of them have completed their education up to ITI, HSC, SSC, and come from rural backgrounds. A lot of them are not even familiar with how their salary and tax deductions are calculated.
Thus, HR thrives mainly in IT, ITES companies, and BPOs where despite a significant number of non-graduates, the job roles inherently expose them to HR practices.
I attempted to introduce HR practices in a multinational manufacturing industry, but I faced challenges in transitioning from the existing Personnel Department to an HR department. Due to the industry's operational nature, HR may not be sustainable there, and a Personnel Department or Administration Department might be more suitable.
Moreover, employees in these departments may not appear as approachable as HR personnel due to specific job requirements.
Please let me know if I can assist further.
From India, Pune
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The main reason why HR is different in Manufacturing, Construction, Mining, PSU, IT/ITES, etc., is the diverse nature and educational background of the people working in these industries.
In IT and ITES, most employees are engineers and belong to the creamy layer of candidates. They generally have a good understanding of HR practices.
However, in my personal experience with Manufacturing industry employees, including workers, who are also employees, they seem resistant to the concepts of training and development, performance appraisal, and other HR functions. Many of them have completed their education up to ITI, HSC, SSC, and come from rural backgrounds. A lot of them are not even familiar with how their salary and tax deductions are calculated.
Thus, HR thrives mainly in IT, ITES companies, and BPOs where despite a significant number of non-graduates, the job roles inherently expose them to HR practices.
I attempted to introduce HR practices in a multinational manufacturing industry, but I faced challenges in transitioning from the existing Personnel Department to an HR department. Due to the industry's operational nature, HR may not be sustainable there, and a Personnel Department or Administration Department might be more suitable.
Moreover, employees in these departments may not appear as approachable as HR personnel due to specific job requirements.
Please let me know if I can assist further.
From India, Pune
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If you see, technology has changed many areas in manufacturing, construction, or any other industries. Technological-based changes have been adopted by the people, and they are moving through that phase. But what about HR - managing people? Today, the HR role has changed, but most organizations have not adapted to those changes and are sticking to traditional HR roles. They look for the traditional method of performance appraisal, HR policies, HR planning, training and development, etc.
I think if HR professionals think from that angle, they will get an answer as to why HR is devalued. How can existing HR break the mindset of the people in the organization? The answer is first to change yourself and show the effect of changes; others will follow.
Minor changes will not impact people; there should be major changes. Today, HR should focus on competency, empowerment, talent acquisition, etc. Training should reflect the development of the individual through challenges such as new assignments, job rotations, etc.
Today, HR is all about techniques/tools. How the tool can give you the best result. With the complexity surrounding people doing multiple tasks, assessment has also become tough. Detailing has become important in assessment, and I feel that is where the complaints come in.
To break the mindset of the people:
1. Study what people want?
Through using surveys, informal discussions, suggestion boxes, etc.
2. Study what organizational goals are?
Through focus group work, BEI, etc.
3. Techniques adopted by HR should align with these points, and then tools should reflect these points assessed objectively and rigorously.
4. Mindsets usually reflect attitudes that people carry. Rigid negative attitudes can be tackled by informal meetings, functions, discussions arranged by the organization.
Regards,
Dr. Kavita R. Shanmughan
From India, Madras
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I think if HR professionals think from that angle, they will get an answer as to why HR is devalued. How can existing HR break the mindset of the people in the organization? The answer is first to change yourself and show the effect of changes; others will follow.
Minor changes will not impact people; there should be major changes. Today, HR should focus on competency, empowerment, talent acquisition, etc. Training should reflect the development of the individual through challenges such as new assignments, job rotations, etc.
Today, HR is all about techniques/tools. How the tool can give you the best result. With the complexity surrounding people doing multiple tasks, assessment has also become tough. Detailing has become important in assessment, and I feel that is where the complaints come in.
To break the mindset of the people:
1. Study what people want?
Through using surveys, informal discussions, suggestion boxes, etc.
2. Study what organizational goals are?
Through focus group work, BEI, etc.
3. Techniques adopted by HR should align with these points, and then tools should reflect these points assessed objectively and rigorously.
4. Mindsets usually reflect attitudes that people carry. Rigid negative attitudes can be tackled by informal meetings, functions, discussions arranged by the organization.
Regards,
Dr. Kavita R. Shanmughan
From India, Madras
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Hi Gauri,
Even I work in a construction company in NCR, and I also face similar problems as you are facing. People are so rigid here, the mindset is so orthodox that if we try to implement something new, the top management declines it. If there is no support from the top management, how can we think of bringing about a change in these companies.
Vani
From India, Bangalore
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Even I work in a construction company in NCR, and I also face similar problems as you are facing. People are so rigid here, the mindset is so orthodox that if we try to implement something new, the top management declines it. If there is no support from the top management, how can we think of bringing about a change in these companies.
Vani
From India, Bangalore
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Hi all,
Just before 4 months, I joined a construction company, but still now I'm not feeling that I have learned something or applied my knowledge for good change. It's true that bringing the HR department up in this kind of industry is a little difficult. Anyways, after 4 months, I have got a chance to work on HR policy.
From Oman, Muscat
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Just before 4 months, I joined a construction company, but still now I'm not feeling that I have learned something or applied my knowledge for good change. It's true that bringing the HR department up in this kind of industry is a little difficult. Anyways, after 4 months, I have got a chance to work on HR policy.
From Oman, Muscat
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Please suggest me some of the latest HR Practices for the construction industries. With Regards, Ruchi Aagarwal.
From India, New Delhi
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From India, New Delhi
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Please suggest me some of the latest HR Practices for the construction industries. With Regards, Ruchi Agarwal.
From India, New Delhi
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From India, New Delhi
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hi, since it’s construction industry you should have known you’d be dealing with brickheads. My sympathies lie with you. A disgruntled soul
From India, Delhi
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From India, Delhi
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Hi Friends,
I am not exactly working in the construction industry. My company is into interior site execution, but more or less, it's site-based work. Hence, I have to handle the usual "brickhead" staff.
My observation is:
- This industry is still in the early 20th-century mentality where employers think that they are doing some favor to employees by giving them employment, and employees think that they have nothing to do with the overall picture of the company's development.
- Even if you try to implement something new (new means new for this industry or company), neither management nor employees are interested. They have their general comment... if everything is going fine, what's the use of these fundas...
- I am equally disappointed by the management view as well as employees.
- This industry needs an overhauling process not only in organizational structure but in mindset too.
And now my problem... how to cope up in this scenario... when you are not welcomed by employees because they simply dislike anything/anyone which can bring change. How to prove yourself in this situation when management thinks there is no need for updating (in my case, they simply don't have time to discuss anything)... how to fight with your own frustration, leave the employee dissatisfaction...
Your opinions/suggestions/comments are welcome.
Regards,
Rashmi
From India, Nagpur
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I am not exactly working in the construction industry. My company is into interior site execution, but more or less, it's site-based work. Hence, I have to handle the usual "brickhead" staff.
My observation is:
- This industry is still in the early 20th-century mentality where employers think that they are doing some favor to employees by giving them employment, and employees think that they have nothing to do with the overall picture of the company's development.
- Even if you try to implement something new (new means new for this industry or company), neither management nor employees are interested. They have their general comment... if everything is going fine, what's the use of these fundas...
- I am equally disappointed by the management view as well as employees.
- This industry needs an overhauling process not only in organizational structure but in mindset too.
And now my problem... how to cope up in this scenario... when you are not welcomed by employees because they simply dislike anything/anyone which can bring change. How to prove yourself in this situation when management thinks there is no need for updating (in my case, they simply don't have time to discuss anything)... how to fight with your own frustration, leave the employee dissatisfaction...
Your opinions/suggestions/comments are welcome.
Regards,
Rashmi
From India, Nagpur
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Hi Rashmi,
Even I too face the same issue in a construction company. I totally agree with your points. The solution to it can be to talk to your senior members of the HR department and make them understand the new changes you would like to make from both perspectives, i.e., employer and employee. If they still won't understand, let it go.
From India, Pune
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Even I too face the same issue in a construction company. I totally agree with your points. The solution to it can be to talk to your senior members of the HR department and make them understand the new changes you would like to make from both perspectives, i.e., employer and employee. If they still won't understand, let it go.
From India, Pune
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Dear All,
We all know that in the Indian construction scenario, we employ at least 50% of the site workforce who are unskilled. This huge headcount is unorganized and scattered with unique attributes in every possible location. As an HR professional, we have our roles cut out and need to ensure the following at project sites:
a) Hygienic living conditions
b) Clean water
c) Electricity
d) Safe working conditions
e) To and fro conveyance facilities
f) Minimum wages
g) Regular salary in bank accounts
Other HR activities can follow as per manuals.
Warm regards,
Sourav Mukherjee
From India, Bangalore
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We all know that in the Indian construction scenario, we employ at least 50% of the site workforce who are unskilled. This huge headcount is unorganized and scattered with unique attributes in every possible location. As an HR professional, we have our roles cut out and need to ensure the following at project sites:
a) Hygienic living conditions
b) Clean water
c) Electricity
d) Safe working conditions
e) To and fro conveyance facilities
f) Minimum wages
g) Regular salary in bank accounts
Other HR activities can follow as per manuals.
Warm regards,
Sourav Mukherjee
From India, Bangalore
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