EMPLOYER BRANDING AND WORKER DISCONTENT

Employer Branding and Worker Discontent -The Sri Lanka export industry experience of industrial relations.

Introduction

The export manufacturing industry of Sri Lanka, especially the apparel sector is the largest foreign exchange earner in the country. But a recent labour unrest at the Sumithra Hasalaka garment factory in 2024 has shown an absence of alignment between brand image and employee experience. The employees protested poor wages and battery of union employees, a fact that negatively affected the reputation of the company and disrupted the global supply chains (Clean Clothes Campaign, 2024). This accident underscores the excruciating crossroad between employer branding, worker relations and HRM approach in the competitive export environment in Sri Lanka.

Discussion

Employer branding tends to be linked with external marketing having the ability to attract talent and customers by imaging building. However, the real brand power starts within, the perception of the employees of equality, respect, and access (Armstrong and Taylor, 2023). The lack of internal trust in a Sumithra Hasalaka case was undermined by inconsistent communication, poor management of grievances, and absence of dialogue with the union. This reflects similar results of the International Labour Organization (ILO, 2023), which points out that the workers of the apparel sector are frequently exposed to so-called brand hypocrisy, that is, the statement of sustainability is opposed to the working conditions.

The strategic position of HR is to bridge this gap of credibility. Employer brand is based on robust HRM policies which should be fair wages, health and safety, equal opportunities, and workers participation. Dessler (2023) claims that employees who identify with the brand values through HR practices will be brand ambassadors and not protestors. Trust and loyalty can be reinforced by introducing open communication systems and listening systems (such as pulse surveys or consultation with the union).

Additionally, buyers around the world are paying a greater attention to suppliers that meet the requirements of Environmental, Social and Governance (ESG). Loss of ethical standards would create the risk of losing key export business. The HR leaders should thus be custodians of compliance and culture- they need to incorporate fairness into all HR contacts of the firm (recruitment to retention).

https://youtu.be/HrQGCXUy0ic?si=l9oJyJt2a5hZG7al

Conclusion

The Summerithra Hasalaka factory conflict highlights the fact that employer branding is not a marketing slogan, and it is an organisational reality. To allow the Sri Lankan exporters to maintain international cooperation, HR needs to make sure that employee voice, dignity, and welfare should be a part of brand identity. When employees take pride in working on behalf of their employer, the productivity and reputation increase hand-in-hand, and therefore being an ethical HR is more than just a best practice, but a best business.

References

Armstrong, M. and Taylor, S. (2023) Armstrong’s Handbook of Human Resource Management Practice. 16th edn. London: Kogan Page.
Clean Clothes Campaign (2024) Workers’ Rights Violations at Sumithra Hasalaka Factory, Sri Lanka. [Online] Available at: https://cleanclothes.org/ [Accessed 29 Oct 2025].
Dessler, G. (2023) Human Resource Management. 17th edn. Harlow: Pearson Education.
International Labour Organization (ILO) (2023) Sri Lanka Garment Sector Employment Report. Colombo: ILO Country Office.

STUDENT ID- EUK 00310229

HUMAN RESOURCES INFORMATION SYSTEM- HRIS

HRIS Implementation Failure in SMEs – Why Sri Lankan Businesses Struggle to Become Data-Driven

Introduction

HRIS are becoming central to organizations that wish to automate the HR processes, enhance decision making as well as accuracy in the data. Nonetheless, most of the Sri Lankan Small and Medium Enterprises (SMEs) are not able to implement HRIS successfully because of cost, culture and capacity reasons. The Federation of Information Technology Industry Sri Lanka (FITIS, 2024) reported that more than 60 percent of SMEs who start to transform to digital HR give up during the midway. This brings up an important question, which is why do the number of Sri Lankan businesses that are data-driven organizations remain quite low?

Discussion

Financial limitation is one of the major obstacles. SMEs do not always have enough budgets to invest in more modern HR software or they cannot afford specialists to implement, often (Ariyawansa & Gunawardena, 2023). Most of them utilize free or old-fashioned solutions, which are not highly integrated with payroll, performance, and recruitment solutions. Moreover, the HRIS failure is also caused by cultural resistance among management teams. Leaders used to manual HR practices look at the digital transformation as another burden to bear, which is a symptom of technological illiteracy (Perera and Wickramasinghe, 2022).

Change management and training are also important. Without proper training to the users, HRIS is perceived by the staff as more complicated than empowering. Dessler (2023) also states that the organisational culture should have an adaptive nature that promotes experimentation and constant improvement in order to effectively digitalize HR. The inadequate HR planning and employee participation in the adoption process in the SME setting significantly contributes to the low utilisation rates in the purchase of systems in Sri Lanka.

Moreover, there are no government incentives and standardisation frameworks to restrict progress. It is true that such cloud-based HR tools have been embraced by larger corporations in Colombo; however, regional SMEs have not been adopting such tools because of poor infrastructure and a lack of understanding of the advantages of data-driven HR practices.

https://youtu.be/Y72bRzL-bHU?si=QsmyXSCRzw86yDXx

Conclusion

The adoption of the HRIS among the Sri Lankan SMEs has failed not merely because of the technology but rather it is a question of HR leadership. The digital transformation needs to be planned and budgeted financially, trained and realigned culturally. The government and HR institutions need to bridge the gap by offering capacity-building processes, digital literacy, and tax incentives on investment of HR technology by SMEs. It is not optional anymore, when it comes to becoming data-driven: it is the cornerstone of the contemporary HR efficiency.

References
Ariyawansa, A. and Gunawardena, S. (2023) ‘Challenges in Implementing HRIS in Sri Lankan SMEs,’ South Asian Journal of Human Resource Management, 10(1), pp. 32–46.
Dessler, G. (2023) Human Resource Management. 17th edn. Harlow: Pearson Education.
FITIS (2024) Digital Transformation Readiness Report: Sri Lanka SME Sector. Colombo: Federation of Information Technology Industry Sri Lanka.
Perera, T. and Wickramasinghe, V. (2022) ‘Technology Adoption Barriers in HRM: Evidence from Sri Lankan Enterprises,’ Journal of Business Research in Emerging Economies, 8(4), pp. 112–127.

STUDENT ID - EUK00310229

LABOUR-MANAGEMENT CONLICT

Garment Industry Unrest: HR Lessons from the Sumithra Hasalaka Factory Dispute

Introduction

At the beginning of 2024, employees of the Sumithra Hasalaka garment factory in Sri Lanka also held a strike due to low wages and the beating of union members, which caused a reminder of the long-standing labour-management conflict in the apparel sector (Clean Clothes Campaign, 2024). Being one of the most important export industries in Sri Lanka and employing more than 350,000 people (the majority of whom are women), the image of the industry and its ability to become competitive on the global market are largely determined by effective HR practices (ILO, 2023). This event shows a disconnection between policy and practice in industrial relations and confronts HR professionals to ensure fairness and voice by employees.

Discussion

Failure to deal with wage issues or union representation also triggered the entire walkout, which demonstrated the failure of the HR department to have good conflict resolution practices. Arnold and Taylor (2023) emphasize that transparent communication, equitable pay mechanisms and grievance mechanisms are needed to keep the relationship between employers and employees at a high level of trust. However, most factories see HR as an element of assisting production and not as a strategic partner in employee relations.

The studies conducted by the International Labour Organization (ILO, 2023) emphasize that ethical leadership and worker empowerment are the key to sustainable HRM in exporting businesses. The HR in the case of Sumithra did not offer a neutral platform where dialogue could occur as a result of which mistrust and damage to reputation were caused. This might involve a preventive HR policy which involves auditing social compliance, providing mental health assistance and continuous supervisor training on professional communication (Armstrong and Taylor, 2023).

Furthermore, as the global consumer is increasingly focusing on the Environmental, Social, and Governance (ESG) criteria, the Sri Lankan garment companies will have to incorporate the HR ethics in their employer branding to maintain investor and buyer trust. The Sumithra strike shows that the lack of attention towards employees can lead to the loss of their competitiveness in the global marketplace (Clean Clothes Campaign, 2024).

https://youtube.com/shorts/1IXZ9KQSlDc?si=z7J3bxj2SsoxoNqA

Conclusion

The Sumithra Hasalaka factory wrangle provides an imperative HRM learning: employee voice and ethical HR management are inseparable to the harmony in industries. In order to remain a reputable exporter of apparel within the country, the HR professionals have to shift to being more of strategic partners who promote fairness, inclusivity, and open communication.

References
Armstrong, M. and Taylor, S. (2023) Armstrong’s Handbook of Human Resource Management Practice. 16th edn. London: Kogan Page.
Clean Clothes Campaign (2024) Workers’ Rights Violations at Sumithra Hasalaka Factory, Sri Lanka. [Online] Available at: https://cleanclothes.org/ [Accessed 29 Oct 2025].
International Labour Organization (ILO) (2023) Sri Lanka Garment Sector Employment Report. Colombo: ILO Country Office.

STUDENT ID - EUK00310229

GENDER - SENSITIVE HRM

Safety and Gender – Workplace Protection Failures That Hit HR Hard in Sri Lanka

Introduction

During the recent years, gender protection and safety in the work place have emerged as one of the acute human resource concerns in Sri Lanka. In 2025, the rape of a female doctor in a state hospital, which led to a national medical strike revealed not only the lack of physical safety, but also the institutional negligence of gender-sensitive HRM. This case was an indication of a systemic problem: organizations, public and private, have no strong structures to ensure that employees are not subjected to gender-based abuse and violence. The HR departments, which are largely reactive, are under increased pressure to promote dignity and trust in the workplace.

Discussion

Sexist violence and harassment in the workplace is against both ethics and the law of employment. The Employment (Special Provisions) Act No. 02 of 2022 stipulates that it is an employer of Sri Lanka duty to avoid sexual harassment and offer safe working conditions (Department of Labour Sri Lanka, 2022). However, not all are implemented. Most institutions do not have internal complaint procedures or reporting channels and therefore victims are left unassisted.

The role of HR should go beyond the compliance, it should facilitate the creation of a psychologically safe environment, employees empowerment, and gender equality in all organizational tiers. It has been proven that inclusive HR policies enhance morale, retention and organizational image (Dessler, 2023). Nevertheless, the conservative chain of command and male chauvinism hamper development. Female employees in the public health workforce state that they are afraid of retaliation and stagnation in their careers when they report misconduct (Jayasinghe & Pathirana, 2023).

To enhance gender sensitive HRM, organizations should form anti-harassment committees, hold sensitization seminars and include gender equality in performance reviews. The cooperation between HR, unions, and governmental organizations will be able to create the culture of responsibility. With Sri Lanka trying to match ILO Convention No. 190, the change in the token policy to the real protection has to be led by HR.

https://youtu.be/YD8WVaxdG9E?si=FQ-oPLhCqlRZIG-i

Conclusion

The hospital accident in 2025 is a great illustration of the fact that the workplace safety is not only a legal obligation, but it is also the ethical and strategic human resources practice. The creation of gender-sensitive, respectful, and psychologically safe working environments will not only safeguard the employees but will also increase the organizational legitimacy. HR leaders need to shift their reaction to prevention and make sure that all workplaces promote values of dignity and equality as something with which they do not have to bargain.

 

References
Arab News (2025) Sri Lankan doctors strike over safety concerns after colleague’s rape. [Online] Available at: https://www.arabnews.com/ [Accessed 29 Oct 2025].
Department of Labour Sri Lanka (2022) Employment (Special Provisions) Act No. 02 of 2022. Colombo: Government Press.
Dessler, G. (2023) Human Resource Management. 17th edn. Harlow: Pearson Education.
Jayasinghe, M. and Pathirana, S. (2023) ‘Gender Harassment and Reporting Barriers in Sri Lanka’s Public Sector,’ Asian Journal of Gender and Employment Studies, 6(1), pp. 44–59.

STUDENT ID- EUK00310229

HYBRID WORK CONCEPT - REMOTE OR OFFICE

Remote or Return-to-Office – The Hybrid Work Dilemma in Sri Lankan Corporates

Introduction

The COVID-19 pandemic has moved the world working trend radically, and hybrid work is the new normal. Nevertheless, Sri Lankan corporates are still stuck in the dilemma of adhering to organizational culture and flexibility of employees versus productivity. According to a survey of Postgraduate Institute of Management (PIM) conducted in 2024, the share of local companies that formally had a hybrid work policy was only 38 percent, even though on the global scale, the trends were oriented towards flexible arrangements (PIM, 2024). This gap highlights the necessity of strategic HR leadership in the creation of the hybrid models that will fit the workplace culture specific to Sri Lanka.

Discussion

The success of hybrid work relies on three pillars, which are: technology, culture and performance measurement. Lack of proper digital infrastructure and access disparity to devices in Sri Lanka have slowed down the process of remote collaboration (Wijesinghe and Senanayake, 2023). Virtual performance tracking tools are not available in many companies, and this leads to mistrust to remote employees by managers. This has seen some employers revert to strict office attendance, which has destroyed the satisfaction of employees.

Besides, cultural attitudes are critical. Face-to-face supervision is commonly associated with productivity in Sri Lankan work places, which is more of a classic approach in leadership (Jayawardena, 2022). The HR departments need to train managers to judge employees on the basis of results and not on the basis of their presence. It has been found that in case HR departments use trust-oriented leadership frameworks, hybrid workers become more engaged and less likely to exit the company (Dessler, 2023).

The other challenge is policy inconsistency. A lot of companies are in an in-between state of full-remote and mandatory office policies, which is confusing and stressful. A successful HRM involves clear regulations that do not places too much control on the organization but rather on the individual. Sustainability in hybrid models can be guaranteed by promoting employee feedback and routinely conducted engagement surveys and mental health support (Wijesinghe and Senanayake, 2023).

 

https://youtu.be/eCRVoXbkHnw?si=0CgH_GTxuoU3Spdk

Conclusion

The hybrid work dilemma of the Sri Lankan corporates is an indication of the midst of HRM evolution. In order to succeed, HR leaders have to shift away the control of attendance to the control of performance based on trust. Investing in technology, evolving digital competencies, and inclusive cultures will help organizations to view hybrid work as an innovation driver and a contributor to the well-being of employees instead of a trade-off.

References

Dessler, G. (2023) Human Resource Management. 17th edn. Harlow: Pearson Education.
Jayawardena, S. (2022) ‘Leadership and Cultural Barriers to Hybrid Work in Sri Lanka,’ Asian Management Review, 15(3), pp. 74–86.
PIM (2024) Sri Lanka Hybrid Work and Digital Readiness Report. Colombo: Postgraduate Institute of Management.
Wijesinghe, D. and Senanayake, P. (2023) ‘Digital Infrastructure and Remote Work Productivity: A Study of Sri Lankan Corporates,’ International Journal of Business and Technology, 11(2), pp. 121–136.

STUDENT ID- EUK00310229

HR ROLE IN CHANGE MANAGEMENT

Public Sector Restructuring Under IMF Pressure – HR’s Role in Change Management

Introduction

The public sector in Sri Lanka is currently subject to scrutiny due to the economic crisis and recovery plan by the IMF (20232025). Thousands of workers in postal, railway and energy departments are undergoing reorganization, salary stagnation and even privatization. The postal workers strike of 2025 is symbolic of this increased restlessness, with the workers complaining about the security of their jobs and the transparency of the reforms (World Socialist Web Site, 2025). With such pressures, the HR departments are caught between budgetary constraints and employee well being, and change management is the competency that is needed by HR.

Discussion

Sri Lanka is a country where public sector reform seeks to cut on costs and enhance efficiency. Nevertheless, these transitions may pose the risk of alienating the staff and bringing about resistance without proper HR intervention. According to Kotter (2012), change management theory focuses on communication, empowerment, and short-term wins to keep the reform momentum. However, there are numerous state institutions in Sri Lanka, which follow a top-down strategy and, in this way, employees are not informed and motivated.

HR executives need to become agents of change by expressing themselves directly on the goals of the reform, retraining, and handling the emotional aspect of change. It has been found that trust and adaptability increases greatly when employees are involved in decision-making (Jayawardana and Opatha, 2023). Regrettably, the problem with data-driven decision-making in the Sri Lankan public entities is the bureaucratic inertia and the lack of HR analytics.

The other aspect in which the HR role has been crucial is in relation to talent redeployment and succession planning wherein restructuring would not drain the institutional memory. With workforce analytics, HR is able to detect skills gaps and develop focused retraining programs based on the national development objectives (Dessler, 2023). Open communication and participation of employees are still central in negotiations between reform necessity and human dignity.

http://www.youtube.com/watch?v=6IN_JVL7QE4

Conclusion

The public sector restructuring of Sri Lanka with the involvement of IMF underlines an important fact: it is not possible to have sustainable changes without strategic HR leadership. HR professionals should exceed the administrative functions and be agents of trust and change so that reforms become equitable, inclusive, and sustainable. HR can help transform resistance to resilience and crisis to opportunity by integrating empathy, communication, and on-going learning into restructuring processes.

References
Dessler, G. (2023) Human Resource Management. 17th edn. Harlow: Pearson Education.
Jayawardana, A.K.L. and Opatha, H.H.D.N.P. (2023) ‘Human Resource Management Practices and Employee Commitment in Sri Lanka’s Public Sector,’ Sri Lanka Journal of Human Resource Management, 13(1), pp. 55–68.
Kotter, J.P. (2012) Leading Change. Boston: Harvard Business Review Press.
World Socialist Web Site (2025) Sri Lankan Postal Workers Launch Indefinite Strike. [Online] Available at: https://www.wsws.org/ [Accessed 29 Oct 2025].

STUDENT ID - EUK00310229