India's approach to soldier recruitment has undergone significant transformations since the British Raj to adapt to changing security needs. Post-independence, India moved away from regional and caste-based recruitment towards an All-India, All-Class pattern in 1961, when the seven Year Service scheme was introduced. State quotas were implemented to ensure a national composition, and the focus later shifted to retaining experienced soldiers and ensuring stability through the Colour scheme of service with assured pensions and other benefits. These historical changes demonstrate that recruitment methods, patterns, and quotas are not set in stone. Recruitment policies have been regularly reviewed and adapted to meet the evolving challenges and needs of the armed forces, to ensure a well-rounded and effective military force.

Since its introduction, the Agniveer scheme's focus on providing a younger army with short-term service has raised concerns about the loss of experienced personnel and their future prospects after their four-year tenure. Here it is pertinent to note that major committees such as the Kargil Review Committee (KRC) and the Group of Ministers (GoM) Report to Review the National Security System highlighted the need for a younger profile in the armed forces and the need to reduce the pension burden. . The committees also recognized that there were difficulties in attracting and retaining talent for the armed forces.

The KRC report in page 219 Para 14.14^[1] notes

The Army must be young and fit at all times. Therefore, instead of the present practice of having 17 years of colour service (as has been the policy since 1976), it would be advisable to reduce the colour service to a period of seven to ten years and, thereafter, release these officers and men for service in the country's para-military formations. After an appropriate period of service here, older cadres might be further streamed into the regular police forces or absorbed in a National Service Corps (or a National Conservation Corps), as provided for under Article 51A(d) of the Constitution, to spearhead a range of land and water conservation and physical and social infrastructure development on the model of some eco-development battalions that have been raised with a fair measure of success. This would reduce the age profile of the Army and the para-military forces, and also reduce pension costs and other entitlements such as married quarters and educational facilities.

They also recognised the necessity of adapting the armed police forces to address new threats like proxy wars and terrorism. The KRC also advocated for restructuring the roles and tasks of paramilitary forces and enhancing their training and equipment to combat these challenges. The KRC recommended an integrated manpower policy for the armed forces, paramilitary forces, and central police forces. In Para 14.13, it notes

… The role and the tasks of the para-military forces have to be restructured particularly with reference to command and control and leadership functions. They need to be trained to much higher standards of performance and better equipped to deal with terrorist threats. The possibility of adopting an integrated manpower policy for the Armed Forces, para-military forces and the Central Police Forces merits examination.

The KRC also recognised the unique ethos and traditions of paramilitary and police forces, suggesting that they recruit based on common national military standards. Those selected could then undergo training and serve in the Army before returning to their parent organisations. While acknowledging the complexity of security manpower reorganization, and reluctance of the Central Armed Police Forces (CAPF) and Para Military Forces (PMF), the report emphasises the necessity for such changes due to national security imperatives. This would create a two or three-tiered secondment system, offering lifelong employment opportunities and making a military career more appealing. The KRC report in Para 14.15 at Page 219 notes:

The para-military and police forces have their own ethos and traditions and might well be chary of such lateral induction as has been proposed. This objection might be overcome were the para-military forces to undertake recruitment on the basis of certain common national military standards and then send those selected for training and absorption in the Army for a period of colour service before reverting to their parent para-military formations. … The proposed reorganisation would make a career in the armed forces attractive on the basis of the lifetime employment offered by the two or three-tiered secondment formula.

After the KRC report was tabled, the government set up the Group of Ministers to review national security. The GoM report had four major parts and Chapter 6 of the GoM report dealt with management of Defence. The GoM in Para 6.10^[2] notes

Military capability cannot exist in isolation from broader societal trends and many of the factors that buttress the military ethos are at odds with trends in civilian society. As transparency increases and an active media highlights the business of military life, the ability to maintain a different but acceptable military ethos has come under strain. Finding, identifying, educating, motivating and retaining quality manpower has become difficult and steps need to be taken to optimise the attractiveness of a Service career. Matters relating to promotions, appointments, training, education, ages of retirement, command, tenures, Short Service, Colour Service, manpower classifications, defence-civilian cadres, Armed Forces Headquarters cadre, Territorial Army, ex-servicemen and Defence Security Corps all require examination and attention.

To achieve a younger military, the KRC had suggested and the GoM had recommended reducing the Colour service period from 17 to 7-10 years. Personnel released after this period could then serve in paramilitary formations, and older cadres could transition to regular police forces or join a National Service Corps. This approach aimed to address rising pension costs and create opportunities for national service. GOM report in Group of Ministers (GoM) Report on Management of Defence para 6.72^[3] states

“In order to ensure that the Armed Forces are at their fighting best at all times, there is a need to ensure a younger profile of the Services. However, this is a highly complex matter. While the Army desires a younger age profile, so do the Central Para-Military Forces (CPMFs). The GoM recommends that the Cabinet Secretary, COAS, Defence Secretary, Home Secretary, and Secretary Expenditure may look into the terms of engagement of soldiers, lateral entry into other organisations and resettlement policies. The recommendations in the matter could be submitted for the Government's consideration.

The GoM report and the KRC's concerns focussed on the need to maintain a younger profile within the armed forces while acknowledging the challenges of attracting and retaining quality manpower. It acknowledged the difficulties in upholding a distinct military ethos amidst increasing transparency and media scrutiny. The GoM recommended a comprehensive examination of various aspects of military life, including promotions, appointments, training, retirement ages, command structures, and service tenures. These issues were identified as crucial for optimising the attractiveness of a military career and ensuring the retention of skilled personnel. The gist of the reports can be summarized as under:

• Maintain a Younger Military: The KRC suggested reducing the colour service period from 17 to 7-10 years to achieve a younger military.
• Integrated Manpower Policy: The GoM report recommended an integrated manpower policy for the armed forces, paramilitary forces, and central police forces.
• Enhance Training and Equipment: They advocated for enhancing the training and equipment of paramilitary forces to combat new threats.
• Lateral Entry into Paramilitary Forces: The GoM report suggested legislating the selection and transfer of personnel to paramilitary forces.

Optimizing the Agnipath Scheme: In-Service Strategies

The Agnipath scheme, a transformative initiative aimed at revitalizing the Indian Armed Forces, has ignited a national conversation about its potential impact on the career trajectories of Agniveers. While the scheme's primary objective is to infuse youth and dynamism into the military, it also presents a unique opportunity to empower young servicemen with skills and experience that extend beyond their tenure. To maximize the benefits of the Agnipath scheme for both the Armed Forces and Agniveers, several key enhancements are proposed:

1. Extended Tenure: Increase the service duration from four to eight to ten years. This longer period will allow for a more comprehensive assessment of Agniveers' potential, including the development of leadership qualities and adaptability in various operational scenarios. Additionally, it will provide them with greater opportunities for professional growth and advancement within the military.
2. Increased Retention: Relax the current 25% retention rate and establish well-defined career paths for Agniveers, offering opportunities for specialization, leadership roles, and further education within the armed forces. This will incentivize continued service and foster a sense of commitment and belonging.
3. Comprehensive Support for Disabled Agniveers: Implement a system for prompt and fair compensation, including medical expenses and disability benefits, for Agniveers who suffer disabilities during their service. Complement this with comprehensive rehabilitation services, such as physical therapy, counselling, and vocational training, to empower them to lead fulfilling lives post-service.
4. Holistic Training and Skill Development: Ensure that Agniveers receive comprehensive training that not only equips them with essential military skills but also cultivates transferable skills valuable in civilian careers. This approach will enhance their employability and facilitate a smooth transition to civilian life.

By adopting these in-service measures, the government can create a more robust and sustainable Agnipath scheme that strengthens the armed forces while empowering Agniveers for both military and civilian success. This comprehensive approach aligns with the forward-thinking vision articulated in the Kargil Review Committee and GoM reports, ensuring a brighter future for both individuals and the nation.

Creating a Pathway Beyond Military Service for the Released

Agniveers

The KRC and GoM reports acknowledged the need for post-retirement opportunities for soldiers who dedicate their lives to protecting the nation. They've also recognised potential challenges in integrating these soldiers into existing CAPF and police forces due to differing ethos and traditions. The Empowered Committee set up in 2008, tasked with finalising the implementation of the GoM report and chaired by the Deputy NSA, closed the recommendation for lateral entry, citing the perceived incompatibility of soldiers with police methods due to their training. Both the KRC and the GoM, with foresight, recognised this potential issue and specifically recommended that roles be created within the CAPFs to absorb ex-servicemen. This would allow for the utilisation of their valuable skills and experience while ensuring proper training and adaptation to the specific requirements of paramilitary forces.

One of the most promising avenues for Agniveers post-service is lateral entry into paramilitary forces and other government agencies. Recognizing the valuable military training and experience these young individuals possess, the government should facilitate their transition into roles where their skills can be effectively utilized for the nation's security and development. This approach not only provides Agniveers with continued employment but also strengthens the capabilities of various government organizations. It was however noted that the existing quotas are undersubscribed. According to Directorate General Resettlement despite quotas^[4], ex-servicemen are significantly underrepresented in government jobs. As of statistics available of June 2021 before the Agnipath scheme was launched, there was only a fraction of the reserved positions in Group C and D posts across Central government departments, Central Armed Police Forces (CAPF), and Central Public Sector Undertakings (CPSUs). While public sector banks have a relatively higher representation of ex-servicemen, they still fall short of meeting the mandated reservation percentages. It may be noted that Central Armed Police Forces (CAPFs), ex-servicemen hold less than 2.20% of positions across all groups (A, B, and C), significantly below the allocated quota. Similarly, in Central Public Sector Undertakings (CPSUs), they account for only 1.15% of Group C and a mere 0.3% of Group D positions, far from the reserved 14.5% and 24.5% respectively. Public sector banks demonstrate a relatively higher representation, with 9.10% of Group C and 21.34% of Group D positions filled by ex-servicemen, though still below the designated quota.

The underutilization of reservation quotas for ex-servicemen in government jobs in India is a complex issue with multiple contributing factors. The Agnipath scheme offers a promising career pathway for India's youth, but maximizing its potential requires addressing the challenges faced by Agniveers in transitioning to civilian careers. The problems faced by ex-servicemen will hold good for Agniveers also. The Directorate General Resettlement (DGR) has identified three key reasons for underutilisation of ex-servicemen quotas in other government sector jobs. These are listed below :-^[5]

• Insufficient Applications: A significant number of ex-servicemen (ESM) are not applying for available government positions. This could be due to a lack of awareness about vacancies, difficulties in navigating the application process, or a mismatch between their skills and available job roles.
• Qualification Challenges: Even among those ESM who do apply, many are not meeting the qualification requirements for the positions. This indicates a potential gap between the skills and knowledge gained during military service and the specific demands of civilian government jobs.
• Non-Implementation of Relaxed Standards: Despite instructions from the Department of Personnel and Training (DoPT) to relax testing standards for ESM, many recruiting agencies are not implementing these guidelines. This means that ESM are not receiving the intended advantage of a more accommodating selection process.

These three issues highlight a systemic challenge that requires a comprehensive and targeted approach as the same will be applicable even for Agniveers being released from service. To effectively address this situation, we need to:

• Enhance Awareness and Outreach: Launch extensive information campaigns to reach ESM directly, informing them about available government job opportunities, the reservation benefits they are entitled to, and the simplified application procedures that have been put in place.
• Bridge the Skills Gap: Invest in comprehensive skill development and training programs specifically designed for ESM. These programs should focus on bridging the gap between military experience and the specific requirements of civilian government roles.
• Enforce Relaxed Standards: Strengthen oversight mechanisms to ensure that all recruiting agencies are adhering to the orders and guidelines issued for Agniveers as well as regarding relaxed testing standards for ESM. Hold agencies accountable for any non-compliance and create transparent reporting systems to track progress.

Maximizing Agnipath's Potential: A Comprehensive Approach

The Agnipath scheme is a significant initiative aimed at modernizing India's armed forces and creating a younger, more technologically adept military. However, for the scheme to reach its full potential, it is crucial to address the challenges faced by Agniveers who are not retained for their transition to civilian life and maximize their post-service opportunities. The key challenges envisaged are: -

1. Lack of Awareness: Many Agniveers may not be fully aware of the diverse career paths available to them after their military service, including lateral entry into government jobs and other sectors. They should not think that the non-retention is an end to the career aspirations of national service. Adequate awareness drive should be undertaken. The forces should establish dedicated career counselling centres to guide Agniveers in choosing suitable career paths and navigating the transition process. Furthermore, there should be comprehensive awareness campaigns across various platforms (online portals, social media, career fairs) to inform Agniveers about available opportunities, eligibility criteria, and application procedures beyond the military service.
2. Skill Gaps: While Agniveers gain valuable skills and experience in the military, they may lack certain specialized skills required for specific civilian roles. Design and implement specialized training programs focused on the skills in demand in various industries, including technical, managerial, and entrepreneurial skills. Collaborate with educational institutions and industry partners to offer courses and certifications that enhance Agniveers' employability.
3. Implementation of Relaxed Standards: Despite existing provisions for relaxed standards of selection for ex-servicemen, some organizations may not be fully adhering to these guidelines, hindering Agniveers' job prospects. The government needs to strictly enforce the application of relaxed selection criteria for ex-servicemen in all government organizations. And monitor and evaluate the implementation process regularly to identify and address any discrepancies.
4. There is a need to Incentivize Private Sector Participation by way of offer of tax incentives or subsidies to companies that hire Agniveers, recognizing their valuable skillset and experience. In addition, the DESW and Army Placement Agencies should organize job fairs and networking events exclusively for Agniveers to connect them with potential employers in the private sector
5. The government could consider expanding post-Service opportunities and should proactively explore ways to leverage the unique skills and experience of Agniveers for entry into government agencies where their military background would be an asset (e.g., administration, logistics, intelligence). They could create specialized units within government agencies that can utilize the military expertise of Agniveers in areas such as disaster management, cybersecurity, and counter-terrorism. There may be a need for legislative pathways and a legal framework that provides a clear pathway for Agniveers to enter various sectors, including provisions for appropriate training and adaptation programmes.

By adopting these in-service and beyond service measures, the government can create a more robust and sustainable Agnipath scheme that strengthens the armed forces while empowering Agniveers for both military and civilian success. This comprehensive approach aligns with the forward-thinking vision articulated in the Kargil Review Committee and GoM reports, ensuring a brighter future for both individuals and the nation. Furthermore, exploring innovative avenues such as lateral entry into government agencies and specialized task forces will enable the government to leverage the unique skills and experience of Agniveers for national security and development. This holistic strategy will foster a win-win scenario for all stakeholders, reinforcing the Agnipath scheme as a cornerstone of India's defence and human resource development initiatives.

References

^[1] From Surprise to Reckoning: The Kargil Review Committee Report, SAGE Publications Pvt. Ltd
^[2] VIF website https://www.vifindia.org/sites/default/files/GoM%20Report%20on%20National%20Security.pdf
^[3] VIF website https://www.vifindia.org/sites/default/files/GoM%20Report%20on%20National%20Security.pdf
^[4]Listed quota as per DGR website https://dgrindia.gov.in/writereaddata/media/documents/7c67abe7-ed08-4882-9b42-428c6435b0d5.pdf accessed on 19 Jun 2024 .
^[5] Harikishan Sharma Big shortfall in hiring of ex-servicemen across govt depts, posts: Data June 20, 2022 available at https://indianexpress.com/article/india/big-shortfall-in-hiring-of-ex-servicemen-across-govt-depts-posts-data-7979085/ accessed on 19 Jun 2024

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