The State Bank of India VRS

            

Details


Themes: HR Practices and Policies
Period : 2001
Organization :State Bank of India
Pub Date : 2001
Countries : India
Industry : Banking and Finance

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Case Code : HROB007
Case Length : 07 Pages
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The State Bank of India VRS | Case Study


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The conditions laid down by the management faced strong criticism from the officers who had opted for the VRS, but who could not meet the prescribed criteria. They alleged that the bank was practicing discrimination in implementation of the scheme and that no other banks had implemented such policies and denied the opportunity of VRS to officers who were willing to avail the scheme.

Media reports also called SBI's decision to restrict the VRS as arbitrary, discriminatory and belying the voluntary character of the scheme. Unions argued that if the bank was so particular that only 10% of its staff leave under the VRS, it could have closed the scheme immediately after the required number of applications were received. The unions also argued that 35,000 applications (14% of the total workforce) could not be considered high when compared to the response received by other public sector banks such as Syndicate Bank (22%) and Punjab & Sind Bank (19%), where all the applications that were received were also accepted for VRS. The officers who were denied the VRS formed an action group in March 2001. They claimed that SBI had violated the guidelines of the Government and the Indian Banks Association.

According to the members of the group, any shortfall in the number of officers could easily be met by promoting suitable clerks. They also cited the example of Syndicate Bank, which promoted about 1,000 clerical staff to officer level. The group filed cases before High Courts in various parts of the country, challenging SBI’s decisions. A delegation of VRS-denied officers even met the Finance Minister and also submitted a memorandum to the SBI management.

The Post VRS Days

According to reports, SBI's total staff strength was expected to come down to around 2,00,000 by March 2001 from the pre-VRS level of 2,33,000 (Refer Table III). With an average of 5000 employees retiring each year, analysts regarded VRS as an unwise move. By June 2001, SBI had relieved over 21,000 employees through the VRS. It was reported that another 8,000 employees were to be relieved after they attained the retirement age by the end of 2001. Analysts felt that this would lead to a tremendous increase in the workload on the existing workforce.

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