The opening up of our economy to global competition, and the rapid changes taking place in the consequent scenario has given a knee jerk to Indian business as also the society at large. We are taking expensive time to comprehend that the Era of Monopolies in business is swiftly coming to an end. In the ‘Agriculture Age’ the monopolies on land holding were dominant; in the ‘Industrial Age’ the financial resources were the controlling factor which is already crumbling and we are entering the ’Information Age’ wherein the controlling factor is the human intelligence, knowledge and capability.

The conservative old guard in the industry is yet to discern that in the ensuing competition ‘ Productivity ’ is more important than ‘ production ’. As only this can ensure quality products and services at minimal competitive cost; and productivity is all about knowledge, attitude, and efficiency in human activity only. This in turn can be optimised only when the human resource is made to feel as an integral part and parcel of the business activity - and not just another commodity or cost of production in it, as has been the general approach till now. It has become imperative to understand that unless there is an absolute convergence and alignment of personal goals and organisational goals in an industry, besides a symbiotic attitude, there is bound to be divergence, dissension or even desertion in human activity in it.

In a decayed Indian society wherein human relations have been predominantly vertical - ruler and ruled, master and servant, exploiter and the exploited, big fish eating small fish, it is taking a lot of expensive time to change. Besides the vertical nature of relationship in our society mentioned above, the mountain sized ‘Indian Ego’ is also an impediment to the required changes in our functioning in the industry. It is now quite apparent that these changes in attitude and functioning could be spurred only by one factor, - a threat to the very survival of the business activity itself, in the extremely competitive environment coming into existence. If we observe carefully, this is exactly what is happening. The industry is being compelled by the changing environment to find ways and means to acquire, develop and maintain good human resources out of sheer compulsion. So we have started hearing of a mushrooming business of agencies for selection and recruitment of personnel and consultants offering courses for Human Resource Development and the like. It is becoming so fashionable to be on the bandwagon of ‘H.R.D.’ that some time ago a well-established Industrialist redesignated (or promoted), his senior most manager handling ‘Liaison’ work as “Chief General Manager (H.R.D.)” - It was obviously a perverted decision.

But the wise amongst the Industrialists has started pondering, as to whether the illiterate or unqualified cheap labor is really cheap and whether he can rely upon it in the event of technical upgradation; Why only the Personnel Manager is supposed to manage the human resource (if at all he really does it) and why all managers in the shop floor should not know how to behave, motivate and manage the work force there; Why is it that first there is mismanagement and then the Personnel Department (Manhandling Department in many Industries) is called over to douse the fire. Another manifest question that has emanated in the rethinking process especially in the medium scale industry is that if the Personnel Department is not actively doing the work of training and development, does not act as a catalyst in the process of human resource development, or does not ensure selection and recruitment of qualified personnel or is not contributing to infusion of innovative management techniques and it’s importance or survival is dependent only on crisis handling or problem disposal, then! Does it not motivate the creation of problems and crisis every now and then for its very survival and subsistence?

However, after all the ifs and buts of rethinking in the new emerging economic scenario it is clear that: -

• It is necessary to engage literate manpower, carefully adjudged for requisite traits and capabilities, because cheap illiterate manpower is no more cheap - it is a liability, which could be jeopardy in high-tech work environment.
• The right man has to be put on the suitably right job.
• He is not to be paid good ’ Wages ‘ but has to be ‘Compensated’ properly, not for the work done in eight hours a day, but for his mental and physical ‘contribution’ to the profits and growth of the organization.
• Organizational structure and environment has to be such that it facilitates the employee’s identification as part and parcel of the organization and should not dilute authority, initiative or responsibility (accountability) besides expression of hidden talents.
• There has to be excellent communication especially regarding work to be performed and that has been performed, so as to make an employee feel his achievements and contribution inside him.
• Technical skill up gradation must be ensured through regular on job and off job training programs to prevent obsolescence and facilitate job enrichment.
• Career planning of employees has to be actively assisted for two purposes, one is to show them their possible ascent, if certain skills, knowledge and experience is acquired; and secondly to show him the maximum possible if not very high, lest his expectations beyond real possibilities breeds frustration if not met with.
• Inculcate a culture of learning to create a ‘Learning Organisation’ so as to not only be able to compete profitably, but also to grow ‘vertically’ and horizontally (and escape death).