Military & Aerospace

Army: Management of Human Capital - I
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Issue Vol. 26.4 Oct-Dec 2011 | Date : 22 Dec , 2011

“Human Resource Development is an essential command function and, in this context, it needs to be understood that the soldier of tomorrow has to be an innovator who can combine imagination and knowledge with action1” —Indian Army Doctrine 2004

…a detailed investigation into the Human Rights violation cases involving Army personnel revealed that only 54 cases out of 1511 cases received since 1994 have been found to be true. 129 persons have been suomoto punished by the Army in these cases. The punishments awarded by the Army are severe and exemplary, including dismissal from service with life imprisonment. Our consistent efforts to reduce Human Rights violations cases have been successful and there has been a sharp decline in such cases from a high of 176 in 2002 to only 12 so far this year. Every effort is, therefore, made to ensure that no collateral damage takes place whenever any operation is undertaken, nor is an innocent ever targeted.

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Emergence of the Communist Party of Nepal (Maoist) as the single largest party in the April 2008 elections seems to have, however, disrupted the bonhomie that existed between the two neighbours. It has also led to the emergence of a strong and visible anti-India lobby in Nepal.

The diverse socio-economic environment prevalent in the country and its ripple effect on various sections of the society has had a profound impact on the Armed Forces of the Nation as well. The Army, which constitutes its largest component, is undergoing a transformation which is not just confined to the fields of military doctrine, operational concepts and application of newer technologies, but has also transgressed into an area which impacts its very foundation-the soldier. As the Nation marches towards economic prosperity and the associated resurgence to emerge as a key player in the international arena, there is a need to concurrently focus on consolidating its Armed Forces into an extremely cohesive, modern and potent force capable of meeting the challenges likely to confront the region. Adequate focus therefore, needs to be laid on revamping the Army, into a highly motivated, optimally equipped, modernized and operationally ready force, capable of functioning in a joint services environment across the entire spectrum of conflict.2

Human Capital Development in the Army is an extremely vital issue because the strength of the organisation has always been its soldier. It has been aptly said that institutions do not transform – its people do; platforms and organizations do not defend the Country – people do; and units and formations do not sacrifice and take risks for the nation – people do! It is therefore, evident that without highly skilled, competent and dedicated soldiers in its rank and file, it matters little how lethal the weapon systems are or how strategically responsive the field formations are trained to be, but what is vital is the men behind the weapons who are also the prime enablers of the strategy.

Given its size, diversity and complexities, the challenges that confront the Indian Army, when it comes to management of its Human Resource element, is a gigantic one. The enormity of the task can be gauged from the fact that the Army has about 12 lakh serving soldiers3 in its rank and file and it also has to cater to the needs of over 22 lakh of its veterans who have retired from service. While the organizational structure of the Army has a few characteristics that are similar to what obtains in most large scale commercial organisations, to include hierarchies and functions, leaders and followers, teams, meetings and strategy sessions, what is special and distinct about the Army is the very high emphasis on ‘delivering the goods even at the cost of laying down ones’ life. Also and more importantly a sense of social obligation and responsibility is ingrained into the organization at all levels. This makes the Army the last bastion and invariably the most reliable asset that the Nation can fall back upon during the hours of crisis.

Given the enormity of the tasks that it (Army) has to perform, it is imperative that it is manned by individuals who have a sense of responsibility, professional expertise and loyalty both to the Nation and the Organization.

As a major component of National Power4, the Army alongwith the Navy and the Air force is entrusted with the primary role of preserving National interests and safeguarding the Country’s sovereignty, territorial integrity and unity against external threats, either by deterrence or by waging war. It also has a secondary role of assisting Government agencies to cope with ‘proxy war’ and other internal threats and also providing aid to civil authorities when requisitioned. Given the enormity of the tasks that it has to perform, it is imperative that it is manned by individuals who have a sense of responsibility, professional expertise and loyalty both to the Nation and the Organization. Orchestration of human resources in the Army, therefore, needs to be accorded the highest priority so as to unleash the full potential of the men and material who constitute the organization.

Turbulent Global Environment

The socio-economic and security backdrop in which the Armed Forces are operating in is getting more and more complex with each passing day. Numerous events over the last two decades like the end of the Cold War and disintegration of the Soviet Union, 9/11 followed by the ‘Global War on Terror’, nuclear proliferation, unprecedented economic growth of China and India and the economic meltdown of 2008 have radically altered the global security environment.5 The ripple effect of these events has affected most countries around the world, leading to drastic changes in the global inter-linkages, regional alignments and readjustment of security dimensions.

Future wars are likely to be short and intense and will witness the employment of high tech weapon systems with comparatively larger scales of damage and destruction.

Globalisation, economic inter-dependence, revolution in military affairs, unipolarity, terrorism, phenomenal growth in information technology and other internal practices have thrown up fresh challenges for most nations. Globalization has also ensured that no country remains insulated from the turbulences mentioned above. It is therefore, imperative that our Armed Forces evolve with the changing times and maintain a level of preparedness in consonance with the Nations stature as the dominant regional player.

Troubled Neighbourhood

India finds itself in a neighbourhood where countries are experiencing considerable systemic dysfunction. A number of these have significant ramifications for India given the artificial borders, common eco-systems and strong social affinities that exist with its neighbours. Most of these countries have been nation states for only five to six decades and many of them have emerged from several years of internal strife, colonialism and all of them also suffer from poor governance. India’s relations with all its neighbours are complex for a variety of reasons with security underpinnings attached to them. Its relations with Pakistan have been fraught with tensions and are pitched against a nuclear backdrop. The unsettled border issue in Jammu & Kashmir coupled with the endeavour by Pakistan to keep India engaged in low intensity conflict as a means of getting her bogged down in a state of low level equilibrium has only worsened the relations. Fresh signs of strain have appeared after the attack on the Indian Embassy in Kabul and the 26/11 Mumbai carnage. The raison de etre for the creation of Pakistan was the two nation theory & hence this stance has very little chance for change.

Given the dynamics of future conflicts, it is imperative that the Army prepares itself to meet these challenges head on.

Ever since the Sino-Indian conflict in 1962, relations between the two neighbours have bordered on hostility and mistrust and this equation continued till the 80s. Although economic cooperation has become the principal driver of the strategic partnership between the two Asian giants there is a growing need for convergence between them on numerous international and regional affairs, however irritants like the unresolved border issue do continue to cause hiccups.6 China however, as an ascendant power with its burgeoning economic growth and equally burgeoning military modernization programme does generate concern in its neighbourhood.

Ties between India and Nepal have traditionally been close, reflecting the rich historical, geographical, cultural and linguistic linkages between the two nations. Emergence of the Communist Party of Nepal (Maoist) as the single largest party in the April 2008 elections seems to have, however, disrupted the bonhomie that existed between the two neighbours. It has also led to the emergence of a strong and visible anti-India lobby in Nepal. Indo-Bangladesh relations have seen a fluctuating tendency depending on the party which is in power in Bangladesh. It has hit a new high with the Awami League Grand Alliance led by Sheikh Hasina coming back to power post the Dec 2008 elections and consequently the working relations between the two countries have improved considerably.7

Changing Nature of Warfare

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National Security in the present day environment is an aggregate of both external as well as internal threats.8 Economic compulsions and the global environment have reduced the threat of all out wars between nations. However, smaller the scale of conflict, greater is the probability of occurrence. Future wars are likely to be short and intense and will witness the employment of high tech weapon systems with comparatively larger scales of damage and destruction. The probability of joint operations, including with other armies of the world, have also increased manifold. The world is seeing a spurt of a new kind of warfare called ‘Fourth Generation Warfare9’ encompassing terrorism, internal destabilization and economic blackmail aimed to undermine the very sovereignty of a nation.

IDR_26_4Given the dynamics of future conflicts, it is imperative that the Army prepares itself to meet these challenges head on. Organisational and equipment voids, which hither-to-fore were considered acceptable, may not be the case in the future. Staffing of formations and units, including that of reserves, also need to be maintained at the optimum level at all times to ensure operational effectiveness.

Ramification of Societal Changes

Since society is the reservoir from which the Army taps its manpower resources, it needs to be sensitive to the societal changes that take place with the passage of time. A vibrant economy, globalization, advanced technology and a flourishing private sector all put together now offer innumerable opportunities to the youth of this country. This has fundamentally and irrevocably altered the traditional social and cultural fabric of the Nation. These changes have also impacted the Indian Armed Forces in many ways.10

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The present value systems so deeply cherished by the Armed Forces are not abstract concepts whose genesis lies solely in the demands of battle. In fact, they are the very foundation

While it has assisted in modernization of the forces, the lure of lucre has created complex challenges for the Indian Armed Forces which have the distinction of being an absolutely volunteer force. The present value systems so deeply cherished by the Armed Forces are not abstract concepts whose genesis lies solely in the demands of battle. In fact, they are the very foundation on which the entire structure of the Armed Forces is based and any dilution of the same because of deterioration of societal values could have a negative impact on the fabric of the Armed Forces as well.

Challenges Posed by the Changing Socio-economic Environment

All round development has meant moving rapidly towards a pool of educated workforce and in case of the Army from a ‘brawn force’ to a ‘balanced brain cum brawn force’. With all the organizations vying to tap the best, talent is definitely at a premium. Attracting, retaining and motivating the best talent remains a constant challenge to the Army in the present circumstances and the problem is likely to become more acute in the years to come. Some of the challenges that confront the military leadership with respect to the above are as follows:-

  • Increased Aspiration Levels. Increased awareness and corresponding enhancement in aspiration levels of the present day generation has resulted in the best talent being cornered by the corporate giants. It is often only the remainder that is available for induction into the Armed Forces, especially in the officers’ cadre. The trend can be partly attributed to lack of appropriate remunerations. This trend is not in consonance with the requirement of the Services where Revolution in Military Affairs necessitates induction of academically proficient and technologically savvy individuals at all levels. Necessary steps, therefore, need to be initiated on a timely basis to ensure that the quality of intake is maintained at an acceptable level. This is possible only if the terms and conditions of service are made attractive and comparable to the extent feasible.

A career in the Army is accepted in the civil street as one fraught with immense risks. The perception has been further aggravated by the increasing deployment of the Army for various tasks ranging from counter insurgency to counter terrorism”¦

  • Drawbacks of Nuclear Family Norm. Lack of security and support hitherto provided by the joint family system and hazards of the now largely prevalent nuclear family norm has resulted in soldiers having to take on additional pressures because of problems relating to the domestic front. The joint family system provided inherent security, both physical and economic and invariably motivated the soldier to give his best without any apprehension. This protective shield vanished with the breakdown of the joint family norm11, leaving the soldier to fend for himself and his family. The problem gets more accentuated when the families are located at places which are not within convenient commuting distance of their duty stations. A conscious effort, therefore, needs to be made to ensure that the interest of the soldiers in operational areas is taken care of by providing separated family accommodation in military stations within easy travelling distances.
  • Pressures Due to Exigencies of Service. Exigencies of service often make it difficult for men in uniform to strike a reasonable balance between their home and the professional front, at times leading to problems like depression, suicide and fratricide.12 Grant of leave at periodic intervals with liberal travel facilities and connectivity to ensure that he constantly remains connected with his loved ones is, hence, very essential.
  • Hazards of Service Life. A career in the Army is accepted in the civil street as one fraught with immense risks. The perception has been further aggravated by the increasing deployment of the Army for various tasks ranging from counter insurgency to counter terrorism, apart from the conventional role that it is meant for along our troubled borders. Large number of casualties and body bags coming home often act as a deterrent and negate publicity campaigns launched to motivate the youth to join the Army. What needs to be ensured is that the compensation offered to the Next of Kin (NoK) must be adequate to ensure that the essential requirements of the NoK are met in terms of financial independency, accommodation and job opportunities.

Need for a Focussed Approach

Macro-Level Management

Functions related to Human Capital Management in the Indian Army are implemented under the aegis of the Adjutant General’s Branch. The mission of the Branch is to assist the Indian Army in meeting its strategic and national security goals by attracting and maintaining its rank and file optimally through an effective Human Capital Management Mechanism.13 The aim being to create a high quality, fully motivated, healthy and robust force, capable of operating efficiently across the entire spectrum of conflict.

The Army has over a period of time evolved a comprehensive and well thought out methodology to effectively manage its Human Capital.

The spectrum of conflict for which the Army needs to be prepared for and the demands of the future battle field environment on the human resources element necessitate that the soldiers inducted into the Army be qualitatively superior to what was expected earlier. Some of the characteristics that are vital for soldiers of the future are as under:-

  • Quick decision making capability, greater mental mobility and ability to adapt to rapidly changing situations.
  • Capacity to handle higher stress levels.
  • Capability to handle independent assignments.
  • Higher technical competence.
  • Greater motivational levels and higher standards of junior leadership.
  • Better administrative skills.
  • The paradigm shift in the ‘quality of intake required for the Army, both at the officers’ level and for JCOs/OR warrants that adequate incentives be made available to attract the right material, motivate them to join the services and thereafter retain them in service.14 The present day youth look for improved quality of life, better pay and perks, assured career progression, appropriate educational and housing facilities, good medical backup, equitable status with their civilian counterparts and better post retirement benefits. The demands on the organization are thus immense. The magnitude and scope of the task, given the size of the Army, is extremely large, complex and diverse as it involves every individual in the Army, right from the time he or she is inducted into the organization, with the bonding continuing even after their retirement and demise.

All major issues handled by the Army are based on vision documents which lay down time frames for their conceptualization and implementation”¦ Each task is thereafter broken down into short, medium and long term objectives and time frames laid down for accomplishment of each phase.

The Army has over a period of time evolved a comprehensive and well thought out methodology to effectively manage its Human Capital. In order to ensure that the thought process remains current and relevant, it is subjected to regular scrutiny and refinement. Transparent policies, correct selection systems, appropriate training and development methods, objective appraisal systems, dynamic leadership styles with the right organizational climate and effective post service management, all of which are critical imperatives for growth and development of any organization, form the bedrock on which the strategy is based. Some of the factors that lend credence to the strategy are :-

  • Perspective Planning. Adequate care is taken to ensure that the futuristic manpower requirements of the Army, up to a time frame of 2022, have been factored in while working out the staffing levels.15 The endeavour is to plan as far forward as possible. Adequate care is also taken to ensure that inductions being made are done after careful evaluation and assessment of wastage rates likely to take place in the future.
  • Structured Approach. Since the policies dealt with have far reaching implications and remain in vogue for protracted periods of time, the same are evolved after due deliberation, following a structured approach. Each issue is tackled at three levels- the strategic, operational and functional level. Also, in order to ensure that the issues are progressed in a systematic manner, they are dealt with separately for the three distinct categories of human resources that the Army has to contend with-the fresh inductees both officers and JCOs/OR, those already in service and those who have retired from service.
  • Clear Road Map. All major issues handled by the Army are based on vision documents which lay down time frames for their conceptualization and implementation. The vision is laid down at the strategic or apex level and is then disseminated down for execution and implementation to the operational and functional levels respectively. Each task is thereafter broken down into short, medium and long term objectives and time frames laid down for accomplishment of each phase.
  • Feedback Mechanism. In order to ensure that matters affecting policy have wide acceptance, they are invariably put through intense scrutiny and are formalized only after obtaining a comprehensive feedback from the environment. Changes, amendments and modifications are, thereafter, made to the directives to make them as comprehensive as feasible.
  • Periodic Review. All issues related to human capital development and management are subjected to periodic reviews so as to take corrective measures and institute mid-course corrections as and when required.

IDR_26_4Ensuring the right manning levels, providing all ranks attractive and acceptable terms of engagement, creating appropriate service conditions and ensuring satisfactory post retirement benefits are some of the means that have been adopted to effectively manage the human capital in the Army.

Continued…: Indian Army: Management of Human Capital – II 

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The views expressed are of the author and do not necessarily represent the opinions or policies of the Indian Defence Review.

About the Author

Lt Gen Mukesh Sabharwal

Former Adjutant General, Indian Army.

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One thought on “Army: Management of Human Capital – I

  1. Dear Mukesh !!!
    I feel that you are the same Mukesh, I knew 45 years ago as younger brother of Rakesh, my class mate in B.Sc. at Jodhpur. At that time your father was custom collector at Jodhpur. If that is true, please contact me at e mail pareekrg@gmail.com or phone 01334231144 and 09897107945. Thank you and with best wishes
    Ram Gopal Pareek, Haridwar

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