AIASC Recommendations on Establishment Review Through Online Portal in Post Offices
Introduction
The All India Association of Supervisor Cadre (Gr. B) submitted its views to the Member (Personnel), Department of Posts, regarding the establishment review proposed through the online portal. The association highlighted several recommendations concerning establishment norms, supervisory hierarchy, cadre restructuring, promotion avenues, and implementation safeguards.
A. Establishment Review Through the Online Portal
1. Comprehensive and Transparent Establishment Data
The online portal should capture the complete establishment position of every Post Office, including sanctioned strength, working strength, vacancies, category-wise posts, workload, functional requirements and supervisory requirements. The data should be accurate, updated and verifiable by the concerned administrative authorities.
2. Proper Assessment of Supervisory Requirements
The establishment review should not be restricted only to Postal Assistants and other operative posts. Adequate supervisory posts in LSG, HSG-II and HSG-I grades should also be assessed based on workload, subordinate offices, transaction volume, public dealing, financial responsibilities and administrative functions.
3. Rational Norms for Creation and Retention of Supervisory Posts
Uniform and realistic norms should be prescribed for sanctioning and retaining supervisory posts. Workload assessments should also recognise additional responsibilities arising from digitalisation, India Post 2.0 initiatives, financial services, PLI/RPLI operations, accounts work, monitoring and compliance requirements.
4. No Reduction of Supervisory Strength Due to Digitalisation
The introduction of online systems, automation and digital services should not be treated as a valid reason for reducing supervisory posts. Increased responsibilities relating to monitoring, verification, customer service, financial control and technical compliance should be duly considered.
5. Opportunity to Verify and Correct Portal Data
Before finalising the establishment review, Divisional Heads and Circle authorities should be allowed to verify the data entered into the portal and submit corrections with supporting justification. A suitable mechanism for rectification of errors and review of disputed assessments should also be provided.
B. Unified Cadre of Postal Assistants
1. Integration of Postal Assistants
The proposed unified cadre may integrate Postal Assistants working in Post Offices, Circle and Regional Offices, SBCO and Sorting Assistants of the RMS Wing under a common cadre management framework.
2. Protection of Existing Service Rights
While introducing the unified cadre, the Department should ensure protection of existing seniority, service conditions, recruitment rules, promotional avenues and other legitimate service benefits. Clear provisions regarding inter-se seniority, transfer liability, cadre allocation and future promotions should be notified in advance.
3. Equal Promotional Opportunities
The unified cadre should provide equitable promotional opportunities to all eligible officials irrespective of their existing place of posting or functional stream. No employee should be disadvantaged because of the merger or integration of cadres.
C. Comprehensive Cadre Restructuring and Supervisory Hierarchy
1. Early Implementation of Cadre Restructuring Committee Report
The Department should expedite approval and implementation of the Comprehensive Cadre Restructuring Report prepared by the Committee chaired by the Chief Postmaster General, Karnataka Circle. Recommendations should address Postal, RMS, SBCO and Circle/Regional Office establishments in a balanced manner.
2. Merger of PA/SA Cadres with Proper Promotional Structure
The integration of Postal Assistant and Sorting Assistant cadres should be accompanied by corresponding restructuring of LSG, HSG-II and HSG-I supervisory posts, ensuring a logical promotional hierarchy and adequate supervisory strength throughout the Department.
3. Introduction of LDCE for Supervisory Promotions
A Limited Departmental Competitive Examination (LDCE) channel may be introduced for promotion to LSG, HSG-II and HSG-I alongside the existing DPC channel. It is proposed that 50% of promotional posts may be filled through DPC and 50% through LDCE, subject to prescribed eligibility criteria and applicable rules.
4. Removal of 10% Ceiling for HSG-I (NFG)
The existing 10% ceiling for grant of HSG-I (Non-Functional Grade) should be removed. Eligible HSG-I officials may be granted HSG-I (NFG) after completion of two years of regular service, subject to applicable rules and conditions.
5. Senior Postmaster Posts in HSG-I Promotional Hierarchy
All 116 Senior Postmaster posts should be included within the promotional hierarchy of eligible HSG-I officials through an appropriate DPC/selection mechanism. It is proposed that 50% of posts be filled through DPC from HSG-I officials having two years of regular service and 50% through LDCE with suitable eligibility provisions.
6. Fair Opportunity for HSG-I Officials in PS Group ‘B’
The existing promotion framework to Postal Services Group ‘B’ should be reviewed to ensure adequate representation of HSG-I officials. A system with 50% DPC and 50% LDCE may provide balanced opportunities to eligible HSG-I and IP/ASP streams, subject to Recruitment Rules.
7. Interchangeable Postings Between HSG and IP/ASP Cadres
A suitable policy may be considered for interchangeable postings between HSG-II/HSG-I and IP/ASP cadres. Such a system could provide cross-functional exposure, reduce operational and administrative gaps and improve utilisation of experienced supervisory personnel.
8. Utilisation of Earmarked HSG-I Posts and Creation of Supervisory Posts
The earmarked posts of Assistant Director (Staff) and Sorting Superintendents meant for HSG-I cadres should be filled through the prescribed selection procedure. Additional supervisory posts may also be created or earmarked at Divisional, Regional, Circle, PTC and Directorate levels to strengthen administrative participation of HSG-I officials.
9. Restructuring of RMS, SBCO and RO/CO Wings
The RMS Wing should receive focused attention during restructuring. Its supervisory hierarchy should be strengthened through rationalisation and upgradation of posts from Sorting Assistant to LSG, HSG-II, HSG-I and Sorting Superintendent levels. Similar consideration may also be extended to SBCO and Regional/Circle Office Wings.
D. Specific Safeguards and Implementation Requests
1. Avoid Recurrence of Past Cadre-Merger Anomalies
The proposed restructuring should avoid the inconsistencies experienced after the merger of the erstwhile Postmaster Cadre with the General Line in 2019. The interests and posts of the erstwhile Postmaster Cadre should be appropriately considered in the revised structure.
2. Consultation with Recognised Stakeholder Associations
Before finalising establishment norms, cadre structures and promotional frameworks, the Department should obtain views from recognised associations representing various employee categories, including the HSG supervisory category.
3. Time-Bound Implementation Roadmap
A clear implementation schedule may be issued showing stages of portal-based data verification, approval of establishment norms, amendments to Recruitment Rules, cadre integration and implementation of revised promotional avenues.
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