Building Trust Through Everyday Actions
By Sanjeevv Shekhar
Industrial relations are often viewed through the lens of policies, negotiations and compliance. My experience, however, has taught me that lasting industrial relations are built through leadership that listens, responds and earns the trust of the workforce.
Every organisation wants smooth operations, but uninterrupted work depends on the confidence employees have in their leadership. That confidence begins with the basics. Timely payment of salaries and wages, festival bonuses, recognition for good work and open communication assure employees that they are respected and valued. These may seem like routine practices, but they create a culture of fairness and trust.
During my tenure on a large greenfield power project, our Site Head made it clear that HR should visit the labour camps regularly. These visits were not inspections by me. They were opportunities to understand the day-to-day challenges faced by the workforce. Conversations about drinking water, electricity, sanitation and living conditions often revealed issues that never reached formal meetings.
On one such visit, a few workers shared a simple request. After a long day’s work, they wanted a television in the labour camp so they could watch cricket matches or Hindi films to relax. It was a small requirement with a significant impact. We checked the availability of a television in our stores and arranged for its installation. The workers appreciated not just the facility but the fact that their voice had been heard.
On another occasion, workers pointed out that the area near the tube wells became muddy and slippery after bathing. Walking through the slush every day was inconvenient and unsafe. We coordinated with the Civil department, prepared the estimate and completed the brick soling within a week. It was a modest intervention, but it improved their daily lives and strengthened their faith in the organisation.
These experiences reinforced my belief that leadership is not measured by the decisions taken inside offices but by the willingness to solve problems that matter to people. Trust grows when employees see action, not just assurances.
Such initiatives are possible only when different departments work together. HR, CSR, Civil, Safety, Security and other teams must coordinate with a shared purpose. Equally important is a leadership culture that empowers managers to act quickly and responsibly.
Industrial relations are ultimately about people. When organisations combine fair practices with empathy, timely action and open communication, they create a workplace where trust, responsibility and mutual respect become part of the culture. Strong industrial relations are not built overnight. They are built every day, one thoughtful decision at a time.
Machines build plants, but trust keeps them running. And trust is built by leaders who listen before they lead.
(THE WRITER IS A CORPORATE AFFAIRS, GOVERNMENT RELATIONS AND HUMAN CAPITAL LEADER WITH OVER THREE DECADES OF EXPERIENCE ACROSS THE POWER, INFRA-STRUCTURE AND MEDIA SECTOR)
