Reorientating for second innings-Defence personnel

Defence personnel are released from service at a comparatively early age. On an average, officers hang their uniform at the age of 54. It is earlier for those seeking premature release. For JCOs it varies between 45 to 48 years and for NCOs it is between 35 to 40 years. Now this is the age when people in other professions are approaching their peak and we have these armed forces personnel ‘retiring’. It is that phase of life when the children are growing and expenses are the maximum on meeting their requirements. Education, helping them settle into a career and marriage is the foremost concern. Quite a few of us adopt a passive attitude and reconcile ourselves to not having a ‘second innings’. Over the past few years, the economic pressures have been forcing ex-servicemen to seek re-employment in the civil street after retirement. However not many of our ex-servicemen prepare themselves for this. An attempt has been made in this article to highlight the various steps that need to be taken at organizational, local and personal level to be gainfully employed after retirement. The article focuses only on PBOR. As an HR consultant I meet a number of ex-servicemen who are looking for a job. In most cases, the attitude when they step out of uniform is one which can be called casual and unrealistic. This is a result of ignorance about what works outside. Plus the financial cushion available at that time makes them complacent. What saddens me is that over a period of time as the funds received at retirement deplete, they become cynical and lose their ‘spark’. Having said that, I must acknowledge that the PBOR retiring from the Air Force and the Navy are better equipped to deal with life after retirement. This largely has to do with their better educational background and service conditions including skills acquired. To that extent people from the Corps of Engineers, Signals or EME do better than those from Infantry or Artillery. This is largely due to the skills that they acquired in service are needed outside too. Quite a few of them are absorbed in the infrastructure field. Let us now examine the basic skills required for firstly getting into a second career and the steps that need to be taken at personal and organizational level to make the transition smooth. Skills Required and Actions at Personal Level a. Computer Skills. In this day and age of technological advancement, a large number of PBOR retiring are not able to operate a computer. They do not have an email id also. I, personally have created email ids for a number of such ex-servicemen who came to meet me. There is a need for them to be conversant with the basics of MS Office. In case a JCO/ NCO is looking at a position as a Security Officer, it is expected that he should be capable of sending reports on mail. This report requires knowing Excel and typing a covering letter involves knowing MS Word. b. Basic Record Keeping Skills. The PBOR should be familiar with basic record keeping. This is one area in which they are strong, having done duties of Mess NCO or Canteen NCO or other regimental assignments. However they need to learn to adapt that knowledge to the present work. c. Be mentally prepared to deal with uncertainties. In the Army we get used to certain predictability especially at the PBOR level. If there is problem, a deviation,the “Sahab ko bataa diya” syndrome must be curbed. PBOR must learn to deal with problems themselves. That is the need outside. d. A flexible approach to work timings. A number of PBOR who come looking for a job want that their duty timings should not exceed 8 hours and be sacrosanct. Unfortunately, that is not realistic in the outside world. There are duties which have fixed timings, but then the pay is also fixed. The scope for growth is also fixed. e. Prepare yourself and be positive. Starting a second career can be mentally and emotionally challenging. Therefore we have to prepare ourselves for the shock. Do not be disheartened by setbacks or the feeling that ‘nothing seems to be happening’. We have to make things happen. f. No Comparisons. Do not compare yourself with other ex-servicemen. While in the services, the ground conditions would have been similar for everyone. The focus was on team work. Out in the civil world it is different. Each one us is an individual and we have to bank on our own uniqueness and our own skill sets. And we have to find or form our own support group. Do not lose heart by comparing yourself with others. In fact draw inspiration from them. Examine what is it that they are doing differently which has contributed to their success. g. Introspection and Self Assessment. Each one of us needs to introspect and carry out a self assessment. We must ask ourselves the following questions:- i. What are the skills that I possess? ii. What is their relevance outside? Which industry needs these skills? iii. With my current skill set, would I be satisfied with the salary I’ll get or should I upgrade myself and then enter the job market? iv. Would I be happy doing this job or am I doing it out of compulsion? This question may seem odd but it helps us identify our real motive for taking up a job and then we can deal with it appropriately. To further elaborate, I may take up a job that is not paying very well but it is adding to my kitty. Simultaneously I would take steps to upgrade myself and having done that, would look for a better paying assignment. h. Upholding Military Ethos even after Retirement The military man must continue to uphold the military ethos even after retirement. This is a challenge for quite a few of our people. To put it simply, with the ‘danda’ missing, they find themselves incapable of governing themselves. Their discipline and conduct which was impeccable till a few months ago, goes for a toss. Our honesty, integrity and disciplined approach is respected in the civil street and are our strongest points. We must not abandon them. Organizational Measures The DGR is doing an yeomen service in helping ex-servicemen settle into a second career. However to give a fillip to their efforts, the following steps seem very important to me. a. Having an Aptitude Assessment Centre and Career Counselors at each regimental centre. In conjunction with DIPR, an Assessment Centre could be established at each regimental centre. When the person goes for the discharge process, this assessment centre can help him in finding his aptitude and latent skills that would be useful in civil street. Then along with a career counselor, the person could examine various career options open to him. This would prepare him suitably for a smooth transition. The degree of disillusionment would go down. b. Computer Training. All units must ensure that people proceeding on pension have been trained on MS Office and can do basic operations. It must be incorporated in the check list for people proceeding on discharge. c. Promote Ex-servicemen Groups. The DGR could make formal cognizance of various Ex-servicemen groups active in most cities and towns. Members of these groups are capable of providing critical and substantive support towards resettlement efforts. As a matter of fact they are already doing so by employing ex-servicemen in their organizations. However their efforts need to be coordinated. The DGR should facilitate, without seeming to exercise control, all these groups coming on a common platform and sharing information about employment opportunities. Yes, there would be a need to shed the ‘seniority syndrome’ and ‘egos’ for this platform to function effectively. Inter-services rivalry or past individual conflicts will have to be forgotten. It should be a platform for promoting other ex-servicemen and not for personal advancement. d. Timing of Resettlement Courses. Presently, most of the PBOR or even officers undergo the resettlement training while still in service. At this time the realities of retirement have not been understood by them. As a result the course is perceived as an opportunity to spend time at home and ‘relax’. The courses are subscribed to by the PBOR on the basis of the convenience of location of the training institute and not on what their aptitude demands. The focus for these courses has to shift from convenience to learning value. I feel that if PBOR attend a resettlement course after proceeding on pension, there will be two benefits. Firstly, they will be more serious about learning and secondly their availability in the units will increase. Conclusion. The popular refrain of people proceeding on pension say 25 years back was, “Sahab, bahaut kaaam kar liya. Ab ghar jaa kar khet samhaloonga”. The families and the land-holdings have fragmented. ‘Khet samhalna’ is no longer a viable economic option, save for few. The current economic scenario and increasing urbanization has thrown up the need for ex-servicemen to quickly adapt themselves to the civil street. This would entail deep introspection and reorientation of skill sets. There is also an urgent need to strengthen the organizational measures and initiation of ‘out-of-the-box’ solutions to effectively help ex-servicemen settle in a second career. Having said the above, I see a silver lining in the fact that the problem of resettlement will be less acute when PBOR recruited after 1995 start coming up for retirement. They would be better tuned to harsh realities of the outside world and be more adaptive.

Incident at Nyoma camp, Ladakh-11May12

The incident at Nyoma camp involving a fracas between officers and jawan is symptomatic of the changes tearing at the cultural fabric of the Indian Army. It would not be presumptuous to say that that it is not the last incident of its kind if urgent measures are not taken.


The incident needs to be examined in the following contexts before we explore the measures that need to be taken :-
a. Diminishing gap between the backgrounds of officers and jawans.
b. Conduct of officers and ladies.
c. Effective command vs failure of command.

The gap between the backgrounds of the officers and the jawans has rapidly diminished. The intake into the officer cadre is no more from the ‘elite’ or the ‘educated’ class only as it was sat three decades ago. Earlier, a large percentage of officer’s children use to follow their father’s footsteps into the armed forces. Now that space has been occupied by children of Junior Commissioned Officers/ Other Ranks. This has been made possible by the urgent and necessary steps taken by the armed forces to make quality education available to children of JCOs/Ors by way of establishing Army Schools and other institutes. These children are driven by the natural ambition of achieving a better station in life than their father did. There are other children who join the army as a jawan.

Now imagine a hypothetical situation wherein two boys are studying in the same class. Both have a crush on the same girl but she likes only one. One kid gets through the entrance exam and joins the NDA. The other boy, who was liked by the girl, could not get through the entrance test and his father gets him enrolled as a jawan with the hope that he can work his way to a commission while in the army.

The first boy comes to the unit as a lieutenant after getting commissioned. The second boy is serving in the same unit as a jawan. What will be the relationship between the two?

Their secret ‘crush’ in the meanwhile has gone through college and her father gets her married to the officer. The other man is crestfallen. Potential for personal conflict spilling into the professional domain?

Having said that, the issue is much more complex. It is about reduced tolerance of indiscreet acts committed by officers, amongst the other ranks. I remember the time when as young officers we acted rashly a number of times but the jawan continued to look up to us and was very unquestioning. The gap in our educational and social backgrounds had a lot to do with this. Now with a large number of officers and jawans coming from similar backgrounds, the gap is indistinguishable. The unquestioning attitude has given way to expressing dissent. The onus is now on the officer to win the respect of men under him by way of his professional conduct. He cannot take it for granted.

The actions of officers are deeply scrutinized and questioned by the men under his command. An officer’s conduct has to be above board at all times. This responsibility devolves on to officers’ families also. They have to conduct themselves in a manner that does not give reason for anybody to take liberties or invite opprobrium. This includes the way they dress, talk and conduct themselves in public or at home where the ‘sahayak’ is present. Unfortunately, many of our young ladies are not adequately made aware of this responsibility and they behave as college-going students would do. There is a need to sensitize them about what is appropriate conduct in the context of the armed forces.

A few officers’ families staying in non-family stations/ field-areas was a privilege and it was not questioned earlier. But given the present socio-economic aspirations, the jawan has started resenting this privilege and questions as to why he cannot keep his family too. Such thought process often leads to frustration resulting in unacceptable behavior. Therefore, the commanders at all levels will have to revisit this aspect and a uniform policy implemented. There can be no exceptions.

There are greater demands being placed on the commanding officer in terms of man-management. The aspiration and expectation levels are very high all around. The commanding officer has to be and seen to be above perceived partisan interests. He needs to know the pulse of the men under his command including his officers.

In this particular incident, the Commanding Officer did well to intervene but was not effective. Only the court of inquiry will bring out whether the act of young officers beating up the jawan for misbehaving with a Major’s wife was one of spontaneous outburst or the culmination of a series of misdemeanors on part of the jawan which were not appropriately addressed earlier. If it was the latter, it would be clear case of failure of command.

The court of inquiry would certainly bring out the causes of the incidence and exemplary punishment meted out to those found guilty.

The Army also needs to do serious introspection and come up with a code of conduct keeping the present socio-economic realities in mind. And as always the onus lies with those in command, at all levels. The officer cadre has its task cut out for itself.

RTE Act- More issues

The upholding of the RTE Act by the Supreme Court has been a shot in the arm for the HRD ministry. However, instead of ushering in a 'licence raj' wherein only private institutions are held accountable, the government should do some soul-searching too.

The focus currently appears to be on the responsibility that private schools have to share by admitting 25% of students at the entry level. There are two issues related to this that I wish to bring out.

Firstly, there is ambiguity in the definition of 'entry level'. Most of the schools have their entry at the KG level. Let us assume that they have 4 sections with 40 students each. The intake of students from economically weak sections would be 40 in this case (25% as per RTE).

Schools would be well within the law if they start a pre-school with only one section with say 40 students. Then they would have to admit only 10 students from the poor sections of the society. 4 sections continue to function from the KG level onwards with new admissions. This is a situation wherein pre-school is the de-jure entry level and KG is the de- facto entry level.

The second point that I wish to highlight is that when admitting children from economically weaker backgrounds under the RTE, the government is only making the class rooms and the infrastructure available to these children. But a school is much more. It is an entire socio-economic-academic system. Have we given a thought about what psychological and financial impact will studying in an affluent school have on the child and the parent. The RTE has ensured entry, but who will pay for the school trips or dresses to be bought for annual day or the birthday parties of classmates. A child at the age of 5 or 6 or even 10 is too young to understand the financial implications of these. In trying to keep up with the classmates, the parents of the child are likely to suffer severe financial strain or the child is likely to grow up with a deep sense of inferiority. Where then would the RTE lead us to?
Let us not close our eyes to these practical issues which almost every parent experiences.

Instead of getting into a debate with the private schools and trying to enforce the rules for them, government should examine its own performance on the educational front. The government should focus on improving the facilities in government-aided schools, quality of teachers and act as an enabler for improving the educational environment. The only focus should be on ways to improve the standard of schooling, teaching and learning, not just for the poor and underprivileged children but all children.

Enhancing Employability. Whose baby is it?

An industry-academia interaction was organised by Rajiv Gandhi Technical University, Bhopal on April 10th & 11th.The issue of enhancing the employability of our graduates was addressed from all perspectives. It was aptly called "MANTHAN".

The initiative taken by the University is indeed laudable. The large participation of industry representatives was an indication that the everyone is siezed with this concern and we should hope for some synergetic actions from the industry and the academia.

I happened to attend the inaugural session and found the remarks of one of the key speakers to be a little out of tune. He mentioned that "training is the job of the academia and not the industry". This remark could have evoked a sense of consternation in the minds of the audience, but for the fact that training is considered a critical aspect in the organisation that the speaker heads. Considerable investments are made for training the employees.

Another speaker, head of an infrastructure company was very candid when he said that " it is not only our need to train the employees in order to ensure our own growth,it is also our responsibility". He went on to point out that "there should be greater cross movement of people from the industry to academics and vice-versa". As of now, the academic world is insulated from reality which is evident from our teaching curriculum which has not evolved with time.


The answer to the question ' Enhancing employability. Whose baby is it?' is both, the industry and the academia. The industry has to work more closely with the academia and the latter has to be receptive to the changing needs of the industry and dynamic enough to modify their curriculum as per the needs.

Academic institutions in the US have very strong linkages with the industry and that is perhaps why top quality research leading to product development is the norm there. In order to maintain the growth of the economy, Indian industry will have to collaborate with the academic institutions in order to get the right material at the entry level and will have to continue investing in training the employee in order to enhance his productivity and the growth of the organisation. Statistics show that organisations which have invested in employee-training have sustained their growth while others were like comets.


The step by the HRD ministry to affiliate regional ITIs with the co-located industrial units is a step in the right direction. But a lot more still needs to be done.