Honda’s global management for labour

Approach

To increase its overall strength on a worldwide basis, Honda employs the following strategies for
developing and allocating its people resources. Building up and supporting native people's resources
is one strategy. Honda seeks to share values with Honda labours and enhance dialogue on the
foundation of the Honda Philosophy, Honda core values, and expertise. In addition, Honda offers
shared global training programs to create global leaders while providing regionally specific training
programs based on the requirements and circumstances of each area.

This is the global resources management chart for Honda it seems a bit complicated but it basically
says that:

Each company activity and region's human resources department at Honda develops long- to
medium-term worldwide human resources strategies. The management members debate the
strategies put forth by the departments at the Management Vision Meeting. The global human
resources committee, which includes associates accountable for human resources from six regions,
will further debate the objectives for personnel strategies that were deliberated in this conference.
Activities are started across the Company once regional and corporate plans and objectives are
formulated.

Now some of the specific Initiatives taken by Honda for their employees:

1. Initiatives for Human Rights Due Diligence

2. Remedial and Corrective Actions
3. Education and Awareness-Raising Activities

And as for their suppliers Honda has made a specific initiative,

Regarding suppliers, Honda released the Honda Supplier Sustainability Guidelines in 2018, which
outline Honda's fundamental stance on issues relating to human rights and labour, like child labour
and coerced labour.

For Honda, increasing workforce diversity means giving everyone an equal chance to succeed,
regardless of their individual characteristics, including race, nationality, culture, age, gender, gender
identity, sexual orientation, previous employment, educational background, and whether they have
disabilities. Based on the Honda concept of Respect for the Individual, Honda also exhorts them to
respect one another's unique qualities and distinctions while using their own abilities to the utmost.
To increase the representation of women and underrepresented groups (in terms of ethnicity,
nationality, etc.) in management and work assignments, each of Honda's six main areas has set a goal
for doing so when recruiting and developing new employees. Honda has also been putting into
action several projects for all its employees, such as enabling a grasp of the value of diversity and
regularly conducting enlightenment activities.

Even with these there were a lot of unease in the employees of Honda back in 2016. The reason of
this upset of the employees were:

1. Lack of trust between the association of employee and employer

2. Status of wages
3. Unfair and ill-treatment of workers by the employees
4. Mismanagement and problem of communication between the employer and employee
5. Image building exercise by the trade union leaders

What Honda could have done to prevent this from happening:

1. Rational Wage policy

2. Opportunities to take part in the management.
3. Comprehension on the part of trade unions
4. Timely communications between the workers and the employers under proper channels
5. Inauguration of dispute resolution committees

It is a type of illness that needs to be identified as soon as feasible and treated appropriately.
Therefore, it is crucial to find a solution to the conflict at hand rather than allowing it to fester and
spark politics that impact both the business and the nation. Additionally, a labourer’s existence today
is complicated. Their daily lives are now automated and boring in large towns. An everyday city
labourer sees no point or significance in life. A wage worker has become a machine component
because of the oppressive management of machine technology. Most of the complaints made by
laborers are justified.