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Digitalisation Does Not Mean “No Work” — It Means “Better Work” Whenever a new digital facility such as e-KYC, paperless transactions, or direct account opening at Branch Post Offices is suggested, some may feel that if all these processes become automated, there will be no work left for BPMs at Branch Offices or SPMs at Sub Post Offices. This is not the right way to look at digitalisation. Technology does not eliminate the need for employees. It eliminates unnecessary, repetitive and duplicate work and enables employees to concentrate on more productive and responsible work. Present Situation At present, for many new account-opening cases at Branch Post Offices, an F-Number is generated and the documents are forwarded to the Account Office/Sub Post Office. The SPM has to process the case again and complete the required account-opening formalities. Thus, one customer request passes through multiple stages. BO → F-Number → Physical Documents → SO → Further Processing → Account Opening This consumes the time of both BO and SO staff without necessarily adding equivalent value to customer service. What Happens if e-KYC Direct Account Opening is Introduced at BO Level? The process can become: Customer → BO → e-KYC/Biometric Authentication → System Validation → Account Opening → Immediate Account Number This does not mean that the BPM has “no work”. The BPM can spend more time on customer acquisition, explaining POSB schemes, PLI/RPLI, IPPB and other services, assisting elderly and rural customers, doorstep services, business development and providing better customer service. Will the SPM Have No Work? Certainly not. An SPM has responsibilities far beyond manually processing account-opening forms received from BOs. The time saved through automation can be utilised for supervision of Branch Offices, customer service, exception handling, reconciliation, fraud prevention, KYC/AML compliance, account maintenance, closures, claims, POSB operations, PLI/RPLI work, monitoring of transactions, settlement of objections, business development and other supervisory and administrative responsibilities. Therefore, removing repetitive account-opening work does not remove the role of the SPM. It enables the SPM to concentrate on work that actually requires supervision, judgement and responsibility. A Simple Example Banks introduced ATMs, Internet Banking, Mobile Banking, UPI and e-KYC. Did banking disappear? No. Instead, routine transactions became easier and employees were able to concentrate more on customer service, loans, investments, compliance, business development and complex transactions. The same principle applies to Post Offices. We Should Not Measure Work by the Amount of Paper We Handle More forms, more registers, more forwarding and more repetitive data entry do not necessarily mean more productive work. The real question should be: How quickly, accurately and safely can we provide a service to the customer? If technology can complete in five minutes a process that previously required several manual stages, we should consider it an improvement—not a threat. Benefits to Everyone For Customers: Faster service, fewer visits, less paperwork and immediate access to services. For BPMs: Less repetitive paperwork and more time for customer service and business development. For SPMs: Reduced duplicate processing and more time for supervision, compliance, reconciliation and important operational work. For the Department: Better productivity, lower paper handling, fewer manual errors, improved customer satisfaction and stronger business growth. The Right Approach Digitalisation should not be viewed as: “If technology does the work, employees will have no work.” It should be viewed as: “If technology handles repetitive work, employees can do more meaningful work.” Our objective should therefore be to use e-KYC, biometric authentication and paperless technology to simplify operations at both Branch Offices and Sub Post Offices.

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