Will calling her another Abhaya be farfetched ?

The untimely death of Ms Anna Sebastian Perayil, a young CA working for a leading Audit & Consultancy firm, has sharply brought out those certain conditions, which exist in several companies. Its ironical that a firm which advises others on how to manage, itself failed one of their own. No amount of polished PR Messages can tide over the terrible happening. Corporate India, especially its private sector, is known for bulldozing the helpless. Unemployment and Underemployment ensures ready availability of sacrificial lambs. World over its known that Human Resources is one of the most difficult to manage. As an asset, Human Resources is crucial since it provides that vital competitive edge which is needed to succeed, in the world of business. Alas, this resource is also the most vulnerable. That was once again was sadly proved in the most lamentable death of Ms Perayil. But for her brave mother’s letter, it may have largely gone unnoticed. An anguished mother, even in her time of ultimate sorrow, did not forget to beseech the powers to be, to learn a lesson from the death of her child, hoping her child’s death led to real change. Only a mother could write such a letter! In the darkest hour of her own child’s death, she was thinking of other children, their parents. Most organizations in India today, from the human point of view, do not have the wherewithal which make them an ideal workplace. Even the benevolent autocratic approach of Lalajis’ & Sethjis’, which we all hated, was better than the dog-eat-dog world of Indian business today. IT Industries, AI-driven Companies, Start Ups etc. may have their own set of rules but the quintessential role of humans cannot be overlooked. The Post-Pandemic Business Environment, Insistence on Return to Office by big IT firms proved how important person power is. Unfortunately, India seems to be indecisive in most human resources related issues. The much tom tomed, Labour Law Codes seem to have brought out the worst amongst business leaders. The talk of continuous shifts of 12 Hours is actually a lot of bull. Imagine the pressure of relentless, long hours of work. Have a look at the weather conditions, infrastructure, environment concerns; once you have the same standards as in the West feel free to copy them, not before. Even in this moment of the tragic death of an Indian CA professional, a noted business leader’s campaign for 70 Hrs Work Week and that India has one of the least productivity in the world are being quoted by many. So be it! Why does he not carry his business elsewhere? He can’t, since labour is cheapest in India. Many criticize Bangladesh’s clothing sweat shops but are India’s IT Companies, Call Centres any better? What about 36 Hrs continuous duty of Junior Doctors? Added to all this, the constant threat of Pink Slips would make anyone mentally unstable. The non-inclusiveness, lack of gender equity, absence of medical, social security etc. are all important HR related business issues. Aligning HR with Business is the oft heard refrain, which is fine. But what about aligning Business with HR? Suddenly, the Labour Ministry has also now woken up. It said that it has taken up the complaint and will investigate. Is it not a little late in the day? What have the Labour Inspectors being dong? Should they not have investigated late hour working, no OT, no Bonus & Gratuity, carrying work beyond office hours etc. practiced in many companies? Are all this not as important as inspecting the White Wash Register in factories? There is a huge amount of double talk which goes on, as far as, giving the rights to the labour are concerned. Isolated incidents of action by labour get highlighted, while the transgressions of management often get overlooked. Even the current Labour Laws are sufficient to take care of the needs of both Management & Labour, provided they are correctly implemented. There should be strict actions taken against erring Managers to ensure that tragedies like that of Ms Periyal are not repeated. It cannot be left to the Management alone; the Labour Authorities also have a role to play. Many in India have grown up on the diet of evils of Public Sector. But it must be acknowledged that PSUs are kind to their Human Resources. Rules are more system driven and not individual based. Codified and Manualized Rules makes it easy for employees to understand and follow conventions. There is greater transparency in Communication; Pay Rolls are not confidential and Appraisal Systems are open. There is more inclusiveness, there is Reservation for SC/ST/OBCs etc., women are not discriminated against and gender sensitivity prevails. The threat of Hire & Fire is nonexistent. There is freedom of association and Unions have their say, Welfare, Advances for Housing, Car, Furniture and even Transfer Benefits are liberal. The Medical Schemes in most PSUs are attractive and Post-Retirement Benefits are extended to employees. All this goes a long way in HR Management in PSUs. The social atmosphere and informal employee support systems develop due to lack of constant helicopter monitoring. It’s not to say that all is perfect in PSUs but some things can be adopted by the Private Sector to make them more humane. If one were to even analyze the Privatization of PSUs to understand the difference in approach the example of Air India comes readily to mind. That it has yet to offer world class travel experience which it promised is known to all. But what seems to lie at the fundamental level is their approach of treating Humans, be it employees or guests. The rather harsh approach towards erstwhile Air India employees in respect of Township Residential Accommodation to Medical Benefits is there in public domain. The offer of VRS to permanent Air India and Vistara Employees to downsizing is also well known. The treatment of Guests who travel Air India ,be it from Dinner on the Tarmac to no Water or Blankets for delayed flights made everyone think, is it the same famous Tata style? There have been IR issues also. Strikes by Cabin crew. Inordinate delays on National & International flights. Safety glitches prompting DGCA to pull Air India up. So while the technical and business areas may have been taken care of but the human resources management leaves much to be desired. One of the greatest negative force in Private Sector is Fear. Fear is used, often unknowingly, to make Human Resources perform. This actually wears an organization down. Much energy and psychic involvement goes into the management of the fear factor. One needs to recognize that actions emanating from the force of fear can never be constructive in the long run. The younger generation seems to more particularly affected by this fear factor. The necessity to conform is very much present. Though most want to be individualistic they also get driven by peer group acceptance factor. Professional objectives, personal targets, parental expectations, social trends seem to impact them colossally. All this starts manifesting from an alarmingly young age. Fear is used on children in schools. Due to the lack of effective backing, youngsters sometimes do not make informed choices. Fear of boss/peer/significant other (s) rejection seems to become the pivot; more important than fear of failure itself. This is often bewildering to them as well as the near and dear ones. Human behaviour is extremely complex. Apart from the rigors of modern day living, corporate life is strenuous. With no way of making the fear go away, employees may face lifelong misery or have burnouts. In the daily humdrum of business, seniors may not have the time or willingness to tackle fear issues. They have a business to run and often ‘A shape up or ship out’ path is all they can offer. Its only professionals who can recognize such fears and design alternate pathways Well, sooner organizations do a ‘Fear Audit’ the better it is for them. But for all those who are dealing with human resources at workplaces, this single incident should be an eye-opener. We should be the change we want. Let a mother’s selfless cry not go in vain!