justice for bankers

It is the time that our honourable CMD MVNair conducts introspection and justifies the actions of various DGMs and GMs who transferred whimsically a lot of officers to other states on the excuse of non-performance. I especially mention the case of DGM Jharkhand and the then GM of Kolkata who practically transferred all Non Orriyas to other states, some officers to Bangladesh Border i.e. to Tripura state, some to Gangtok, some others to West Bengal or UP or MP or Maharashtra. The DGM and the then GM satisfied their ego by disturbing the family life of officers who did not flatter him and who did not belong to a particular caste lobby. It is worthwhile to mention here that officers of West Bengal, Tripura,Karnataka, Tamilnadu ,Maharashtra are seldom transferred to remote states as those of states like Jharkhand, Bihar, Orrissa and UP

Our beloved and renowned CMD should now see whether there is any improvement or further deterioration in the value of assets during last three years in those branches wherefrom some special type of officers were transferred by biased DGM on the excuse of non performance (surrounded by some different type officer’s lobby) two years ago?

I do not want to enlighten the complicate the matter, which may violate bank’s secrecy policy or which may further hurt the ego of person sitting in top echelon.. Management has every tools in its almirah to look into each credit account of big and old branches and ascertain whether so called non performers had improved the health of Bank’s asset or their successor or their predecessor have/ had done better for the bank which resulted in their promotion and rejection of so called non performers in the same promotion process and their posting at the most remotest and the most critical branch.

If CMD hesitates to touch his corruption ridden General Managers AGM, DGM till their retirement, other competent authorities may be ordered to peep into the matter and try to precipitate the reality and truth of banking administration and Human Resource Management.

CMD should justify his action of picking management executives from MBA college campuses at packages higher than those of employees of the same bank who have served for more than two or three decades.

I hope bank will justify the action of promoting young officers at the cost of senior, experienced and devoted officers. Young officers may humiliate senior officers and give some transitory vale to the ban but in the long run such unethical and unconstitutional practices may spoil the bank.

CMD should tell the people of India whether there was actual cash recovery in bad accounts or manipulation in the system to hide bad accounts which portrayed better picture of some officers who got preferred promotion and posting. Why and how an officer indulging in bad advances is promoted, even an officer who financed to person against whom action under SERFACIE was initiated is promoted and within one year, the account becomes bad again? Does it not prove the malicious intention of executive protecting and promoting such officers?

If any unbiased authority looks into each and every account of at least Pilaval branch since the inception of the branch , it will be enough to spoil the career of a lot of Chief Manager, AGMs, DGM, EDs, and CMD too. Branches of Jharkhand, Bihar, UP etc have the potential to open Pandora ’s Box for a lot of executives. But who will bell the cat is a million dollar question. Birds of the same feather have flocked together in the top domain of bank’s management.

Whether government deposit mobilized by an executive may turn bad assets into good asset and thus help bank in enhancing the intrinsic value of the bank? If hundred crores of deposit is distributed among ten flatter branch managers, it is sure that these ten persons will be treated as performer and others as non performer.

It has to be ascertained whether so called good officers have added bad assets in the name of achievement of credit delivery target. It has to be seen why finance made by star performers become bad in a year or two. Why executives responsible for irregularities are exonerated and juniors are punished, why wrong doers are promoted and person on the spot is made scapegoat.

And so on…………………..

Lastly I agree with the idea of CMD of punishing non-performers. But it has to be ascertained by the system whether the non- performance is due to lack of motivation by his boss or by virtue of his posting at a critical branch or it is lack of will of the officer to perform or lack of knowledge.

In case of lack of knowledge management may impart the best training to him to convert him performer. Otherwise it proves the failure of training system.

In case the boss is lacking motivating skill the boss may be given a lesson to improve. When a boss cannot motivate a few BMs, how can a BM may be expected to manage the branch where staff as well as customers have to be motivated.

In case the non-performance is due to adversities attached with the branch or due to environmental impediments in the path of performance, the officer shouldering the load of such branch should rather be awarded.

In case there are non willed officer, transfer to some other place may appear justified, but not without giving him an opportunity to improve. Management has right to force such officers to retire or should have a provision for VRS for such unwilled and unskilled non performers.

It is always to be kept in mind that a person is not always bad. It rather depends on the perception of his assessor who may be caste biased, region biased or there may be some hidden greed of money or gift or flattery in the mind of assessor which forces him to be biased against any officer even if he is devoted performer.

Best tool available in the almirah of Human Resource Development Department should be applied on case-to-case basis. Otherwise there is every possibility that an executive sitting at the top of affairs uses his whims even at the cost of intrinsic value of the bank.

Real success of the management lies in not only transferring an officer to remote place but in making efforts for value addition in an officer and thus in bank. It is always told for branch head to be tactful in handling junior staff in the branch. Real success of a Branch Manager lies in taking work from available staff. Similarly it is expected from Regional head to apply prudence and wisdom in dealing with Branch head shedding personal ego. Everyone in the bank knows how officers under work pressure and in want of enough manpower are constrained to bypass rule to achieve the target under various parameter, it may be credit delivery, opening of accounts, deposit mobilization, monitoring of advances or recovery under NPA accounts.

Despite all if management is really interested to give value to merit and merit only, same team of officers sitting at head office should judge the performance of all officers and there should be no room left for regional heads to apply their mind in whimsical manner and there should be no room for Interview in promotion processes. It is bitter truth that delegated power vested in different persons cannot be utilized by different person in similar manner ant in desired and expected manner. Under CBS system management can assess the performance of all officers sitting in office at Mumbai and in this path there will be minimum use of whims. Management can save lot of expenses incurred in conducting promotion processes and ensure reign of justice.