IBA And Trade Union Leaders Are Meant for Each Other

Unions Were Ready To Use Their Last Weapon -  Strike.    IBA Coolly Says It Does Not Have Mandate to Negotiate.     Are IBA and Union Leaders Not Making Fool of Bankers ?

Written By

Rajesh Goyal  

In His website

www.allbankingsolutions.com

http://www.allbankingsolutions.com/Press-Release-Views/Meeting-with-IBA.htm

About a week back I have written my views under the title Ha Ha Ha - Union leaders called off Strike when IBA agreed to call them for a meeting - Great Achievement of UFBU ?  Lot of readers liked the article, but  somewhere I was wondering whether I am more harsh on union leaders ?   Some may have dubbed me pessimistic  and some advised me that I should have waited at least for the outcome of the meeting.    This kind of feedback give me feeble hopes that I may be proved wrong and IBA and union leaders may be able to present something good to the bankers or at least show a minimal progress on some of the issues.   I was waiting for the meeting and wanted to write something good and in praise of union leaders.

Alas, that was not to happen.   A meeting between UFBU and IBA was held on 24/07/2012, and the details have been released by AIBOC in a circular available at their website.   On reading the contents of the said circular,  I was shocked.   Slowly it is becoming more and more clear that IBA and UFBU are in hand in glove in cheating the bankers, and are least interested in negotiated settlement on issues affecting general banker.    Before, we arrive at more conclusions, let us see some of the contents of the circular.  

The said circular clearly mentions that we (i.e. UFBU ) took up / discussed  about the following major issues with IBA  :-

(a) Number of guidelines are being issued by the Government on HR matters which have been bilaterally settled in the Banks.

(b) We strongly expressed our protest against the undue delay in implementing the revised scheme on compassionate ground appointment and financial compensation.

(c) We submitted that instead of resorting to adequate recruitments in the Banks through revival of BSRBs, there are attempts to outsource the regular banking jobs.

(d) our important demands like improvements in pension scheme, regulated working hours for officers, uniform guidelines on staff housing loan, etc.

At first glance it appears that UFBU is doing a reasonably good job.    A mere peep into each of above demands shows that how hollow are these demands and are not likely to be of any immediate benefit to majority of the bankers.

(i) Union leaders and Bank management are hand in glove for opposing the guidelines issued by government on HR matters.  Why?  Bank management and Union leaders are not opposing these guidelines for the benefit of honest and hard working banker.  Each one of them is opposing that they are left with few options to adjust union leader in city branches and promoting their own men by changing HR policies at their whims and fancy.   What is the problem if guidelines issued by government are strictly enforced for each and every banker?   However, in case any specific guideline is not in the interest of the bankers, UFBU should take up that issue rather than opposing the guidelines being issued by Government to curb the large scale malpractices in promotions and transfers.   Union leaders should take up specific clauses which they want to be scrapped along with logical reasons as to why these are not in the interest of honest and hard working bankers.

(ii) The issue of compassionate ground appointment is pending for over a decade now.  No doubt it has social security dimensions, but it affects only a very small segment of bankers.  My experience is that about 80% of the people who were appointed on such grounds were misfit for the jobs and resulted in embarrassment for the employee and the managers.   Therefore, this issues needs to be discussed separately and may be one time compensation in the shape of FD etc. with regular interest income be demanded.  Or let banks go for Rs50 lakh term insurance for each employee.  The premium of such insurance is quite low and can be part of the discussions of 10th BPS.    To call All India strike on the issue by which minimal employees are likely to get some benefit is not desirable.

(iii) Unions want the recruitment through BSRBs and more recruitment.  Is it not interference in the affairs of the banks ?  Banks are recruiting in such a large number that quality of the new recruits for smaller banks is being compromised.   From where will BSRBs bring more suitable candidates.   Now IBPS is conducting  All India tests and banks are recruiting clerks and officers from such a lot in huge numbers.    Who were on the board of BSRBs ?  Majority were bankers / ex-bankers.   Then, how will it be better option to reruit through BSRBs then present system?  Can union leaders explain this.   Certainly unions can oppose if such recruitment is in private hands or without any tests and at sweet will of the management.   Thus, this demand is unfounded and is not an issue for the present serving bankers.    This actually means that unions have no faith in the capabilities of the recently  recruited  officers and clerks through IBPS exam.  If they do not have faith in these young and best available lot in the job market, then will unions refuse them membership?  Why UFBU wants to divide bankers into young (recently recruited) and old groups?

(iv) The demands like improvements in pension scheme, regulated working hours, uniform guidelines on staff housing loan etc. are no doubt for the benefit of the employees, but have unions submitted the details of the scheme they are demanding.   Let them put the details of these demand on their website and send letters to Government of India asking for point wise reply in a time bound manner.   If no reply is received, RTI can be used to get the details about the views of the officials who had handled such letters.  Let such replies be in public domain for few weeks and build pressure through various lobbies of Members of Parliament, Press Conferences etc rather than resort to strikes.  However, all these should take place in a transparent manner.  If nothing happens then only strike call should take place.  Remember, strike is the last weapon in the hands of unions.  This should be judiciously used like Brahmastar.

In addition to above, what has shocked me is the IBA's statement that it "has limitations of negotiating only on those issues for which the member Banks give their mandate to IBA".  Does this mean that IBA has not cared even to take mandate for discussing / negotiating on the issues for which the strike was called.    Why IBA failed to take mandate of the banks before coming to talks.    How UFBU members allowed IBA to take plea that it does not have the mandate.    Did IBA officers came only to have Lunch and take their TA / TD, and make fun of UFBU leaders ?    After the conciliation meeting for deferring the strike, why IBA has not obtained the mandate of the government before coming to the meeting.     Does this not mean that IBA does not care for any UFBU leaders or Chief Labour Commissioner and comes to the meeting without mandate or some offers.   If IBA did not have mandate, why UFBU has gone to meeting ?  Has UFBU reported the matter to Chief Labour Commissioner and informed that IBA came to meeting without any mandate.   It is really disgusting to read all this.

The above shows that IBA and Union leaders are hand in glove and only making fool of the bankers.  Both of them adopt these tactics for their own respective survivals.  At the end AIBOC in its circular says IBA "could not give positive commitment on any of the issues nor agree for time bound solution to our demands".

As I am towards completing my article, I have received an email from one of readers, Mr Arun Kumar, who has rightly raised a valid question aboutthe silence of UFBU in its circular about IBA's letter dated 17/7/2012 submitted to CLC wherein IBA has charged that UFBU had actually agreed not to extend 2nd Pension option to specified categories.  Why UFBU and AIBOC are silent and not challenged IBA on this issue.   Why UFBU and AIBOC go to Court on this issue.   This shows that connived with IBA in denying 2nd Pension option to select category of retired bankers. 

  

UFBU can still claim that "This was a Great Meeting for Great Demands".    Their paid workers (in cash / kind, location specific transfers and promotions etc.) will continue to shout slogans like Long live UFBU and IBA !!  Let bankers beg on the streets and union leaders enjoy on the subscription collected in lakhs of rupees every month.

If you want some results, create awareness among as many bankers as possible.   If you agree with the contents of this article,  send a link to this page to each and every banker you know or you will continue to suffer.

Copy of Letter written by UFBU Sri P K Sarkar is given below

• CIRCULAR NO.50 26.07.2012
  
  TO ALL AFFILIATES/MEMBERS:
  TALKS WITH IBA
  
  We reproduce hereunder the text of AIBOC Circular No.67 Dt.26.07.2012 on the captioned subject, the contents of which are self-explicit.
  
  With greetings,
  (D.S.RISHABADAS)
  GENERAL SECRETARY
  TEXT
  
  As informed earlier, consequent to our strike notice and the conciliation meeting held by the Dy. CLC, there was a bipartite meeting between IBA and UFBU in Mumbai on 24-7-2012. IBA team was led by Mr. Alok Mishra, Chairman of IBA. Leaders of all our constituent unions were present in the discussions.
  
  After welcoming Mr. Alok Mishra on his recent assumption as Chairman of IBA, we explained in detail all the issues and demands raised by us in the agitation and strike notice. We pointed out that there is increasing tendency of unilateralism undermining the long established tradition of bilateralism in the banking industry. Number of guidelines are being issued by the Government on HR matters which have been bilaterally settled in the Banks. We strongly expressed our protest against the undue delay in implementing the revised scheme on compassionate ground appointment and financial compensation. We submitted that instead of resorting to adequate recruitments in the Banks through revival of BSRBs, there are attempts to outsource the regular banking jobs. We also drew their attention to our important demands like improvements in pension scheme, regulated working hours for officers, uniform guidelines on staff housing loan, etc. We expressed our strong opposition to the recommendations of Khandelwal Committee Report and the overt and covert attempts to implement them unilaterally without reference to or discussions with the unions.
  We also stated that while UFBU is fully committed to the success and progress of public sector banks and meeting the challenges facing the banking sector today, the reforms being proposed by the Government are not warranted and hence not acceptable.
  
  Reacting to our submissions, Mr. Alok Mishra stated that IBA is also committed to bilateralism but is acting on the basis of the mandate received from the member Banks. Hence it has limitations of negotiating only on those issues for which the member Banks give their mandate to IBA. However, he said that IBA has taken serious note of our viewpoints and on issues like compassionate appointment scheme, housing loan guidelines, etc. they would pursue the matter with the Government where the issues stand referred. Though IBA’s attitude was earnest during the discussions, they could not give positive commitment on any of the issues nor agree for time bound solution to our demands.
  
  UFBU Meeting: After discussions with the IBA, the UFBU met and observed that in the absence of any favourable development or acceptable solutions to our demands, it is necessary for us continue with our agitation and strike actions which were temporarily deferred due to the intervention of the CLC and his suggestion to sort out the issues by mutual discussions. However, having regard to the discussions held with IBA today, it was felt expedient and necessary to wait for about 10 days to look for any further positive response from the IBA on our demands and thereafter revive our programmes and go ahead with our strike action as proposed on 22nd and 23rd August, 2012. Units are requested to prepare the membership accordingly.
  
  BANKING REFORMS: The meeting took note that the Monsoon Session of the Parliament would begin on 8th August, 2012 and there are informations that the Banking Laws (Amendment) Bill would be taken up for consideration and passage during this session. All our units and members are fully aware that these wholesale amendments to Banking Regulations Act and Banking Companies (Acquisition & Transfer of Undertakings ) Act would adversely affect our public sector banks in particular and banking industry as a whole. Hence the meeting decided that we should continue and intensify our efforts against these unwarranted banking sector reforms.
  The meeting further decided the following programmes:
  
  a) Massive Joint Demonstrations by UFBU on 8th August, 2012 in all State Capitals.
  b) Readiness for instant strike as and when the Bill is taken up in the Parliament for passage.
  
  Comrades, while UFBU is taking all steps to find amicable solutions to our long pending, genuine and reasonable demands, it is necessary for our members to be in preparedness for any struggle that will be warranted and forced upon us by the IBA and Government.
  
  Unity is our strength. Let us maintain it.
  Struggle is our weapon. Let us be prepared for it.
  
  With regards,
  Sd/-
  (P.K.SARKAR)
  CONVENOR

How To Get Success In Promotion Test

Tips for getting sure success in Promotion:---

·         Arrange blessing of any member of interview panel, it may be through phone call through any VIP.

·         Do not perform in your office but do not forget to say 'Yes Sir' to your boss every moment every day and take care of all right or wrong orders of the boss to get maximum marks in APAR.

·         Last but not the least, you need not work but you read and memorise all policies related to bank.

(Some more tips: You earn bribe through corrupt means, it does not matter, but do not forget your boss and never forget to offer gifts to boss on all occasion. Call your boss in every meeting , offer flower bouquet, offer golden gifts to higher bosses whenever they visit your office, you arrange frequent functions and spend lacs of rupees from bank’s expenditure account it does not matter , but always give some gifts to officer who chairs the occasion and who sits on the dias.)

Below given mathematics of marks substantiate my apprehension that though nothing can be tested in two minutes of interview , marks given in Interview has the power to make or mar the future of a bad or good officer respectively.Number of marks allotted to different parameters in different banks for promotion of officer from one scale to other may vary but almost runs on similar strategy.

Parameter	Total Marks	Minimum marks	Max marks	remarks
Education	5	1	3	A candidate appearing for interview in a promotion process in a bank is at least a graduate and a few of them have acquired one or two higher degrees.
Job Responsibility	15	6	15	In view of minimum service required one may get at least 6 marks and max 15 marks (2 marks per year)
APAR	30	20	28	Officer who is considered worst by appraiser will get at least 60% to 75% and officer who are the best will get 95%
Written Test	12.5	7	9	Officer passing written test will have to get at least 50% of marks and the officer who has memorized all answers by continuous reading (not by working )can get at best 9 marks.
Group Discussion	12.5	7	10	Same as above
Total	75	41	65	This is the range of marks within which an officer may get marks out of 75 before attending interview. Weakest officer will get at least 41 and the strongest candidate will get max 65 marks.
A tentative panel is prepared upto this and then the game of manipulation starts through Interview.
Interview	25	25	1	Officers attending are not asked any question in general. Officers who are to be selected are asked 2+2 =?, officers who have to be rejected are asked “What is the possibility of water on Mars) and a few average candidates area asked genuine questions related to banking
Aggregate Total	100	66	66	It is therefore the whims and fancies of members of interview panel who decides the fate of officer appearing for interview for getting promotion from one scale to other. If an officer has been recommended by some VIP he may get 25 out of 25 and get promoted whereas on the contrary if an officer who is not in the good book of Interview panel may get 1 or two marks which may nullify the effect of high marks he or she get in job responsibility or written test or APAR

Above chart makes it clear that if interview panel gives full marks to officer who has got otherwise only 41  marks out of 75 he will be promoted whereas on the contrary if the same interview panel gives 1 or 2 marks to an officer who got maximum marks 65 out of 75 in other parameters. Obviously interview marks play greater and effective role in promotion of an officer from one scale to other . 

An officer may be having  experience of two or three decades and an officer may have got excellent marks in APAR, but if interview panel desires to reject him they can do so very easily.On the contrary an officer with little experience and poor marks in his APAR due to his poor performance may be awarded with promotion if the interview panel so desire.

Here I would like to say that an officer has to face toughest written test and interview before entering into a bank as probationary officer or a clerk. Normally a person having first class graduate degree used to be eligible for appearing in recruitment test two decades or three decades ago. Now a days it may be additional ornamental degrees like MBA, BCA, CA, CFA, CAIIB etc.

On job responsibility parameter, an officers get marks on the basis of length of service he has served a bank in the capacity of officer in a particular scale. Some get chances to appear in 2 to 3 years and some have been appearing for last ten to 15 years but maximum marks are only 15. As such there is not much weightage attached to officers who have acquired higher experience. 

Bank mnagement has restricted marks in this parameter so that they may promote young officers of their choice even though he or she has not learn banking as expected from a promoted officer. It is unfortunate that officer who is devotedly working for years together are rejected only because they do not flatter to the bosses whereas some of young officers apply all tools of www to motivate and attract bosses.

Annual Performance Appraisal Report of an officer appearing for promotion has been written by different appraisers. Perception of such appraiser differs from man to man. Some prefer flattery and bribery , some prefer blind support from juniors, some like late sitting of juniors, some want that their subordinate officers should help in their family work, some bosses are having lesser knowledge level than his juniors and hence always suffering from inferiority complex and having high quantum of ego , some other give marks on the basis of caste and community, some give better marks to officer of his own state and give lesser marks to those who have been posted to his state from other states like this. There are many instances where an appraising officer from South gave better marks to officers belonging to south and similarly an officer of Orrisa gave better marks to Orriya officers and so on.

However an officer who do his best for the comfort level of his immediate boss, offer some gifts, wishes on birth day and say yes sir all the day to his boss and try to do whatsoever his boss likes and what his appraiser desires to have in return for good marks at least for a month or two i.e. just before the time when appraisal reports are written at the end of the year, he is sure to get better marks.

Moreover an officer who has been working for years together in credit department have little knowledge of foreign exchange, planning and development, credit recovery circulars etc. Similarly officers who spend most of his time on counters extending customer service like counting of cash or passing of cheques cannot acquire much knowledge in credit processing or in foreign exchange. Officers who use to spend most of his time in marketing a product is unaware of policies related to other part of banking.an officer who is given the duty of  marketing insurance product cannot answer question related to general banking. A security officer or Hindi officer cannot be expected to pass a written test which cover questions related to entire banking. 

Written test and Group discussion are such platforms where one officer may acquire good marks if he or she devotes most of his time in reading circulars and books related to banking. Officers who do not work in branch and office but always read and read only may get better marks whereas on the contrary officers who sit late and work for 10 to 12 hours in a branch cannot dream of reading materials related to written test. Most of the officers have been found expert in one subject which is related to his own department and found to be weak in rules and policies related to other department. It is to be noted here that an officer in any scale cannot be expected to have practical idea of every department. However during the service span of 20 to 25 years knowledge level increases and officer learns to do practical banking instead of harping on theories, rules and policies.

It is worthwhile to mention here that if all executives i.e. all officers in scale IV and above are asked to appear in the same written test which an officer in scale I or II o III is required to pass , I think 90% of officer will fail and hardly 25% of them will be able to get marks 25 and above out of 100.The bitter truth is that many of existing executive are of very poor quality than that of scale III and below.It was due to God father they even weak officers got promotion and talented officer got rejected in past promotion processes.

Interview is totally a play of members of interview panel constituted by board of a bank. If an officer has to get better marks in interview he or she has to know the identity of such interviewers, find out the officer who may motivate the interviewer by hook or by crook, impress upon the interviewer to give higher marks in interview parameter without asking any question during the interview. All members of interview board are generally having comfortable setting and adjustment among them and they decides before the entry of officer in interview room decides whether to select him or to reject him and accordingly they put easy or hard few questions and irrespective of quality of answer the candidate give they award marks to candidate which they had made up in mind before.

Moreover bank has to manipulate marks of interview panel as per suitability at central level. Because a bank is generally divided into 40 to 50 regions or circles and each circle has to get equal share in promotion result for officers working in their areas of operation. If single interview team conducts interview and identity of all officers is concealed, it may so happen that 60% of officers are selected from a region and many region are totally neglected in result. It means 20 officers may be selected from a particular region whereas some region may have zero number of officer selected for promotion. This may create Industrial unrest.

To avoid this critical position top executives manage and manipulate marks in such a manner that 4 to 5 officers are selected for promotion from each region depending upon the number of vacancies in higher scale. It is therefore undoubtedly bitter truth that promotion process carried out in banks is nothing but a fraudulent play of manipulation to cheat good officers.

It s futile to spend crores of rupees in carrying out such test and interviews and better to give full power to a central team of officer who will scrutinize the files of all officers in seniority order and promote them strictly in order of seniority. After all officers have potential to perform and excel in their area of work provided they are properly groomed and motivated and trained.

Service quality and asset quality of bank depend not only on knowledge but more on his managerial skill, his ability to read the credit worthiness of the prospective borrower and to manage the branch work in available quality and quantity of manpower. 

Inspite of all, it is not possible for all officers to perform in equal quantum because infrastructure and potential of area is different for different officer where he or she is posted. Potential at branch and administrative office is different and potential in different state and different district and village is different. As such it is foolish to expect equal result from all officers at all post in all the years.
Rampant flattery is worse than bribery

Rampant flattery is worse than bribery

Khushwant Singh
September 17, 2011

For quite some time I wondered about two words which appear in our theology but have no equivalents in any other language. What do ‘Aum’ and ‘Swaha’ mean? One is used as an opening word and the other as the ending in the first line of Gayatri Mantra: “Aum Bhoor Bhuva Swaha.” Can some reader enlighten me?

Flattery
While monetary corruption has been debated threadbare, a form of the same evil which is more rampant and has not received any attention is Khushamad/Chaploosi or flattery. It takes many forms but the object is the same i.e. to promote oneself.

First there is flattery by applause. I recall some meetings of Indian students in England, addressed by Prime Minister Jawaharlal Nehru. At the end of the meeting a girl used to shout at the top of her voice: “Tum jeeo hazzaron saal, saal key din hon pachhas hazzar” — “Live thousands of years and may every year be of fifty thousand days.” Panditjee who was notoriously short-tempered with his countrymen looked highly pleased with himself.

It was in London where I was posted as a Press Attache to the High Commissioner, Krishna Menon that I came across the most blatant form of flattery and from a Punjabi ICS Arthur Lal, who could hardly speak Punjabi but spoke English fluently. I heard him say to Krishna Menon, “You have a greater mind than that of Stalin.” I thought Menon would snub him. Instead, Arthur became his favourite subordinate.

Lal dropped Arthur from his name and began to call himself Anand Shankar Lal. Menon recommended his name for the  Secretary-General of the  United Nations. America, which had accepted BK Nehru for the post, refused to support AS Lal’s candidature. So the chance of an Indian being UN’s Secretary General was lost.

Yet another form of flattery is to build up the name of a favourite rival and proceed to demolish them as best as they can. They chose to make Sardar Patel into Nehru’s principal political adversary and then put him down to gain Nehru’s favour. So the word ‘Patelite’ was coined for people who opposed Nehru.

This Khushamad paid handsome dividends. Nehruites came to be regarded as forward-looking liberals; Patelites were portrayed as backward-looking. Though no money was spent, it served its purpose.

Name Dropping
As rumour got round that I was on the way out, some acquaintances decided to pay me what can be best described as hello-goodbye visits. Amongst them the best known was Gursharan Kaur, wife of the Prime Minister. She is a VIP in her own right, as one who discharges her duties as the wife of the ruler of the country.

I was under the impression that she was a very soft person who spent a life-time cooking daal-chappati for  her husband wherever he happened to be — Washington, New York, Bombay and Delhi.

My first surprise was when she took my hand in hers to greet me. It was a wrestler’s firm grip. I expressed my surprise. “You are a toughy.” She expressed agreement with me. “Yes, I am a toughy.”

I asked her about her husband’s health by putting to her my stock question: “How long does he sleep?” She replied, “Around five hours at night. He does not sleep during the day.” I went on to the next question: “Does he ever lose his temper?” She shook her head and replied: “He keeps it inside and has never come out with it.”

We then chit-chatted about the country and its politicians. She was candid in her replies, but careful in her choice of words. She called for an end to our dialogue by lowering her head to receive my blessings. I put  my hand on her greying mop of hair, and blessed her by wishing her a long, healthy life.

She must be more than 30 years younger than me. I felt a sense of fulfilment as she took her leave.

No Happy Returns
A young girl invited a young man to her birthday.
Man: Congrats! I will come. Which birthday is it by the way?
Girl: Seventeenth.
Man: If I don’t forget, last time also you said it was 17th.
Girl: Yes, I am not one of those who change their statements every other day. I stick to my word.

http://www.hindustantimes.com/News-Feed/KhushwantSingh/Rampant-flattery-is-worse-than-bribery/Article1-747073.aspx

Marks In APAR And Interview Depends Not On How You Perform BUT How Your Assessors Perceive You

*Ashok, a fresh computer graduate from a world-class University, goes for an interview in a software company.**

**The interviewer is Sunder, a grubby old man. And the first question he asks Ashok is, `Are you good at logic?'**

**`Of course,' replies Ashok.**

**`Let me test you,' replies Sunder. `Two men come down a chimney. One comes with a clean face and the other comes out with a dirty face.
Which one would wash his face?'**

**Ashok stares at Sunder. `Is that a test in Logic?' Sunder nods.**

**`The one with the dirty face washes his face', Ashok answers wearily.**

**`Wrong. The one with the clean face washes his face. Examine the simple logic. The one with the dirty face looks at the one with the clean face and thinks his face is clean. The one with the clean face looks at the one with the dirty face and thinks his face is dirty. So, the one with the clean face washes his face.'**

**`Hmm. I never thought of that," says Ashok. `Give me another test.'**

**Sunder holds up two fingers, `Two men come down a chimney. One comes out with a clean face and the other comes out with a dirty face.
Which one washes his face?'**

**`We have already established that. The one with the clean face washes his face.'**

**`Wrong. Each one washes one's face. Examine the simple logic. The one with the dirty face looks at the one with the clean face and thinks his face is clean. The one with the clean face looks at the one with the dirty face and thinks his face is dirty. So, the one with the clean face washes his face. When the one with the dirty face sees the one with the clean face washing his face, he also washes his face. So each one washes one's face.'**

**`I didn't think of that!' says Ashok. `It's shocking to me that I could make an error in logic. Test me again!'**

**Sunder holds up two fingers, `Two men come down a chimney. One comes out with a clean face and the other comes out with a dirty face.
Which one washes his face?'**

**`Each one washes his face.'**

**`Wrong. Neither one washes his face. Examine the simple logic. The one with the dirty face looks at the one with the clean face and thinks his face is clean. The one with the clean face looks at the one with the dirty face and thinks his face is dirty. But when the one with clean face sees that the one with the dirty face doesn't wash his face, he also doesn't wash his face. So neither one washes his face.'**

_**Ashok is desperate. `I am qualified for this job. Please give me one more test!'**

**He groans when Sunder lifts his two fingers, `Two men come down a chimney. One comes out with a clean face and the other comes out with
a dirty face. Which one washes his face?'**

**`Neither one washes his face', Ashok replies, `I have learnt this logic.'**

**`Wrong, again. Do you now see, Ashok, why programming knowledge is insufficient for this job? Tell me, how is it possible for two men to come down the same chimney, and for one to come out with a clean face and the other with a dirty face? Don't you see the flaw in the
premise?'"***

Power Promotes Corrupt Culture , Flattery and Bribery

I am furnishing two illustration below to substantiate the fact that officers who do not flatter to bosses, who do not extend personalized services to the bosses, who do not sit late to say YES and YES SIR on all right or wrong orders of bosses , who are not ready to work for family of the bosses , who do not earn bribe and share with bosses,are to face the music, are to face losses in career, low marking in Annual appraisal Reports, low marks in Interview ,posting at critical places and what not. 

Non-flatterers are punished even for petty faults and flatterers are not even verbally cautioned even when they cause losses in crores and even when they indulge in corrupt practices or indulged in fraudulent activities.

On the contrary those who are perfect YESMAN are promoted out of turn even amending policies and always given cream posting .Handsome marks are given by appraiser to only those officers who are completely YESMAN and who honestly share bribe earned money and gifts with bosses. Otherwise not only less mark is given in APAR or in Interview but such obliging officers have to face several charges on flimsy ground.

Hardly a few of bosses are really interested in safety of the organization, in quality of assets created by lending or in quality of service extended by a subordinate officer to customers. Only few bosses award marks in APAR and Interview as per potential and as performance of the officers.

In such position it is suicidal for an organization to give powers to top executives to recruit, promote and post an officer as per his whims and fancies. 

It is always desirable to have transparent seniority based promotion and posting and any violation should be based on written justification that too collected by different assessing authorities.

Following two examples of treatment given to senior officers by top executives will prove eye opener for persons who advocate continuance of Interview And who advocate importance of marks in APAR during promotion processes and more discretionary powers for making fresh recruitment. 


When officers of the rank of General Managers found failing in expected level of flattery to their bosses are taken to task, one may imagine the pitiable position of junior level officers. there are many Deputy General Managers who were taken to task only because they could not extend grand hospitality to visiting officials like ED and CMD at their location.There are several instances of many Regional Heads who were punished by seniors only because they failed to obey illegal advice of bosses given verbally or on phone.There are many such Branch Heads who were transferred to remote and critical places and given poorest marks in their APAR only because they could not make 5 star  staying arrangement at their location during the visit of top executives. Similarly there are many junior branch level officers who were taken to task , who were given poorest marks in APAR and who were rejected in promotion processes only because they did not support their branch Head in bribe led lending.

Inspite of several protests and complains of fraudulent act in recruitment of officers in scale II or scale III, a few public sector bank has come out with advertisement for recruitment of officers in scale II and scale III. 

It is fun that officers who worked in credit department and who worked Branch Head for two or three decades are not found fit for Scale III promotion but a person without any experience is chosen for scale III post from outside to handle credit department as a specialist. 

In fact it is found that such scale III or scale II officers are doing same work as normally recruited scale I officers and promoted scale II and scale III officers have been  doing since long and for decades together and who are awaiting promotion for decades together.. 

Obviously recruitment of officers directly from outside in scale II and scale III is direct loss to officers who have been serving for decades in the same bank. 

What is vested interest of bank management , one can imagine.

Health of any bank cannot improve until due respect and importance is given to serving officers.

Top bank executive cleared of corruption after 24 years

Mumbai, Aug 16 (IANS):

http://www.deccanherald.com/content/89014/top-bank-executive-cleared-corruption.html

He lived with humiliation for a quarter of a century, lost his wife and saw his career going down the hill. But M U Kini, a bank executive accused of corruption charges in 1986, was finally cleared of all the alleged crimes after fighting an agonising legal battle for 24 years.

Seventy-eight-year old Kini served as executive director of the Union Bank of India (UBI) during 1986-1989. Despite the major legal victory, Kini betrays no emotion but is bitter about how his future prospects in the banking industry were sabotaged by a handful of disgruntled elements within the UBI.

Kini's greatest regret is that his wife Rajaramani is not alive today to share his victory - heartbroken, she succumbed to cancer around four years ago.

Shortly after he took over as UBI's executive director, Kini was slapped with internal memos by the then chairman, J.S. Bhatnagar, accusing him of making several "improper" advances worth a few crores  of rupees.

"I had replied to those memos, clearly stating the position and the matter ended there. Suddenly one day, bypassing norms, the bank handed over the matter directly to the Central Bureau of Investigation (CBI)," Kini told IANS.

The CBI ruthlessly pursued the matter and summoned him regularly for "inquiries and investigations", taking him away from his responsibilities as executive director.

Meanwhile, Bhatnagar retired in December 1988, paving the way for Kini to take over as the next chairman.

"This was the strategic time that Bhatnagar and his coterie hit out. Even as my file was pending clearance at the centre for appointment as chairman, the CBI raided my house in Cuffe Parade - nearly three years after the case was registered against me and just four days before my tenure as executive director was to end," Kini said, recalling the murky politics in the upper echelons of the banking industry.

Kini's stunned family members handled the CBI raids since he was away on an official visit to New Delhi, but these drew a blank, both at the official residence and at his private residence in Chembur in northeast Mumbai.

He pointed out that it is not unusual for people to make all kinds of anonymous complaints and allegations against top bank executives because of vested interests, especially when they are in queue for bigger responsibilities.

"However, it is surprising that a respected and feared institution like the CBI fell into the trap and acted as an instrument of these vested elements to ruin my spotless banking career," he said.

The CBI raid ensured that Kini was out of the reckoning for the bank chairman's post - and he was reduced to attending the Special CBI Court in Mumbai every month for 24 years. He, however, continued to work with the UBI till 58 after which he retired.

"Earlier, I could manage it since I had the burning spirit to fight to prove my innocence. But in my 60s and 70s, it became a tiresome affair. It was virtual punishment for an innocent person and I was made to sit on benches for long hours among hardcore criminals," Kini said.

Finally, in April this year, the Special CBI Court Special Judge Vijay R. Sikchi exonerated Kini of all the charges pertaining to cheating and corruption, proving an embarrassing setback to the CBI's efforts to nail him for 24 long years.

Special Judge Sikchi acquitted Kini and six other co-accused of all the offences under Section 420 and Section 120-B of the Indian Penal Code.

Kini ended on an absolutely clean slate - he was additionally acquitted of charges under the stringent Prevention of Corruption Act, Section 5(2) and Section 5(1)(d).

"I was unsure whether the vendetta would continue; so I   waited for a full four months to see if the CBI went for appeal in a higher court. Apparently, after 24 years, even they are tired of harassing an old, innocent and ill man like me," said Kini, who underwent three major surgeries for urological problems in the intervening period.

Even as an ailing Kini struggled to prove his innocence in the court for two and a half decades, his juniors and contemporaries rose to become national or private bank chairpersons, some were even appointed to the Reserve Bank of India and other top financial bodies.

Asked about his future plans, Kini said despite having occupied such a high post in the banking industry, there is no provision for any compensation in India.

"I plan to simply dispose of my private flat here and settle down in my hometown Chennai. I shall engage myself with some of the charitable institutions I have been working with for the past five-six decades.. For me, this is the end," Kini trailed off.
usiness..

Locked out of car, Indian Bank CMD slams door on regional head

MANU PUBBY

Posted: Wednesday, May 25, 2011 at 0244 hrs IST

http://www.financialexpress.com/news/locked-out-of-car-indian-bank-cmd-slams-door-on-regional-head/795179/

New Delhi: Being locked out with car keys inside may be a common mistake, but a senior executive of a public sector unit (PSU) bank could pay with his job for it — for the person left stranded was his boss.

The Mumbai Zonal Manager of Indian Bank, Banabihari Panda, has been suspended for failing to provide “minimum basic courtesies” to the bank’s Chairman and Managing Director (CMD) T M Bhasin on his arrival at Mumbai airport from Chennai last Thursday night.

The charge faced by Panda, who holds the rank of General Manager, is that he kept the CMD waiting at the airport for over an hour as the keys got locked in when luggage was being loaded into the car.

Panda has apologised for the incident, explaining to the Executive Director of the bank in a May 20 letter that the car got locked accidentally, resulting in the CMD being stranded for“about 25 minutes”. In the detailed reply, Pande also writes that he made alternative arrangements, hiring a taxi and arranging “two sets of new dhotis and towels” for Bhasin through a friend, and later running around till late in the night to organise a duplicate key. Finally, he says, he was able to deliver Bhasin’s luggage at the guest-house by 1 am.

The manager cites his 34 years of experience as an officer and pleads that he has always been sincere in his duties, and never took even the matter of the locked keys casually.

Panda and a junior executive had gone to the airport to receive the CMD on Thursday night. While they were overseeing loading of Bhasin’s luggage into his car, the vehicle got locked. The keys were in the ignition as the air-conditioning was on.

“...Our CMD could not enter the vehicle to proceed to guest house. CMDwas made to wait for more than of hour (sic) at the airport and could leave in alternative taxi arranged without baggage,” the detailed suspension letter, sent by V Rama Gopal, Executive Director of the bank, reads.

By failing to extend “minimum usual basic courtesies” to the CMD, the suspension letter says, Panda had “failed to discharge” his duty. The letter also accuses Panda of not handling things properly and displaying behaviour “unbecoming of official in the Top Management cadre of the Bank”.

On May 21, Panda sent another letter, this one addressed to the CMD himself, recalling how the latter had asked for a two-minute silence at a meeting of general managers and zonal managers on March 23 as respect for Panda’s dead wife. “When the same Chairman and Managing Director ordered for my suspension, I could fathom the gravity of the event leading to the decision.”

Despite several attempts,Bhasin could not be contacted for a reaction. The CMD’s office staff declined to put him on the phone and dismissed the issue as an “internal matter” of the bank. The Chennai-based corporate communications manager of the bank also declined to comment.

1 JUN, 2011, 05.17AM IST, ET BUREAU 

The curious case of suspension of Indian Bank's GM

http://economictimes.indiatimes.com/opinion/money-banking/the-curious-case-of-suspension-of-indian-banks-gm/articleshow/8673265.cms

The somewhat unusual instance of the Indian Bankchairman and managing director TM Bhasinsuspending his general manager is the buzz among bankers these days. During Mr Bhasin's visit to Mumbai on May 19, GM Banabihari Panda went to receive him at the airport. After the luggage was loaded in the car, unluckily for Mr Panda, the keys got locked in the car, and Mr Bhasin had to take another vehicle. 

But the matter did not end there, miffed by this incident Mr Bhasin suspended Mr Panda because he failed to provide 'minimum basic courtesy' to the CMD. But as this news became public, Mr Bhasin decided to salvage his reputation and reinstated the GM but transferred him to Chennai. A risk management officer said: "Ideally, RBI should ask Indian Bank to set aside more capital as reputation risk, which is infact one of the critical elements of Basel II!"