When I reflect on my decision almost seven years ago to pursue a career in Industrial Relations (IR) after completing my MBA in HR, I remember that there were about 20 people in my batch who had the same idea. However, nowadays, I see that most new management trainees coming out of college prefer roles like talent acquisition, learning and development, and HR business partnering. The number of people interested in IR roles has decreased significantly, and I wonder why that is. When I interact with upcoming HR professionals, both formally and informally, the same answer always comes up: IR is considered a difficult and challenging field. People believe that handling unions can be tough, there is a possibility of violence, and there have been numerous issues in the past. So, the question is, where do these misconceptions come from?
To be fair, historically, there may be some truth to these beliefs. Strikes and lockouts have occurred in the past, and these events are often studied as case studies in educational institutions in India. However, the focus is usually on how the organization recovered from those situations, while students tend to dwell on the difficulties faced during those times.
There are mainly three categories of aversion towards IR in younger professionals: misinformation about unionized environments, exaggeration of the difficulties associated with an IR role, and a preference for more glamorous work environments. When it comes to the third category, it is quite straightforward – a role in a manufacturing plant does not typically offer the same level of glamour as a corporate office. So, let’s delve into the first two categories.
Even when I was a student, we were told about the challenges of working in a unionized plant. The most exciting part of an IR officer’s career was seen as resolving strikes or other similar conflicts. Rarely did we talk about the importance of unions in maintaining harmonious relations in the workplace.
As the IR department acts as a bridge between the union and the management, the union serves as a bridge between the worker population and the management. Building a good relationship with the union as a representative of the management is crucial. Maintaining fairness and transparent communication creates a cohesive and evolving IR environment, not just within the organization but also within the industry as a whole.
Now, let’s address the second category – the myth that IR is an extremely difficult role with numerous challenges and rowdy people to deal with. This perception contributes to the mindset of young HR professionals distancing themselves from IR roles. However, working in IR provides valuable knowledge, opportunities to interact with different individuals, and a deeper understanding of the needs and wants of workers across various levels of the organization. This experience helps develop a mindset that influences decision-making.
Even small actions in an IR role can have ripple effects throughout the organization, affecting everyone from the smallest contributor to the highest-ranking manager. The biggest challenge is to establish trust that allows union members and workers to feel comfortable approaching you for assistance, regardless of the issue, and knowing they will receive a timely and adequate response. Sometimes, the response might be negative, but it is how you convey that “no” that makes a difference.
In summary, for upcoming professionals considering a career in industrial relations, it is important to understand that maintaining healthy relationships, transparent communication, and fairness in approach can transform unions from adversaries to allies. The employees you serve are often more experienced in the industry, and their guidance can help you grow into a better professional. Of course, there will be times of conflict and challenges, but they can also be opportunities for building stronger relationships and paving the way for a promising future.
While other fields of Human Resource management are equally challenging and offer their own advantages, the choice of direction for a student transitioning into professional life should be carefully considered. The initial role should provide opportunities for all-round development. Rather than following the common consensus, it is essential to explore the various aspects of each option.
The author, Karan Singh, is Deputy Manager – Industrial Relations at Manesar Car Plant, Maruti Suzuki India.
DISCLAIMER: The views expressed are solely of the author and ETHRWorld does not necessarily subscribe to it. ETHRWorld will not be responsible for any damage caused to any person or organization directly or indirectly.
