Sanjay Das Such swings point to personal bias the "law of irration ality in human judgement. Higher-ups often use this as a tool for patronage or punishment.

Sanjay Das Officers involved in audit and administration-with more predictable schedules and easy access to reference material-can clear these exams comfortably.

Sanjay Das In the run-up to such interviews, and after that, before the results are out, there is intense lobbying.

Sanjay Das The Financial Services Institutions Bureau, which searches for, selects, and recommends candidates for board-level

Sanjay Das While some officers can remain in the "contemplated" limbo for years, effec tively excluded from the promotion process, those with strong connections can navigate and have the files closed quickly.

Sanjay Das Even when the disciplinary pro-cess concludes, and an officer is found culpable for even a relatively minor lapse, the penalty does not end with formal censure or punishment.

Sanjay Das Many such officers must undergo a further "rigour period" of one year, during which they are not eligible for promotion.

Sanjay Das Not every bank messes up the pro-motion process. There are exceptions. Besides destroying the careers of com petent employees, banks that do not follow a transparent and fair process do not have their seniormost officers pro-moted to the ranks of managing director and Ed

Sanjay Das This is proof of a faulty internal selection process. A couple of years ago, the DFS directed PSBs to restrict promotion to higher grades-DGM to GM, and GM to CGM-for employees who don't have two years of service remaining.

Sanjay Das When many deserving candidates reach the top tier within a bank but cannot progress further, why not consider promoting officers-who still have at least one year of service left -to the next level, if they merit it?

Sanjay Das Such recognition would serve as a token of appreciation, sustaining motivation and benefitting the bank. The PSBs need to structure the pro-motion process to identify the leaders who can help the business grow, take calibrated risks, drive initiatives and comply with regulatory

Sanjay Das Officers who are risk-averse, well-connected and adept at managing internal optics can rise, but they don't contribute to the institution's growth.

Sanjay Das The challenge before PSBs is to trans-form the promotion process from a source of distrust to a catalyst for devel-oping genuine leaders.

Sanjay Das Lack of clear advancement opportunities is one of the primary causes of voluntary turnover. When employees perceive inequity or favoritism in promotions, morale declines and trust erodes.

Sanjay Das A transparent, merit-based, and logically structured promotion system is essential to eliminate favoritism, restore confidence, and foster long-term motivation and organizational stability.

Sanjay Das Lack of clear career advancement is one of the biggest reasons employees leave organizations. When promotions appear biased or influenced by favoritism, trust breaks down and motivation suffers.

Sanjay Das A transparent, merit-based promotion system isn’t just fair — it’s essential for building confidence, retaining talent, and strengthening the institution.

Sanjay Das When hard work is ignored and favoritism decides promotions, it doesn’t just hurt careers — it breaks trust, morale, and dignity. Silent disappointment turns into quiet resignations.

Sanjay Das Every employee deserves a fair chance to grow. Transparent, merit-based promotions are not a privilege — they are a right. Respect effort. Reward merit. Restore faith.