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By:

Abhijit Mulye

21 August 2024 at 11:29:11 am

BJP closer to RS majority as strategic gains reshape math

Mumbai: The Bharatiya Janata Party has moved decisively closer to an outright majority in the Rajya Sabha after the latest biennial polls, a shift that political strategists say is the product of careful arithmetic, opportunistic cross voting and a sustained focus on state level strength. With the ruling party now holding 106 of the 245 seats in the Upper House, it stands 17 short of the 123 seat majority mark; yet the pattern of recent results and the calendar of forthcoming vacancies make a...

BJP closer to RS majority as strategic gains reshape math

Mumbai: The Bharatiya Janata Party has moved decisively closer to an outright majority in the Rajya Sabha after the latest biennial polls, a shift that political strategists say is the product of careful arithmetic, opportunistic cross voting and a sustained focus on state level strength. With the ruling party now holding 106 of the 245 seats in the Upper House, it stands 17 short of the 123 seat majority mark; yet the pattern of recent results and the calendar of forthcoming vacancies make a clear path to an absolute majority by 2028 increasingly plausible. The immediate momentum came from the most recent contest for 37 Rajya Sabha seats, where the ruling combine secured 22 seats against the opposition’s 15. That outcome not only added two seats beyond the BJP’s assured tally but also exposed fault lines within the opposition, where discipline lapses and strategic miscalculations allowed the ruling side to convert narrow advantages into concrete gains. Analysts point to instances of cross voting and the inability of opposition parties to present united slates as decisive factors that amplified the BJP’s returns beyond what raw assembly numbers might have predicted. In the months ahead, 35 more Rajya Sabha seats are scheduled for election, with vacancies arising in states such as Andhra Pradesh, Gujarat, Karnataka, Madhya Pradesh and Uttar Pradesh. Based on current assembly compositions, projections suggest the BJP could add roughly six seats in the near term, nudging its tally to about 112. That incremental growth, while not decisive on its own, tightens the margin and increases the leverage the party enjoys in parliamentary negotiations. Next Calendar The calendar beyond the immediate cycle further favors the ruling party. In 2027 only a handful of seats — largely from Kerala — are due to fall vacant, offering little opportunity for a major shift. The pivotal year appears to be 2028, when multiple vacancies are expected in politically consequential states. Maharashtra, where the BJP’s legislative strength allows it to elect more candidates than the number of retiring members, and Uttar Pradesh, which will see a significant tranche of 11 seats vacated, are likely to be the main battlegrounds. Given the BJP’s current foothold in both states, party strategists and observers alike regard the 2028 cycle as the most probable moment when the 17 seat deficit could be erased. Political operatives describe the BJP’s approach as a blend of long term state level investment and short term tactical manoeuvres. At the state level, the party has focused on winning assembly elections and building alliances that translate into Rajya Sabha strength. Tactically, the recent polls demonstrated an ability to exploit divisions within the opposition, whether through direct negotiations with regional leaders, leveraging dissident legislators, or capitalising on the fragmented nature of multi party contests. The result is a steady accumulation of seats that, over successive biennial cycles, compounds into a structural advantage in the Upper House. For the opposition, the challenge is two-fold: to defend regional strongholds in the upcoming state elections and to maintain internal cohesion. The Rajya Sabha’s indirect electoral mechanism means that every state assembly contest carries national significance; a swing in a single assembly can alter the Upper House calculus months later. Opposition leaders face the immediate task of shoring up their legislative numbers and preventing defections or tactical cross voting that could further erode their position.

Small Businesses, Big Challenges

Despite driving nearly 30 per cent of India’s GDP, many MSMEs still struggle with the basics of workforce management.

Micro, Small and Medium Enterprises (MSMEs) are the backbone of the Indian economy, contributing nearly 30 per cent to the GDP and employing over 110 million people across sectors. They remain the foundation of India’s industrial growth, supporting both local and export markets. Yet, despite their scale and significance, many MSMEs continue to struggle with effective workforce management.


Several factors act as roadblocks for MSMEs in managing their workforce effectively. These challenges can be understood more clearly when examined one by one:


1. Employer/Owner Mindset: Leadership plays a pivotal role in any company. In many MSMEs, founders take on multiple responsibilities, leaving little time for people management or business development. Most decisions rest solely with the founder. While this approach may work in the early stages, it becomes increasingly unsustainable as the organisation grows. Employees often feel constrained by such micromanagement, as they must seek the owner’s approval for even routine matters, eventually prompting many of them to leave.


Another reality is that, because owners shoulder multiple roles, they often feel overburdened and admit that they rarely find the time to think about broader business strategies.


2. Attracting the right talent: Attracting the right talent is a persistent challenge for many MSMEs, as larger organisations offer better salaries, benefits, and growth opportunities. Younger professionals, in particular, tend to prefer the stability and recognition associated with big brands.


In many MSMEs, recruitment is driven by referrals rather than a well-defined process. At times, budget constraints lead employers to compromise on candidates’ qualifications and experience. However, without the capacity to provide adequate training or feedback, the mismatch in skills only widens. This ultimately creates frustration for both the employer and the employee.


3. Retaining the right people: Once an employee is hired, retaining them becomes another challenge. Without a clear job description, employees are often expected to handle multiple tasks without proper feedback, leading to role confusion. This lack of clarity, coupled with limited motivation, recognition, or a defined career path, frequently results in burnout and, ultimately, resignation.


In the absence of structured policies and processes, owners tend to focus heavily on operations, delivery, and customer satisfaction, leaving little room for people development, feedback, or recognition.


4. Lack of Performance Appraisal: In the absence of proper job descriptions, the performance appraisal process is often poorly defined. Assessments tend to rely on subjective impressions rather than objective data. As a result, employees may feel they are not being fairly rewarded for the work and effort they put in. This dissatisfaction frequently prompts them to resign in search of better opportunities and recognition.


Some owners also acknowledge that they are not fully aware of the contributions their employees make, which further complicates the appraisal process.


5. Lack of Training or Skill Upgrade: Although training is an investment, some companies view it merely as an expense. Owing to limited budgets and time constraints, they often avoid providing training to their employees. Another challenge is the absence of a fully fledged HR department, and many MSMEs are also unaware of government-sponsored training schemes available to the sector.


What employees really want

According to a survey conducted by Randstad in March 2025, employees want:

• Work–life balance – Employees prioritise flexibility and a healthy balance between their personal and professional lives.

• Training and growth – Opportunities for career development, training, and upskilling are highly valued.

• Purpose and values – Employees seek roles that align with their personal values and life goals.

• Salary – This ranks as the fourth priority.


Improving the existing system does not require a large budget. Clearly defining job responsibilities, providing timely feedback, and communicating expectations to employees can significantly enhance overall performance. By doing so, owners can free up their time to focus on business strategy and scale their operations more effectively.


(The writer has experience of over three decades in HR from diverse industries. He helps MSME and SME organisations to scale up their business.)

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