What Is Talent Management?

Talent management is a constant process that involves attracting and retaining high-quality
employees, developing their skills, and continuously motivating them to improve their
performance.
The primary purpose of talent management is to create a motivated workforce who will stay
with your company in the long run. The exact way to achieve this will differ from company
to company.
Talent management in HR
Talent management naturally encompasses many of the responsibilities of HR. All the same,
it is not enough to expect that just because you have an HR department, you are managing
talent. You need to have a talent management strategy in place designed just for your
company to gain optimal results.
The importance of Talent Management
The simple answer is because it capitalizes on employees — arguably, the most important
asset of your company. Talent management helps you maximize the value of employees.
Source: www.mckinsey.com

As you can see from the graph above, there is widespread agreement that talent management
is effective (or even very effective) at attracting and retaining talent as well as improving
overall performance. There are a few main reasons why this is the case.
1. It helps businesses improve performance
With top specialists in your organization, you can reach any goal.
Source: www.mckinsey.com

Talent management is most effective of all when it combines three key components: rapid
talent allocation, positive employee experience, and a strategic HR team.
2. It allows companies to stay competitive
By hiring and developing talented employees, your organization becomes stronger and better
prepared to face changes and risks.
3. It drives innovation
New technologies are always hitting the scene, whatever your industry. Talented employees
are able to find ways to harness the capabilities of new tools and solve problems or come up
with original ideas.
4. It helps form productive teams
The appropriate talent management strategy will allow you to form a more productive team.
This is far more useful than just having a bunch of creative and talented people in your
organization.
5. It decreases turnover
When employees feel valued at a company, when they know they will have plenty of
opportunities to grow in the business, they are less likely to seek work elsewhere.
6. It leads to strong employer branding
Talent management brands your company as an employer. This helps you to attract the best
candidates for future hires.
7. It motivates others to grow
Having inspiring talent on your team will motivate other employees and help them grow.
Talent Management Model

Source: expert360.com

Whereas there is no standardized model for talent management, some HR professionals have
proposed excellent models that any company can use. However you choose to develop your
model, it must include the following.
1. Planning
Planning aligns your talent management model in line with the overall goals of your
organization. Only with the correct planning can you ensure that you seek talent with the
right skills and experience. In addition, it assesses current employees to see what is working
well for the company. For instance, if employees with certain characteristics tend to stay at
the organization for longer, you should plan to hire more workers like them.
2. Attracting
It is not always as simple as when one person leaves the company, you start a search for
someone else to fill the role. For instance, your needs may change or employees may take on
new responsibilities. Talent management ensures that you always have sufficient staff to
carry out all your operations and prevent heavy workloads that could cause demotivation.
The right strategy will attract just the kind of workers you want at your business. Such hires
will be driven, skilled, and seeking to advance within the company. Attracting talent is all
about branding your company as an employer. You’ll need to find ways to increase visibility
in ways that allow you to present company as a best place to work. The main consideration
here is to make your business more approachable.
Even if you choose not to hire someone for a particular position, you still need to create a
positive experience. This will give you the opportunity to hire these candidates for other jobs
or use them as ambassadors to acquire other talent.
3. Developing
The development part of the model involves taking steps to help talent grow within the
company. It should be aligned with the employee development plan and includes identifying
roles where particular employees could move to in the future as well as considering how to
expand workers’ skills and knowledge to fulfill new challenges facing your organization.
Talent management also looks at what will keep employees at your company enthusiastic and
willing to go the extra mile. It is necessary to provide employees with value. Motivation also
requires the correct onboarding — to give new hires a great impression of your company
from the very beginning. This will increase the chance that they stay with the company and
work hard.
4. Retaining
Another purpose of talent management is to keep people at your company for longer.
Employees need to continue feeling that the company is an enjoyable, meaningful place to
work. Through training and other types of engagement, employees have the chance to create
a career without leaving the company. You may achieve this by focusing on compensation
(monetary and otherwise) as well as company culture.
5. Transitioning
After hiring and developing their skills, you need to plan for employees’ transitions. Your
aim at this stage is to keep their knowledge within the company — this is called knowledge
management. You need to have a plan in place to promote employees or move them to
another role, department, or office. If a worker does decide to leave, you need to know why.
Talent Management Strategy
What is a talent management strategy? A talent management strategy is based on the talent
management model. It should match your organization’s goals and clearly define what type
of talent you need. You organize the talent management process based on the talent
management strategy.
There are few different types strategies you can choose from.
Strategy #1: Hire Only Top Employees
The advantages of this strategy are obvious:
 You immediately receive top talent.
 The employees will perform well and probably reach high performance faster.
 You are able to grow your company faster.
 You are more prepared for challenges and risks.
However, there are some disadvantages:
 It’s expensive, and will cost you even more if you end up needing to hire someone
else.
 It could be more difficult to retain top talent.
 The hiring process may take longer, as you’ll probably want to select from a wider
pool of candidates.
 It can be challenging to manage team of top talent.
 Having too many top performers on a team can lead to competition and result in
underperformance.
Strategy #2: Hire Promising Specialists and Develop Them
This second option has a couple advantages:
 You can find talent faster. This may be necessary if you are in urgent need for talent
and have insufficient time to search for top employees.
 You will likely save money on salaries.
 The employee has the potential to become a skilled and loyal professional.
  You can hire two, or even three, promising specialists for the same amount as for one
top performer.
The main disadvantages are:
 Your company may grow slower.
 Compared to top talent, these hires lack of knowledge. This can lead to lower
performance.
 You may need to hire another specialist if the employee cannot handle the role.
 It requires a larger investment in development.
 The strategy may fail entirely and you’ll need to revert to option 1.
Strategy #3: Combine Strategies 1 and 2
This quote describes the strategy best:
"Your team’s strength is not a function of the talent of individual members. It’s a function of
their collaboration, tenacity, and mutual respect."
Finally, the pros of combining the two above are:
 It gives you the best of both worlds.
 It also allows you to take advantage of a combination of new hires and existing talent.
 Having top talent and potentially good specialists (e.g. young employees) will help
the specialists grow faster and motivate them.
 It leads to knowledge transfer — top talent can teach other employees.
All the same, there is one con:
 If you have specific requirements (such as you are in urgent need of growth or if you
are on a tight budget), sticking to a single strategy may be more appropriate.
Building Your Talent Management Strategy
Lastly, before you go ahead and launch your recruitment and talent management strategy,
make sure you include the essential components of a talent management strategy.
1. Know What Is Your Talent Management Strategy Is For
Every organization has its own unique goals. Whether they relate to better performance or
higher revenue, your goals need to be clearly stated and achievable. You also need to know
exactly how employees will play a role in helping you meet your targets.
2. Measure the Results
You need to know how to measure results to see if your strategy is working. Define the
metrics you’ll use and how often you’ll take measurements.
3. Assign Responsibilities
Much of the talent management strategy is down to HR, but other people at your company
will also need to be involved. For instance, C-level executives are responsible for succession
planning.
4. Communicate with Employees
Make sure your employees are clear about where they stand and know what is expected of
them. Talk to them about their career goals to ensure that your company is creating the right
opportunities.
The Talent Management Process
Now you have an understanding of why you need talent management and what it involves.
Next, you need to take a look at the talent management process itself and learn how to apply
it to your company.
What Is the Talent Management Process?
The talent management process is how you organize the management of your human
resources. It is how you choose employees, how you hire them, and how (or if) you train
them, motivate them, fire them, and so on.
The 7 Steps of a Great Talent Management Process
The following steps cover what you need to do to develop a continuous talent management
process for your organization. It covers how to find the most talented people available and
then help them stay in your company.
Step 1: Specify What Skills You Need
What is the first step in the talent management process? Before you can go any further, you
must determine what kinds of hires you need and what requirements they should fill.
Consider if it would be possible to teach existing employees to avoid the need to hire anyone
new.
Step 2: Attract the Right People
There are several stages to attracting talent:
1. Create targeted advertisements and post them on top job sites — HR branding is
helpful here.
2. Plan interviews and other means to identify the best person for the job. In addition to
regular questions, consider using personality assessments, references, and tests that
require candidates to perform in real-life situations.
3. Hire your top choices.
Step 3: Onboard and Organize Work
Help new employees feel orientated by being ready for them as soon as they enter the
company. Know what tasks you will set them, have training sessions scheduled, and assign
current employees to support new workers settle in.
Step 4: Organize Learning and Development
Remember, it is often easier to develop the skills of your current employees than to hire new
talent. Plus, even if you do hire top talent, they will likely want to learn something in their
new role. Plan ways for your workers to learn and grow, such as through conferences,
courses, and a learning management system to create a learning environment.
Step 5: Hold Performance Appraisals
Checking employee performance regularly allows you to see if workers could manage
additional responsibilities. This could save you hiring new talent and it may help an
employee prepare for a promotion.
Step 6: Strategize to Retain Your Best Talent
Keep employees satisfied at work through promotions, benefits, motivating tactics, ensuring
job satisfaction, and improving company culture.
Step 7: Plan for Successions
Nurture employees for successions, such as for when a senior member of staff retires. Enable
employees to perform to their best through continuous learning opportunities, including
knowledge management. If an employee decides to leave the company, conduct an exit
interview to find out what went wrong — this will help you prevent the same issue occurring
again in the future.
Conclusion
You need to stop assuming that you already have talent management covered just because
you have HR at your company. Talent management rarely happens naturally. You need a
strategy that is tailored to your business alone. Only like this will you obtain and retain top
talent and gain a competitive advantage over other businesses in your industry.

What is Skills Development?

Skills development is the process of (1) identifying your skill gaps, and (2) developing and
honing these skills. It is important because your skills determine your ability to execute your
plans with success.
Imagine a carpenter trying to build a house. He has the raw materials but lacks good wood
working tools. He has, however, a flimsy hammer and a small screwdriver. Without the right
tools like a hand saw, he can’t turn these raw materials into house building pieces.
 A carpenter woodworking with his tools
It’s the same with goal achievement. In goal achievement, your skills are your tools. The
house is your goal. Just as you need the right tools to build a house, you need the right skills
to build your goal. Without the right skills, you will only frustrate yourself, waste your
time, and spend a lot of time dealing with rudimentary issues caused by the lack of
knowledge or lack of skills, as opposed to progressing in your goal. While difficulty and
struggle is part and parcel of any goal pursuit, without the right skills, you find yourself
struggling more than necessary. Worse still, this struggle is unconstructive and doesn’t help
you move forward.
Why Skills Development is Neglected
Yet, why is skills development neglected?
There are 2 big reasons: 
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Firstly, people are often impressed by what others have accomplished without realizing
what they went through to get there. We see their accolades and victories, and make gross
assumptions about what it takes to succeed. Then we become disappointed when we attempt
the goal, only to find out that it’s not as easy as it seems.
This is very common in blogging. People see big name internet “gurus” making 6–7 figure
income from blogging. Thinking that it’s easy, and perhaps perpetuated by the claims of
said gurus who happen to sell you courses claiming to help you do the same, these folks start
blogging as well, expecting to achieve the same results in a short period of time. They
become rudely awakened when they don’t even get a trickle of traffic after a
few months, much less earn an income. Some press on; many give up.
Secondly, some of us can be heavily self-critical. We look at how successful others are — the
top coaches, internet gurus, award-winning performers, winners of the society —
and conclude that we can never achieve the same. We feel that these people are somehow
blessed with some special power that we don’t have. I often have clients who say they want
to achieve XYZ goal, but after seeing very established folks in the field, feel unconfident
about their abilities. They then wonder, “What makes me think that I can succeed? I should
just give up because these people are already so good and experienced. Who am I to
compete?”
Yet, it’s about skills development. When we see others’ successes, what we don’t see are the
countless hours they spent behind the scenes, honing their craft, and building their skills.
What we see as “talent” in others is the result of their 10,000 hours of hard work where raw
passion and human potential are turned into hard skills. Skills development is where we turn
from beginner to novice, to intermediate, to senior, to expert. And henceforth, having the
ability to conquer our goal.
Example: My Writing

When I started my blog, I knew that blog writing would be an important skill to master. Yet, I
was not an English major; neither had I taken any writing courses before. I was a Business
student and in business school we did tons of project work and case studies — nothing to do
with literary writing. The one class I took that came closest to writing was a Business
Communications module, and even then what was taught was totally different from blog
writing.
So before I started my blog, I spent weeks reading up on good content writing, including
selecting great topics, writing enticing headlines, and understanding traits of good articles. I
read blogs like Copyblogger, Men with Pens and Zen To Done. I also analyzed articles from
popular blogs, including blogs I followed, to understand how they structured their posts.
After all, if they were doing well, they must be doing something right! I would dissect each
article as I tried to understand the author’s thinking process, and then sought to apply that in
my writing. I also created an article roadmap and brainstormed on topics to write on, topics
that (a) were popular, (b) met people’s needs, and (c) were timeless.
Even then, my initial articles took really long to write. I remember my first series was on
“How To Find Your Life Purpose” as purpose is the starting point of a conscious life. I took
over a week to craft out the 7-part series; some parts were totally rewritten before I published
them! Some of my earlier articles were pretty crappy too. I would read them and cringe,
thinking, Did I actually write this?? I would delete the ones that were not so relevant, while
rewriting others to improve the content. In fact, this very article you’re reading now was
written in 2009 and I’m now rewriting it in 2016.
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But I improved. I got better. Today, I’d like to think that my writing is much sharper and on
point. My language skills have also improved as I’m more aware of grammatical nuances.
I’m also more aware of the nuances between American and British English, include
punctuation oddities (in Singapore, we use British English, though I write in American
English here as a slightly higher proportion of readers are from the U.S.). Some of my articles
 have been used in school curriculum, media publications, and business newsletters; many
have been shared via forums and social media.
Did these happen overnight? No, whatever little writing skills I have today didn’t
magically happen. Neither was I “born” with the ability to write. They came from a conscious
effort to build my skills, to be a better writer. The same goes for other skills that I didn’t
know and had to build at the start of my business journey: coaching, training, new media,
responsive web design, web marketing, among many others. Doing so has helped
me thrive in my goal to pursue my passion.
Likewise, if you are starting in a new goal, it’s about building your skills first. Save for rare
situations where one is simply born with a natural predisposition in something (say, Mariah
Carey and her 5-octave vocal range, though she has acknowledged that her whistle register
wasn’t just an innate ability but came from lots of practice [1]), most people cultivate their
talent through many hours of hard work. The best coach wasn’t born with coaching skills; he
learns it. The best musician wasn’t born with the skill to play musical instruments; he learns
it. All these are skills that are developed consciously. And you can do the same too. 🙂
Your Skills Development: Hard and Soft Skills
In developing your skills, I’d like you to consider 2 groups of skills:
 Hard skills: Skills relating to any specific task; they are usually easily quantifiable.
They tend to be knowledge-based, such as proficiency in a subject, certification, and
technical skills. Fluency in Spanish, skills in XYZ software, graphic design, and
programming are all hard skills.
 Soft skills: Skills relating to personality and tend to be transferable, such as
communication, leadership, time management, stress management, decision making,
adaptability, ability to deal with adversity, and networking.
It’s obvious why hard skills are important. You need domain-level knowledge to thrive in a
goal. To be a successful YouTuber, you should at least have some video editing skills. To be
a good blogger, you should have good writing skills and a good command of the language.
To be a good software engineer, you need to know programming.
But many people miss out on soft skills. For example, a writer may insist he is great at
writing but get 0 book sales. Assuming his writing skills are top-notch, perhaps he
lacks certain soft skills necessary for success, like networking, pitching, and self-
marketing. After all, writing a successful book isn’t just about having good writing skills:
 You need to pitch to publishers/collaborators.
 You need to market yourself to people.
 You need insightfulness that helps you understand what people want and how to
write stories that resonate with people.
Many best-selling authors today aren’t necessary good writers but are either personalities
with a large following (some of these folks don’t even write their own books but use a ghost
writer) or everyday people with a story that resonates with an audience (Twilight, Fifty
Shades of Grey).
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That’s not to say you focus on soft skills over knowledge. Both hard and soft skills are
important. When you succeed based on only soft skills but with no hard skills, you lack the
foundation to create new wins. It’s a matter of time before people call you out on your
bullshit. When you have only hard but no soft skills, you lack the savviness to hustle and
showcase your talent to a bigger crowd out there. Both skills are equally important and
complementary to each other.
How to Start Developing Skills
1) Start with the core skills
If you’re starting from ground zero, such as learning programming when you don’t know
anything about coding, it can be intimidating as there are a multitude of things to learn. Start
with core skills first.
 Core skills are skills you absolutely need to succeed in your goal. They have a direct
impact on your success.
 Secondary skills are of lower importance vs. the core skills. While they accentuate
your success, your expertise in them do not make or break your goal.
For example, when I started my business, there were many skills I had to pick up. I started
with the core skills that I felt would be instrumental to my success: writing, coaching,
training, and web marketing. These skills had a make-or-break  effect on my goal. On the
other hand, Pinterest, Facebook marketing, Twitter, and fancy web design, while
helpful, were not instrumental to my success. These were consequently my secondary skills.
While I took some time to learn the secondary skills, I dedicated the bulk of my time to
mastering my core skills.
What determines a core or secondary skill? It depends on your goal. As long as the skill has
a critical impact on your goal, it is considered a core skill. If your goal is to be a life coach
with a team of sub-coaches, then life coaching, leadership, team management, and
training will be your core skills. If your goal is to be a life coach with an online setup, then
life coaching, web marketing, content writing, and good technical skills will be your core
skills.
In times when it’s not effective to learn certain skills, I recommend to outsource instead.
Read my outsourcing guide here.
2) Break into little steps
With each skill, break the learning into small steps.
Back when I was learning life coaching, I identified the sub-skills that would make a good
coach, including listening skills, questioning skills, empathy, and patience. I subsequently
gave myself a rating of 1–10 on each skill and worked on these skills by giving free sessions,
taking a coaching workshop, reading books, and most importantly, working with people. I
also developed my own coaching guidebook, which is my repository of coaching concepts
and frameworks to coach people. I would collect feedback and review my performance after
each coaching session, including identifying things that I did and didn’t do well in, so I could
improve.
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Doing these steps helped me become proficient quickly. I moved from coaching 1 person, to
2, to 4, to 8, to 10 people within a few months. Soon I was coaching my 20th client, and then
my 50th, and then my 100th. Before long I was seeing clear trends in my clients’ aspirations
and problems and could help them in a pinpointed manner. I also became proficient where I
was able to accurately analyze each client’s problems with a brief background and
simple questions, and subsequently guide them out of their mental blocks.
Developing a skill can be a lofty project, so break it up into little chunks. Don’t expect to
reach “master” status right away but focus on conquering each section, one bit at a time. For
seemingly unquantifiable soft skills, assign quantifiable milestones to guide you. For
example, if you want to cultivate networking skills, you can start by going to X new events
and reaching out to X new people each week, and subsequently practice how you introduce
yourself and pitch your ideas to others, iterate accordingly, and so on.
Read: The Power of Little Changes
3) Learn from the best
One of the best ways to learn is to learn from the best. That’s because you can understand
from someone who’s “been there done that” and get their wisdom rather than proceed
unguided. Here are some tips:
1. Who are the people you know, who have experience in this area? Approach them for
advice. Ask them: How should you build your skill in this area? Do they have any tips for
you? What should you watch out on?
2. Engage a coach. Getting a coach isn’t cheap, but if you have the financial resources
and you get the right coach, you can shave hundreds of hours off your learning curve. My
clients, through our sessions together, have saved hundreds of hours and sped ahead in their
goals, compared to if they had struggled and dealt with these issues alone.
3. Get a mentor. Is there a senior in your company or your network of contacts who
would be willing to mentor you?
4. Study experts in the industry. Who are the experts in your field? Study them and
understand what makes them so good at what they do. Model their behavior, while adapting it
to fit you.
4) Research
Research to gather different insights and perspectives. The internet has made information
more accessible than ever. Research via these tools:
 Blogs. Blogs have become the primary way we receive information. Use Google to
find new blogs. Bookmark the blogs that look promising.
 Podcasts. In our modern world where most of our time is spent at computers, I find
audio a refreshing way to learn. iTunes and Stitcher are podcast directories with tons of free
podcasts, while Audible is an audio book portal (it’s a premium service, though your first
audio book is free). PE Podcast is listed on iTunes and Stitcher.
 Books. Books are great sources of information as they are essentially very structured
forms of content, usually a collection of the author’s best wisdom on the topic. Is there a
library where you live? If so, head to the library and borrow books related to the subject. If
not, hit the bookstores and check out their recommended books.
 Free online courses. Online courses has become a huge thing in recent years. Here
are some free course portals, including from renowned universities:
o Coursera
o edX
o Harvard online courses
o Stanford online courses
o Academic Earth
5) Attend trainings
 Courses and workshops are great ways to quickly develop skills. Think of it as a concentrated
source of information that has been organized into a structured program for your learning.
Depending on the workshop, some workshops with a lot of activities allow for experiential
learning, which means you get hands-on practice rather than learning through theory via
reading. When you attend a training, you are in the company of like-minds, which gives you
added motivation and social support in your goal.
When looking for a training, be careful to look for one with actual content and taught by a
credible trainer. Ask for a breakdown of the course curriculum. There are many courses today
that are filled with fluff and taught by people who are more interested in profits than in the
teaching, and you want to stay away from these.
6) Take action
With all that said and done, it comes down to doing. Like I share in this article, doing helps
you learn faster than simply reading.
Earlier in the article, I shared that I built my coaching skills by reading up, taking a
workshop, and working with people. The latter was the most crucial part of my learning
process, for if I had never practiced by working with real people, I would never have
known what are the things people need help in, how to best help them, and whether my
methods work. This is something I mentioned in Are Coaching Courses Necessary To Be a
Coach? — ultimately, what builds expertise isn’t theory, but practice. This is especially so if
your skill has a actionable component. That’s when you know how good you are, your blind
spots, the gap between hypothesis and reality, and your areas for improvement.
“Doing” here depends on the skill you are building. If you’re learning to program, it means
writing code, creating simple software, and testing them. If you are learning public speaking,
it means practicing in front of the mirror, taping yourself and reviewing your performance,
and speaking in front of real people, events.
While the action phase is probably the scariest phase of all, it is the most rewarding phase
because that’s when you learn the most. That’s when you stop hiding in a bubble, get out of
your comfort zone, and jump-start your learning. 🙂 The more hours you put in, the better
you will become. Allocate time to practice each day.
Read: 10,000 Hours To Develop Talent and Is Your Goal Worth 30 Minutes of Your Time
Every Day?
What Skills Do You Need to Develop?
1. What is a goal you’re working on now?
2. What are the hard and soft skills needed to pursue this goal?
3. Out of these skills, which are the core skills and which are the secondary skills?
4. For your core skills, how can you start developing them? How can you apply the
above tips?
5. When can you start taking action on these steps?
The Roles of HR and Management
Employee engagement is influenced by many factors—from workplace culture,
organizational communication and managerial styles to trust and respect, leadership, and
company reputation. In combination and individually, HR professionals and managers play
important roles in ensuring the success of the organization's employee engagement initiatives.
The role of HR
To foster a culture of engagement, HR should lead the way in the design, measurement and
evaluation of proactive workplace policies and practices that help attract and retain talent
with skills and competencies necessary for growth and sustainability.   
The role of managers
Middle managers play a key role in employee engagement, creating a respectful and trusting
relationship with their direct reports, communicating company values and setting
expectations for the day-to-day business of any organization.
Studies show that people leave managers, not companies and ensuring managers are actively
participating in and managing employee engagement is paramount. See Employee
Engagement Issues? Use These 10 Tips to Get Managers Engaged.
But middle managers need to be empowered by being given larger responsibilities, trained for
their expanded roles and more involved in strategic decisions. If an organization's executives
and HR professionals want to hold managers accountable for the engagement levels, they
should:
 Make sure that managers and employees have the tools to do their jobs correctly.
 Periodically assign managers larger, more exciting roles.
 Give managers appropriate authority.
 Accelerate leadership development efforts.
 Ask managers to convey the corporate mission and vision and to help transform the
organization.
According to a 2017 Dale Carnegie study, "Just 26% of leaders surveyed say that [employee
engagement] is a very important part of what they think about, plan, and do every day.
Another 42% say they work on it frequently, and the rest only occasionally, rarely or never." 

How to Develop and Sustain Employee Engagement

To increase employee engagement levels, employers should give careful thought to the
design of engagement initiatives.
General guidelines
As HR professionals consider adopting or modifying practices or initiatives to increase
employee engagement, they should:
 Make sound investments. The organization should consider the strategic
implications of various HR practices and determine which are more important and
merit greater investment to enhance engagement levels.
 Develop a compelling business case. HR professionals should be able to demonstrate
how these investments have led to positive, measurable business outcomes for the
organization or other businesses.
 Consider unintended consequences. When evaluating alternatives for redesigning
HR practices to foster employee engagement, think about the likely impact of the
revised policies. Are there potentially unintended, unfavorable consequences that may
occur based on the impact of that change on employees in different circumstances and
life situations?
  Base investment decisions on sound data. Employee engagement should be
measured annually. Survey items should be linked to the organization's key
performance measures, such as profitability, productivity, quality, customer
satisfaction and customer loyalty. Outcomes of employee engagement research should
include the identification of the highest-impact engagement levers and survey items
that differentiate top-performing business units from less successful units.
 Create an "engagement culture." This can be done by communicating the value of
engagement in the mission statement and executive communications, ensuring that
business units implement their engagement action plans, monitoring progress,
adjusting strategies and plans as needed, and recognizing and celebrating progress and
results.
HR practices
HR practices have a significant impact on employee engagement. The following practices can
increase employee engagement:
 Job enrichment. Incorporate meaning, variety, autonomy and co-worker respect into
jobs and tasks so that employees view their role more broadly and become more
willing to take on duties beyond their job description.
 Recruiting. Target applicants who are likely to view their work as interesting and
challenging. Encourage those who are not suited for particular work to opt out of the
process.
 Selection. Choose candidates who are most likely to perform job duties well, make
voluntary contributions and avoid improper conduct.
 Training and development. Provide orientation to create understanding about how
the job contributes to the organization. Offer skill development training to increase
job performance, satisfaction and self-efficacy.
 Strategic compensation. Use pay-for-performance programs to focus employees'
attention on incentivized behaviors. Adopt competency-based pay to encourage
acquisition of knowledge and skills and enhance employee performance.
 Performance management. Set challenging goals that align with the organization's
strategic objectives, provide feedback, and recognize accomplishments and extra
voluntary contributions.
See SHRM/Globoforce Using Recognition and Other Workplace Efforts to Engage
Employees and How to Improve the Engagement and Retention of Young Hourly Workers.
Communications
Targeted communication initiatives can enable managers and HR professionals to stay on top
of employee engagement issues, get ongoing feedback from employees and anticipate
changing needs of workgroups. Managers and HR professionals should take advantage of
opportunities to engage employees and should use varied communication methods to do
so. See Fixing Poor Engagement Starts with Understanding Its Cause.
Communication opportunities
Employers have numerous opportunities for "engageable moments," when they can motivate
and provide direction for employees. Watson Wyatt's WorkUSA report identified the
following formal and informal "engageable moment" opportunities:4
Formal opportunities include:
 Recruitment; onboarding.
 Performance reviews.
 Goal setting.
 Training.
 Communications by senior leaders.
 Employee surveys.
Informal opportunities include:
 Coaching.
 Mentoring.
 Career development discussions.
 Ongoing performance feedback.
 Recognition programs.
 Company social events.
 Personal crises.
Communication methods
The size, composition and expected reaction of the target group of employees should dictate
the type of communication used for engagement activities. Some of the communication
methods HR professionals and managers can use include:
 "Keeping in touch." Ongoing communications with workgroups can occur through
regular weekly or biweekly meetings, ideally with 10-15 employees in each meeting.
In this forum, issues can be aired or ideas can be discussed to gain immediate
feedback. Another component of keeping in touch is one-on-one meetings with an
 employee who is targeted for superior performance, identified for performance
improvement or randomly chosen from the workgroup.
 Remote communication. Different technologies allow managers and HR
professionals to maintain contact, including:
 Employee listening platforms where HR can survey workers, gather comments
and suggestions, conduct exit interviews, etc.
 Social media and mobile app resources to discuss issues, share ideas, conduct
surveys and vote on issues.
 Blogs that routinely inform and update employees on new initiatives and allow
employee responses to be recorded and openly available.
 Videoconferencing and teleconferencing.
 E-mailed newsletters.
Metrics
Many organizations conduct workforce surveys to measure levels of employee engagement
within the organization and to analyze the relationships between employee engagement and
key business outcomes. The results of such surveys can identify which engagement initiatives
are achieving desired goals. Surveys can be helpful in gauging levels of employee
engagement, but employers need to realize that employee engagement surveys differ from
other employee surveys.
For the best results, employers should create an overall engagement strategy that goes beyond
simply measuring engagement scores. Ideally, an employee engagement strategy should be
created before an engagement survey is administered. An effective plan will detail these five
components:
1. How the strategy will be communicated.
2. How action areas will be identified.
3. What measurable outcomes will be used to evaluate progress.
4. What specific actions will be taken to address the survey results.
5. How the engagement strategy will be sustained over time.

Unique aspects of employee engagement surveys

Employee engagement surveys have a different focus than other types of employee surveys.
While employee opinion and satisfaction surveys measure workers' views, attitudes and
perceptions of their organization, and an employee culture survey measures employees'
points of view to assess whether they align with the organization or its departments,
engagement surveys measure employees' commitment, motivation, sense of purpose and
passion for their work and the organization. See Employee Engagement Surveys: Why Do
Workers Distrust Them? and Carefully Craft the Employee Engagement Survey.
Creating engagement surveys
When developing employee engagement surveys, organizations should consider the
following guidelines:
 Include questions that could be asked every year or more frequently. This will provide
a base line for management of employee engagement.
 Keep language neutral or positive. For example, ask, "Is our line-to-staff ratio correct
for a company our size?" instead of "Are there too many staff for a company our
size?" Avoid negatively worded items.
 Focus on behaviors. Good questions probe supervisors' and employees' everyday
behaviors and relate those behaviors to customer service whenever possible.
 Beware of loaded and uninformative questions. For example, questions such as "Do
you look forward to going to work on Mondays?" elicit a "no" response easily, even
from engaged workers.
 Keep the survey length reasonable. Overly long surveys reduce participation rates and
may result in skewed responses because participants check answers just to finish the
survey as quickly as possible.
 If you work with a vendor that comes to you with a "standard" list of questions,
consider tailoring questions to reflect your organizational needs.
 Consider what you're saying about the organization's values in issuing the
questionnaire. Question selection is critical because it tells employees what the
organization cares enough to ask about.
 Ask for a few written comments.  Some organizations include open-ended questions,
where employees can write comments at the end of surveys, to identify themes they
might not have covered in the survey and might want to address in the future.
 Consider doing more than one type of survey, each with different questions,
frequencies and audiences. For example, "pulse" surveys are brief, more-frequent
surveys that address specific issues or are given to specific segments of the workforce,
and they can take place between annual surveys. Or conduct different surveys for
company leaders and employees, or in different business units or specific countries.
See:
Employee Engagement Platforms: More than Feedback Tools
A New World of Tools for Measuring Employee Engagement
Measuring the ROI of Employee Engagement
Using engagement surveys
After an employee engagement survey has been administered, survey data should be
reviewed in aggregate and broken down for each business unit to allow individual managers
to make changes that will truly affect engagement levels. Some experts also advocate having
line managers communicate survey results to their own employees and create action plans to
respond to survey recommendations. In addition, the organization may require that all
employees have engagement objectives in their performance reviews so that engagement
goals are developed both from the top down and from the bottom up.
Common missteps that organizations make with engagement surveys are failing to gain
senior management commitment to act on survey results and failing to use focus groups to
delve into the root of negative scores or comments. To avoid those mistakes, organizations
should:
 Have management communicate to employees that the survey is an organizational,
not a public relations, initiative.
 Consider creating a survey committee to instill broad buy-in.
 Create feedback or focus groups to determine the level of significance of specific
items mentioned in the survey.
 Involve the entire management team in the action-planning process to ensure that
changes are made based on employee feedback.
 Group open-ended survey comments by theme and categorize them at the workgroup
level to ensure confidentiality of survey feedback.
Global Issues
The factors that drive employees to be engaged in their work vary not only from country to
country but also by industry sector and within companies. Consequently, organizations that
are expanding globally need to be aware of what engages their workforce in different global
locations. See How to Fix Declining Global Productivity.
In looking to engage employees globally, employers should:
 View global HR decisions in the context of national culture.
 Use valid research—not stereotypes—to align HR practices for a local population
with actual employee attitudes and perceptions.
  Remember that the norm for engagement varies widely from country to country,
making it critical to consult data on national norms to interpret employee surveys
correctly.
 Realize that the elements that create engagement also create the employment brand.
 Understand that how the organization conducts its work reflects its organizational
culture.

7 conditions for employee engagement and work/life balance

A digital workplace platform can be leveraged to support high employee engagement and
work/life balance. 
1. Celebrate life beyond work
Use the communication tools available in your digital workplace platform to celebrate
employees (and managers and leaders too!) who are embracing life beyond work in order to
show a work/life balance policy in action. This could be a written or video interview with an
exemplary employee about their community work, hobbies or sports activities to demonstrate
that the organization recognizes life beyond work. 
Likewise, employees get a shot of encouragement to pursue their own life activities, safe in
the belief that the organization is more than supportive of them doing so. Alternatively, a
Work/Life Balance community of interest can share articles, tips and opportunities for
employees beginning or progressing on a journey towards better work/life balance.
2. Create opportunities for connection
A digital workplace platform can be used for both doing work and celebrating life beyond
work. 
Hosting life-focused communities of interest on your organization’s digital workplace
platform brings together people with common life interests, e.g., running, swimming,
painting, visiting museums, being a new parent, baking bread, etc. These communities of
interest enable work colleagues to learn from each other, take inspiration from what other
people are doing, and enable employees to contribute ideas and support to others. 
The feeling of belonging––of feeling valued and making a contribution––is a strong
contributing factor to employee engagement. Many organizations have also found that
hosting non-work communities of interest on their digital workplace platform helps with
wider user adoption, because skills learnt about engaging with others in these communities
are transferable to work-focused communities of practice and project spaces. 
3. Support remote working arrangements
Supporting remote and flexible working arrangements benefits work/life balance. More
specifically, it engenders the feeling that the organization is aware that work doesn’t have to
be done solely at a given place, and that working from home or a cafe offers a space with a
different atmosphere for high focus work. 
This support also shows that the organization recognizes that employees have other
responsibilities in life that can conflict with work schedules at times, like for example, a
dentist visit or to be at home to let the plumber in. 
Digital work tools in a digital workplace platform, such as collaborative team project sites,
can offer anywhere access to the people, applications and data required for getting work
done, even without being in the office.
4. Reinforce the bigger picture––and the priorities
The effective use of communication tools in a digital workplace platform enables robust
communication to engage employees around the bigger picture and the organization’s
strategic priorities. 
Direct communication from senior leaders sets the scene for employees to focus on where
they can make the largest contribution and be most productive in pursuit of organizational
goals, and prioritizes where they should spend their available (albeit limited) time and
energy. 
Knowing you are getting the right things done is a huge contributor to employee engagement,
and the most effective countermeasure to feeling like you’re constantly spinning your wheels
on irrelevant busywork.
5. Use open spaces for workflow
Creating team- and group-oriented workspaces in your digital workplace platform for
conversation, interaction and task assignments offers a significant benefit for work/life
balance, as opposed to the use of closed channels (e.g., email). Specifically, when it’s time
for an employee to go home and disconnect from work, other team members who are
working a different schedule can respond to and engage with new issues. 
The anxiety of dropping the ball or letting colleagues down dissipates with the use of such
open workspaces, enabling people to truly disconnect and recharge. And if needed, the
history of all interaction is available the next time the employee logs in. 
The use of such open workspaces combined with the practice of disconnection when out of
work hours has become essential in 2020 when many people are forced to work remotely,
thus blurring even more the thinning line between work and life. 
6. Automate the mundane but necessary processes
Onboarding a new employee, scheduling leave, and requesting a new laptop are just some of
the administrative tasks that employees have to do as part of their employment. A digital
workplace platform can be used to simplify and automate such mundane but necessary
processes, enabling employees to address all requirements quickly. 
Taking an employee experience approach to the design of such interactions between
employees and the organizational system reduces the burden of these tasks, enabling people
to focus on where they can add the most value.
7. Disallow access outside of work hours?
If you want to take a very hard line on work/life balance as a contributor to employee
engagement, you could always adapt your digital workplace to the French model––banning
email outside of work hours. 
Setting time-based parameters for when employees are actually able to log into your digital
workplace would make a very strong statement about the organizational expectation of fully
disconnecting and pursuing life outside of work hours. With conditional access policies, it
would be possible – if you wanted to go that far. 
Getting Started
When it comes to employee engagement and work/life balance, there’s a lot at stake. 
Employees who are actively disengaged are not serving your organization nor your customers
well. Employees who are exhausted, overworked, and slipping towards the line of burnout
will not be able to make a contribution on the job that they can look back on with fond
memories in years to come. But equally, there’s lots you can do to rebuild work/life balance
and strengthen employee engagement. 
What is work-life balance, and why is it important?
In short, work-life balance is the state of equilibrium where a person equally prioritizes the
demands of one's career and the demands of one's personal life. Some of the common reasons
that lead to a poor work-life balance include:
 Increased responsibilities at work
 Working longer hours
 Increased responsibilities at home
 Having children
A good work-life balance, said Chris Chancey, career expert and CEO of Amplio Recruiting,
has numerous positive effects, including less stress, a lower risk of burnout and a greater
sense of well-being. This not only benefits employees but employers, too. 
"Employers who are committed to providing environments that support work-life balance for
their employees can save on costs, experience fewer cases of absenteeism, and enjoy a more
loyal and productive workforce," said Chancey. Employers that offer optionsas
telecommuting or flexible work schedules can help employees have a better work-life
balance.
When creating a schedule that works for you, think about the best way to achieve balance at
work and in your personal life. Chancey said that work-life balance is less about dividing the
hours in your day evenly between work and personal life and, instead, is more about having
the flexibility to get things done in your professional life while still having time and energy to
enjoy your personal life. There may be some days where you work longer hours so you have
time later in the week to enjoy other activities. 
Here are eight ways to create a better work-life balance, as well as how to be a supportive
manager.
1. Accept that there is no 'perfect' work-life balance.
When you hear "work-life balance," you probably imagine having an extremely productive
day at work, and leaving early to spend the other half of the day with friends and family.
While this may seem ideal, it is not always possible. 
Don't strive for the perfect schedule; strive for a realistic one. Some days, you might focus
more on work, while other days you might have more time and energy to pursue your hobbies
or spend time with your loved ones. Balance is achieved over time, not each day. 
"It is important to remain fluid and constantly assess where you are [versus] your goals and
priorities," said Heather Monahan, founder of the career mentoring group, #BossinHeels. "At
times, your children may need you, and other times, you may need to travel for work, but
allowing yourself to remain open to redirecting and assessing your needs on any day is key in
finding balance." 
2. Find a job that you love.
Although work is an expected societal norm, your career shouldn't be restraining. If you hate
what you do, you aren't going to be happy, plain and simple. You don't need to love every
aspect of your job, but it needs to be exciting enough that you don't dread getting out of bed
every morning. 
Monahan recommended finding a job that you are so passionate about you would do it for
free. "If your job is draining you, and you are finding it difficult to do the things you love
outside of work, something is wrong," said Monahan. "You may be working in a toxic
environment, for a toxic person, or doing a job that you truly don't love. If this is the case, it
is time to find a new job."
3. Prioritize your health.
Your overall physical, emotional and mental health should be your main concern. If you
struggle with anxiety or depression and think therapy would benefit you, fit those sessions
into your schedule, even if you have to leave work early or ditch your evening spin class. If
you are battling a chronic illness, don't be afraid to call in sick on rough days. Overworking
yourself prevents you from getting better, possibly causing you to take more days off in the
future. 
"Prioritizing your health first and foremost will make you a better employee and person," said
Monahan. "You will miss less work, and when you are there, you will be happier and more
productive." 
Prioritizing your health doesn't have to consist of radical or extreme activities. It can be as
simple as daily meditation or exercise. 
4. Don't be afraid to unplug.
Cutting ties with the outside world from time to time allows us to recover from weekly stress,
and gives us space for other thoughts and ideas to emerge. Unplugging can mean something
simple like practicing https://www.businessnewsdaily.com, instead of checking work emails. 
Monahan said when she used to travel with her boss for work, she'd look over to find him
reading a novel while she would be doing something work-related. 
"I didn't understand at the time that he was giving himself a break and decompressing while I
was leading myself to a potential burnout," said Monahan. 
Now, Monahan practices the same tactics. She reiterated that taking that time to unwind is
critical to success and will help you feel more energized when you're on the clock.
5. Take a vacation.
Sometimes, truly unplugging means taking vacation time and shutting work completely off
for a while. Whether your vacation consists of a one-day staycation or a two-week trip to
Bali, it's important to take time off to physically and mentally recharge. 
According to the State of American Vacation 2018 study conducted by the U.S. Travel
Association, 52% of employees reported having unused vacation days left over at the end of
the year. Employees are often worried that taking time off will disrupt the workflow, and they
will be met with a backlog of work when they return. This fear should not restrict you from
taking a much-needed break. 
"The truth is, there is no nobility in not taking well-deserved time away from work; the
benefits of taking a day off far outweigh the downsides," said Chancey. "With proper
planning, you can take time away without worrying about burdening your colleagues or
contending with a huge workload when you return." 
6. Make time for yourself and your loved ones.
While your job is important, it shouldn't be your entire life. You were an individual before
taking this position, and you should prioritize the activities or hobbies that make you happy.
Chancey said that achieving work-life balance requires deliberate action. 
"If you do not firmly plan for personal time, you will never have time to do other things
outside of work," said Chancey. "No matter how hectic your schedule might be, you
ultimately have control of your time and life." 
When planning time with your loved ones, create a calendar for romantic and family dates. It
may seem weird to plan one-on-one time with someone you live with, but it will ensure that
you spend quality time with them without work-life conflict. Just because work keeps you
busy doesn't mean you should neglect personal relationships. 
"Realize that no one at your company is going to love you or appreciate you the way your
loved ones do," said Monahan. "Also [remember] that everyone is replaceable at work, and
no matter how important you think your job is, the company will not miss a beat tomorrow if
you are gone."
7. Set boundaries and work hours.
Set boundaries for yourself and your colleagues, to avoid burnout. When you leave the office,
avoid thinking about upcoming projects or answering company emails. Consider having a
separate computer or phone for work, so you can shut it off when you clock out. If that isn't
possible, use separate browsers, emails or filters for your work and personal platforms.
Additionally, Chancey recommended setting specific work hours. "Whether you work away
from home or at home, it is important to determine when you will work and when you will
stop working; otherwise, you might find yourself answering work-related emails late at night,
during vacations or on weekends off," said Chancey. 
Chancey advised notifying team members and your manager about boundaries beyond which
you cannot be accessible, because you are engaged in personal activities. This will help to
ensure that they understand and respect your workplace limits and expectations.
8. Set goals and priorities (and stick to them).
https://www.businessnewsdaily.com by implementing time-management strategies, analyzing
your to-do list and cutting out tasks that have little to no value. 
Pay attention to when you are most productive at work and block that time off for your most
important work-related activities. Avoid checking your emails and phone every few minutes,
as those are major time-wasting tasks that derail your attention and productivity. Structuring
your day can increase productivity at work, which can result in more free time to relax
outside of work.
The rise of the flexible workplace
Those who do maintain a successful balance between their often point to their flexible work
schedules. Recent research found that in the past seven years, many employers have allowed
workers greater flexibility both with their schedule and where they work.
"It is clear that employers continue to struggle with fewer resources for benefits that incur a
direct cost," said Ken Matos, lead researcher and senior director of employment research and
practice at the nonprofit research organization Families and Work Institute. "However, they
have made it a priority to grant employees access to a wider variety of benefits that fit their
individual and family needs and that improve their health and well-being."
Flexibility can pay off for employers in the long run. "As we look ahead, it is clear that in
order to remain competitive, employers must find ways to offer flexible work options if they
want to attract and retain top talent," said Hank Jackson, president and CEO of the Society
for Human Resource Management.
"Work-life balance will mean different things to different people because, after all, we all
have different life commitments," said Chancey. "In our always-on world, balance is a very
personal thing, and only you can decide the lifestyle that suits you best."
How to be a supportive manager
To help managers do a better job of supporting their employees' efforts to achieve a healthier
work-life balance, Robert Half Management Resources offers four tips
1. Know what your employees are striving for.Not everyone has the same work-life
balance goals. Talk to each employee about their objectives, and then determine what
you can do to help them. Some employees may benefit from working remotely a
couple days each week, while others may prefer altering their daily work schedule. It's
important to be open-minded and flexible. 
2. Set a good example.Your employees follow your lead. If you send emails at all hours
of the day and night or work hard on the weekends, you staff thinks that is what is
expected of them, too. 
 3. Let employees know what their options are.While employers typically do a good
job of highlighting their work-life balance offerings to prospective job candidates, the
same can't be said for communicating those initiatives to current employees.
Regularly discuss with your employees the options that are available to them. Also, sit
down with soon-to-be parents and discuss parental leave options. 
4. Stay at the forefront.It is important to keep ahead of the curve on emerging work-
life balance trends. What works today for employees might not be a good fit a year
from now. Keep your work-life balance initiatives fresh, and offer in-demand
benefits. Plus, consider offering work-life programs.
Industrial Relations The Term ―Industrial Relations‖ commonly denotes ―employee –
employee relations‖, in both organized and unorganized sectors of the economy. Industrial
Relations (also known as labour – management relations or labour relations) will be treated
here as the study of employee – employer relationship and the outcome of such relationship.
Definition According to Kapoor defined as the ―Industrial Relations is a developing and
dynamic concept and such no more limits itself merely to the complex relations between the
unions and management but also refers to the general web of relationships normally obtaining
between employees – a web much more complex than the single concept of labour capital
conflict‖.
The main aspects of Industrial Relations are:-  Labor Relations, i.e. relations between union
and management  Employer-employees relations, i.e. relations between management and
employees  Group relations, i.e. relations between various groups of workmen 
Community or Public relations, i.e. relations between industry and society.  Promotions and
development of healthy labor-managements relations.  Maintenance of industrial peace and
avoidance of industrial strife  Development of true industrial Democracy
Importance of industrial relation 8  Uninterrupted production  Reduction in Industrial
Dispute  High morale - Industrial relation improves the morale of employees  Mental
revolution  Economic growth and Development  Discourages unfair practices 
Enactment of statutory provisions Uninterrupted Production  To ensure continuity of
production.  continuous employment for all from manager to workers  The resources are
fully utilized, resulting in the maximum possible production. There is uninterrupted flow of
income for all. Reduction in Industrial Disputes Good industrial relation reduces the
industrial disputes.
Disputes are reflections of the failure of basic human urges or motivations to secure adequate
satisfaction or expression which are fully cured by good industrial relations. High morale
Good industrial relations improve the morale of the employees. Employees work with great
zeal with the feeling in mind that the interest of employer and employees is one and the same,
i.e. to increase production. Mental Revolution The main object of industrial relation is a
complete mental revolution of workers and employees. The industrial peace lies ultimately in
a transformed outlook on the part of both. It is the business of leadership in the ranks of
workers, employees and Government to work out a new relationship in consonance with a
spirit of true democracy. New Programmes New programmes for workers development are
introduced in an atmosphere of peace such as training facilities, labor welfare facilities etc. It
increases the efficiency of workers resulting in higher and better production at lower costs.
Reduced Wastage Good industrial relations are maintained on the basis of cooperation and
recognition of each other. It will help increase production. Wastages of man, material and
machines are reduced to the minimum and thus national interest is protected. Functional
Requirements Of A Successful Industrial Relations Programme 9 Top Management Support:
Since industrial relations is a functional staff service, it must necessarily derive its authority
from the line organization. This is ensured by providing that the industrial relations director
should report to a top line authority to the president, chairman or vice president of an
organization. Sound Personnel Policies: These constitute the business philosophy of an
organization and guide it in arriving at its human relations decisions. The purpose of such
policies is to decide, before any emergency arises, what shall be done about the large number
of problems which crop up every day during the working of an organization. Policies can be
successful only when they are followed at all the level of an enterprise, from top to bottom.
Adequate Practices should be developed by professionals: In the field to assist in the
implementation of the policies of an organization, a system of procedures is essential if
intention is to be properly translated into action. The procedures and practices of an industrial
relations department are the ―tool of management‖ which enables a supervisor to keep ahead
of his job that of the timekeeper, rate adjuster, grievance reporter and merit rater. Detailed
Supervisory Training: To ensure the organizational policies and practices are properly
implemented and carried into effect by the industrial relations staff, job supervisors should be
trained thoroughly, so that they may convey to the employees the significance of those
policies and practices. They should, moreover, be trained in leadership and in
communications. Follow-up of Results: A constant review of an industrial relations
programme is essential, so that existing practices may be properly evaluated and a check may
be exercised on certain undesirable tendencies, should they manifest themselves. A follow up
of turnover, absenteeism, departmental morale, employee grievances and suggestion; wage
administration, etc. should be supplemented by continuous research to ensure that the policies
that have been pursued are best fitted to company needs and employee satisfaction. Hints of
problem areas may be found in exit interviews, in trade union demands and in management
meetings, as well as in formal social sciences research.

Industrial Disputes. Industrial Disputes mean any dispute or difference between employers
and employers, or between employers and workmen or between workmen and workmen,
which is connected with the employment or non – employment o r term of employment or
with the conditions of labour of any person‖. Definition According to the Industrial Disputes
Act, 1947, Section 2(k); ―Industrial Disputes mean any dispute or difference between
employers and employers, or between employers and workmen or between workmen and
workmen, which is connected with the employment or non – employment o r term of
employment or with the conditions of labour of any person‖.
Impacts of industrial relations conflict for a business Industrial relations conflict can affect
the business in the following way.
 Reduced productivity  Loss of profits  Damage to public image  Difficulty in
recruiting & keeping staff  Wasted time and energy  Increased costs
1.Reduced productivity Due to lack of interests, labour will not concentrate in quantity and
quality of production. It leads to loss of profit. 2. Loss of profits Even though all companies
and organizations are targeting in profits, they can‘t proceed for that goals because of labour
absence and decrease in production. 3. Damage to public Image Company‘s good will and
self image is very important in this competitive world. So, due to industrial disputes and
strikes that image will be get down in people mind. 4. Difficulty in recruiting & keeping staff
Employee must have the value and satisfaction in their working period about the company,
but if the firm‘s value has damaged due to industrial disputes means the company can‘t
recruit any other employees to their company and fulfilment of goals. 19 5. Wastage of time
and Energy If unnecessary disputes arises inside the organization and it is continuing means it
will result in major discussion and finally it leads to wastage of time and energy. 6. Increased
costs The mantra for perfect business is decrease in cots and increase in profits, but the
increase in industrial disputes will have the main problem of increase in costs and decrease in
production and also the profit Major impacts: 1. Unrest and unnecessary tensions engulf the
hearts and minds of all the people involved - labour and senior management. 2. There is
economic loss due to conflicts because conflicts may result in strikes and lock-outs. This
causes low or no production resulting in industrial loss. 3. Industrial loss may cause economic
depression because many industries are interlinked. A problem in one industry may
drastically affect another industry. 4. The lives of low-level labourers become worse when
they are out of work. They may be the only working members of the family, and their
joblessness may lead everyone in the family to poverty. 5. When industrial conflicts get out
of hand, they become a threat to peace and security. Workers may resort to violence and
indulge in sabotage.

2.3 Causes Of Industrial Disputes Handling employee misconduct is a very critical task to be
performed by the senior managers. Misconduct and other offensive behaviors often lead to
decreased levels of productivity as they affect the individual performance of the employees.
To manage discipline among employees, every company opts for a discipline policy which
describes the approach it will follow to handle misconduct. The causes of industrial disputes
can be broadly classified into two categories: economic and non-economic causes. The
economic causes will include issues relating to compensation like wages, bonus, allowances,
and conditions for work, working hours, leave and holidays without pay, unjust layoffs and
retrenchments. The non economic factors will include victimization of workers, ill treatment
by staff members, sympathetic strikes, political factors, indiscipline etc.  Wages and
allowances  Personnel and retrenchment 20  Indiscipline and violence  Bonus  Leave
and working hours Wages and allowances Since the cost of living index is increasing,
workers generally bargain for higher wages to meet the rising cost of living index and to
increase their standards of living. In 2002, 21.4% of disputes were caused by demand of
higher wages and allowances. This percentage was 20.4% during 2003 and during 2004
increased up to 26.2%. In 2005, wages and allowances accounted for 21.8% of disputes.
Personnel and retrenchment Personnel and retrenchment: The personnel and retrenchment
have also been an important factor which accounted for disputes. During the year 2002,
disputes caused by personnel were 14.1% while those caused by retrenchment and layoffs
were 2.2% and 0.4% respectively. In 2003, a similar trend could be seen, wherein 11.2% of
the disputes were caused by personnel, while 2.4% and 0.6% of disputes were caused by
retrenchment and layoffs. In year 2005, only 9.6% of the disputes were caused by personnel,
and only 0.4% were caused by retrenchment. Indiscipline and violence: From the given table,
it is evident that the number of disputes caused by indiscipline has shown an increasing trend.
In 2002, 29.9% of disputes were caused because of indiscipline, which rose up to 36.9% in
2003. Similarly in 2004 and 2005, 40.4% and 41.6% of disputes were caused due to
indiscipline respectively. During the year 2003, indiscipline accounted for the highest
percentage (36.9%) of the total time-loss of all disputes, followed by cause-groups wage and
allowance and personnel with 20.4% and 11.2% respectively. A similar trend was observed in
2004 where indiscipline accounted for 40.4% of disputes. Bonus: Bonus has always been an
important factor in industrial disputes. 6.7% of the disputes were because of bonus in 2002
and 2003 as compared to 3.5% and 3.6% in 2004 and 2005 respectively Leave and working
hours: Leave and working hours: Leaves and working hours have not been so important
causes of industrial disputes. During 2002, 0.5% of the disputes were because of leave 21
and hours of work while this percentage increased to 1% in 2003. During 2004, only 0.4% of
the disputes were because of leaves and working hour
. 2.4 Strikes  Strike is ―a temporary cessation of work by a group of employees in order to
express their grievance or to enforce a demand concerning changes in work conditions‖. 
Section 2(q) of the Industrial Disputes Act, 1947, defines a strike as ―a cessation of work by
a body of persons employed in any industry acting in combination, or a concerted refusal
under a common understanding of a number of persons who are or have been so employed to
continue to work or to accept employment‖.
Types of Strikes
 Go slow - Go slow does not amount to strike but it is a serious case of misconduct.
 Hunger strike-Some workers may resort to fast on or near the place of work or residence of
the employer
 Lightning or wildeat strike -It is an unofficial strike ie., a strike not sanctioned by the
union. Such strikes occur in violation of the no strike pledge in collective bargaining
agreements
 Stay in, sit down, pen down or Tool down strike
- In all such cases the workmen after taking their seats, refuse to do work by their
combination  Symapathetic strike-Cessation of work in the support of the demand workmen
belonging to their employer. The management can take disciplinary actions for the absence of
workmen.
 Economic Strike-In this type the members of trade union stop work to enforce their
economic demands such as increase in wages, bonus and other benefits.
 General strike-It means a strike by members of all or most of the unions in region or an
industry. It nay be a strike of all or most of the unions in region or an industry.
 Lock outs-It is declared by the employers to put pressure on their workers.
It is an act on the part of the employers to close down the place of work until the workers
agree to resume work on the terms and conditions specified by the employers.
 Lay off-Lay off means failure, refusal or inability of an employer, shortage of power or
raw materials or accumulation of the stocks or the breakdown of the machinery or for any
other reason not to give employment to a workman.
 Retrenchment-It means the termination of the service of a workman for any reasons by the
employer. It does not include the voluntary retirement of the workman.
 Gherao-It denotes collective action by the workers which members of the management will
be imprisoned by them.
 Picketing-When workers are dissuaded a certain men at the factory gates it is called as
picketing. It is perfectly legal . It is to draw the attention of public.
 Boycott-The workers may decide to boycott the company by not using its products. It
affects marketability of its products.
Concept of labour welfare Labour welfare is an important dimension of industrial relation,
labour welfare includes overall welfare facilities designed to take care of well being of
employee's and in order to increase their living standard.It can also be provided by
government, non government agencies and trade unions. The concept of labour welfare is
flexible and elastic and differs widely with time, region, industry, social values and customs,
degree of industrialization, the general socio – economic development of the people and the
political ideologies prevailing at a particular time. It is also molded according to the age –
group, sex, socio – cultural background, marital and economic status and educational level of
the workers in various industries.
Voluntary welfare activities. Personal Health Care (Regular medical check-ups): Some of the
companies provide the facility for extensive health check-up Flexi-time: The main objective
of the flextime policy is to provide opportunity to employees to work with flexible working
schedules. Flexible work schedules are initiated by employees and approved by management
to meet business commitments while supporting employee personal life needs Employee
Assistance Programs: Various assistant programs are arranged like external counseling
service so that employees or members of their immediate family can get counseling on
various matters. Harassment Policy: To protect an employee from harassments of any kind,
guidelines are provided for proper action and also for protecting the aggrieved employee.
34 Maternity & Adoption Leave – Employees can avail maternity or adoption leaves.
Paternity leave policies have also been introduced by various companies. Medi-claim
Insurance Scheme: This insurance scheme provides adequate insurance coverage of
employees for expenses related to hospitalization due to illness, disease or injury or
pregnancy. Employee Referral Scheme: In several companies employee referral scheme is
implemented to encourage employees to refer friends and relatives for employment in the
organization. 3.6 Various statutory welfare activities Statutory welfare measures mainly
include welfare facilities provided within the precincts of an industrial establishment. They
form part of the employers‟ statutory obligations. All welfare states provide welfare to the
labour by securing and protecting social order to ensure social, economic and political justice.
PROVISIONS REGARDING THE WELFARE OF WORKERS Washing. In every factory
adequate and suitable facilities for washing shall be provided and maintained. They shatI be
conveniently accessible and shall be kept clean. There must be separate provisions for male
and female workers.-Sec. 42. Storing and drying. The State Government may make rules
requiring the provision of suitable facilities for storing and drying clothing.-Sec. 43. Sitting.
Sitting facilities must be provided for workers who have to work in a standing position. so
that they may take rest when possible. When work can be done in a sitting position efficiently
the Chief Inspector may direct the provision of sitting arrangements. Sec. 44. First aid. Every
factory must provide first aid boxes or cupboard. They must contain the prescribed materials
and they must be in charge of persons trained in first aid treatment. Factories employing more
than 500 persons must maintain an ambulance roam containing the prescribed equipment and
in charge of the prescribed medical and nursing staff-Sec. 45. Canteens. Where more than
250 workers are employed. the state Government may require the opening of canteen or
canteens for workers. Rules may be framed regarding the food served. its management etc.,..-
Sec. Shelters. In every factory where more than 150 workers are employed there must be
provided adequate and suitable shelters or rest. rooms and a lunch room (with drinking 35
water supply) where workers may eat meals brought by them. Such rooms must be
sufficiently lighted and ventilated and must be maintained in a cool and clean condition~.
The standards may be fixed by the State Government. -Sec. 47 Creches. In every factory
where more than 30 women a employed, a room shall be provided for the use of the children
(below 6 years) of such women. The room shall be adequate size. well lighted and ventilated,
maintained in a clean and sanitary condition and shall be in charge of a woman trained in the
care of children and infants. The standards shall be laid down by the State Government.Sec.
48. Welfare officers. Welfare officers must be appointed in every factory where 500 or more
workers are employed. The State Government may prescribe the duties, qualifications etc. of
such officers. Sec. 49. Rules. The State Government may make rules regarding the welfare of
workers.-Sec. 50.

NON STATUTORY SCHEMES Many non statutory welfare schemes may include the
following schemes: Personal Health Care (Regular medical check-ups) Some of the
companies provide the facility for extensive health check-up Flexi-time The main objective
of the flextime policy is to provide opportunity to employees to work with flexible working
schedules. Flexible work schedules are initiated by employees and approved by management
to meet business commitments while supporting employee personal life needs Employee
Assistance Programs Various assistant programs are arranged like external counseling service
so that employees or members of their immediate family can get counseling on various
matters. Harassment Policy To protect an employee from harassments of any kind, guidelines
are provided for proper action and also for protecting the aggrieved employee. 36 Maternity
& Adoption Leave Employees can avail maternity or adoption leaves. Paternity leave policies
have also been introduced by various companies. Medi-claim Insurance Scheme This
insurance scheme provides adequate insurance coverage of employees for expenses related to
hospitalization due to illness, disease or injury or pregnancy. Employee Referral Scheme In
several companies employee referral scheme is implemented to encourage employees to refer
friends and relatives for employment in the organization. 5

Different Categories of Labour Welfare Some of the major categories of labour welfare are:
(1) Intra-mural Facilities (2) Extramural Facilities (3) Statutory Facilities (4) Mutual
Facilities and (5) Voluntary. It is very difficult to classify the welfare activities into certain
broad categories.
(1) Intra-mural Facilities: The facilities provided inside the factory are known as intra-mural
facilities. These facilities include activities relating to minimisation of industrial fatigue,
provision of safety measures like fencing and covering of machines, good layout of the plant
and machinery, sufficient lighting conditions, provision of first aid appliances etc. Provisions
of such facilities are also obligatory in all industrial establishments all over the world.
(2) Extra-mural Facilities: Facilities offered to the workers outside the factory are known as
extra-mural facilities. They include better housing accommodations, indoor and outdoor
recreation sports, educational facilities etc. The provision of these facilities is voluntary.
Earlier, due attention was not given to the provision of extra-mural facilities to the workers
but now it is realised that these facilities are very important for the general welfare and
upliftment of the workers.
(3) Statutory Facilities: Under this category, welfare facilities are provided according to the
labour legislations passed by the Government. The nature and coverage of these facilities
vary from country to country. Again these facilities may be either intra-mural facilities or
extramural facilities. These facilities must be provided by all the employers and cannot be
ignored. Any contravention of the statutory provisions shall render the employer punishable
under the Act concerned.
The National Commission of Labour has divided all the statutory measures under two distinct
heads: 1. Facilities which have to be provided irrespective of the size of the establishment
e.g., drinking water. 2. Facilities which are to be provided subject to the employment of a
specified number of persons, e.g., creches.
(4) Mutual Facilities: These facilities are usually outside the scope of the statutory facilities.
These activities are voluntarily undertaken by the workers themselves for their own interest.
As such the employer has no say in it.
(5) Voluntary: The facilities which are voluntarily provided by the employers come under
this category. Hence these are not statutory. No doubt, the activities under this category
ultimately lead to increase in the efficiency of workers.

7 Most Common Causes of Workplace Accidents Shortcuts Humans are notoriously lazy, so
taking shortcuts is a rather common practice in all walks of life, not necessarily work alone.
However, when workers take shortcuts at work, especially when they are working around
dangerous machinery or lethal chemicals, they are only exposing themselves to a potential
catastrophe. Simply put, shortcuts that are taken on the job are not actually shortcuts. They
are simply increasing your risk of injury, or worse, death. Overconfidence Confidence is
always a great thing to have, but there is also such a thing as too much confidence. When
workers walk into work everyday with the attitude that, ―It will never happen to me‖, they
are setting an attitude that leads to incorrect procedures, methods, and tools while working.
Be confident, but remember that you are not invincible. Poor, or Lack Of Housekeeping
Whenever someone walks through your workplace, they can get a pretty good idea of your
attitude towards workplace safety by just looking at how well you‘ve kept up your area.
Housekeeping is one of the most accurate indicators of the company‘s attitude towards
production, quality, and worker safety. A poorly kept up area leads to hazards and threats
everywhere. Not only does good housekeeping lead to heightened safety, but it also sets a
good standard for everyone else in the workplace to follow. 42 Starting a Task Before
Getting All Necessary Information The quickest way to get a job done is to do it right the first
time. To do it right the first time, you need to make sure that you have any and all pertinent
information relating to the task you will be performing. Workers who begin a job with just
half the information, or half the instructions, are essentially doing the job while blind.
Remember this; it‘s not stupid to ask questions, it is stupid not to. Neglecting Safety
Procedures This is probably the worst thing that any employee at any level in the
organization can do. Deliberately neglecting set safety procedures in the workplace doesn‘t
just endanger yourself, but it endangers the workers around you as well as the company as a
whole. Casually following safety procedures doesn‘t work either. You are paid to follow
workplace safety procedures, not your own. Mental Distractions Everyone has a life outside
of the workplace, and sometimes life can take dips and turns that affect your emotions and
your mood negatively. However, as harsh as it sounds, workers cannot let mental distractions
from their personal lives affect their performance at work. Not only will they become less
aware of their surroundings and less safe, but they will also become less productive, costing
the company time and money. Types of Industrial Accidents Industrial accidents can occur in
many different industries. From mining to construction, each industry has its unique
challenges and hazards. Even with strict state and federal regulations, workplace safety can
often depend on individual employers and how seriously they take safety in the workplace.
Construction Accidents Construction sites are one of the most dangerous places to work.
Despite strict regulations, workers are often seriously injured. Chemical Plant Accidents
Industrial plants often house combustible chemicals that are either the byproducts of
manufacturing, or the basis for creating new chemicals. Regardless, exposure to chemicals is
a real and everyday danger that plant workers face. Click here to read more about plant
accidents. Industrial Plant Accidents Industrial plants such as fertilizer plants have been in the
news of late for huge explosions that have resulted in numerous fatalities. Safeguarding every
aspect of these plants is an expensive proposition, and oftentimes employers cut corners at
the expense of employee safety. 43 Mining Accidents Mines are notoriously dangerous
places to work. Not only are miners more to collapses and the injuries that can result, but they
are also subjected to dust, chemicals, and other hazardous materials. 4.2 Preventing Industrial
Accidents The organization should have strong voluntary machinery for the prevention of
accidents and should follow strictly the guidelines issued by the Government. The machinery
for prevention of accident and can be studied under heads (a) voluntary machinery and (b)
regulatory machinery. New techniques in accident prevention Ergonomics Functional
anatomy Physiology Engineering Psychology Damage control Industrial hygiene Department
Industrial health programme General safety Rules 5 Best Practices to Prevent Workplace
Accidents Shortcuts & Shortcomings It's natural to want to get the job finished on schedule --
or even ahead of time -- but with a "get it done quick" attitude, accidents happen. Don't take
shortcuts -- stick to the instructions and work with diligence and awareness of your
surroundings. Also, if there are shortcomings in the instructions, don't begin the work until
they are clarified and all your questions are answered! You must always be comfortable and
familiar with the procedure before commencing any work.
PROVISIONS REGARDING THE SAFETY OF WORKERS Sections 21 to 40A, 40B and
41 of the Act lay down rules for the purpose of securing the safety of workers. Summary of
the provisions of the Factories Act regarding the safety of the workers are stated below:
(Sections 2l to 41) . 1. Fencing ot machinery. All dangerous machinery must be securely
fenced e.g., moving .parts- of prime movers and flywheels connected to every prime mover.
electric generators. etc.-Sec. 2l. 46 2. Work on or near machinery in motion. Work on or near
machinery in motion must be carried out only by specially trained adult male workers
wearing tightly fitting c1othes.-Sec. 22. 3. Employment of young persons on dangerous
machines. No young person shall work at any danger()us machine' unless he has been
specially instructed as to the dangers and the precautions to be observed. has received
sufficient training about th~ work. and is under the supervision of some person having
thorough knowledge and experience of the machine.-Sec. 23. 4. Striking gear and devices for
cutting off power. In every factory suitable devices for cutting off power in emergencies from
running machinery shall be provided and maintained in every workroom.~. 24. 5. Self-acting
machines. Moving parts of a self-acting machine must not be allowed to come within 45 cms.
of any fixed structure which is not part of the machine.-Sec. 25. 6. Casing of new machinery.
In all machinery installed after the commencement of the Act. certain parts must be sunk,
encased or otherwise effectively guarded e.g.. set screw. bolt. toothed gearing etc. -sec. 26. 7.
Women and children near cotton Openers. Women and children must not be allowed to work
near cot/On openers, except In certain cases.-Sec. 27 8. Hoists, lifts, chains etc, Every hoist
and lift must be so constructed as to be safe. There are detailed rules as to how such safety is
to be secured. There are similar provisions regarding lifting machines. chains, ropes and
lifting tackle .Sec. 28. 29. 9. .Revolving machinery. Where grinding is . carried on the
maximum safe working speed of every revolving machinery connected therewith must be
notified. Steps must be taken to see that the safe speed is not exceeded.-Sec. 30. 10. Pressure
plant. Where any operation is carried on at a pressure higher than the atmospheric pressure,
steps must be taken to ensure that the safe working pressure is not exceed~cL-.sec. 31. . 11.
Floors, stairs and means of access. All floors, steps, stairs, passage and gangways shall be of
sound construction and properly maintained. Handrails shall be provided where necessary.
Safe means of access shall be provided to the place where the worker will carry on any
work.-Sec. 32. 47 12. Pits, sumps. openings in floors etc. Pits. sumps. openings in floors etc.
must be securely covered or fenced.-Sec. 33. 13. Excessive weights. No worker shall be made
to carry a load so heavy as to cause him injury.-8ec. 34. 14. Protection of eyes. Effective
screen or suitable goggles shall be provided to protect the eyes of the worker from fragments
thrown off in course of any manufacturing process and from excessive light if any.-Sec. 35.
15. Precautions against dangerous fumes. No person shall be allowed to enter any chamber.
tank etc. where dangerous fumes are likely to ,be present. unless it is equipped with a
manhole or other means of going out. In such space no portable electric light of more than
24 ,volts shall be used. Only a lamp or light of flame proof construction can be used in such
space. For people entering such space suitable breathing apparatus, reviving apparatus etc.
shall be provided. Such places shall be cooled by ventilation before any person is allowed to
enter.-8ecs. 36 and 36A. 16. Explosive or inflammable gas etc. where a manufacturing
process produces inflammable gas. dust. fume. etc. steps must be taken to enclose the
machine concerned, prevent the accumulation of substances and exclude all possible sources
of ignition. Extra precautionary measures are to be taken where such substances are worked
at greater than the atmospheric. pressure.-Sec. 37. 17. Precaution in case of fire. Fire escapes
shall be provided. Windows and doors shall be constructed to open outwards. The means of
exit in case of the fire shall be clearly marked in red letters. Arrangements must be made to
give warning in case or fire -sec. 38 18. Specifications of defectives etc. and safety of
buildings and machinery. If any building or machine is in a defective or dangerous condition,
the inspector of factories can ask fer the holding of tests to determine how they can be made
safe. He can also direct the adoption of the measure necessary to make them safe. In case of
immediate danger, the use of the building or machine can be prohibited.-Secs. 39. 40. 19.
Maintenance of Buildings. If the Inspector of Factories thinks that any building in a factory,
or any. part of it. is in such a state of disrepair that it is likely to affect the health and welfare
of the workers. he may serve on the occupier or manager or both in writing specifying the
measures to be done before the specified date. Sec. 4OA

Occupational hazards An industrial worker can be exposed in the following types of hazards,
depending upon his occupation
Chemical Hazards: The common chemical substances, such as carbon monoxide, carbon
diox-ide, nitrogen dioxide, sulphur dioxide, hydrocarbons, sulphuric acid, tannic acid acetic
acid, fumeric acid, ozone, limes and alkalies cause injury to the employee when they are
absorbed through skin and inhaling or ingesting. Workers may suffer from respiratory
diseases, skin diseases, allergy, heart disease, cancer and neurological disorders. These
diseases may be temporary or chronic in nature. Often a disease may be difficult to diagnose
because either its symptoms may appear after a long dormant period or may not be apparent
at all. These diseases often shorten employee s life expectancy.
Biological Hazards 51 These hazards are manifested by diseases caused by bacteria, fungi,
vi-ruses, insects, dietary deficiencies, excessive drinking, allergies, brain fever, imbalances,
tetanus, stresses and strains. All these tell upon employee‘s health.
Environmental Hazards Environmental hazards may include noise pollution, vibration and
shocks, illumination, radiation, heat, ventilation, air and water pollution. These hazards cause
redness of eyes, genetic disorders, cancer, sterility, hearing loss, nerve injury etc., to workers.
Psychological Hazards Industrial/job stress caused by various stressors such as task and role
demands, ganisational leadership, lack of group cohesion, intergroup and interpersonal
conflicts, life and career changes, etc., lead to emotional disturbances.