TMD

INDIAN
ARMY
The Age of Indian Army

The
1 April 1895 Predecessors
India
Sepoy Regiments, Native
Cavalry, Indian Sapper and
Miners

Stringer The
Lawrence Partition
Father of Indian Army
After WWII, armed forces
were also partitioned
between India and Pakistan
 VALUES

Spirit of Selfless Sacrifice

Espirit-de-Corps
The three Ns Naam (Name), Valour
One for All, All for One Namak(Loyalty) and Nishaan(Insignia)

Non-Discrimination Fairness and Honesty Discipline and Integrity

Fidelity, Honour and

Death to Dishonour Forthrightness
Courage
 Formation of the Indian Army

4 RAPID Action 3 Armored

Divisions Divisions

37
18 Infantry 2 Artillery
Divisions Divisions Divisions

Within Divisions
10 Mountain Within Divisions Come Brigades,
Divisions Battalions, Companies, Platoons,
and Sections.
STRUCTURE OF THE INDIAN ARMY
 Indian Army: Some Stats

Top Contributors
4 Mightiest Army in the World
th
In the Order: UP, Maharashtra, Bihar,
After U.S., Russia and China Punjab, Rajasthan, Bengal

North-South Disparity Indian 2nd Largest Army in the world with

A lot many more soldiers from North India as Army over 1.3 million+ Active Personnel
Compared to South India

Huge Gender Disparity

Accidents, suicides, ailments kill Only 1.5K Women every 40K Men
1,600 soldiers every year
 The Indian Army
The What
The land-based branch and the largest component
of the Indian Armed Forces

Command
Supreme Commander is none other than the
President of India, and the professional head is the
Chief of Army Staff.
An Overview
The Origin
Originated from the armies of the East India
Company, which went on to become the British
Indian Army.

The Mission
to ensure national security and national unity, to defend
the nation from external aggression and internal threats,
and to maintain peace and security within its borders.
 Some
Insights
Contd.
.
 CHALLENGES
Workforce, Talent Recruitment & Talent Sustenance

Against a sanctioned strength of 74,000 officers, the Army has currently only 47,350 workforce,
limiting their ability to run their operations effectively

Harsh service conditions Very attractive pay and package

and everyday risk to life 3 MAIN REASONS available in the corporate sector
in the line of duty

Pay and perks in the military and avenues for promotion

are not as attractive as is the case with civil services
ONBOARDING Recruitment

Through open recruitment rallies and conducting

several exams

Post job offer acceptance Post Assignment of supervisor

Employees will have to go through Various responsibilities will be
a training process informed by the Supervisor

Post Training
Employees will be assigned a
supervisor
TRAINING
Training Institutes: NDA(National Defense Academy) , IMA(Indian
Military Academy), OTA(Officer’s Training Academy) etc.

Basic Military Training

1 17 weeks
Common for all Arms and Services
Emphasis on drill, gradual physical toughening, basic weapon training etc.

Advance Military Training

2 26 weeks
Individual military skills covering weapons, navigation, tactics, field engineering etc. are refined
Group skills are also focused on

Apart from this, they are also given intensive education in Science, Technology, Arts and
3 Military subjects.
Specialized training is also given
DEVELOPMENT PRACTICES

01 Character and Leadership Development

02 Physical Development

03 Military Development

04 Intellectual Development
Framework for Talent Management
in Indian Army
ACQUISITION

• Marketing & Recruitment

• Initial Entry Assessment
• Onboarding
EMPLOYMENT
WORKFORCE • Assignments & Projects
PLANNING • Succession Planning
• Career Management
• Strategic Alignment VISION & MISSION
• Talent DEVELOPMENT
Requirements
• Talent Inventory • Experience
• Career Path Design • Training
• External Education
RETENTION

• Pay & Benefits

• Promotion
• Role Transition
TALENT MANAGEMENT PRACTICES
THE INDIAN ARMY
For ensuring proper
management of their
soldiers & officers
Teaching Leadership Qualities from
Maintaining Uniformity With Diversity 01 the early stage of a Commissioned
Officer’s Career

02
Engaging the prospective
candidates at a very young age
(SSBs)
03

Training for overall personality 04

development during onboarding 05
06 Developing a sense of belongingness
Consideration & Empathy for the in the soldiers/officers towards the
families of the army personnel army/country and each other
 CAREER PLATEAUING
Adverse effects of career plateauing on the Officers in the Indian army

Pessimistic Strained Adverse

Loss of Dwindling Decreased
Attitude & Interpersonal Influence on
Interest in Values & Motivation
Low Morale Relations at the the Family &
the Job Ethos
Workplace Social Life
Source: https://www.linkedin.com/pulse/women-officers-untapped-talent-pool-diversity-hiring-rahul-sharma-/?
articleId=6674271709580922880
MEASURES TO IMPROVE
ORGANIZATIONAL PERFORMANCE

01 Alternate Career Options After Supersession

Encouraging & Assisting Officers to Pursue

02 their Interests/Hobbies

03 Honorary Promotion to The Immediate Upper

Rank on Release From The Indian Army

04 Change of Attitude Towards The Plateaued Personnel

05 Sponsoring Higher Education

 INDIAN ARMY ORGANIZATION RESTRUCTURING
Theatre commands
Feb 2021

Northern Command Western Command Maritime Command Air Defence Peninsular

Border with China Border with Pakistan Command Command

Operational control : Lieutenant General and equivalent ranks Mobilizing resources : Service
Chiefs

Challenges : 1. Succession Planning in heading these new inexperienced newly formed commands
2. Rewarding System
3. Performance measure & evaluation system
4. Job Description and Role Allocation

Source: https://www.hindustantimes.com/india-news/first-joint-commands-to-be-launched-by-may-101613500932277.html
 OBJECTIVE OF
PERFORMANCE APPRAISAL

“To have an objective assessment of an

officer’s competence, employability and
potential, primarily for organizational
requirements”

Source: https://dopt.gov.in/committeereports/objectives-performance-appraisal
 RETENTION STRATEGY

Salary and benefits must be

Hire the right person at the start Reduce Employee Pain
competitive
Poor selection evaluation for new Through fair appraisals,
Make it comparable with the
hire might build negativity promotions and employee voice
corporate sector
 EVALUATION &
RECOMMENDATION
of Process & Practices
 PECULIARITIES of INIDAN ARMY
Evaluation
SIZE
HUGE, the only other civil service in the country that parallels
Army in numbers is the Indian Railways. Latest statistics show
huge shortages in the Armed forces in the ranks of officers.
LACK OF QUANTIFIABLE OUTPUT
The output of most non-military organizations can be measured
in quantified terms (mostly monetary), due to the definite nature
of products or services that they produce/render. On the
contrary, the output of the forces is difficult to quantify and
standardize. Hence, application of appraisal tools as available in
the industry may not apply to the Armed forces as such
DEPLOYMENT
Armed forces in Army are deployed all over the length and
breadth of the country in mostly inaccessible areas.
VARIED JOB PROFILES
Cover entire spectrum of activity, including war fighting and
its command functions, training and force maintenance, etc.
This is unlike public/private/corporate where variations in
job profiles are not as many and some of the above
mentioned services are outsourced.
RECOMMENDATIONS FOR IMPROVING THE PERFORMANCE
APPRAISAL SYSTEM

360 DEGREES APPRAISAL SYSTEM

To correctly judge the character, performance and
potential of any individual, feedback should be
incorporated from all concerned—superiors,
peers and subordinates.

OVERALL ASSESSMENT OF KEY QUALITIES

INSTEAD OF THE NUMBER OF MISSIONS
ACCOMPLISHED
The following key qualities should be assessed:-
a) Professional Competence
b) Soft Skills
c) Personal Traits
ASSIGN APPROPRIATE WEIGHTAGE TO THE
DIFFERENT SOURCES OF REVIEWS
Each of the qualities and parameters assessed
should be given a weightage in the order of
importance. Also, appropriate weightage
should be assigned to the inputs received from
various assessors
 RECOMMENDATIONS
DIFFERENT COMPONENTS OF THE APPRAISAL
SYSTEM COULD BE :
a) Reporting by Superiors
b) Reporting by Peers
c) Reporting by Sub-ordinates
d) Self Appraisal by the Individual
e) Evaluation of Services Provided (In cases where
applicable)

APPRAISAL INTERVIEW INSTEAD OF JUST

SIGNING THE ACR BY THE OFFICERS

The appraisal interview should be an interactive

process instead of the officer just going in and signing
his/her ACR at the call of his commanding officer.

A genuine appraisal interview should be accommodated -

a) Ask for self-assessment
b) Invite Appreciation
c) Express Appreciation
d) Express Criticism in a Positive Manner
e) Seek to Change The Behaviour Instead of The Individual
f) Establish Goals
WEAKNESSES IN THE CURRENT PERFORMANCE
APPRAISAL SYSTEM

Encourages
Transactional
Leadership Instead
Appraisal System is of Transformational
Based on Reporting Leadership.
by Superior Officers
Entire Performance Only instead of
appraisal is Based Multi-Source
on a Single Annual Appraisal.
Confidential Report
(ACR) instead of
Regular Periodic
Reviews.
ADDITIONAL RECOMMENDATIONS

Provision of skilling needed for second career

Additional skill development required incase of

civil jobs

Adequate facilities for preparation of tests for

government/PSU jobs

Marketing problem to attract good talent when

there are many more attractive job opportunities
THANK
YOU
 REFERENCES
S. No. SOURCE
1. Mishra, A. (2018, November 19). What HR can learn about Talent Management from the Indian Army. HackerEarth Blog.
https://www.hackerearth.com/blog/talent-assessment/hr-can-learn-talent-management-indian-army/
2. Economic Times. (2008, February 13). Attracting Talent: Indian Army has a marketing problem. The Economic Times.
https://economictimes.indiatimes.com/attracting-talent-indian-army-has-a-marketing-problem/articleshow/2780842.cms?from=mdr
3. Aylward, M. K. (2019, February 22). Army Talent Management Reform: The Culture Problem. War on the Rocks.
https://warontherocks.com/2019/02/army-talent-management-reform-the-culture-problem/

4. Indian Defence Review (IDR), quarterly journal, the brainchild of former captain of the Indian Army, was launched on January 1, 1986 as a
logical continuum to Lancer established in 1979, the first Indian publishing house dedicated to put forward the military experience and point
of view. (2014, July 1). Shortage of Officers in the Services. Indian Defence Review.
http://www.indiandefencereview.com/spotlights/shortage-of-officers-in-the-services/

5. Career Mobility and Job Satisfaction in the Indian Army: A PerspectiveAuthor: Lieutenant Colonel Yogesh Nair
6. BEST HR PRACTICES IN THE CORPORATE SECTOR AND THE INDIAN ARMED FORCES: A COMPARATIVE STUDY; Author :
Maj Gen Gurdeep Singh Narang
https://www.researchgate.net/publication/291074568_BEST_HR_PRACTICES_IN_THE_CORPORATE_SECTOR_AND_THE_INDIAN_
ARMED_FORCES_A_COMPARATIVE_STUDY