Change of guard at SEBI, State Bank? - The Hindu
Change of guard at SEBI, State Bank? - The Hindu
My VIEW:
My VIEW:
January
1, 2016
1, 2016
Continuity
at the top
at the top
This refers to the post
“Change of guard at SEBI, State Bank?” by Manojit Saha and Ashish Rukhaiyar
(The Hindu, January 1). Perhaps, of late, there is some perceivable recognition at the
highest level that there should be continuity of leadership at the top in
government, statutory bodies and PSUs. It is quite likely that in a majority of
the individual cases reviewed here, the incumbents may get reappointed for
another term when their present tenure expires. But that is a temporary
respite.
“Change of guard at SEBI, State Bank?” by Manojit Saha and Ashish Rukhaiyar
(The Hindu, January 1). Perhaps, of late, there is some perceivable recognition at the
highest level that there should be continuity of leadership at the top in
government, statutory bodies and PSUs. It is quite likely that in a majority of
the individual cases reviewed here, the incumbents may get reappointed for
another term when their present tenure expires. But that is a temporary
respite.
When a host of
reform-related initiatives are on the drawing board, unless there is a
compelling reason, ‘retirement age’ or tenure given at the time of initial
appointment should not come in the way of subsequent extensions for positions
at the top. Time is opportune to have a review of retirement age and tenure of
appointments at the highest level in government (including judiciary),
statutory bodies and PSUs. The need for continuity and ensuring well thought
out succession plans are factored in, in the management practices of private
sector giants like Tatas for decades now. Government and public sector
organisations can learn a lot, especially about Human Resources Management
practices, from successful corporates within the country.
reform-related initiatives are on the drawing board, unless there is a
compelling reason, ‘retirement age’ or tenure given at the time of initial
appointment should not come in the way of subsequent extensions for positions
at the top. Time is opportune to have a review of retirement age and tenure of
appointments at the highest level in government (including judiciary),
statutory bodies and PSUs. The need for continuity and ensuring well thought
out succession plans are factored in, in the management practices of private
sector giants like Tatas for decades now. Government and public sector
organisations can learn a lot, especially about Human Resources Management
practices, from successful corporates within the country.
M
G Warrier, Mumbai
G Warrier, Mumbai
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