Harsha Kakar
Social media is here to stay. It will now be a tool to project all ills and problems facing the masses. The ‘me-too’ movement found this platform the most ideal to name and shame personalities who would otherwise never have been questioned. It is also a platform to project inherent frustration and anger existing within a department or organization,the armed forces being no exception. This fact has also been accepted by the army hierarchy which is now seeking to establish a cell to monitor social media.
For a close-knit organization like the army, airing of issues which concern the rank and file in public domain, is indicative of the deep frustration and disgruntlement within the system. Repeated projections indicate that normal chains of handling grievances have failed or faith in them has eroded. Unless seriously considered and acted upon by the top hierarchy, it could well break the internal fabric, which would be detrimental to the complete system.
Most inputs which flow concern officers either the junior level or those who have been Non-Empanelled (NE), implying missed their chances for promotion not because of their inefficiency or incapability, but because of the steep pyramid, which exists. Everyone who joins the academy passes out with the same feeling of nationalism, respect for the service and a determination to succeed in their chosen career.
The pyramidical structure of the military results in the services determining ways and means to segregate those who would climb the ladder and those who would need to step aside. The majority come in the category of those who have been forced to step aside, as the pyramid narrows towards the top. Hence, at some stage an individual would be NE.
The organization needs to evolve internal mechanisms to motivate this largely NE and junior officers to make them feel that they are an important spoke in the system, as compared to rising stars. For this it is primary that their welfare and wellbeing is given due importance. The seniors are always looked after, while juniors and those who have missed the boat are given the cold shoulder.
Genuine complaints and issues concerning the service projected on social media must be considered, provided they remain within the realm of service HQs. There are aspects which are beyond service HQs, involving the MoD, over which there is little control and whose views may vary. The MoD has acted in very few cases when social media pressure has been high.The incident of the adverse twitter response by their spokesperson on a tweet by Admiral Arun Prakash, a retired naval chief, on the misuse of official emblem by the Integrated Financial Advisor (IFA) at Chandigarh is a recent example.
The MoD sent the defence spokesperson on leave. Whether the spokesperson would be subsequently reinstated or moved away from the MoD, time would tell. The issues where the MoD has failed to act is on the blame of challenging all judgements of disability granted by the AFT in the Supreme court, accepting the requirement of Non-Functional Upgradation (NFU) for the military and resolving anomalies which have continued through the pay commissions.
There are few cases of immense heartburn which have flowed from decisions made at the apex army level and hence needs serious reconsideration. The first is providing a level playing field for all in matters of promotion and furtherance in careers, rather than concentrating senior level appointments for a select few arms and supporting arms.
The second is the decision of the service HQs to cut down revenue expenditure by stopping officers from utilizing facilities of hotels, sanctioned by the government earlier. Finally, is the issuance of a letter seeking to differentiate the pattern of reporting for those in the NE category as compared to those still proceeding up the chain.
It is hoped that the cadre review underway seriously addresses the first point of providing a level playing field to officers from all arms and services. The arm or service in which an officer is commissioned should not be a deciding factor for his future. If he has the traits and the capability, then his future should not be hampered by either his lanyard or the colour of his beret. The cadre review may consider a separate staff stream for those who miss their initial boards, giving them the satisfaction of rising a few steps up the ladder.
A major heartburn presently are the orders to avoid staying in hotels, sanctioned by the government and agreements for which have been signed by service HQs. The nature and quality of rooms in messes is dependent on the rank and service of the officer, the juniors getting the worst that the army has to offer. Ideally, guest rooms should be compulsory for seniors, who would anyway prefer them to hotels, while optional for juniors. Juniors desire comfort also, especially when out on duty, which should not be denied. Cancelling it to save limited funds is illogical. A better option would be to reduce duties, which may be more beneficial financially.
A recent letter floating on social media states that views are being sought for adding additional columns for NE officers in their annual reports. Such an act indicates an unhealthy bias towards them and should be avoided. It rubs salt into a wound caused by the pyramidical structure, for no fault of theirs. They deserve to be made to feel wanted, rather than be treated as outcasts.
The Indian army officer is reminded regularly of the Chetwoode motto, which clearly places caring for the men you command before their own comfort. If the army chief does not show concern for junior leaders or the NE, then somewhere the Chetwoode motto has been ignored. Concern by the apex would remind the juniors of their duty towards their subordinates as given in the motto, which the army cherishes.
The officer of day is conscious of facilities, opportunities and privileges adopted by his sister services as also other central government services. He desires that he too be entitled to his dues. He has joined the army with hopes and dreams, which should not be crushed at an early stage and he made to feel unwanted and used.
The greater the level of satisfaction at the junior level and those NE, the more cohesive would be the organization. There would always be a few disgruntled, which would be the exception, rather than the rule at present.It is time the chief shifts focus to caring for his own officer category, rather than taking them for granted.
(The author is former Major General in Indian Army)
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