The Pakistani Spectator

Career progression, with some minor variables, always winds up in blockade in any department whatsoever. If a person is made to retire in lower tier of career, he has the right to crib. However, if the same individual happens to be lucky enough to finish up at the highest scale, the crib could still be there for his not becoming overall boss, getting extension in service or availing post-retirement rehabilitation in reward for the ‘meritorious services’ rendered by him. In general, the promotion blockade, ipso facto is more a psychological issue than an organizational failure.

Psychologically, personnel always abhor stagnation. They, as is human nature, believe in ideal position. Elevation in grade/ rank serves as some degree solace in the direction, though ideal position does not necessarily merit equation with higher grade or rank. Still, the visible manifestation is what the individuals count as the point of life and death. Promotion is a marathon for self, for family, for friends, and against those in competition. It is entirely self-centred and subjective in approach, but matters much when derivatives come to the touchstone of comparison.

Despite all the logic of its being a matter of self-aggrandizement, promotion menace always wins bias in favour of the individual than the organisation. Ironically enough, it is the organisation that ultimately suffers as a result of poor career progression of its personnel. Indifference, lethargy, frustration, strained environment, lack of motivation, embarrassing output and consequent loss of organisational credibility may be some of the symptoms if the syndrome of promotion is not stream-lined as reasonably acceptable to personnel in one way or other.

Generally, the government service, particularly the ‘Central Superior Service’ managed under Establishment Division and the defence jobs controlled through respective services headquarters, offer highly systematised and well-managed career planning. Since undivided dedication and efficiency of personnel is an uncompromising factor in public/ military services, an extra care is exercised to minimise psychological woos of the work-force. Still, with the passage of time, a common spell of dissatisfaction over promotion policies takes manifestation. The recent years have witnessed comparatively more reservations on part of the officers.

Of special concern for personnel has been the monopolising trend of certain cadres, for example, Police Service and District Management Group enjoy such a domination in career management (including promotions, postings, courses, deputations etc) that other groups like railway, postal service, accounts feel marginalised to the extent of neglect. Situation in armed forces in also not much different. It is infantry/ armour in army, Executive Branch in navy and GD(P) in air force that remain dominating. Moreover, pitiably enough, many officers with commendation certificates, service accolades, cherished medals and highly envious performance in service courses are made to wind up in bête noire suppression mainly due to inequitable distribution of vacancies. The imbalance obviously leads to gratuitous pre-eminence mania at upper end and frustration/ indifference at lower – both detrimental to interests of stake-holders.

On paper, promotion policy and service structure may seem very fascinating. However, it is to be kept in mind that it is but an ideal one, never to be materialized as they say that idealism is not realism. Moreover, career progression remains ideal only when various organisations and its subordinate departments are required to expand, but the boom phase is always restricted to evolutionary period only. In that sense, organisations are like human beings, who stop growing physically on attaining maturity stage. Of course, there might have been some promising period in past when accelerated/ out-of-turn promotions could be granted, but a comparative stagnation, though justifiably rationalised, specially at higher echelons, is to be accepted as natural corollary when organisations attain maturity after having grown to the maximum. The later stage personnel are required to reconcile with the fact that a grown-up man hardly grows further at the rate that of a young boy.

With a view to allay the situation, those responsible for career management, always conduct a number of serious deliberations. The best possible tips with objectivity in mind come up and are agreed upon as well time to time. The measures witness practical shape too. However, it is not possible to serve hundreds of guests a well-cooked dish and expect every one to appreciate it too. Those with no appetite, other choices, feeling sick etc may not care for the feast. Whereas courtesy demands that efforts of the host be appreciated, it is also incumbent on the host to feel and understand those held on the load.

The fact remains that there is always a room for improvement. Therefore, the career management team at the Establishment Division (in consultation with provincial bodies known as S & GAD - Services & General Administration Department) in civil and the respective service headquarters of armed forces need to re-visit the already good-meaning measures. Following are some of the suggestions that may serve the purpose to appease the ‘feeling of neglect’ among those fearing suppression:-

• 1. Survey on department/ branch-wise structure should be carried out with re-allocation of role and task from qualitative point of view. In quantitative approach, we wrongly stuff in a branch/ group with enhanced number of personnel. It may seem impressive for the time being to boast of a huge strength, but it creates blockade when the base-line officials progress towards top of the hierarchical pyramid.
  2. Time factor in promotion be made the same in all services. Presently, branch/ trade/ cadre prejudice, with the blockade menace is equally damaging the efficiency of personnel.
  3. A proportionately equal number of vacancies at senior level be considered for all the cadres as top level slots are normally executive in nature with no need of a specific trade knowledge. In pursuance of the goal, equal career progression in terms of training and practical exposure with cross-postings may be arranged right from the junior positions. Whereas the measure would allay branch/ trade discrimination, it would also introduce a broad-based promotion policy.
  4. Equal opportunities of availing professional, career and general management courses/ higher studies create lead to a competitive environment and a positive mind-set among personnel. Whereas well-trained staff proves better for organisation, they also feel less frustrated in event of career blockade. Since they feel more secure and confident to take alternate job in market, their self-assurance come in to fill the void otherwise created for crib.
  5. The system of incentive promotion may be introduced for deserving cases where personnel fail to make up for promotion due to the reasons beyond human control etc.
  6. Alternate incentives like better postings, deputations, post-retirement rehabilitation or compensation in kind etc could be introduced to strengthen esprit de corps, improve performance, and ensure better services to the people.

The fact remains that career management by employer is as important as goals of the organisation. A frustrated employee would never rise to the demands of his job even though he may lose the job itself in the process. Still, ultimate loser is the organisation which would remain short of achieving its goals. On the other side, employees also must take control of personal development to maintain and enhance their employability particularly when employers take less responsibility. Again, that situation is more harmful for the employer as the staff would work half-heartedly due to lack of trust. Therefore, better and meaningful career management with lesser chances of blockade calls for genuine attention of organisations.