In the fast-paced world of India Post, it’s not uncommon for postal employees to wear multiple hats. But how much can one person be expected to handle before the system starts to break down? A recent discussion highlights a growing concern about work distribution in HSG-2 offices, where staff members are expected to juggle numerous duties with little support or clear guidelines. Let’s unpack the situation, the confusion around roles, and the pressing need for clarity in duty allocations.
The Situation: One Person, Too Many Roles
An official working in an HSG-2 A-Class Sub Office recently raised a valid concern about the overwhelming workload placed on one PA. According to their account, they are assigned duties that go far beyond the scope of a typical MPCM PA. Not only are they handling MPCM counter duties, but they’re also responsible for:
- Registration PA tasks
- Delivery PA duties
- Deposit PA responsibilities
- PLI collections and activities related to PLI
- Stamps sale
- Dispatching all MPCM-booked articles
- Postman returns and bulk booking for DL and RC cards
The only relief seems to come from the Sub Postmaster (SPM), who “simply sits and watches,” contributing little to ease the workload of the overburdened PA 🙁.
The question raised is clear: How can one person be expected to perform so many different roles without sufficient support or compensation? And why does the SPM, who technically holds a supervisory role, avoid engaging in these operational tasks?
Administrative Response: Duty Lists and Responsibilities
In response to the query, the administrative reply sheds light on the expectations of an SPM and the duty distribution in such offices. The explanation seems to indicate that the status of the office—whether it’s LSG (Lower Selection Grade) or HSG (Higher Selection Grade)—determines the extent to which the SPM should be involved in day-to-day operations.
- In LSG or HSG offices, the SPM is not expected to perform operational work (It depends). Their role is more supervisory, though they can assist in tasks that don’t require passwords or secure access.
- In non-LSG or non-HSG offices, however, the SPM is expected to engage in operational duties, including handling branches and performing tasks typically reserved for other staff members.
This division of labor raises questions about the practicality and fairness of these guidelines. Should the workload truly vary that much between offices? Is it fair for the SPM to be exempt from hands-on work in some cases, while others are stretched thin?
The Role of the MDW (Memorandum of Distribution of Work)
Another key point of confusion revolves around the MDW, the document that defines the duty list for each postal office. While the union has requested the MDW from the SPOs (Supdt of Post Offices or SSPOs), the response suggests that it is the responsibility of the Postmaster or Sub Postmaster to prepare this document and submit it for approval to DO.
The union argues that the MDW should reflect the actual workload of each branch, ensuring that duties are distributed fairly among staff members. They contend that it is not enough for the SPM to simply prepare the MDW as they see fit; it must be done in consultation with the staff to ensure fairness and efficiency. Furthermore, any revisions to the MDW should have the consent of the entire postal staff before being approved by the Department Head.
In the absence of a proper MDW, or if it is not in line with the rules (particularly Rule 4 of Volume VI, Part I), employees have the right to challenge the unfair distribution of duties. This is where unions have a role to play in ensuring that employees’ voices are heard and that the workload is allocated equitably.
It’s clear that many employees feel overwhelmed by the increasing number of responsibilities placed on their shoulders, with little to no support from their supervisors. The notion of the SPM as a “superman” who can handle anything is not just unrealistic—it’s unfair.
Postal employees, particularly in HSG-2 offices, deserve better. They need:
- Clear and realistic duty lists that account for the actual workload.
- Proper distribution of duties, so that one person isn’t burdened with too much.
- Staff involvement in the creation and revision of duty lists, ensuring that everyone’s workload is taken into account.
- Administrative accountability when it comes to fulfilling responsibilities, especially when staff are expected to take on multiple roles without adequate support.
As the postal system continues to evolve, it’s crucial that the people who form the backbone of this service are treated with fairness and respect. The issue at hand is not just about assigning duties—it’s about creating a sustainable work environment where all employees can thrive. If this system is to work effectively, the burden must be shared equally, and no one should be left to carry it alone.
Conclusion: Fair Work Distribution is Key to a Healthy Workforce
In the end, this issue underscores a broader challenge within India Post and many similar organizations. Clear communication, fair workload distribution, and proper administrative oversight are essential to keeping the system running smoothly. It’s time for postal authorities to take a hard look at how duties are allocated and to ensure that each employee is given the support they deserve. After all, a well-supported workforce is the cornerstone of any successful service.