When Basics Fail, Crisis Follow: Lessons from Nashik and NCR

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Two employee-related developments have dominated headlines in recent days—the situation at Nashik and labour protests across Manesar, Gurugram, and Noida. While the specifics may differ, both point to a deeper, systemic concern: gaps in compliance and the failure to uphold minimum workplace standards.

Investigations are underway, and remedial actions are being discussed. But before we move into reactive mode, it is worth asking three fundamental questions:

• Should management wait for issues to escalate into crises?

• Who is truly accountable?

• What are the learnings to prevent recurrence?

  
  

The answers are neither complex nor new.

First, these situations are largely avoidable. Proactive governance, robust systems, and early intervention can prevent escalation.

Second, accountability rests squarely with the employer and management. HR’s role is not merely administrative—it must architect policies, ensure implementation, and uphold due process.

Third, every such incident, if examined honestly, offers critical lessons to strengthen systems and culture.

Looking Closer: The Two Developments

Nashik – Questions on Workplace Conduct and Governance

• Is there a fully functional Internal Complaints Committee (ICC) as mandated under POSH guidelines? Has it been active and effective over time?

• Is the Board and top management reviewing POSH implementation across all locations, especially in organizations with global operations?

• When was the first complaint received, and how was it handled?

• Beyond POSH, have other concerns been raised through formal grievance mechanisms? Were they addressed?

• Are current actions and communications—both internal and external—timely, transparent, and credible?

These are not post-crisis questions. They should be part of ongoing governance oversight.

NCR Labour Protests – Signals from the Shop Floor

• What concerns have workers been raising over time? Were these acknowledged?

• Are statutory minimum wage notifications being implemented consistently?

• Have there been commitments by employers or the government that remain unfulfilled?

• What feedback has emerged from labour department interventions on the ground?

• While rising living costs and LPG prices are cited triggers, are these merely symptoms of deeper dissatisfaction?

  
  

Recent wage hikes announced by the UP and Haryana governments reinforce a critical point—policy corrections often follow unrest, not anticipation.

The Core Issue: Neglect of Basics

It is easy to rush to conclusions or attribute blame selectively. What is harder—and more necessary—is to recognize that such situations often stem from neglect of the “basics” of people management:

• Compliance with statutory requirements

• Functional grievance redressal mechanisms

• Transparent communication

• Continuous engagement with employees

• Active oversight by leadership

  
  

Ironically, these operational fundamentals rarely feature in boardroom discussions or HR conferences. Yet, when they fail, they dominate headlines and demand urgent damage control.

A Leadership Imperative

Management leaders and HR professionals must reinforce a simple but powerful principle: sustainable people practices are built on strong foundations, not reactive interventions.

The real question is not about responding to crises—it is about preventing them.

Will we continue to act only after the fire breaks out, or will we invest in strengthening the basics before the next cr

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