Transparency initiatives, but a lack of uniformity hinders employees’ access to courts
The Model Online Transfer Policy implemented by the Haryana Government is an important and bold step towards administrative reforms. For a long time, there have been complaints of arbitrariness, favoritism, and corruption in the transfer of government employees. The online transfer system was implemented to eliminate these problems and make the process transparent, fair, and merit-based. Its primary objective was to ensure that employees are allocated work locations equitably based on their seniority, length of service, and special circumstances, eliminating any potential for external interference.
This policy is a positive example of modern administrative thinking and the use of technology. Applicable to cadres with 50 or more posts, this system establishes a merit-based evaluation system of 80 points. Age and total service period are the primary criteria, ensuring due weightage for seniority. Points are determined by dividing service period by 365 days, making the entire process objective and transparent. Women employees are awarded 10 points, spouses receive 5 points, and 10 to 20 additional points in cases of serious illness or disability.
The entire process is conducted through an online platform linked to the Human Resource Management System. After notification, the cadre list is made public, and employees select their preferred work locations by verifying them using a one-time password. In the event of failure to submit options within the stipulated time, the employee may be posted to any location. Employees holding surplus positions are compulsorily transferred, and they are required to assume their duties within the stipulated time from the date of issuance of the order.
Since the implementation of the policy, transparency has increased in many departments and complaints have also decreased. The online grievance redressal mechanism has provided a platform for employees to express their views. This has strengthened the belief that administrative reforms can be effectively implemented through a digital system.
However, the lack of uniformity in policy implementation poses its biggest challenge. Uniform tenure, uniform timetables, and uniform rules are not applied across all departments. In some areas, the minimum tenure is different, in others, the maximum tenure limit is different, and in others, the definition of special circumstances varies. This creates inequality among employees of the same cadre and undermines the policy’s core spirit.
It is crucial to ensure one-time mandatory participation of all employees in the very first process of the online transfer drive. If some employees are left out for any reason in the initial phase, their workplace seniority is affected and can lead to future disputes. Therefore, a “one-time mandatory participation” should bring all employees on an equal footing.
The prescribed tenure should be uniform across all departments. For example, a minimum tenure of one year, or from one transfer campaign to the next, could be set, and a maximum tenure of five years. This would ensure that no employee remains in one position for an excessively long period of time, nor would anyone face frequent transfers within a short period of time.
Whenever a new appointment is made, it must be included in the next transfer campaign. If an employee has not yet joined the online transfer policy, they must be included in the current campaign. This will provide all employees with the opportunity to receive assignments based on their seniority and eliminate the tendency to obtain assignments through traditional orders, either arbitrarily or through bribery.
Transfer campaigns should be completed simultaneously across all departments. This will facilitate decision-making in spousal cases and reduce uncertainty for families. If different departments conduct transfers at different times, family coordination becomes difficult.
When calculating tenure, the fiscal year should be considered as a year, not a count of days. Sometimes, transfer operations are completed mid-fiscal year and joining occurs late in the year, resulting in a one-year gap in tenure calculations. If the fiscal year were accepted as a complete unit, disputes regarding the cut-off date could be eliminated.
Transfer campaigns should be conducted annually according to a fixed and pre-announced schedule. Regular and annual transfers will eliminate uncertainty among employees and improve administrative coordination. Irregular or delayed campaigns can lead to confusion and dissatisfaction.
During the position restructuring or rationalization process, if the next recruitment process has already begun, a minimum number of positions should be blocked so that employees are more likely to find work locations near their residences. If rationalization is carried out comprehensively once, covering all employees, this process will not be necessary again in the future.
Currently, many employees’ appointment orders clearly state “compulsory participation,” but it is unclear how an employee’s workplace seniority and rights will be protected if they are unable to participate for any reason. This ambiguity has left many employees out of the process, leading to inequality and dissatisfaction.
The most serious concern is that even after the online policy was implemented, some transfers were made through traditional channels. This situation contradicts the transparency and fairness of the policy. When some employees are assigned workstations based on numerical data and others through traditional orders, the principle of equal opportunity is undermined. Such parallel systems cast doubt on the policy and create a sense of discrimination among employees.
These discrepancies are forcing many employees to resort to the courts. Disparate treatment despite the same position and length of service is bound to lead to disputes. The court process is mentally, socially, and financially taxing for employees, and also places additional burdens on the administration.
If the policy is implemented in a completely uniform and mandatory manner, ensuring the participation of all employees, and completely prohibiting traditional transfers, the need for going to court will automatically disappear. This will strengthen employee confidence and enhance the credibility of the administrative system.
The Model Online Transfer Policy is a visionary initiative, but its success depends on complete transparency, uniform rules, and strict compliance. Unless uniform tenures are ensured across all departments, a common annual schedule, mandatory participation, and work assignments conducted exclusively through online channels, its spirit will remain unfulfilled.
Today, there is a need to make this policy clearer, robust, and consistent. If this is done, this system can become a model of good governance, transparency, and fair administration not only in Haryana but across the country.
