Office life experience-Personal ---: Office life experience (Year 2010 to 2014)

Office life experience (Year 2010 to 2014)

I completed three years in Jalna Office from May, 2007 and expecting the office to issue transfer order after completing of Tenure as on June 2010. I went to Circle office at Mumbai Santacruz, it was more than 450 kms from Jalna. So, I travelled by Tourist bus to Santacruz mumbai, since there was no seat vacant. When I reached to the office, there was even no seat in the Transit quarter, I requested the care-taker and SDE in-charge, at last they shown some mercy about my circumstance but GM-F was on leave,

When I reached the office, I met his subordinate officer (DGM(F), at next below level and described my family issues, but he had no sympathy hearing about my circumstance. I felt very bad that they had no mercy about me nor even time to continuously hear my sayings.

I was having a conversation with my friend during the morning walk, who was a senior officer of Maharashtra states Cadre. He gave an interesting reason for transfer of officers when there is a change in regime. He said that there are three types of lists of officers in every state.

I joined the office of ITPC Admin on 06/08/2010 and I was told to report to the DGM-F WDC. I carried out the following activities :

Reporting period: 06/08/2010 to 31/03/2011:

On joining CDR WEST DATA CENTER, I was shouldered the following responsibilities:

1. E-stapling Billing and attended its related issues.

2. Sub-Ledger Reports and its related issues.

3. CRM / PMS related issues and works.

4. CDR Accounting issues .

5. Dunning (Disconnection), IVRS and its related issues..

6. Reconciliation of Opening balances & its related issues (SSA sign off).

7. Write off process and its related issues.

Reporting period : 01/04/2011 to 31/03/2012

I was shouldered the following responsibilities for the above period:

1. billing of Pune SSA and attended its related issues.

2. Sub-Ledger Reports and its related issues.

3. CRM / PMS related issues and works.

4. CDR Gl-code mapping and Accounting issues .

5. Dunning (Disconnection), IVRS and its related issues..

6. Reconciliation of Opening balances & its related issues.

7. E-stapling Billing and attended its related issues.

Reporting period : 01/04/2012 to 31/03/2013

I was shouldered the following responsibilities for the above period:

1. Billing of Pune SSA and attended its related issues.

2. Validation Testing of new patches or codes

3. PMS related issues and its other related activities.

4. Major Billing issues and its co-ordination with SI

5. Resolution of PMS L1/L2/L3 dockets..

6. Finalization of SLA clauses in AMC & O& M etc,

7. Verification of Invoices raised

Reporting period : 24/08/2014 to 31.03.2015

I was shouldered the following responsibilities for the above period:

1. billing activities of WDC & its related issues.

2. Dunning activities of WDC & its related issues.

3. PMS activities and its other related activities.

4. Sub-Ledger Report and its other related works.

5. Trial Balance and its other related activities.

6. e-stapling billing and its related issues.

7. migration of new services at CDR Platform.

8. major issues in billing, PMS, Dunning etc.,

9. Verification of SLA, Invoices - AMC & O& M

10. Other activities- CR, VT, Training, SSA co-ord.

Reporting period : 01/01/2014 to 31/03/2014

I was shouldered the following responsibilities for the above period:

1. billing of Pune SSA and attended its related issues.

2. Validation Testing of new codes

3. PMS related issues and its other related activities.

4. Major Billing issues and its co-ordination with SI

5. Resolution of PMS L1/L2/L3 dockets..

6. Finalization of SLA clauses in AMC & O& M etc,

7. Verification of Invoices raised by SI for AMC & O& M etc,

Reporting period: 01/04/2012 to 31/03/2013

I was shouldered the following responsibilities for the above period:

1. billing of Pune SSA and attended its related issues.

2. Validation Testing of new patches or codes

3. PMS related issues and its other related activities.

4. Major Billing issues and its co-ordination with SI

5. Resolution of PMS L1/L2/L3 dockets..

6. Finalization of SLA clauses in AMC & O& M etc,

7. Verification of Invoices raised by SI for AMC & O& M etc,

Reporting period: 01/04/2014 to 23/08/2014

I was shouldered the following responsibilities for the above period:

1. billing of Pune SSA and attended its related issues.

2. Validation Testing of new codes

3. PMS related issues and its other related activities.

4. Major Billing issues and its co-ordination with SI

5. Resolution of PMS L1/L2/L3 dockets..

6. Finalization of SLA clauses in AMC & O& M etc,

7. Verification of Invoices raised by SI for AMC & O& M etc,

8. Migration activities of FTTH, DSPT, IN-SERVICES etc.,

Reporting period: 28/10/2015 to 31/03/2016

I was shouldered the following responsibilities for the above period:

1. Leased Line migration and billing activities of WDC & its related issues

2. Dunning activities of WDC & its related issues

3. PMS activities and its other related activities

4. Sub-Ledger Report and its other Related work

5. Trial Balance and its other related activities

6. Billing Dockets and its related issues

7. migration of new services at CDR Platform

8. major issues in billing, PMS, Dunning etc.

9. Verification of SLA, Invoices – AMC & O&M

10. other activities- CR, VT, Training, SSA Coordinators.

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The strategies accepted by the organization for newly joined officers are:

1: Fit List

These are the officers who are very competent as well as very considerate of their political masters. They possess good human skill and command over their job. They know the minds of politicians at the deepest level and do their best to accommodate their requests by using their discretionary powers without breaking the law. They know the system and they are performers.

The officers in the fit list are sought after by every regime. They often man the difficult but important charges of the government; but they are usually not considered for the so called plum postings which are usually reserved for the officers of the second list.

2: Hit List

There are senior officers who are totally affiliated to their political masters. They are HIT in one regime and then they are the one who are HIT hard when the regime change. Their concepts of life is very clear. They are in government to make money and enjoy power. They have no desire to serve the people or the country. Their only desire is to serve themselves. They are willing to do anything for their political masters whether it is legal or illegal. They align themselves with politicians and make some top politicians as their mentors who help those getting good postings in return of doing their work. Even those who are in their good list, they are consider in the hit list.

3: Shit List

If you are not in the hit list or fit list, you fall in the ‘shit list’. These are the officers who are discarded by all regimes because they are considered to be useless either by virtue of their incompetence or by virtue of their copy-book ideal of honesty. Some of these officers are too scared to take any decisions and face enquiries later. They are happy to be sidelined where they can enjoy the government salaries and perks without doing much work. However, there are some officers who are extremely unhappy because they are unable to get the important charge in their life and they keep cribbing about the injustice meted to them due to various reasons like integrity, caste, religion etc.

Exploitation of employees can take various forms, and in India, several issues contribute to this problem. Some common ways in which Indian employees may face exploitation include:

1. Low Wages : Many workers, especially in informal sectors, receive wages that are below the minimum wage or are not commensurate with their skills and experience. This is prevalent in industries like construction, textiles, and domestic work.

2. Long Working Hours : Employees often work beyond the standard working hours without appropriate overtime pay. This is particularly common in sectors such as IT and manufacturing, where long hours are the norm.

3. Lack of Job Security : Many employees work on temporary contracts or as freelancers, which often means they do not have job security or benefits such as health insurance, paid leave, or retirement benefits.

4. Unsafe Working Conditions : In certain industries, workers may be exposed to hazardous conditions without adequate safety measures or protective equipment. This is particularly concerning in construction and industrial sectors.

5. Harassment and Discrimination : Employees may face discrimination based on caste, gender, religion, or other factors. Sexual harassment and verbal abuse are also issues that can affect employees' well-being and productivity.

6. Unpaid Wages and Benefits : In some cases, employees are not paid their dues on time or are denied benefits they are entitled to, such as bonuses, provident fund contributions, or health benefits.

7. Exploitation in Informal Sector : A significant portion of the Indian workforce is in the informal sector, where labor laws are often poorly enforced. This includes sectors like agriculture, street vending, and small-scale manufacturing.

8. Lack of Union Representation : Many workers do not have strong union representation or are in industries where unions are weak or non-existent. This reduces their ability to negotiate better working conditions and wages.

Addressing these issues requires a combination of stronger labor laws, better enforcement of existing regulations, and increased awareness and advocacy for workers' rights.

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Honest officers in India can face significant challenges and harassment, often as a result of their commitment to integrity and adherence to the law. Here are some ways in which they might be harassed:

1. Political Pressure : Honest officers may face pressure from politicians or influential individuals who want to influence or interfere with their work. This can include attempts to coerce or intimidate them into bending or ignoring regulations.

2. Transfers and Posting Issues : Officers who are perceived as too honest or non-compliant with political or bureaucratic interests might be transferred frequently or posted to less desirable positions. This can disrupt their careers and undermine their effectiveness.

3. False Allegations : Honest officers might be targeted with false allegations of misconduct or corruption. Such tactics are often used to discredit them and prevent them from pursuing legitimate investigations or actions.

4. Administrative Harassment : This can involve bureaucratic delays, non-cooperation from other departments, or undue scrutiny. These tactics can hinder an officer's ability to perform their duties effectively.

5. Social and Professional Isolation : Honest officers might be ostracized by their peers or face social and professional isolation. Colleagues who are complicit in unethical practices may distance themselves or actively undermine the officer’s efforts.

6. Legal and Financial Challenges : Officers may face legal battles, financial difficulties, or personal attacks aimed at undermining their credibility and diverting their focus from their official duties.

7. Threats and Intimidation : In extreme cases, honest officers might face direct threats or intimidation from individuals or groups who are affected by their actions or decisions. This can include threats to their safety or that of their families.

8. Retaliation and Career Damage : Honest officers might experience career setbacks, such as blocked promotions or diminished opportunities, as a form of retaliation for their adherence to ethical standards.

If your reasons to hate him/her are legitimate, consider leaving. Employees don't leave bad jobs - they leave bad bosses. A bad boss conjures fear & mistrust. They make work challenging and add stress. They take decent people and wreck them, wringing out all motivation & creativity in the process. Things went from hell to the 10th level of hell. It only gets worse and you cannot make others like you when they don’t want to - no matter what you do. That person will run you down, abuse you, humiliate you, blame things on you, make up stories about you and malign you, try to ruin your reputation, and pile on so much work you cannot breathe.

Addressing these issues often requires a combination of legal protections, support from higher authorities, and a robust system for reporting and addressing grievances. It also relies on broader systemic reforms to ensure that integrity and transparency are rewarded and protected.

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The sentiment that there is a lack of humanity in Indian offices for officers reflects a broader concern about working conditions, respect, and support for individuals in positions of authority. This issue can be multi-faceted and may include several aspects:

1. Bureaucratic Rigidity : The bureaucratic nature of many Indian offices can create a rigid and impersonal work environment. This rigidity can lead to a lack of empathy and understanding for the challenges faced by officers, resulting in a focus on rules and procedures over individual well-being. If Executives are not following inordinate orders or against employment policy, then that executives will be transferred at such places that they will frustrate and become like them.

2. Workplace Culture : In some offices, the workplace culture may be competitive or cutthroat, with little regard for work-life balance, mental health, or personal development. This can create an environment where officers feel undervalued and unsupported.

3. Hierarchical Structures : The hierarchical nature of many organizations can sometimes lead to a lack of effective communication and support between different levels of staff. Junior officers may feel disconnected from or unsupported by their superiors.

4. Lack of Support Systems : There may be insufficient support systems in place for officers dealing with stress, harassment, or other personal challenges. This can include inadequate counseling services, mentorship programs, or grievance redressal mechanisms.
5. Inadequate Recognition : Officers who work diligently and uphold ethical standards may not always receive appropriate recognition or rewards. This can lead to a sense of discouragement and a lack of motivation.
6. Political and Administrative Pressure : Officers might face undue pressure from political or administrative sources, which can create a stressful work environment. The need to navigate complex political landscapes can overshadow their professional and personal needs.
7. Corruption and Unethical Practices : In environments where corruption or unethical practices are prevalent, honest officers may struggle to maintain their integrity while dealing with systemic issues that undermine their efforts.
8. Mental Health and Well-being : There might be insufficient attention to mental health and well-being, leading to burnout and a lack of support for officers who are under significant pressure.
Improving the situation often requires systemic changes, including better support structures, more empathetic management practices, and reforms aimed at creating a more humane and supportive work environment. Encouraging transparency, fostering a positive workplace culture, and implementing policies that prioritize employee well-being can contribute to creating a more respectful and supportive atmosphere for officers.
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As favoritism is the broadest of these related terms, we'll start with its definition. Basically favoritism is just what it sounds like; it's favoring a person not because he or she is doing the best job but rather because of some extraneous feature-membership in a favored group, personal likes and dislikes, etc. Favoritism can be demonstrated in hiring, honoring, or awarding contracts. A related idea is patronage, giving public service jobs to those who may have helped elect the person who has the power of appointment. Favoritism has always been a complaint in government service. A survey from the government's Office of Personnel Management found that only 36.1 percent of federal workers thought promotions in their work units were based on merit. (Government Executive Magazine, "Playing Favorites," They believed that connections, partisanship, and other factors played a role. Cronyism is a more specific form of favoritism, referring to partiality towards friends and associates. As the old saying goes, "It's not what you know but who you know," or, as blogger Danny Ferguson put it, "It's not what you don't know; it's who your college roommate knows." Cronyism occurs within a network of insiders-the "good ol' boys," who confer favors on one another. Nepotism is an even narrower form of favoritism. Coming from the Italian word for nephew, it covers favoritism to members of the family. Both nepotism and cronyism are often at work when political parties recruit candidates for public office.
In some Indian government offices, there is a perception that employees who comply with illogical or unethical orders, or who are perceived as pliable and agreeable to certain demands, may receive favorable postings or career advancements. This issue reflects broader concerns about the functioning of bureaucracies and the interplay between compliance, favoritism, and merit.
Here are some factors contributing to this perception:
1. Favoritism and Nepotism : Favoritism and nepotism can influence postings and promotions, where those who align with the preferences of higher-ups may receive better opportunities. This can lead to a perception that compliance with questionable orders or practices is rewarded.
2. Political and Administrative Influence : In some cases, political connections or administrative influence can affect postings and promotions. Employees who align with the interests of influential figures may receive favorable assignments, regardless of their merit or adherence to ethical standards.
3. Lack of Transparency : A lack of transparency in the decision-making process for postings and promotions can contribute to perceptions of unfairness. When criteria and processes are not clear, it can lead to speculation and dissatisfaction among employees.
4. Compliance Culture : A culture of compliance, where employees are expected to follow orders without question, can sometimes reward those who are seen as more adaptable to directives, even if they are not always in line with ethical or logical standards.
5. Performance Metrics : In some offices, performance metrics and evaluations may not always align with actual contributions or ethical behavior. This can lead to situations where employees who conform to specific expectations or directives are rewarded, even if their performance is not exemplary.
6. Lack of Accountability : If there is a lack of accountability for unfair practices or unethical behavior, it can perpetuate a system where those who comply with illogical or unethical orders are more likely to advance.
Addressing these issues involves promoting greater transparency, accountability, and fairness in the administration of postings and promotions. Reforms might include:
- Clear Criteria : Establishing clear, objective criteria for promotions and postings to ensure decisions are based on merit and performance.
- Whistleblower Protections : Implementing and enforcing protections for employees who report unethical or illegal practices.
- Ethics Training : Providing training on ethical behavior and decision-making to promote a culture of integrity.
- Transparent Processes : Improving transparency in the decision-making processes related to postings and promotions.
By fostering a culture of meritocracy and accountability, government offices can work towards creating a more equitable environment where adherence to ethical standards is recognized and rewarded.
It is happened in my office while issue of Transfer orders that those executives who make their bosses happy by following unwarranted orders or work for them, knowing that it is violation of conduct rules and which is amount to major penalty under CCS conduct rule, then such executives are :
a) Posted at their choice of station and made them happy while return transfer as well after completion of tenure.
b) Recommended for grant of high ranking award as "Best executives in the year", knowing that they do not deserve for the award.
c) Favored in the ranking or promoted out of turn.
d) Financially helped secretly for the award.
e) selected for the academic training or Study.

My experiences in the year 2010 to 2014 are :

1. Volunteers called for, from the staff having computer and software knowledge. My senior DE advised me that since I had a software or coding knowledge, you could apply for. I told him that I did never apply for the position that I like, but rather I always worked for the office wherever I was posted in the interest of office. A volunteer letter is a valuable tool for highlighting your skills and demonstrating your intentions to a hiring manager when looking for volunteer work. In writing a volunteer letter, it is necessary to outline your educational qualifications, experience, and how they connect to your skills; additionally, include a call to action encouraging further discussion. Some additional tips for writing a volunteer letter include thorough research before applying, keeping the letter concise, using relevant keywords, writing effectively, proofreading, and showing enthusiasm for volunteering work. In fact, there has been a criteria of technical background or academic qualification while calling volunteers.
2. GM-F MH Circle, came to Aurangabad for office visit and I met him to enquire about when my transfer order from Jalna to Pune would be issued. In fact, there could be a Ghost bosses who where against my posting at Pune.  It might matter about your argument while working or while leaving your bosses or bosses enemy. It’s important that you let them see a smile and a better attitude then when you left your bosses. People are willing to forgive and forget. It’s up to you if they do or not. Your the one that left . Your starting over treat them the way you want to be treated. If a situation is so bad that they.
I have only dealt with one extremely toxic person in my life. And it can sometimes be that one person that creates this “group" that huddle in together on a shared hatred (and probably jealousy) against you that has actually stemmed from this toxic person. Most likely they are bored, unhappy with their own lives, and jealous of you in some way. You'll never win. But what you can do is make sure you do not, no matter what, lower yourself to their standards or react in anyway.
There are some who are masters at it. They make strong constant eye contact and manipulate every encounter to either belittle you, or leave in a position of power like leaving you talking by yourself, ignoring you when it's your turn to talk, or using eye contact and invading your personal space to try and make you seem inferior. I noticed people who are tall are very good at this. Believe me it's a show and they feel very lousy about themselves but manage to project somehow this superior .
3. Transfer Order was issued by the Corporate Office in the year 2010, without enquiring about my interest, for posting at WDC from Jalna BSNL. There could be the reason for shortage of Officers at West DC, with experience that those have already worked for migration from old System. My seniors officers, were knowing that I had technical qualification of working on Oracle based software, D2K, Oracle form/Report development along with experience of migration from NIC to C-DAC, C-DAC to CSMS and now CSMS to CDR system. I'm a data migration specialist, and have been for the last 10 years. I have gone in to rescue lots of data migrations and they all have the same core problems :
Overly focused on the technical side and neglected the business side.
Don't have a single list of data migration issues with so can't manage and prioritize them.
Fail to properly analyse the sauce systems prior to planning the project
Underestimating the responsibilities of Core group.
Migration of large entities of data is self-evidently tough. Five essentials are -
- Data extraction – taking data from the existing systems and databases, for which you need special utilities from your ERP software house
- Data collection – compiling new data if not already in digital format, which may require spreadsheeting before moving into the new ERP system
- Data cleansing – changing the format of the data for the new ERP system, involving correction of inaccuracies, removing obsolete data, duplications, mis-spellings

4. Jalna Office was asking the Circle office at Mumbai, to post substitute to relieve me. It was a painful experience that there had been I came across a merciless people. In third transfer orders, they posted a lady accounts officer from Latur. When I contacted the lady over phone about her relieve order from her office, she told me to interact with CAO in-charge, who told me that he is not going to relieve her unless AO is posted in her place, as there is a charge sheet there, in her name. I requested CAO in-charge to think about my pathetic condition or my request, but he turned down my request, selfishly.
5. I told my Collogue (Mohan Rao), to take over my office and responsibility so that I could get a relieve order. Mr. Mohan Rao, was very good human being and caring person. He has helped all the way in working for my duties and responsibility. I remember as to how he had helped me in preparation of schedule required for Statutory and Internal Audit. He has a very good experience in the field of office Audit and all -rounder in many type of office work.
6. I left the office of Jalna BSNK, without Send off party from office.
Send off party : It is said that Don't Leave Without Saying Goodbye. Tempting though this may be, especially when your hosts are surrounded on all sides, it's essential to say thank you to your hosts on the way out the door. If they are speaking with other guests, wait until you see a pause in the conversation, and then say your farewells.
Delivering a farewell speech is a great gesture to reminisce about your time with an organisation before you leave a job. It gives you the opportunity to show recognition and praise for your colleagues and their contributions at work. Leaving a job is an emotional process, but a good farewell speech infuses a room with a celebratory spirit. I was preparing the draft speech for my farewell party, while leaving jalna office. I still remember the people who came at the main Gate of the office, while I was getting in the Auto, on last day.
7. I joined WDC, BSNL, Pune, on 6th August, 2010:
The day of joining a new office CDR is typically a day of orientation and getting to know your new colleagues and supervisors. Here are some things you can expect to do on your first day. Show up on time! Even if you have leave 45 minutes early (to allow for traffic) and walk around or sit in a coffee shop until the office opens. You absolutely do not want to start a relationship with your office colleagues having them wonder if you’re going to show up, even if it’s only for a minute. Off-course, the officer I was submitting my joining letter told me as to where I am going to be posted, South, North or West DC. While South DC is in Hydrabad, North DC is in Chandigarh, West DC is in Pune and East DC is in Kolkata. He further added that you could be posted to the Data Center where there is shortage of officers. So, you can met GM(HR) just have few words about your choice of place, so that it could be safe and they could decide in your favour. I told him to let it to route the file and decide as per their official power.
The second thing is to spend at least your first day paying attention. Observe what your office colleagues are doing and how they’re doing it. Start learning what your specific job is and so forth. You might think they’re doing it all wrong, but you won’t know for sure until you’ve been there awhile. Lots of times they actually have reasons.
The new office was more than 50 km from my residence and there was no direct train or bus to reach the office. I was knowing that at least GM-F could decide the transportation. He told to his DGM to process a file so that a Vechile to collect them from residence and drop at office and vice versa, could be arranged after approval of higher authority. But DGM was not interested in dealing with or processing the file for hired vechicle.

Some of tips that I was aware of joining new office:
Seniors: Be nice to seniors, learn from them as much as you can , but don’t be the one sugar-coating for benefits.
Management : You might find the management totally out of sync or incompetent . Don’t really get involved into correcting them or suggesting measures. The management is directly related to the CEO and don’t do anything that offends them .
Knowledge : Make sure to be hungry for knowledge everyday , don’t just be satisfied with all the work assigned to you . Always be ready to learn ore and more . You might just end up being the VP some day .
Competition : If its corporate , there is definitely gonna be someone who is better than you or just pretending to be better than you just to put you down , Don’t pay attention to all of these and keep working honestly and with dedication .
Inter-department relations : Your office would be comprised with a lot of departments , Make sure to be friends with everyone around. It will definitely help when you wish to switch within the company you ll have an insight of the entire working .
Opportunities: Assuming this to be your first job, never put your job above everything , make sure you work out some more ways of investing your hard earned money into something more substantial so that you ll always be happy with your salary and not complain of how less you are paid .
Health: Put health before everything else, its gonna be a sedentary lifestyle , If you compromise with your health for money today, you might need to compromise your money for health as well.
Don’t overwork : I understand the enthusiasm by which a fresher joins an organisation , but remember one thing , work only what you get paid for . If you keep your attitude as “ I ll do anything that you give me’ , they will definitely give you more.
Professional Experience: when management knows you are looking to step up as a leader, they'll inherently train you through various scenarios that could help develop you for an upcoming promotion or position that may become available. Management is knowing that you have broad experience about technology which you have already proved your metal.

8. Office Experiences at WDC:
(a) Travelling by own vehicle Passon-pro bike and I met with road accident in October 2010.
(b) Departmental vehicle allotted after road accident, but I was asked to submit request letter.
(c) While working as CAO(Offg.), even though I was given upgradation as per promotion policy and allowed pay Scale of DGM cadre.

a) Travelling by own vehicle Passon-pro bike and I met with road accident in October 2010.

b) Departmental vehicle/ Cab allotted me after road accident, but I was asked to submit request letter.

c) While working as CAO(Offg.), even though I was given upgradation as per promotion policy and allowed pay Scale of DGM cadre. Many a time, I used to approach HR to give me office letter for officiating as CAO, even if there had been no financial benefits. Later on, I came to know that due to I was very strict in office work, they played the politics for not issuing a letter for officiating appointment. In fact, it is ridiculous that even for doing or dealing with the staff, I could have been calm, frank with them and I should allow late coming or allow delay in performing the duties.

d) They recommended the award to other officer, without consulting all in my presence. They use to appreciate the works of others, knowing that these works were carried out by me. If you appreciate something, you recognize its value. Appreciation has a positive impact on the things leaders care about like retention, productivity, and yes even profitability. But if a politics are played in expressing appreciation, then it is going to be lower level thinking.

e) Working for the subordinates on leave and left the head-quarter.

f) Imposing extra works on my shoulder, knowing that I have performed all the works in time.

g) Migration of Lease Line data from Source system, through Templates from SSA units.

( i) Loader* for data migration.

(ii) Sql*procedure for data analyst and data clinching.

(ii iii) Tallying the data received customer-wise and migrated to the new system. (iv) Attending the meeting arranged in Conference Room with senior officers: Power point presentation and absence of my junior officers during presentation and discussion.

(v) Travelling to all Circle city including Bhopal / …. , Mumbai, Raipur, Chandigarh, Ahemdabad etc.,

(vi) Imparting Training to the Officers, pre-migration and post-migration.

(vii) Discussion on skype online with staff of the SSAs.

Major works :

1	Assisting Mumbai SSA for filling of billing template of 73255 Leased Circuits from Source System and successfully migrated to CDR sys.
2	Attending the SM Dockets pending more than 7 days in coordination with System Integration
3	Coordinating of CRM activities with SSA for write off processes and the related issues of write off
4	Cordination for CRM related activities handled by AO TR of the SSA
5	Monitoring , Supervision and validation activities of new services to be migrated to the CDR System and Training to AO of SSA.
6	Monitoring , Supervision of migration activities - DSPT, FTTH, IN-SERVICES and Leased Line Circuits and issues thereof
7	Monitoring and compliance of Corporate and Circle orders on changes in existing Dunning processes and providing dunning data to TRAI
8	Monitoring and controlling activities of the staff handling SM Dockets raised by the SSA for early resolution,
9	Monitoring and Coordination with System Integrator for bug fixing or code related issues on Sub-Ledger and Trial Balance.
10	Monitoring and supervising activities related to major issues shared by the SSA on Sub-Ledger and Trial Balance.
11	Monitoring and supervising activities related to new changes in the code related to Sub-Ledger Report and Trial Balance
12	Monitoring and supervising the activities related to Payment Management System (PMS) for working and its performance
13	Monitoring and Supervisio of activities related to Upstream Activities including Inv. feed file from Billing and PMS feed from PMS
14	Monitoring and supervision of Training to JAO/AO on PMS, Dunning, migration activities etc.,
15	Monitoring and Supervision the activities related the Dunning Cycle and monthly dunning processes for 100% success In Dunning activities
16	Monitoring and Supervision the activities related to issues of All India Portal payments and Mobile Cell.
17	Monitoring and tracking dunning issues and taking up with Si, for bug fix and code changes and dunning issues shared by the SSAs.
18	Monitoring the Integration activities of ERP application with CDR system related to TR Refund and issues thereof
19	Monitoring, Coordination and Supervision of Audit qureies of P&T Audit , ATN and reply, data or Reports to be provided within time schedule.
20	Monitoring, Coordination and Supervision of qureies raised by TRAI Audit and reply, data or Reports to be provided within time schedule.
21	Monitoring, identifying and publishing the reconciliation of Dunning orders completed at Clarity and tracking the failed cases.
22	Scheduling the activities related to generation of monthly Sub-Ledger /Trial balance for timely publishing Sub-Ledger and Trial Balance.
23	SLA Penalty calculations and Verification of SI’s Invoices for AMC and processing AMC Committee Report & payment
24	SLA Penalty calculations and Verification of SI’s Invoices for O&M and processing for payment at ERP

9. Corporate Billing in coordination with software engineers of TCS

9 (a). Pay management system (PMS) :

1. Duties and responsibilities of billing of Pune SSA and attended its related issues:

While migration of Pune SSA, I was told to prepare power point presentation for training to the staff of Pune SSA, so that all the doubts about their migration could get them resolved and smooth migration could take place. Pune SSA was a major SSA from Maharashtra Circle and it has been a big responsibility on my shoulder.

Steps to check While migration of source system to the New system :

1.    PRE-BILLING DATA
2.    ELIGIBLE CUSTOMERS DATA
3.    TRANS BILL DATE
4.    BILLED-TO-DATE
5.    DOUBLE DISCOUNT PRODUCT PRESENCE
6.    ADJUSTMENTS AMOUNT
7.    DATE CORRECTION IN CASE OF BACK DATE /FUTURE DATE
8.    OYT REBATE CALCULATION AND BALANCES OF OYT CONNECTION.
9.    VOLUNTARY DEPOSIT INTEREST CALCULATION
10. LATE-FEE FOR THE GIVEN MONTH
11. ADJUSTMENT PROCESS
12. CHECK FOR BILL ITEMISATION
13.   NEXT BILL DATE CHECK
14.   E-STAPLING ACCOUNTS
15.   DEPOSIT BALANCES OF ALL CUSTOMERS
16.   BILLING ADDRESS AND PERMANENT ADDRESS MIS-MATCH.
17.   NAME TRANSFER CASES
18.   SHIFTING CASES AND METER READING MISMATCH
19.   UNBILLED CASES IN SOURCE SYSTEM.
20.   CREDIT LIMIT MONITORING
21.   DUNNING CASES – IC DISCONNECTION.
22.   REBATE IN RENTAL FOR 7 DAYS OF DISCONNECTION.
23.   SUB-LEGER FIGURE WITH REFERENCE TO THE SEGMENT-WISE ABF
24.   GST ERROR CASES
25.   REFUND CASES FOR CLOSE OF CONNECTION.
26.   CLOSED DEFAULTER CASES -CDL
27.   WRITE OFF CASES.
28.   IVRS DATA.
29.   VALIDATION TESTING
30.   FINALISATION OF ACCOUNTS.

31. 2. Duties and responsibilities of Sub-Ledger Reports and its related issues.

3. Duties and responsibilities of CRM / PMS related issues and works.

4. Duties and responsibilities of CDR Gl-code mapping and Accounting issues .

5. Duties and responsibilities of Dunning (Disconnection), IVRS and its related issues..

6. Duties and responsibilities of Reconciliation of Opening balances & its related issues.

7. Duties and responsibilities of E-stapling Billing and attended its related issues.

10. Migration of Leased line Circuits all Circles attached to the West Data Center including MH circle, GJ Circle, MP Circle, CH Circle :

a) I was assigned the job of LC migration of all Circles, taking the help of all Engineers and Accounts personnel. Migration of LC and co-ordinator with TCS was nominated to the North DC. So, I had to interact and co-ordinate with our Dealing Assistant with North DC.

b) North DC sent Six templates to get it filled of all LC from all Circles and send the data either by using Oracle* Loader or send it through intermediate Server. So, we preferred Oracle* Loader for data migration, sent the SSA in excel sheet.

Templates are as follows for LC migration:

Template of Bill Summary
Template of Bill Details
Template of Payments
Template of Unbilled Adjustment
Templates of DEPOSITS
Template of Bill Charge break-up

To create the template at the Server owned North DC, we requested the unit to grant access with credentials so that the data received from SSA could be loaded through Oracle * Loader

In fact, due to having a good experience on Oracle * Loader, I scripted the loader as follows :

LOAD DATA

INFILE 'LC-PUNE.txt'

INTO TABLE employees

FIELDS TERMINATED BY ',' OPTIONALLY ENCLOSED BY '"'

(consumer_nu INTEGER EXTERNAL,

first_name CHAR,

last_name CHAR,

Installation_date DATE "YYYY-MM-DD"

Tarriff-id CHAR,

)

====

11. Work distributions of WDC billing and accounting team for all SDE, JTO, AO, JAO. Distribution was SSA-wise for each one, so that migration from templates could be as fast as possible.

12. Training for migration of LC was conducted 10 SSAs, every week:

13. A letter was drafted to all the Five Circles head, so that they could direct their SSA heads to monitor the migration.

14. Power point Presentations PPT was designed by me and I was only a trainer appearing for all the trainees coming in for training.

15. Meeting and Training at SSA-Level in Circle Office:

(Bhopal of MP Circle)
(Raipur of Chhattisgarh circle),
(Mumbai of Maharashtra Circle),
(Ahmedabad of Gujarat Circle).

I was not alloted any subordinate JAO or AO, for meeting and training to SSA staff at MP Circle, Chhattisgarh circle, purposefully, so that I could suffer or the decision was politically motivated. It was distressing my mind thinking that why my superirors are playing a poltics and do not support or help me in my laborous job, on far away places. This distressing thoughts started disturbing my mind that I had never done wrong against any of mu superiors, then why they are interested in imposing work more and more on my shoulder.

Office politics can be far deadlier, fatal and horrible than our regular politics.

(A) Office politics by your subordinate are as follows:

(a) Remained Absent or on long leave on the day of work loads.

(b) Sitting at the chair far-away place, during meeting conference hall.

(c) Insulting when feedback on the work is asked for.

(B) Office politics by your Bosses are as follows:

(a) Asking the feedback on certain task, which are alloted to other superiors.

(b) Shown no interest in appreciating the good work.

(c) Insulting while discussion during meeting.

(d) Asking for unwanted feedback.

(e) Asking my superiors to ignore naming in the meeting or ignore in the meeting.

The mind is incredibly intelligent. It deceives you into doing what is simple or enjoyable (for instance, when I try to concentrate on my academics, my thoughts keep returning to the gaming, pleasant recollections, etc.). Tasks that don't provide immediate gratification are disliked by the mind. It persists in craving pleasure, putting off tasks, etc. When performing an essential activity, the mind often wanders and becomes preoccupied with thoughts because it is not motivated to complete the task, which requires complete focus. I started thinking positive and to be good with all the enemies of my life.

In the meeting, Chief General Manager of the circle, was requested to be present by our CGM ITPC, so that migration could be initiated under their supervision and data in the templates could be made available as per schedule. I was nominated alone from Billing and Accounting, all the time as per directives for all the above circles. Why I was nominated alone from Billing and Accounting that I came to know later on. It is practice of Indian tendencies that if you are working hard, and bearing with the sufferings, then you should be shouldered unlimited work load. Sincere officers tend to develop a reputation for being reliable and efficient. Their superiors know they can count on them to handle important or difficult tasks, so they are often assigned more responsibility.

There are several other factors for more hard work to the sincere officer:

1. Reliability and Competence

Trust from Superiors: Sincere officers tend to develop a reputation for being reliable and efficient. Their superiors know they can count on them to handle important or difficult tasks, so they are often assigned more responsibility.
High Standards of Work: Competent officers usually deliver higher-quality work, which encourages their superiors to assign them more tasks, trusting they will be completed properly and on time.

2. Perception of Being a "Go-To" Person

Problem-Solvers: Sincere officers are often proactive and better at finding solutions to problems. As a result, they become the "go-to" individuals for solving complex issues, which leads to more work being funneled their way.
Leadership by Example: Their dedication can make them natural leaders, and they might often step up in times of crisis or when others hesitate to take responsibility.

3. Underperformance of Others

Compensating for Underperformers: If other officers or colleagues are less sincere or inefficient, more responsibility often falls on the shoulders of those who are competent. The organization might redistribute work to sincere officers to compensate for the lack of output from others.
Avoidance by Colleagues: Less dedicated workers may deliberately avoid taking on extra work, knowing that the sincere officers will step in to get the job done. This unfair dynamic increases the workload for those who are more diligent.

4. Pressure to Maintain Performance

Self-Imposed Pressure: Sincere officers often have high personal standards, leading them to take on additional responsibilities voluntarily. They may feel a sense of duty to the organization or believe it is their responsibility to ensure that work is done properly, even at the cost of their personal time or well-being.
Reluctance to Say No: Due to their sincere nature, such officers might find it difficult to refuse additional work, fearing that it will reflect poorly on their dedication or affect the organization's success.

5. Bureaucratic and Structural Issues

Inefficient Work Distribution: Sometimes, the organizational structure itself is flawed, leading to uneven distribution of tasks. This often means that sincere officers end up shouldering the bulk of the work because the system fails to hold others accountable.
Favoritism in Work Assignment: In some cases, superiors might have a bias toward relying on certain individuals they trust, leaving sincere officers with more responsibilities, while others may be overlooked or underutilized.

6. Moral Responsibility

High Ethical Standards: Sincere officers are often driven by a strong sense of integrity and moral responsibility. They may be willing to go the extra mile to ensure that tasks are completed correctly, even if it means taking on a heavier workload.
Commitment to Public Service: Especially in government or law enforcement roles, sincere officers may feel a greater commitment to public service and societal welfare. This internal drive can lead to them accepting more work to achieve higher standards.

7. Career Advancement Pressure

Visibility and Recognition: Sometimes, sincere officers take on more work as a way to stand out for promotions, raises, or recognition. Their dedication and hard work can position them for career advancement, even if it comes with a short-term burden.
Competence Leads to More Responsibility: In many organizations, the more competent and successful you are, the more tasks you are given. This creates a feedback loop where capable individuals are rewarded with more work, whether they want it or not.

8. Organizational Dependency

Becoming Indispensable: Over time, organizations may grow dependent on their most reliable employees. Sincere officers, having proven themselves indispensable, may be constantly called upon for new tasks, projects, or crises. The downside of this is burnout, as they often do not get the time to delegate or focus on their well-being.

Negative Consequences of work over burdened:

Burnout and Stress: Overloading sincere officers can lead to burnout, stress, and a decline in their overall productivity and mental health.
Decreased Job Satisfaction: When sincere officers consistently receive more work without recognition or compensation, they may feel underappreciated, which can lead to dissatisfaction and disengagement.
Inequality in the Workplace: The unequal distribution of work can create resentment among sincere officers, particularly if underperformers are not held accountable.

Negative consequences about my work load was, my private life was getting disturbed and I could not pay attention to the career of my twin children and my wife was capable of handling. At all the stages, she has proved her mettle.

I was asked to perform for those who were absent, despite I was already over

16. A weekly updates were given to the Head in-charge of WDC about the templates pending, received, Loaded into the table at NDC for migration, and so on.

17. After migration, the data (Customer-wise) for all templets including deposits, was given to the SSA, so that they could verify and issue sign-off certificate duly signed by the SSA head with IFA, for the correctness.

18. My seniors did never appreciate the work and my achievement in respect of migration of Leased Circuits. I told them at least issue appraisal letters to my subordinates, ignoring my name. They turn nelson eyes to my advise, since they were upset over my relationship and discussion with his Seniors or CGM's. Of course it had not been big deal, just call PA to take down a draft letter, sign it and hand over with smile, but it may be my misfortune that My hard work was not carried out in his absence.

19. Appraisal letters were later on issued in CGM circle office, working in their offices at mumbai. I worked hard and put in an extra efforts after duty hours or attending the work at night.

Office life experience-Personal ---

Thursday, April 18, 2024

Office life experience (Year 2010 to 2014)

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