G Y Suhas: How Lay Off Was Avoided With Excellent IR Strategies A Success Story

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

1st April 2010 From India, Tirunelveli

Attached Files (Download Requires Membership)

cii_pstn.pdf (2.77 MB, 1482 views)

good work sir..can you please give 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
Ph: 9763724832
2nd April 2010 From India, Pune

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
2nd April 2010 From India, Mumbai

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.
2nd April 2010 From India, Surat

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 loose during this phase

2. Were the top performer exits lesser than previous years as a proportion to the whole

3. To retain top talent was there any specific intervention form 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 made 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 form certain companies to increase their budgets rather decrease which had good results

7. How did 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
2nd April 2010 From India, Calcutta

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.
2nd April 2010 From India, Nasik

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
2nd April 2010 From India, Pune

Its a completely alltogether different thing to come across and more importantly an innovative thing to implement
3rd April 2010 From India, Vadodara

just one word - great management!!!
your example is an example of good management theories actually put into practice. this shows the way for other organisations big and small.
great work. very inspiring.
3rd April 2010 From India, Anand

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
7th April 2010 From India, Pune