2. Background
The company started its sheet metal component supplies
to Hero in 1987
Ventured into additional products such as locks,
mirrors,rims etc
Sandhar acquired Adeep group in 2005
Has a HR workforce of only 60 people managing 5800
employees
Started a unit in Barcelona called TECFISA
Currently has manufacturing plants across India and
abroad in countries like spain, Mexico etc.
3. Principles and Values
S-Spirit of accomplishment
A-Appropriate attitude
N-Never dying passion for excellence
D-Dynamic
H-Honest
A-Accountable
R-Reliable
4. IR at Sandhar
Certain grievances of workers at Dhumaspur and
Behrampur Units, which very addressed by personally
visiting the units and learning about the various queries and
answering them. COPCO training given at both places.
Made the draft Labour Reforms, which was then submitted
to Haryana Chief Minister and has been adopted wholly.
Industrial draft policy has been sent to cabinet for approval.
5. HR Initiatives
Organization Climate Survey
The components include:
Employee Satisfaction Survey
Leadership Survey
Interpersonal Trust Survey
Culture and Climate Survey
Offers learning and leadership opportunities at each step
in career to take its employees to the next level of personal
development
The work environment is filled with challenging,
interesting, motivating assignments that add to an
employee's professional skill sets and brings in a sense of
job fulfillment.
6. Successful Employee Relations @
SANDHAR
It can be seen through the fact that there have been no
major strikes or disputes since 2014-15
Culture building through employee commitment and
engagement
Labour issues solved through continuous negotiation
and trust building, which came out from the incidents
narrated by the speaker
Flexible Reward Strategy which can be seen from the
practice of distributing Labour Settlement money over
4 years
7. Learnings
Treat human resources as ‘Humane Resources’ with culture
of trust and collaboration
Harvard’s Soft HR Model in play through practices
reflecting empowerment, learning organization, strategic
IR, trust, respect and pride; giving them a strategic
advantage
People-centricity can be a source of competitive advantage
Employee involvement and Employee voice are crucial to
manufacturing organizations
Causality and not control-centricity will help solve the
problem
