[vc_row][vc_column][vc_column_text]Blue-collar workers refer to people who perform manual labour, categorized into unskilled, semi-skilled, or skilled labour based on the nature of operation they perform.
They not only form the backbone of labour-intensive industries such as construction, manufacturing, oil, and gas, auto & auto ancillaries, warehousing, and pharmaceuticals but also of our economy.
India has long been identified as a nation with cheap labour and MNCs have enjoyed this cost arbitrage but this scenario is gradually changing.
90% of industries have stated acute labour shortage and observed that with access to education systems, government schemes like MNERGA it is becoming increasingly difficult to mobilize resources to join industries at worker level thus impacting production and revenues.
Besides these external factors, there are some internal ones as well, which are aggravating the engagement issue for blue-collar employees. Factors like high wage disparity, very controlled or hazardous working conditions, monotonous and physically exhausting work with no focus on up-gradation or growth, leads to low job satisfaction and high disengagement.
Disengagement of this layer is far more damaging and is visible by the circumstantial evidence in the past where organizations like Honda, Nokia, Maruti had to face the adverse effects of labour unrest. But there are enough examples where organizations have gone ahead in defining engagement differently and reaped huge benefits.
Thus companies need to change the way they treat blue-collar workers and look for newer avenues or reform the old ones to drive meaningful engagement.[/vc_column_text][/vc_column][/vc_row][vc_row][vc_column][vc_column_text]
How to engage Blue Collar Employees and make them more productive?
1-Understanding of this stratum’s engagement driver
[/vc_column_text][vc_row_inner][vc_column_inner width=”1/2″][vc_single_image image=”274″ img_size=”400*200″][/vc_column_inner][vc_column_inner width=”1/2″][vc_column_text]It starts with a demographical study of this layer which throws a lot of information related to their lifestyle, expenses, family requirements, affiliations, social needs, and intrinsic motivations.
[/vc_column_text][/vc_column_inner][/vc_row_inner][vc_column_text]For example, research stated that this group places a high value on relationships with co-workers, with 72% of workers reporting this to be the most satisfying part of the job. This attribute can be used to design the job in such a way that it provides more interfaces with others and helps them build camaraderie.[/vc_column_text][/vc_column][/vc_row][vc_row][vc_column width=”1/2″][vc_column_text]
Origin
The term “blue-collar” dates back to the 1920s. 1920s trade workers preferred hearty denim shirts. The trademark blue denim gave blue-collar workers their name. This contrasted with the white collars of office workers and professionals, i.e. “white-collar” workers.[/vc_column_text][/vc_column][vc_column width=”1/2″][vc_single_image image=”278″ img_size=”400*200″][/vc_column][/vc_row][vc_row][vc_column][vc_column_text]Blue-collar workers are employees and are no different in their desires to be respected and valued. Organizations can build more inclusive R&R platforms, where they get evaluated and appreciated in the same league as managerial employees.
Introduce platforms that provide them with more visibility in the organization or give them the option to monetize the reward points and redeem them for a variety of options. Not to forget that money acts as a strong motivator for them.
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3.Upskilling of Employees
Up-skilling and development is another pocket where engagement can be built. Many organizations are now investing in the higher education of the high performing employees and promoting them to the supervisory cadre.
[/vc_column_text][/vc_column][/vc_row][vc_row][vc_column][vc_column_text]SiO places the responsibility for the career growth of shop-floor employees and staff on the line manager, HRBP, and the individual. There are programs where skilled labour is being turned into trainers and subject matter experts. These interventions give them a sense of self-worth, job security, and higher job satisfaction.
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