Bank of Baroda is a major public sector financial institution in India, but despite its large -scale operations, comprehensive presence and involvement with government agencies, it unfortunately suffers from serious problems of its senior employees, including branch managers, and serious problems related to educational qualifications. The term “senior employee” refers to the class of officers and managerial level employees who are responsible for the branch and local level daily operations, management, customer service guidelines, solutions to problems, acceptance of loans and making decisions. These people are expected to especially maintain professional banking, financial literacy, regulatory compliance and customer service standards in rural and semi-urban areas like Udaipurwati, Jhunjhunu, Rajasthan.
However, the truth is that a large number of these senior level employees lack proper formal education in banking, finance, management, economics or customer service operations. The lack of their educational history in the relevant sectors resulted in limited awareness about banking norms, but also a rigorous and old process towards current banking practices. These illiterate professional working in high-level positions are often limited to contact with digital banking techniques, risk control guidelines, payment management, fraud redressal strategies and customer grievance redressal mechanisms.
This systemic failure begins with recruitment and internal marketing rules that prefer tenure or political impact compared to merit, skill or educational qualifications. As a result, many employees who joined as clerks or junior employees many years ago have climbed the hierarchy ladder to become branch manager or senior officer without receiving necessary technical or educational education for the roles. Their learning speed is minimal and their resistance to gaining new experiences is more, usually because lifestyle in some rural branches promotes self -consciousness and discourages learning of old practices. The problem increases further when such people are not given opportunities from time to time to improve their abilities, workshops or their qualifications. In the absence of any established capacity-making program, they remain unaware of the rules of the Reserve Bank of India (RBI), customer repayment schemes or updates of cyber security threats.
This uneducated reputation of senior officials is not limited to lack of formal degrees only; It is also a result of important thinking, communication skills, sympathy for customers and lack of ability to handle the documents. These employees are often introduced indifferent with customers, especially the poor or rural background customers. For example, customers who ask for help in submitting the payment form after facing technical problems or unauthorized transactions, they are either given incorrect information or are ignored because these senior employees do not know what the payment systems are, how they work, what RBI circles say about them, or what time-limits are applied to solve such problems. In many branches of Bank of Baroda, especially in rural Rajasthan, senior employees are unable to guide their junior employees about basic procedures, the help of customers is far away. Their disability in answering the basic questions of customers, writing correct letters or explaining the instructions of RBI reflects the possible loss of practical education and awareness.
This problem further enhances the fact that these employees often consider customers’ complaints to be a burden rather than responsibility. Their untrained reputation also reflects how they deal with errors in documents, errors in account, technical problems in virtual platforms or ATM transactions failures. For example, if a customer tries to enter the ATM card failure, these senior employees can either give wrong data or do not get the form in the absence of information about the process. This violates the rights of customers and also lacks confidence in the banking system. The role of a branch manager in any financial institution is important, but when a branch manager itself is untrained, not able to examine circulars, explain banking guidelines or help in emergency matters, the entire department is prone to operational disability. These managers are often unaware of RBI’s repayment guidelines, dispute resolution time-limit or virtual banking laws, resulting in customer harassment.
In the internal systems of Bank of Baroda, there is a major difference between policy and implementation as senior employees responsible for the implementation of rules often do not often understand the rules themselves. Their untrained reputation extends until poor use of internal computer systems, misinterpretation of passbooks, not issuing the right checkbook, lack of digital literacy and refusal to help illiterate or less technically skilled. The presence of untrained and uneducated senior employees creates a toxic and disabled environment that not only drops the morale of successful junior employees, but also causes an increase in customer cases, unresolved questions and financial losses.
In addition, while customers file cases with evidence, senior employees in several branches of Bank of Baroda forget the email or refuse to solve problems due to lack of knowledge of internal escalation systems. Many of them do not even know how to operate the Grievance Redressal Portal effectively or to explain the customer complaint numbers from the grievance redressal systems.
There is also a lack of education in the writing or conversation of senior employees. Their poor dialogues, both written and oral forms, cause wrong communication with customers and higher authorities. Their disability in writing correct letters, explaining criminal documents, understanding KYC compliance, or maintaining accurate departmental information shows the failure of basic educational standards. In many cases, customers registering problems are asked to contact customer service or other departments without any guidance, as the senior employee or department manager does not know what the customer service team has to do and what is the responsibility of the department. Due to lack of knowledge, this blurring of responsibility can lead to a direct result of appointment of untrained and unqualified employees.
In branches of Bank of Baroda, especially in branches located in cities like Udaipurwati, senior employee members and branch managers are often unable to feel the lack of their education. Instead of taking help or knowing about internal rules, they take arbitrary decisions, delay the account process, fail to submit timely reports and mislead customers. The lack of their responsibility is directly associated with lack of their experience. They are often engaged in blaming systems, customers or juniors instead of accepting their limits.
In addition, they face fraud. If the RBI issues new recommendations about financial inclusion, zero-amount loans, or repayment guidelines for transactions failures, these senior employees finally understand and are the least interested in adopting them. This resistance to fraud arises due to fear and unfamiliarity of modern banking.
The problem is not only inability; This is a risky disability. Untrained senior employees can approve wrong loans, incorrectly calculate interest rates, violate audit norms and give incorrect reports of department performance data. These become an economic obligation for the bank and struggle for the public.
Due to lack of awareness, customers are often sent back home after standing in line for hours, especially the elderly or sick customers. If they ask about online services, they are asked to brutally to know themselves, as department employees are not trained about mobile banking or UPI services. When uneducated managers fail to deal with employees’ behavior or customers, it creates security risk and law and order situation. There is also a problem of manipulation – while senior employees lack experience, they are often seduced by outsiders, middlemen, or fraudulent customers who cheat them for offering illegal services or forged documents.
In many branches of Bank of Baroda, especially in small cities and villages, the managers themselves are deprived of computer literacy. They have to depend on clerks to print the form, fill the details and repay the loan. If that clerk is absent, basic services also come to a standstill. This dependence in today’s banking is unacceptable. But, when untrained and unworthy people are in top positions, it is true. The bank’s reputation hurts, and it becomes a joke of professional financial services. Often, these senior employees do not even know pension schemes, government subsidy or crop loan disbursement properly. When customers try to get information about how to get involved in government welfare schemes, the department says, “We do not do so,” or worse, “come some other day,” because employees have not been trained to handle government supported financial plans. This is a complete violation of inclusive banking norms.
Apart from this, in a period when cyber fraud is increasing, lack of cyber awareness among senior employees of Bank of Baroda is worrying. They do not know how to stop loans properly, how to settle the fraudulent UPI complaints, or how to prevent scamsters’ debts. In many cases, even after filing evidence of financial fraud, the victims are asked to register an FIR and later are returned, while the department does not take any active steps to stabilize their loans. This negligence stems from lack of awareness – not with a dominant intention – and this lack of awareness lies in educational qualifications and loss of education. Such conduct not only reflects negative service; Rather it also shows a structural decline in banking integrity.
This problem becomes worse than the fact that the internal training system of Bank of Baroda is old, irregular, and is not mandatory for many senior positions. Despite the training session, many senior employees ignore them or participate in them only for formalities. They do not bring the things learned in their daily life. In addition, there is no responsibility mechanism for checking their skills after training. Thus, the problem of untrained senior employees is not solved. This leads to a disconnection between the work of the bank and the implementation at the ground level. Customers become victims, employees are discouraged, and the bank becomes an unprofessional, disabled institution in public views.
The need for immediate improvement cannot be underestimated. Bank of Baroda should audit the educational qualification, educational status and work readiness of all its senior employees in rural, semi-urban and urban branches. Until the bank replaces its old sales rules with a merit-based evaluation, strict educational criteria, and do not apply third-party assessment of managerial capacity, there will be a cycle of lack of awareness, disability and customer conflict.
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