Teathe training of firefighters began in all three services on January 2, 2023. To ensure optimum utilization of the four-year tenure of Agniveers, the Army has developed a 31-week training programme, comprising 10 weeks of Basic Military Training (BMT) and 21 weeks of Advanced Military Training (AMT), which Hand/Service and trade specific. This will be followed by six weeks on-the-job training at the units. In the earlier training model, BMT was of 15 weeks duration and AMT ranged between 6 and 18 months for different arms and services.
Critics cited the short training period affecting operational efficiency as one of the main drawbacks of the Agneepath scheme. How does the Army plan to address the perceived decline in operational efficiency due to the shortened training period? What else can be done to improve the quality of training?
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Disadvantages of the current training system
The Army’s existing BMT of 15 weeks and AMT of 6-18 months duration was a long overdue change. It was based on an archaic method with little or no use of modern training aids and simulators. Despite several recommendations made over the years, reforms were not implemented. a Systems Approach to Training, which all modern armies follow, was not implemented. Terminal and enabling objectives were not clearly defined and ethical validation was not performed. More subjects were added without leaving additional subjects. Heavy emphasis was placed on drill, theory and academic education and limited practical training. Firing and field craft, the sine qua non for combat, were of abysmally low standards.
The situation with respect to AMT in technical arms/services, artillery, air defense and mechanized forces was marginally better due to the technical nature of trade-specific training but still lingered due to poor methodology and lack of simulators. The AMT for the infantry, which faces the most inaccessibility in combat, suffers from all of the shortcomings highlighted above. This system was so ingrained that it became an essential part of the regimentation itself. Barely average standards were achieved and young soldiers had to be retrained in units.
The situation was no better in units/formations. Refresher/continuation training is not based on a systems approach and is also affected by operational and peace time administrative commitments. Even more glaring is the lack of training aids and simulators. Critics of the Agneepath scheme have highlighted that it takes 5-6 years for a soldier to be fully trained. Given the current training culture and methodology, I have no reason to disagree. And the end result still remains the same.
An anecdote will prove my point. In 1997, the Army Training Command produced an exceptionally visionary training note on the systems approach to training. The intention was to fundamentally change the approach to training. In 1998-99, as Brigadier General Staff of a Corps, I facilitated its execution with excellent results. However, soon everyone forgot about it and normalcy returned. In 2003, as the Director General of Military Training, I sent a single note to all commands asking for progress and their views. No progress has been made. All commands, including the Army Training Command, which had by then forgotten that it was the originator of the concept, replied that it was a good idea that needed to be implemented.
As an Army commander, I conducted a study for the Army in 2008 to overhaul the training of infantry recruits. As a result, a systems approach to training was introduced, but not in letter and spirit. The training period was reduced from 36 weeks to 30 weeks, one week less than the current standard. There was little or no progress with respect to simulators, modern training aids and teaching methods.
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Evaluation of the Army’s Correctional Training Program
Ten weeks of BMT and 21 weeks of AMT is sufficient in my opinion and compares favorably with most modern armies. However, for it to be successful, it must be based on a systems approach to training with ethical validation, supported with modern training aids and simulators for all weapons and tactical situations, and be of an intensive nature. Training should be practical and based on “how to” for field craft/tactics/first aid and “how to use” for weapons. The instructional staff should undergo a manner and psychological orientation and there should be no misbehavior and punishment in the barracks. The prevailing culture of training through subordination – a surefire way to demoralize trainees and kill initiative forever – must stop.
Motivation to train is a very important factor. Since most of the Agniveers are to be deployed and deployed in active operational and anti-insurgency areas, the punchline should be – ‘Train as your life depends on it’. Empirically, this has been the impetus for little wartime recruit training and most wars were won by such troops. that’s what’s happening successfully exploited by the Ukrainian army.
The 21 week AMT may be insufficient for some technical trades. This can be partially overcome by on-the-job-training. Also, the number of Agniveers joining a unit annually is relatively small. Once Agniveer becomes a regular after four years, his skills can be further improved by an advanced course as is the case now.
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What has the army done and what more can it do?
The stringent all-India all-India merit-based recruitment/selection system has improved recruitment by default. Even though the minimum education standards are class 10 and 10+2, a large number of graduates (including technical graduates), Industrial Training Institute diploma holders and persons with relatively high EQ are included. This will help in reducing training time, optimization of technology and reduction in academic training time.
The systems approach to training is offered in letter and spirit. 500 simulators have been procured and more are being procured through the fast-track route. The indigenously developed Combat Weapon Training Simulator enables simulated firing of all weapons in different tactical situations in all types of terrain. This simulator is game changer. State-of-the-art training aids have also been introduced. The training is of an intensive nature. Simulator and practical training have replaced long-standing theoretical training. Vehicle, weapon systems and tactical simulators are also being used extensively during AMT.
Inspiration has been the strength of the Indian Army. A systematic effort is being made to motivate the Agniveers. Training through subordination has empirically been the norm in the military. Such an approach is not in line with leadership development. A cultural change is needed to address this problem.
There is a need to train the trainer in modern teaching methods. Psychological training is also needed to prevent trainers from repeating their own past experience.
Training changes, as initiated for Agniveers, should also be extended to units and formations. Refresher and continuation training within units is an annual feature for both individual and group training. There is a need for the introduction of simulators and modern training aids. The Corps/Division Battle Schools, where all such training is imparted, should have state-of-the-art facilities. Special attention needs to be paid to the Battle Schools conducting induction training for operational/counter insurgency/high altitude areas.
Dedicated academies for non-commissioned officers and junior commissioned officers is a void the Army needs to fill. The capacity of the existing courses is limited and the unit promotion cadres are sub-standard.
The compulsions of the Agneepath plan gave the army an opportunity to change its approach to training. It is heartening to note that this opportunity has been conceptualized. The challenge now lies in execution to make it a success, and extend it to regional structures as well. I have no doubt that this approach is a game changer.
Lt Gen HS Panag PVSM, AVSM(R) served in the Indian Army for 40 years. He was GOC in C Northern Command and Central Command. After retirement, he was a member of the Armed Forces Tribunal. Thoughts are personal.
(Editing by Anurag Choubey)