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Second day of banks strike: Banking operations remain disrupted

Normal banking operations, including cash transactions, cheque clearances, foreign exchange dealings were affected, says AIBEA general secretary

 
New Delhi: Normal operations in India’s public sector banks (PSBs), including cheque clearances and fund transfers, were on Thursday hampered for the second day because of the strike called by unions to protest against reforms in the sector and outsourcing of non-core services to private sector, reports PTI.
 
“The strike is total success all over the country.
 
Banking services have been affected,” All India Bank Employees’ Association (AIBEA) general secretary CH Venkatachalam said.
 
Normal banking operations, including cash transactions, cheque clearances, foreign exchange dealings were affected, he added.
 
Customers were depending more on ATMs as the bank managements had made advanced arrangement for loading the machines with cash.
 
AIBEA claimed that around 10 lakh employees and officers all over the country are participating in the strike.
 
Employees of 24 public sector banks and 12 private banks participated in the two-day strike on Wednesday, which led to hampering of banking operations.
 
Unions are protesting against reform measures such as the Banking Sector Laws Amendment Bill which seeks to remove restrictions on voting rights of foreign shareholders and increase voting rights of private investors in the PSBs.
 
Bank unions have been demanding pension revision, housing loan revision, five-day working week and human resource related issues, among others.
 

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Personal Finance Exclusive
Public sector bank officers avoid promotions, even as banks are on strike nationwide

Of late, there is a disturbing trend where vacancies for officers in public sector banks are plenty but there are no takers, says an editorial in Officers’ Voice, Journal of Corporation Bank Officers’ Organisation  

 
Corporation Bank (and other public sector banks alike) faces a new set of human resources problems, which include serious questions such as why clerical staff, who satisfy eligibility do not opt for promotion; why officers are not coming forward to take up promotion to Scale II and Scale III; are they afraid to take up higher responsibilities? These questions are raised in the editorial of Officers’ Voice, August 2012, the journal of Corporation Bank Officers’ Organisation. 
 
The editorial underlines the observation that the “Post of branch manager has become a bed of thorns”, as public sector banks’ officers are frequently dodging promotions and are satisfied with status quo in their individual careers. The editorial adds that the branch manager has to have the mental preparedness to bear the abuses from the superiors over the phone and in open meetings for his failure to achieve targets accepted by him voluntarily. This leads to low self-esteem. 
 
The branch manager cannot expect full support from his staff either. According to the editorial, “Today, no branch manager can dream of a branch with full complement of staff, thanks to our ‘professional manpower planning’ over the years and ‘soft opening’ of branches.”
 
The journal sums up the problem with branch managers’ posts as one that needs an immediate solution: “Any delay in this regard will have a devastating effect on the future growth of this great institution—Corporation Bank.”  Human resources are the assets, which are not reflected in the bank’s balance sheet but it determines its size and the efficiency.
 
The Officers’ Voice also has a section for members’ reactions and the current issue has sharp reactions on performance appraisal of officers in Corporation Bank and their promotions. According to a member, “Out of the many stipulations in the new policy of the finance ministry, the main contentious issue is minimum marks of 75% in APAR (Annual Performance Appraisal Report) each year.” Since the target was steep, the member adds that the Corporation Bank management had to take up with the finance ministry to reduce the minimum APAR marks to 60%, as sufficient eligible candidates were not available. Also, the member has made the observation, “Many reporting officers have a wrong notion that their higher-ups will question their assessing capability if they award more marks in APAR.” The member jokes that the assessment is not of the appraisee officer’s performance but is an assessment of the reporting officer’s attitude.
 
Apart from APAR, interview is also a part of the promotion process, and it has a major influence on the outcome of the final result. According to the member, “There are complaints from promotion aspirants that the interview process is also used to eliminate the candidate against whom there is a bias.”
 
The member’s reaction in the Officers’ Voice concludes that the finance ministry’s guidelines, instead of clarifying the issues in performance appraisals and promotions, have created large scale confusion and demoralisation of officers.
 
The comments in the Officers’ Voice also include those of TR Bhat in his column ‘Plainspeak,’ where he remarks that the finance ministry has now attempted to reduce autonomy for the public sector banks, and that it is neither good for the banks nor to the banks’ customers. The reduction in autonomy is also in the area of human resources management for the banks.
 
According to Mr Bhat, “Between October/ November last year and June this year, the finance ministry issued a series of guidelines regarding internal promotions, performance appraisal, rural service, business strategies and conduct of Board meetings.” 
 
He observes that the implications of the ministry’s approach are far reaching. In Corporation Bank, the waitlisted Scale VI officers could not get promoted to Scale VII (general manager cadre), as the posts were reduced. They became ineligible to participate on account of the increase in APAR marks with retrospective effect. Mr Bhat adds that the average performance of an officer over the years being considered would be more appropriate for this purpose.
 
Also, Mr Bhat points out that the ministry’s guidelines regarding the time frame for completion of transfer process are impractical in Corporation Bank. 
 
Thus, Mr Bhat is clear that the earlier trend towards autonomy in public sector banks was more favourable for human resource management in Corporation Bank.
 
Corporation Bank has evolved over the years and faced many challenges with respect to officers’ careers and growth within the bank. The current challenge is also a big one and needs to be crossed effectively. 
 

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COMMENTS

TIHARwale

4 years ago

Nothing surprising that officers are not offering themselves for promotion from Scale II to scale III. this is due to historical reasons. what happens in this regard say in a Hyderabad head quartered Public Sector Bank. this Bank was a victim in Harshad Mehta scam in 1992. so what happened youngsters who joined the Bank as as Prob Officers in late 1985 ( in the age group 23-25 then) got their first promotion call in 1999. so after that by 2010 only 5-6 from the 1985 batch could become CM only and others still stuck up in MM III and all of them reached age of 50 and Bank has got about 70 % in A.P. state so other than natives of A.P. lost interest in promotion because they will be seperated from family. more than 25% of officers of this Bank are forced to stay away from family as children will be in deceive stage of their education / matrimony etc and additionally the perverts in Top Management in GM level issue guidelines where any branch Manager can be booked any day for non compliance. branch will not be provided with daftary to stich vouchers. but Managers are expected to certify all vouchers are available, verified etc. similarly without team of officials to complete inspection of borrowers units to see units are functioning etc and submit certificate. list like the above difficulties will be long like a laundry list. so u don't get officers ready to become Branch heads and so the possibility of staff not opting out for Manager assignments and promotions are likely to increase in coming days. so naturally no officer having put in 25+ years is ready to work under sadistic Top Management with threats of SUSPENSION instead of PENSION. rather the Chief General Manager who attained retirement on the last day of Feb this year had the mortification of getting one increment cut on the last day of his service. rather he was fortunatate to receive increment cut insted of SUSPENSION which would have affected his PENSION settlement. Don't u recall VRS in 2000-2001 was successful in Banking industry only and if a similar offer is given today there may not be officers left in the Bank even to process VRS papers as staff with age 50+ are more than 50% in this Hyderabad HQed Public Sector Bank

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