Comprehensive Cadre Restructuring Report 2025: Key Findings, Stakeholder Demands and Proposed Reforms in Department of Posts

Comprehensive Cadre Restructuring Report – Key Highlights 

Background

The Department of Posts constituted a Cadre Restructuring Committee to review the cadre structure of PA/SA, LSG, HSG-II and HSG-I posts in Postal, RMS, SBCO and Circle/Regional Offices. The objective was to address stagnation, improve promotional opportunities, ensure functional efficiency and bring parity across different wings of the Department.

Earlier Committee Recommendations

1. V.P. Singh Committee (2014)

• Reviewed TBOP, BCR and MACP schemes.
• Recommended a 65:35 ratio between operative and supervisory posts instead of the existing 87:13 ratio.
• Proposed strengthening supervisory cadres to reduce stagnation.
• Recommendations were implemented on the Postal side in 2016 but not extended to RMS, SBCO and CO/RO due to lack of functional justification.

2. Postal Cadre Restructuring (2016)

Major benefits included:

• Creation of additional LSG, HSG-II and HSG-I posts.
• Reclassification of Post Offices based on workload.
• Introduction of Non-Functional Higher Grade (NFHG) in HSG-I.
• Improved promotional avenues for Postal Assistants.

3. Review Committee (2017)

• Standardized implementation procedures across Circles.
• Clarified identification of upgraded posts.
• Retained LSG as a Circle cadre.
• Allowed retrospective effect from 27.05.2016.

4. Charles Lobo Committee (2019–2021)

• Examined RMS, SBCO and CO/RO cadres.
• Highlighted stagnation and disparity with Postal side.
• Recommended cadre rationalization, protection of feeder cadres and creation of supervisory posts in Parcel Hubs, BNPL Centres and new business units.
• Stressed parity in career growth across all streams.

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Cadre Restructuring Committee (2025)

The Committee adopted a data-driven approach focusing on:

• Functional justification of posts.
• Vacancy analysis.
• Promotion timelines.
• Stagnation profiles.
• Stakeholder consultations.
• Field studies in operational units.

Key Issues Identified

• Severe stagnation in RMS and CO/RO cadres.
• Imbalance between operative and supervisory posts.
• Lack of parity with Postal side employees.
• Need for supervisory strengthening in Parcel, BNPL, IDC and logistics operations.
• Growing requirement for IT-enabled and business-oriented roles.

Major Observations

• Postal side already has about 34% supervisory strength, while RMS and CO/RO continue to face pyramid distortions and vacancies.
• Promotional delays result in financial disadvantages and dependence on MACP.
• Future cadre structure should support cross-functional deployment, mobility and organizational efficiency.
• Any restructuring must be financially sustainable and comply with Department of Expenditure guidelines.

Field Study Findings

Visits to NSH, TMO, BNPL Centre, IDC and Bengaluru GPO revealed:

• Supervisory posts are essential but should remain functionally linked with operations.
• Parcel and business-related units require stronger supervision and customer follow-up.
• RMS officials can effectively support operations in Integrated Delivery Centres.
• Existing supervisory strength in Post Offices is largely adequate.

Stakeholder Demands

Various unions and associations demanded:

• Parity with Postal side restructuring implemented in 2016.
• Faster promotions and reduction in stagnation.
• Creation of additional LSG, HSG-II and HSG-I posts.
• Introduction of HSG-I Non-Functional Grade (NFG).
• Recognition of specialized roles such as System Administrators, Marketing Executives and Administrative Supervisors.
• One-time relaxation in promotion rules to fill upgraded posts.

Overall Conclusion

The Committee emphasized a balanced cadre structure that improves promotional opportunities while maintaining operational efficiency. Key themes include parity across Postal, RMS and CO/RO cadres, rationalization of supervisory strength, functional justification of posts, modernization of roles, and protection of feeder cadres. The final recommendations aim to create a sustainable, equitable and future-ready workforce structure for the Department of Posts.

Download complete comprehensive Cadre Restructuring Report 2025