Indian Defence Review

The government has legislated reservations in all the departments and these vacancies can absorb 15,000 to 20,000 veterans or more every year. Of late, some of these departments, in a bid to secure promotional avenues for their own cadres, prefer to induct veterans on deputations than going in for re-employment of ESM because employees on deputation revert to their parent organisation after completion of tenure and resultant vacancies can be filled by promotion of departmental officers.

A smart way to overcome this aspect will perhaps be that there should be a provision in the Recruitment Rules for segregated fixed percentage of posts served for each method of employment i.e. Deputation and Re-employment. This issue needs deep examination and it may even be worthwhile to suggest that vacancies for deputation and absorption are advertised percentage wise by the concerned. Imagine if defence is able to induct 15,000 ex-soldiers into various departments every year, what impact will it make on the working ethos and over a period of time a fare number would be able to guard interests of ex- soldiers.

Efforts should be made in inducting the SSCOs into civil services and the 1976 status be restored. A study report by Kamal Kumar, IPS (Retd) in 2009 had discounted the induction of SS Officers into IPS and similar could be the approach by others. In spite of ten per cent reservation in the Central Armed Police Forces (CAPF) at Assistant Commandant level, none is taken. A political decision in this regard is necessary. Defence has been seeking the consideration of past service for seniority purposes which is not acceptable to the bureaucracy. A dispassionate examination of this will be of great help.

An assured steady career transition to bureaucracy or CAPF will ensure acceptance of defence as a career by many more. Dispensations provided in entrance exams in the 1970s must be restored. Ex-defence officers have done exceptionally well in civil services. Defence must consider seriously permitting even regular officers taking competitive exams for civil services and accordingly, AO 27/87 be amended. This will create more bonhomie between defence and bureaucracy over a period of time as also make the defence sector the first choice with incidental resettlement.

The underlying fact is that youth are always adventurous and at the time of need, many Sekhons, Batras, Shankhlas and Khetarpals (all PVCs), will come forward to coin the phrase “Yeh Dil Mange More”. The government has to be really liberal in this kind of transition and ensure that every individual’s career span is till he reaches the age of 60. Short Service Commissioned Officers (SSCOs) are always in demand by the corporate world and are never without a job. The problem is usually for Officers who superannuate or seek pre-mature retirement. Unless they are specialists, they must prepare during the last one or two years of service and to this end, even the services must keep them in the know about their future in service and help them in transition.

For JCOs and ORs, defence must look for more ‘in house’ opportunities and with some diligence, if not in the home town, at least a job can be provided in the home state. The Defence Security Corps (DSC) is the best transition absorbing 3,000 to 4,000 JCOs/OR or equivalent every year. They protect defence establishments only but their scope can be increased. The CISF is doing the same task and can be conveniently undertaken by them. A decision at the highest level needs to be pursued. Large projects within states may be undertaken. The force, overall, is in higher age group. Ways need to be found to have a sprinkling of youth and opportunities for them to progress in their careers. RIL have raised their own security and these men will progress in that stream. Similar concepts are being undertaken by others and over a period of time, this avenue may also partially dry up for soldiers, if we do not re-orientate their skills to suit the corporate world. Therefore, side stepping from the DSC to corporate after some experience will also pay dividends. It would be healthy if the yearly induction in the DSC is brought up to 10,000 yearly of which 2,000 to 3,000 side step to the corporate world.

Government jobs for soldiers need to be exploited the most. Wherever the induction is through entrance exams, soldiers must be prepared and counseled. At present, there is no structured approach to this aspect. Post VI CPC, reservations have not been revised. Even though Group ‘D’ has been abolished, reservations followed are still as per earlier norms. This causes status problems. In the year 2010-2011, large inductions were made into Railways in Group ‘D’. However, many JCOs and NCOs who joined left due to status problem. But those who continued are drawing good salaries with all the perks and have also been, by and large, adjusted closer home. An overall re-adjustment by DOPT on this issue is the need of the hour. The present reservations are:

• Up to the post of Assistant Commandant in CAPF – 10 per cent
• Group ‘C’ – 10 per cent for Central Govt. and 14.5 per cent in PSUs/Banks
• Group ‘D’ – 20 per cent for Central Govt. and 24.5 per cent PSUs/Banks

Reservations for SC/ST/OBC are within the above reservations. Also there are age and educational qualifications relaxations for induction. There is a need to understand this aspect and create a separate cell in the Ministry of Defence to monitor these inductions. The issues needing attention are:

• Dissemination of timely information i.e. at least two years prior to retirement.
• There are times when departments release vacancies in bits and reservations are in fractions and so they cannot be implemented and these are done deliberately.
• Age relaxation for banks is capped at 50 years and many lose out because of this. If individuals are released earlier, they can take advantage of this but this can only be done by cooperation between the monitoring cell and the records. Hopefully, with the automation of records, this aspect will be attended to.
• Although there are relaxations in education i.e. with 15 years of service a matriculate is considered for jobs tenable by a graduate but for an entrance exam, knowledge is necessary which is possible only through a structured education programme.
• Units need to make their retiring soldiers aware of the relaxations in age, qualification and opportunities.
• Many states do not have specified reservations or very little for defence retirees. The issue must be taken up with the State Governments. These states are Andhra Pradesh, Seemandhra, Assam, Bihar, Jammu and Kashmir, Jharkhand, Kerala, Meghalaya, Orissa, Sikkim and Andaman and Nicobar.

In the private sector mostly security jobs are available. However, if trade skills are re-oriented towards applicability in the industry, induction will be higher. Here a question of age factor comes. In the civil sector, a person grows in that particular trade only whereas a soldier may have done jobs other than his trade. There will be gaps in expertise which can be bridged by due training and orientation while still in service. This is indentified industry wise and area wise so that jobs offered are closer home. Also, emphasis is given by PSUs and the corporate for ITI certification. If due diligence is done by the Directorates this recognition is not difficult to get. Maximum sufferers are the GD stream soldiers. Ashok Leyland had offered to train and absorb veterans on contractual basis. The scheme could not fructify as the company suffered losses and production went down. However, with ‘Make in India’ becoming the mantra, huge investments are being made in defence sector. It is a good opportunity to train retiring soldiers for absorption since they understand usage of equipment in practical terms. It is time that necessary sub trades are developed and men trained for absorption.

For the road ahead, a concerted policy with full participation by services is necessary. Taking a cue from the USA, where 1.5 lakh soldiers retire, and England who have given us most of the systems, we may work on a two-year cycle for resettlement. Some may say that it will impinge on the availability of manpower. The issue can be overcome by making up strength in field areas from units in peace and in case of war or emergency, all things are obviously put on hold. There are dispensations given vide the GOI, Min of Pers Public Grievances and Pension (DOP&T) Memo No 150112/8/82-Estt of February 12, 1986, in educational qualifications but there is no compromise on entrance exams for many departments.

Measures Recommended

Individuals should be informed of their impending retirement two years in advance or as early as possible. This is the time counseling will help them in selecting a line with options. This counseling needs to be structured by experts on the lines being done for young students suggesting a line to be adopted. Help of DIPR or own officers with experience in SSBs or even better, HR Experts in the civil can be consulted with professional help.

Individuals are issued literature to study as ‘own time work’. There are commonalities in the syllabi which generally include:

• General intelligence and reasoning.
• General awareness.
• Numerical aptitude.
• English comprehension.

A large number of books are available. A structured approach will improve induction and once a trend is set, it will continue.

In-service classes may also be conducted. AEC staff is capable of doing it and must be utilised. Even outsourcing may be done. Very little additional funds will be required. Alternatively, DGR resources may be utilised. A detailed exposure to interviewing techniques would be in order.

Individuals need to be encouraged to undertake exams while in service and those selected be discharged early. A suggested timeframe for a soldier is:

• Combat training and training in own trade — 2 years
• Soldiering — 16-18 years
• Tapering down for transition— 2 years
• Total — 20-22 years

A steady induction will keep improving over a period of time and even if does not succeed in securing a government job for all, it puts a person in a better position to face interviews in the private sector. Those who do not make it, a skill-wise transition should be considered. All the 156 skills described by the DGE&T can be subscribed with due orientation while in service. The issue needs discussions with National Skill Development Council (NSDC) to work out modalities. GD soldier skills have not been recognised though technical skills have been. However, a closer look will indicate that there are many skills with them (GD Personnel) which if modified can get them absorbed in the civil sector. A good example is of AFV drivers who, with some training, can operate equipment used in infrastructure development. Graduating from an operator to a supervisor will not take much time or may even lead to entrepreneurship in due course. Many other issues can be identified for implementation. Accordingly, ‘Work Content Skills’ and ‘Functional Skills’ may be developed.

For officers also, the above approach with modifications will help. However, with the concept of regular cadre and support cadre (1:1.1) being adopted, there will be larger wastages. These cadres need to be managed better with MS Branch following a more liberal release policy. The following is recommended:

• Sideway induction of SS Officers is based on five-year contractual service whereas now they serve for 10 – 14 years. The DOP&T need to amend their induction QRs in this regard. An attractive departure content (already under consideration) which includes monetary as well as educational needs propagation.
• AO 27/87 vide which officers can side step during last five years of service be modified and officers be permitted sideway induction based on qualification/choice after 15-20 years of service. This is where the MS Branch requires a bigger heart. Advantages that may accrue are:

• Reasonably young officers can pursue alternative careers.
• Will help implementing the peel factor advocated by AVS Committee and will bring down the age of Commanders at all levels.
• There will be avenues for permanent secondment and may even help in protocol problems.

For the above preparatory, opportunities are necessary. There may be some aberrations which be taken in its stride. Empowering officers will necessitate the following:

• Preparation of a Curriculum Vitae (CV) is important. It is seen that even very senior officers are not able to express their virtues, which are recognised in the civil street. The issue needs to be tackled separately however, suffice it to say that a CV should reflect what an individual can contribute towards the job and not expect the perspective employer to exploit what he can from a veteran.
• Inform them well in time about their career prospects and opportunities available elsewhere. A structured mechanism by the AG and the MS Branch may be involved. The present practice of having a seminar during the last month of service only helps in timely retirement documentation but is not at all adequate for career transition.
• Expose them to the corporate world and help them leave early if the opportunity arrives.
• Be liberal in granting early permission for corporate jobs if the previous appointment is not a sensitive one.

Resettling veterans is indeed a ‘Nation’s Social Responsibility’. A concerted and collective effort is needed for absorbing veterans. The priority should be to help soldiers obtain jobs in the government sector by exploiting reservations. This is to be followed by mapping the industrial needs, talking to them (industry) and training individuals as per the requirement of the industry. The DGR will well utilise their funds in this manner than conduct courses which are cosmetic in nature and results, and used as a paid break by most. This can best be done by integral placement organisations in respective services.

A synergised approach will yield better results. The Army Welfare Placement Organisation (AWPO) with its pan India presence can do this the best and needs to be encouraged. Welfare funds spent on this and on professionals with patience will yield results. Expecting overnight results would be preposterous. A lot can be achieved by diligence and concerted approach than by being impulsive. A data of well-settled veterans will be of great help and will keep the maximum number of retirees connected. There will be gaps in expertise which can be bridged by due training and orientation. This must be identified industry-wise and area-wise so that jobs are available closer to home. Also, emphasis is given by PSUs and the Corporate for ITI certification. If due diligence is done by the Directorates, this recognition is not difficult to get suffer the GD stream. With billions being spent on defence modernisation synergised by the ‘Make in India’ slogan, no better opportunities will be the anvil. Let us make the best of it.