cOnce we advised a company that had the management of a chain of important businesses, but in which we noticed an absolute imbalance in the management of personnel. Employees who were missing 10 or 15 days, sanctions incorrectly applied, summonses or dismissals incorrectly issued, telegrams incorrectly answered, legal claims that added up, economic losses as large as they were avoidable. We were not allowed to manage this area of the company that they managed under the premise of the owner: “I like that the employees are very afraid of me, it is my way of leading.” That was the end of our Counseling almost at the beginning.
ANDOn another occasion, we advised a metallurgical company, where the owner, an elderly person, had retained the staff for almost 25 years. They had grown up with the company, they knew everything about their lives and needs, they sanctioned when they had to sanction, but it was very difficult to get into those situations after their tolerant and broad-minded behavior. On a certain occasion, at the request of the Union, they demanded a retroactive agreement. An agreement was negotiated that suited both parties, and they even returned to work in the owner’s car later. Upon his death, those, along with our advice, were a necessary support for his children and grandchildren, in the operation of the factory to this day.
What do we talk about when we talk about conscious leadership? Topic for which our Study together with the Koru Academy, provides training with official certification. That kind of rational, positive leadership, with broad criteria, both for your activity, as well as, with empathy, attention, leadership and efficient delegation, that allows you general control of your organization, both external challenges and internal capabilities, with the same level of predisposition for both.
Among these inputs, human capital is one of the most important, and even decisive when it comes to continuous, efficient production without delays, which are not only costly to the organization, but also alter its rhythm.
Many of the labor conflicts that end in direct or indirect dismissals detonate after complaints that receive no response or attention, poorly applied sanctions, compartmentalized or biased advice and with no legal knowledge of the consequences thereof, negative leadership in management or their management lines.
Let us cite some cases that give rise to indirect dismissals, adopted by workers: Lack of registration; Salary differences; Erroneous or deficient registration; Uncancelled overtime; Poorly recorded work hours; Salaries not commensurate with the work, responsibilities or real tasks; Managers incompetent for their position or to manage teamwork or the adoption of erroneous decisions; Poor assignment of tasks; Lack of work flexibility; Lack of recognition; Lack of training or promotions; Lack of staff loyalty; Poor application of the sanctions regime; Harassment and persecution; Non-compliance with contributions and Social Burdens in a timely manner, Non-compliance with security measures; etc
They seem complex, varied and conflictive, but the development of our “Comprehensive external corporate management and advisory plan”, own for each organization, and accompanying its leaders in their various areas and decisions, has achieved great success for companies.
Our vast corporate experience proves that positive, conscious, open and empathetic leadership of an organization made up of each and every one of its parts, It does not mean at all loss of authority or leadership, much less of disciplinary power, but rather its harmonious and efficient improvement..
We know how to manage labor problems, avoid and manage labor conflicts, potential or concrete, use disciplinary mechanisms, cable exchanges in due form, but also the promotion of employee evaluation systems. “Human and productive resources”loyalty of workers with and for the benefit of the company, through the good administration of rewards and punishments, recreational activities that include all members of the company, training, promotion and internal rotation of deserving personnel, reassignment of tasks of personnel who do not perform in their area or are problematic, seeking the optimization of resources and reduction of conflicts, attention to the needs and capabilities of workers, adequate and legal compliance that avoids anything that could later give rise or argument to legal conflicts and great economic losses.
TG & Associates Legal Firm.
Telephone 115656-4188.
E-mail: [email protected]
IG: @todarogarcia_abogado
by CEDOC
