The postal system is often romanticized as the backbone of communication, yet the real struggles of its workforce tell a different story—one of imbalance, overload, and an alarming disregard for equitable work distribution. A recent discussion from an HSG II office sheds light on these challenges, raising questions about duty allocation, administrative oversight, and fairness.
The Problem: An Overburdened Workforce
In one HSG II office, three Postal Assistants (PAs) manage operations: one assigned to Savings Bank (SB), one to the MPCM counter, and one to delivery. Frequently, the delivery PA is deputed elsewhere, leaving the MPCM PA and a postman to shoulder the additional workload. This isn’t just a matter of pitching in; the MPCM PA finds themselves handling:
- MPCM counter work (9 AM–4:30 PM)
- Treasury responsibilities, including bag openings, invoices, and GST submissions
- Delivery-related tasks, such as preparing invoices for postmen
All this extends their working hours well past 6:30 or even 7 PM, six days a week. And here’s the kicker: the treasury duties come without any allowance.
Why Should PAs Bear the Brunt?
A fundamental question arises: if the treasury post remains vacant due to administrative inaction, why should the existing PAs be penalized? While in some Sub Post Offices (SOs), the SPM takes on treasury responsibilities, this office has opted to attach them to the MPCM counter PA, blatantly ignoring norms that discourage combining counter and treasury duties.
The Role of the HSG II Postmaster
This situation raises another question: What is the HSG II Postmaster’s role in this chaotic setup? By rule, the Postmaster is accountable for the office’s overall functioning, including unforeseen contingencies, tallying accounts, and ensuring day-end procedures are completed. Yet, employees are left wondering if their Postmaster is stepping up or letting the weight disproportionately fall on the shoulders of PAs.
Some argue that the HSG II Postmaster, despite their responsibilities, cannot act beyond administrative constraints. Others suggest consulting the MDW to clarify roles and determine whether the Postmaster is fulfilling his duties.
SPM: The ‘Superman’ of Postal Offices?
A common sentiment emerged in the discussion: “SPM is Superman; he can do anything.” This sarcasm highlights the unrealistic expectations placed on the Sub Postmaster. While it’s understood that SPMs can handle treasury duties in HSG/MDG offices, no official ruling explicitly supports this as a standard practice. It’s a workaround born of necessity rather than proper policy.
The Core Issue: Administrative Apathy
At its heart, the problem isn’t the PAs, the Postmaster, or even the SPM. It’s the lack of administrative will to fill sanctioned positions. This negligence forces staff into impossible situations, leading to burnout and dissatisfaction.
This case underscores the urgent need for proper staffing and adherence to rules regarding duty combinations. Employees deserve clarity, recognition, and a fair distribution of work—along with the allowances and support to manage additional responsibilities.
Let’s not romanticize the struggles of postal employees as “dedication.” It’s time to address these systemic issues and ensure a workplace that values its people as much as its services