Armed Forces Headquarters Civil Service (AFHQCS)
Contributor: Tanu Jain, AFHQCS 2015 Batch
21.1 Structure and Overview
During World War II, in 1942, civilian employees under different departments and branches of the Armed Forces Headquarters responsible for providing static ancillary services were reorganized and consolidated under one head that was called Chief Administrative Officer (CAO). In 1987, the post of Chief Administrative Officer (CAO), was upgraded to level of a Joint Secretary (JS), under the Defense Secretary, who is the Cadre Controlling Authority and Head of the AFHQ employees.
Joint Secretary (Trg.) & Chief Administrative Officer in the Ministry of Defense is the Cadre Controlling Authority and Head of the Department for AFHQ Civilian employees. The officers join the service as Section Officer (Group B). But they are promoted to Group A scale on completion of 4 years of service only.
21.2 Roles and Responsibilities
An AFHQ Civil Service officer performs the following roles and responsibilities as Section Officers:
I. General Duties:
The daily tasks of an AFHQ Civil Service Officer include the following general duties like:
II. Responsibilities Relating to Dak:
III. Responsibilities Relating to Issue of Draft:
IV. Responsibility of Efficient and Expeditious Disposal of Work and Checks on Delays:
V. Independent Disposal of Cases:
Officers take actions independently on the following:
VI. Duties in Respect of Recording and Indexing:
VII. As a Repository of Information:
Civil Servants of this service have an ample scope of professional development here and they act as a repository of information, which, if mastered, could make them important at professional level. As a repository of information they not only play their role in smooth functioning of various directorates and departments but also enriches themselves with technical and professional know how of things at work. This allows the MOD to function as a seamless whole and provides them to showcase their professional talent and skills.
VIII. Policy making and implementation:
The diverse positions and posts that a civil servant holds in AFHQ during his service life makes him /her the repository of knowledge and information that makes them important at policy making front.
IX. As coordinator and bridge :
At professional level AFHQ civil services acts as a bridge between Ministry of Defence and Armed Forces. This allows for effective and efficient coordination between them and allows for timely decision making. This also allows for ironing out of differences between MOD and Armed Forces and the grievances are resolved as earlier as possible.
X. As a catalyst:
At professional level, they also play the role of a catalyst which makes decision making process easy and smooth.
21.3 Normal Growth Profile
We will be discussing about the various career opportunities an AFHQ Civil Service Officer has in a separate topic. However, this topic only deals with various ranks an Officer holds during his professional life. These ranks are held when he/ she is working in his/ her main line department.
Rank Rank |
Time Scale |
Duration |
Section Officer (Group B) |
Junior Time Scale |
4 years |
Section Officer (Group A) |
Senior Time Scale |
2 years |
Deputy Director |
Junior Administrative Grade |
5 years |
Joint Director |
Selection Grade |
5 years |
Director |
Senior Administrative Grade |
3 years |
Principal Director |
Higher Administrative Grade |
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21.4 Recruitment
The recruitment into AFHQ Civil Service happens through two channels:
21.5 Training
The training of AFHQ civil servants is conducted at the Defence Headquarters Training Institute (DHTI). The purposed of the training activities is to train the officer trainees in respect of civilian personnel of AFHQCS working in Service HQs and Inter Service Organizations (ISOs). The institute conducts induction course, refresher courses, specialized courses, workshops and basic courses in computers with a view to enhance knowledge and skill of the officers and employees.
In addition various training courses are conducted at reputed training institutes in the country and abroad.
21.6 Variety of Opportunities for AFHQCS Officers
Apart from the usual work profile in the State government, AFHQCS Officers have following opportunities to serve in organizations of State, national as well international level.
International |
National |
Sub National/ State |
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21.7 Perks, Privileges and Advantages for an AFHQCS officer
21.8 Occupational Hazards
The biggest disadvantage of AFHQCS is that it is a Group B Service. The officers are promoted to Group A only after 4 years of service. Thus, officers detest being appointed at Group B level. This is done only to maintain the military-civilian hierarchy in the Armed Forces Head Quarters. Secondly, the job profile deals only with the work of defense forces and is thus narrow in nature. Thirdly, it allows a very less scope of public interaction. Fourthly, officers have to face issues of power conflict with the military personnel.
21.9 Case Studies Indicating the Work, Challenges and Ethical Dilemmas Faced by an AFHQCS Officer
21.9.1 Power Conflict in Procurement
Indian polity is a mature polity wherein civil and military talents work seamlessly towards greater national purpose. Civil-military relation is a strategic interaction in which civilian principals vary the intrusiveness of their monitoring, and military agents vary their compliance with civilian preferences. AFHQCS is the civilian side of this civilian-military relationship. It provides a civilian touch to the military organizations. It stops military from being autocratic as military works on the principle of command without questioning.
However at the ground level, AFHQCS officers face certain difficulties in this civilian-military relationship. Section Officers are involved in the procurement of various items like dry ration, uniform, and so on for the military personnel. Ms. Smita Patil was posted as a Section Officer in the Military Headquarter. In her office, the civilian and military staff used to work side by side. She used to report directly to a Lt. Colonel.
Ms. Smita started a procurement proposal for procurement of military uniform. She decided the specifications, quality and cloth material of the uniform. When she moved the file of procurement, his immediate boss (Lt. Colonel) asked her to buy uniform of a lower quality. However, he did not ask her to change the specifications on the file. When she asked the reason, her boss told that this is the trend in military and we generally buy uniform of a lower quality than that mentioned in the procurement proposal.
Ms. Smita was confused and she insisted not to give in to the demand of her boss. However, her boss threatened to ruin her Annual Confidential Report and transfer her to a different Organization.
Q: What sort of ethical dilemma Smita faced in this situation? What steps she can take in this situation? Analyze the pros and cons of all those steps and suggest a suitable strategy.
21.9.2 Interference in Posting and Promotion
AFHQCS is a unique service in which military and civilian officer’s work side by side. Defense personnel write the ACR of AFHQCS personnel and AFHQCS personnel write the ACR of defense personnel. The reasons for it are mentioned in the above case.
After the rank of Joint Director, AFGQCS officers have a say in the transfer, promotion and postings of the military personnel. Ms. Sunneta Sahani was posted as a Deputy Director in Army Head Quarters. She used to transfer the personnel under her only on the basis of prescribed rules and merit. However, many of the military personnel used to take transfers and postings on the basis of their good network with senior defense officers.
In one such instance, Ms. Sunneta prepared to promote a military officer Mr. Alok Jha to a senior rank (which was a soft posting) among 5 eligible officers. She decided to do this because his past work was best among the 5 officers and his Annual Confidential Report (ACR) had the maximum good remarks and least bad remarks. Moreover, Mr. Alok was the only person who was on a hard posting. Rest all 4 officers were on a soft posting. However, another officer Mr. Suman Jha got this information and was unhappy over it. He had connections with senior military officers. He asked them to influence the decision of Ms. Sunneta.
Immediate senior of Ms. Sunneta called her and asked her to promote Mr. Suman and not Mr. Alok. He also asked her to not interfere in the transfer and postings of military personnel. Ms. Suneeta said that Mr. Alok was on a hard posting and he deserves to be promoted to a soft posting.
Q: What sort of ethical dilemma Smita faced in this situation? What steps she can take in this situation? Analyze the pros and cons of all those steps and suggest a suitable strategy.
1. What is the role of the Armed Forces Headquarters Civil Service (AFHQCS) in the armed forces? |
2. How does one join the Armed Forces Headquarters Civil Service (AFHQCS)? |
3. What are the eligibility criteria for the Armed Forces Headquarters Civil Service (AFHQCS) exam? |
4. What are the career prospects in the Armed Forces Headquarters Civil Service (AFHQCS)? |
5. How does the Armed Forces Headquarters Civil Service (AFHQCS) contribute to the overall functioning of the armed forces? |
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