I start with the assertion that the IR function is, in general, not in very good shape. There are some bright spots here and there but the overall Indian landscape on IR is gloomy. First, it is considered a less desirable function – the most talented and academically gifted HR graduates prefer careers in the so-called HR roles (of Talent Management, Performance Management etc.) to the nuts and bolts of the shopfloor. Second, it has over time come to be perceived as the function of “managing” the environment, bureaucrats, trade union leaders and a host of other people who are perceived as “difficult” to deal with. And third, there are very few measurables in the function. It has therefore over time come to be seen as a problem solver, to be called in as stormtroopers when the gates are blocked, the workers are in an ugly mood and the environment actors on alert.
As a result of this curious set of perceptions around capabilities and metrics, the function prides itself on solving problems rather than preventing them. So, the person who prevents...
