Manpower management has always been the blind spot of the Indian industry. It has been found convenient and fashionable to blame the Labour Laws for ‘ALL’ the ailments of manpower management; But laws are only the outer bounds of conduct in the society. It is never explained as to why is there a need to tread only these parameters and what prevents managements from being rational and strategic well within these parameters. Needless to quote authentic surveys – one fact is undeniable that Indian industry ‘at large’ is quite poor in ‘best practices‘ in manpower management in the world. The colonial mindset shows itself on the hierarchical and vertical organizational structures, Government like patterns of salary sub-heads and nomenclature in the industry. Bureaucratization is considered to be enemy number one of entrepreneurship in all developed industries and countries but in India it is still considered a ‘virtue’ even in the industry (sad). The success of some enlightened ones in the country is a proof of the existence of a larger malady in the industry in this respect.

However now when the the Indian industry is facing global competition in the new economic scenario– it is no more ‘possible‘ and ‘viable‘ to hide our deficiencies on the subject. It is easy to understand that, if we do not perform well in the global market some one else will; The one who has rational alternatives will survive, the rest will perish - is the simple rule now. So it is imperative to wake up to the needs of productivity and growth in the industry..

Given here is a Strategic Manpower Management Plan. Its ultimate aim is optimum return on investments, profits and growth of the organization. There are many modern concepts applied, explicitly or implicitly in it. It is different in form and approach in many ways from conventional systems. It is only a recommendation of a certain approach, but the practical application of the plan can vary as per specific needs of the organization, it’s structure, culture and nature of process on the shop floor. Certain concepts used in the plan may not be properly understood so may need specific guidance on it. A change of irrational or rigid mindset of the top management is a prerequisite to implement such a plan. However the food for thought is as follows:

CASH

NON CASH ( KIND)

• Beyond 50% of carry home as variable component, the compensation should essentially be in kind and not in cash.
• Regular perks in kind – quarterly / ½ yearly to mark certain regular level of productivity.
• Facility / perk to mark a special achievement within a month of the job done.
• Further / profit sharing only in kind e.g. funding education of employees and their children; gift of consumer durables; L.T.C etc.
• TEACH EMPLOYEES HOW TO SPEND , DEVELOP CULTURE AND ATTITUDE………
• TREAT THEM AS ASSETS AND PARTNERS IN BUSINESS AND NOT A COMPONENT OF COST OF MANUFACTURING…….