Recalibrating Army Leadership - Getting more bang for the buck

Overall structure

This article can be read by any non-military person to understand that a change can be made to an archaic system which will be good for the nation and the organization.

Indian army leadership comprises officers and JCO cadre and there are Havaldars and Naiks as Noncommissioned officers (NCO).

Junior Commissioned Officers (JCO) a British Raj Legacy

This cadre was created by the British officers for a particular purpose. This, was no longer required after we got Independence. It should have been disbanded as the Indian army had only Indian officers after 1947. Let us look at its rationale from the very beginning of its inception- enumerated below. What best can be done about it without ruffling any feathers.

This cadre can be remolded and better utilized to deliver better results and get ‘more bang for the buck’. Let us see how.

History- Creation of Brown Brigade

There were approximately 30,000 British officers of different levels who ruled millions in fact crores of Indians for close to 200 years. This is an enigma of sorts for most but let me dig a bit deeper to examine the methodology. We must grant the devil it’s due. Yes, they were smart rulers and administrators and understood our psyche very well. ‘Rule through the ruled’ was the way forward. They understood that we Indians are class conscious- ‘oonch neech- upper and lower class’. They did not learn our language and also made no efforts to learn it – may be on purpose. One must admit that they were proud of their own language-English. They devised a very smart method for themselves. ‘Pump a few to dump the rest’ - was the strategy and it worked.

For that they created a parallel second grade tier of English-speaking Indians who were their flunkies in a way. They had started three universities quite early that was in 1857 for this purpose. These were the people who were close to them and thought very high of themselves as ‘close to the power centre’. The idea was to create Indian ‘Chamchas’ with Indian brown skin, flesh and blood but English tastes- brown sahibs- who would be loyal to them. They created a huge pool of English speaking, good at drafting letters in English and writing in English as clerks, assistants, babus and stenographers. Right under their thumb and these brown sahibs loved it. Very few, most loyal and efficient rose to get officer ranks to fill the lower positions. A cigar or a whisky in cut glass decanter was enough to pep them up. Donning a pin stripe suite and a tie with a tie pin with or a bow polished brogue shoes gave a different kick to these newly anointed brown sahibs. They had access to the white Sahibs and their Mem sahibs. Some times were let into a party or two or a bar. This was a privileged lot. All the riff raff work was done by these brown sahibs. Ji Huzoor.

The above was the rationale for civil servants. The Indian Civil Service (ICS) was mostly whites.

Creating A similar cadre in the army- VCO

In fact, class of JCO (junior commissioned officers), Naib subedars, Subedars and Subedar Majors was created for the army for a similar role- grade II officers. The JCO evolved from the viceroy's commissioned officers (VCOs), established in the Indian Army during the British Raj in 1885.

They were made to wear pips with stripes on the shoulder to differentiate between British officers and also keep them in place! They could communicate to their Indian troops in local languages and were also in a way two-way communicators. They conveyed the problems of Indian troops to the British white officers and showed to the troops that they could curry favours for them from the white sahibs. They were addressed as ‘sahabs’- even by the British officers, so a false sense of authority and respect pumped them up.

In Indian Army too they are addressed as ‘sahab’ keeping their esteem/ego in place.

Very few- just a handful of Indians were given training in England at par with British officers and were given King’s commission- KCO- King commission Officers. They were at par with British Officers. Note the difference between King and the Viceroy.

Common sense tells us that we do not need a buffer cadre between the Indian- flesh and blood-officers and men they command. There is no language or cultural issue at all. JCOs rise through the ranks. The JCO cadre is nowhere near the competence level of officers who go through a rigorous UPSC written exam and a Services Selection Board SSB screening and then put through a training deemed fit to become an officer.

JCO cadre is a cadre which is picked up from the ranks and promoted. He does get his stripes and stars but it ends there. The competence gap between an officer and a JCO (of today) in the army is huge. On a scale of ten if an officer is at 10 a JCO may be around 2 or 3.

The fault is not with the person but is with the process and training as well as quality of raw material. He is not competent to do any writing work like court of enquiry or summary of evidence or draft letters. There is no training in strategy, tactics, logistics, military law or planning as such. Neither trained nor qualified as an officer is.
If one has to put it in simple terms, they are a supervisory cadre. The raw material is so different that you cannot bridge the ‘competence, comprehension, learning-abilty’ gap between the two cadres without making some fundamental changes.

The size and cost

To understand the problem, I would like to go by approximations and not exact figures, which could be analyzed by the organization if required- and these will be good to go for a simple logical viewpoint.

As a rough and ready number for comparison the strength of JCOs is around 60,000 across the organization and officers around 43,000.

JCO cadre has three ranks i.e. Naib Subedar, Subedar and Subedar Major. Their average salary could be pegged at INR 55,000 per month, across the cadre.

Therefore, total cost per month for 60000 JCOs only for salary= 60,000*55,000=330 crores

There are 2000 Brigadiers around 600 major generals and 190 Lt Generals.

The bulk of the officer cadre therefore is from Lieutenant to a full colonel given a steep pyramidical structure. For pay scale comparison if consider the bottom cluster the average ball park salary of officer in this cluster would be around INR 80,000 Per Month. Lieutenant salary is 68,000 and Colonel is 130,000- bulk is Lt, Captain, Major.
Comparing Cost to the exchequer

For officer strength of 43,000 and average salary of 80,000 per month for entire cadre will be 3,440,000,000.

Or 344 Crores

The, CTG Cost to government is almost same and comparable.

Can we use the same money to get better results is the moot question?

What Can be done to achieve this?

It is not being suggested to do away with second level of leadership, the idea is to get better lot and train them to come closer to officers in competence.

The fundamental differentiator is the quality of input and then level of training.

Officer level entry in Indian army is through UPSC Exam. Say for NDA selection out of 3 lakh aspirants taking the exam only around top 2,000 are called for interview and finally a merit list is drawn and only 400 go for training.
The army can take first few hundred from the lot for class one officers and thereafter pick next 400 or so for grade 2 officers and give them comparable training in a different academy for even shorter period. This way you create two separate cadres on day one. The top 400 get into a fast-track promotion and the other lower cadre gets into slow track promotion and can rise up to the highest rank of full colonel (director equivalent in civil services). Few very capable could rise up to higher ranks. The fast track can go up to general’s rank as a norm. The wedge is drawn the first day. The employment of personnel and job description and status can be same/similar.

Alternately follow a separate rigorous direct entry for grade two leadership

It is done in police. For instance, Delhi police selects Sub Inspectors through SSC (Staff selection committee). Minimum qualification is graduation and there are written tests as under.

Paper I Subjects General Intelligence, GK, Quantitative Aptitude, English
Paper II Subjects English Language and Comprehension

Training

Is for two years. In addition to physical training, they go through rigorous class room training.

I.Organization & Administration and D.P. Rules & Regulations.
II. Human Behaviour and Criminology
III. Law-I Indian Penal Code (Without Books)
IV. Law-II Criminal Procedure Code and Evidence Act (Without Books)
V. Law-III Constitution of India Minor Acts (Without Books)
VI. Law-IV Minor Acts (With Books)
VII. Police Science-I
VIII. Police Science-II & Forensic Science
IX. Police Science-III

Civil services a detailed analysis

Central Civil services verses state service cadre broad comparison
UPSC conducts exam for central civil services like IFS IAS and IPS and other allied services whereas state services exams are for state related administrative jobs. Yet the two are comparable. Graduation is minimum requirement.
UPSC exams are more challenging and cover a wider range of topics compared to State Civil Services exams. While both exams include subjects like History, Geography, and Polity, the depth and breadth of the topics vary significantly.

Examination Pattern and Stages

Both UPSC and State Civil Services exams follow a multi-stage process. Understanding these stages is crucial for aspirants aiming to clear these competitive exams.
Training and Probation Periods

• UPSC Training Programs

After successfully clearing the UPSC exam, probationary IAS officers undergo a comprehensive 2-year training program at LBSNAA. This initial training is followed by further training at various institutes like the National Academy of Direct Taxes and the National Academy of Indian Railways. The training is designed to prepare officers for their diverse roles in public service.

• State Civil Services Training

State Civil Services officers also go through rigorous training programs. The training usually starts at the State Administrative Training Institute. Officers may also receive specialized training at other state-specific institutes. The focus is on equipping officers with the skills needed to manage state-level administrative tasks effectively.

• Duration and Curriculum

The duration of training for UPSC officers is generally longer compared to State Civil Services officers. While UPSC training can last up to 2 years, state-level training programs are often shorter, usually around one year. The curriculum for both includes classroom sessions, field training, and practical exercises to ensure well-rounded development.

Career Progression and Promotions

Initial Postings

When you start your career in the civil services, your first job is very important. For UPSC officers, the initial posting is usually as a Sub-Divisional Magistrate (SDM) or Assistant Commissioner. State civil service officers often begin as Block Development Officers (BDO) or Tehsildars. These roles are crucial as they lay the foundation for your future career.

Promotion Criteria

Promotions in both UPSC and state civil services depend on several factors. Performance is a key element, along with seniority and the number of years served. For UPSC officers, promotions are generally faster and more structured. State civil service officers may have to wait longer for promotions, but they can still reach high positions like Departmental Secretary.

Career Growth Opportunities

Both UPSC and state civil services offer good career growth opportunities. Over time, IAS officers are promoted to higher levels based on their exemplary work. Annually, an appointment committee selects eligible officers for promotion. State civil service officers can also advance their careers, sometimes even becoming Central Rank Officers. The highest position for state officers is usually Departmental Secretary, but they play a vital role in ensuring the state’s administrative stability.

Work Environment and Job Locations

The work environment and job locations for UPSC and State Civil Services can vary greatly. UPSC officers often find themselves in central government roles, which can be in major cities or even abroad. On the other hand, State Civil Service officers usually work within their respective states, often in both urban and rural areas.

State-Specific Roles

State Civil Service officers have roles that are more focused on the specific needs and issues of their state. This can include working on local development projects, implementing state policies, and addressing state-specific concerns.
Central Government Roles

UPSC officers often work in central government departments and ministries. These roles can involve formulating national policies, working on international assignments, and handling issues that affect the entire country.

Remuneration

This differs substantially between two services. There can be no heartburn as the two cadres are separated from day one in most respects.

Armed forces can go for hybrid model

One has to tailor a system according to the needs and not apply same template. Yet, there is a lot to learn and make changes to the system intelligently. This way the officers of today will be brighter and will be assured of good promotion prospects unlike today where a large number more than 50% retire at Colonels rank. Grade two officers will replace todays JCO cadre and with similar salaries as grade 1 will work to rise to middle ranks as planned and conveyed initially. This way one will get more bang for the same buck. In addition, you will have a larger number of officers mix of grade 1 and 2 with better productivity and younger profile. The NCOs will have more responsibility and broader role to play.

A stringent promotion process for selection and training of NCOs to graduate to class 2 must be created so that the best can move up the ladder.

The present problem redefined

Let me compare capability of officers, JCOs and NCOs as of today for better clarity. ON a scale of 10 if an officer is 10 JCO in the present system is 2 or 3. Therefore the gap is huge- close to 7 or 8 points which is impossible to cover.

If a JCO is at 10 then an NCO is around 8. The gap is just two points. If you give a task of a JCO to an NCO he can easily, do it as the gap is almost minimal.

There with the present raw material and training an NCO can fill up the shoes of a JCO but a JCO cannot take on a job of an officer- hence a change is desirable.

How to implement?

This needs to be discussed in detail and experimented, starting as a pilot project with few services and arms.