1.Top-Management Support : Since industrial relations is a functional staff service, it must derive authority from the line organisation. This is accomplished by having the industrial relations director report to the top line authority- the president,chairman or vice-president. Besides, top management must also set an example for others.
2.Sound Personnel Policies : They constitute a business philosophy for the guidance of the human relations decisions of the enterprise. The purpose of such policies is to decide ahead of emergency need what shall be done with a large number of problems that may arise daily. Policy can be successful only when it is followed at all levels from top to bottom.
3.Adequate Practices : Adequate practices should have been developed by professional in the field to assist the policies of the units. A system of procedures is necessary to translate intention into action. The procedures and practices of industrial relations are the “tools of management” which keep the supervisor ahead of his job; the work of time – keeping, rate adjustments, grievance reporting and merit rating.
4. Detailed Supervisory Training : To carry out the policies and practices by the industrial relations staff the job supervisors must be trained in detail, and the significance of the policies must be communicated to the employees. They must be trained in leadership and communication.
5. Follow-up of Results : Constant review of the industrial relations programme is necessary not only to evaluate existing practices but also as a check on certain undesirable tendencies. Follow-up turnover, absenteeism, departmental morale, grievances, employee suggestions, wage administration, etc.