Synopsis: Communication For Productivity
Letters written to some 7500 Workers / Managers /
Union Leaders, following a period of strike / Go slow / Murders (1979 -
1987), at Mumbai factory of Larsen & Toubro Ltd. This direct / open /
honest communication led to a remarkable atmosphere of trust between
Workers and Management, which, in turn, increased productivity at 3% per year
(ave).
|
16 Mar 1983
To:
Dear Mr.
THE
NECTAR-AND THE POISON!
Sub: EMPLOYEE SURVEY
Almost a
year ago, we had hired M/s. Marketing Business Associates to conduct an
employee survey at Powai and City Offices. With the cooperation of the Union,
some 2500 Unionised employees were interviewed by 10/12 investigators, over a
period of 6 months.
I was happy
that, once the objectives of the survey were explained, not only you and your
colleagues joined in framing the questionnaire, you, in turn, explained the
objectives to the employees and urged them to cooperate with the investigators
by being open and providing frank and honest answers.
This
cooperation on the part of the Union and the employees, in a totally voluntary
manner, is what makes the survey unique.
It is quite
possible that other companies might have conducted surveys for an equally large
number of employees.
What makes
our survey unique is,
·
the coverage
of subjects
·
the depth of
probing
·
the
treatment (conjoint analysis)
To the best
of my knowledge, no Indian company has ever attempted ('dared' would be more
appropriate!) to ask its unionised employees:-
'Now that we
are about to begin negotiations on the Charter of Demands, what kind of a
compensation-package would you like to receive?'
But we did.
And if the
Management dared to think about this, you were even more courageous in agreeing
to the proposal!
I am sure,
both of us did not quite know what to expect when the findings were submitted.
It was like agreeing to participate in the 'Dadhimanthan' - the churning of the
Ocean; it could throw-up anything disregarding your 'likes' and 'dislikes'.
Except this
'Dadhimanthan' differed from the ancient, in one vital respect:
The
Management and the Union did not represent the 'Devas' and the 'Asuras' - and
should the survey throw-up any poison, we do not have a third-party. Lord Shiva
to hold it in his throat!
You have the
MBA report with you for sometime now - and I am sure you are as much surprised
with some of the findings as I am. There are also a few which are more or less
as expected.
If you or
your colleagues need any assistance in interpreting the findings, please let me
know. I can arrange for the MBA team to make a presentation.
But do not
expect MBA to answer a question like
"Well,
now you have found out what employees want but what are they going to
get?"
The
survey-findings can only help the Union and the Management to find an answer to
this question during the negotiations on
the Charter of Demands.
And I have
repeatedly stressed that any attempt to find an answer, must have, for its
basis, the acceptance of the principle of
'Post-performance
Reward'
If we wish
to conclude the negotiations in any reasonable length of time, it is essential
that we have an acceptance of this principle at the earliest.
Once you
indicate your willingness to negotiate on the basis of this principle, we can
jointly start work on evolving a suitable formula and mechanism.
I earnestly
request you to give this your serious thought. As far as I am concerned, I do
not see any other way employees anywhere in the world can expect to improve
their standard-of-living (and not mere neutralisation of cost of living)
without first and continuously raising the productivity of their organisation.
With
regards,
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