A few years ago, the New Secretariat Road saw protests demanding absorption and regularisation. Now we see protest against absorption and regularisation. Some of the people who participated in the first protests were very vocal in this one too. It’s a Machiavellian’s paradox.
The reality is both side of the story has its own merit but who is the Villian in these episodes? As much as we want to pinpoint a specific entity, we must try to understand that when the Septic Tank is full, there is no point cleaning the Toilet. Government Employment is saturated and bursting at its seam. 60% of fund is spent on paying salary. When we talk of development, we focus only on infrastructures but without Human Capital, there is no point developing any infrastructures. How many infrastructures are rotting, laying unused throughout the state? How many highly educated Human Capital are lying waste in Nagaland waiting for the dream Government Job?
Since we really like South Korea, let us study it once.
South Korea’s Economic Rise:
1950–1953 – Korean War.
Country devastated; widespread famine and poverty.
Economy dependent on foreign aid.
1950 – Land Reform
Land redistributed from landlords to tenant farmers, boosting rural equity and agricultural output.
1961 – Military Coup & Park Chung-hee Comes to Power
Launches Five-Year Economic Development Plans focused on export-led industrialization.
1960s–70s – “Miracle on the Han River” Begins
Rapid economic growth (8%+ annually).
Focus on light industries (textiles, plywood).
Chaebols (Samsung, Hyundai, LG) grow with state support (cheap credit, export targets).
1973–79 – Heavy & Chemical Industry Drive
Government invests in steel (POSCO), shipbuilding, machinery, and petrochemicals.
Moves up industrial value chain.
1970s – Saemaul Undong (New Village Movement)
Improves rural infrastructure and income, spreading development.
1980s – Education Boom
Universal schooling and technical training lead to a skilled workforce, ready for high-tech industries.
1987 – Transition to Democracy
Peaceful political shift, without slowing economic growth.
1997 – Asian Financial Crisis
Economy hit hard, but recovers quickly after IMF-led reforms, restructuring banks and chaebols.
2000s–Today – Global Tech Powerhouse
Leads in semiconductors, smartphones, automobiles.
Member of OECD and G20, with globally competitive brands.
If you zoom in and see, you will understand that one of the early key reform was
1. redistribution of Land from Landlords to Tenant Farming
2. Prioritisation of Production Economy through Export Oriented Policies.
As we move into the Age of AI, there will be no requirements of most Government Job roles. Let’s see how AI illustrates this scenario:
1. General Administration & Clerical Services
Group C (LDCs, DEOs, Stenographers):
· High Redundancy – Filing, typing, and record-keeping now automated via e-Office, OCR, RPA.
Group C/B (UDCs, Head Assistants):
· Medium Risk – Workflow automation reduces routine work; role shifts to supervising digital systems.
Group B (Section Officers, Superintendents):
· Low Risk – AI tools assist; roles shift to digital oversight and team coordination.
Group D (Peons, Runners, Dispatch Riders):
· Medium Risk – Less paper movement; roles partially redesigned (e.g., scanning, device handling).
Receptionists/Telephone Operators:
· High Redundancy – Replaced by IVRs, chatbots, and online portals.
2. Finance, Accounts & Audit
Accountants, Auditors (Group B/C):
· Medium Risk – Routine tasks automated; move toward AI-driven financial analysis.
Budget/Planning Officers (Group A/B):
· Low Risk – Strategic roles enhanced by AI modeling and forecasting.
Treasury Clerks, Cashiers (Group C):
· High Redundancy – Digital payments and e-billing reduce manual processing.
Statistical Analysts (Group B/C):
· Medium Risk – AI automates data analysis; human role shifts to interpretation.
3. Education
Teachers (Group B/C):
· Low Risk – AI aids teaching (grading, adaptive learning); role shifts to mentorship.
Education Admin (DEOs, SCERT, etc.):
· Low Risk – AI improves monitoring; officers focus on policy and strategy.
Clerical Staff in Education Dept:
· High Redundancy – Automation of transfers, scholarships, and record-keeping.
4. Healthcare
Doctors (Group A):
·Low Risk – AI diagnostics augment care; no job loss but workflow changes.
Nurses/Paramedics (Group B/C):
· Low Risk – Care remains human-centric; tech assists routine tasks.
Lab Technicians:
· Medium Risk – AI automates diagnostics; roles shift to QC and machine supervision.
Pharmacists (Group B/C):
· Medium Risk – Dispensing automation; advisory role remains.
Clerical Health Staff (schedulers, billers):
· High Redundancy – EHRs, online booking, and AI billing reduce these roles.
Public Health Workers (ANMs, Inspectors):
· Low Risk – Field roles persist; AI helps in targeting interventions.
5. Agriculture & Allied Sectors
Extension Officers (Agri, Vet, etc.):
· Low Risk – AI diagnostic tools enhance advice delivery; no role loss.
Veterinarians (Group A/B):
· Low Risk – Physical work essential; AI augments diagnostics.
Surveyors, Field Assistants:
· Medium Risk – Drones/remote sensing may reduce need; retrain to tech roles.
Clerical Agri Staff:
· High Redundancy – Online portals automate subsidy/record handling.
Manual Laborers (Malis, farm workers):
· Low Risk – AI doesn’t replace hands-on labor; mechanization may change task type.
6. Infrastructure, Public Works, Transport
Engineers (Civil, Electrical, Mech – Group A/B):
· Low Risk – AI aids in design/maintenance; engineers remain essential.
Site Supervisors, JEs (Group B/C):
· Low Risk – Tech improves supervision; human oversight needed.
Draftsmen, CAD Operators (Group C):
· Medium Risk – AI design tools reduce repetitive work; roles may evolve.
Drivers (Group D):
· Low Risk – Autonomous driving not imminent; tech use may increase.
Vehicle Inspectors (Transport Dept):
· Medium Risk – Emission testing and enforcement may be automated.
Utility Workers (Power/PHED – Group C/D):
· Low Risk – Repairs still manual; AI helps with detection, not execution.
7. Public Safety & Law Enforcement
Police (SI/ASI/Constable):
· Low Risk – AI surveillance and predictive policing help; physical presence still vital.
Traffic Police:
· Medium Risk – Enforcement automation may reduce some roles.
Investigators (CID, etc.):
· Low Risk – AI aids investigation; skills shift to digital forensics.
Prison Guards, Home Guards:
· Low Risk – Tech aids but doesn’t replace human security.
8. Other Departments
Social Welfare Workers:
· Low Risk – AI helps target interventions; fieldwork remains.
IPR Dept (Content Creators):
· Medium Risk – AI drafts content; humans still refine and approve.
IT Department:
· Growth Area – AI creates new roles in implementation and analytics.
Tourism, Forest, and Environment:
·Low Risk – Tech aids (e.g., drones for patrolling), doesn’t replace human engagement.
Summary:
High Redundancy Risk: Clerks, typists, receptionists, data entry, treasury staff.
· Medium Risk (Partial Redundancy/Repurposing): Auditors, lab techs, pharmacists, draftsmen, traffic police.
· Low Risk (Transformational): Doctors, teachers, engineers, police, vets – roles evolve but remain.
· Emerging Roles: Data analysts, AI coordinators, tech-savvy managers, drone operators.
Now you see, my friend, we must adapt to the changing trend. In fact Government requires urgent Lateral entry for jobs like Cyber Security in Home Department by engaging specialist consultants.
Government must urgently conduct Manpower Audits and upskill and redeploy all redundant staffs. Globally countries like Denmark and Singapore have already initiated such moves. India also is catching up with “Mission Karmayogi”.
The need of the hour for the younger generations is for them to understand that they play the key role in transformation of Nagaland with Action. We must learn that real change implies us moving out of our comfort zones and entitlement.
Meritocracy does not apply to exams alone. It is an action oriented principle and applies to all domains of our existence.
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In a nutshell, let us examine and see the current scenario and how we must navigate.
(An Illustration)
Government Employment Dominance in Nagaland
1.37 lakh govt employees (~9–10% of workforce) in a state of ~2 million people.
Structural Reasons for Overdependence:
Cultural preference for govt jobs; viewed as secure, prestigious.
Insurgency, isolation, poor infrastructure deterred private investment.
Land ownership system (Article 371A) blocks large-scale private projects.
Limited market size, low urbanization, and skill mismatch suppress entrepreneurship.
Patronage and nepotism further distort job preferences.
Economic Impacts
Fiscal stress: 68% of revenue spent on salaries/pensions; little left for development.
*Low diversification: Agriculture remains subsistence-level; few industries.
*High educated unemployment*: Youth stuck in a cycle of exam prep and waiting.
*Underemployment: 60% in low-income informal work; widespread underutilization.
*Entrepreneurship deficit:
Govt job obsession suppresses innovation and risk-taking.
*Barriers to Private Sector Growth
Poor infrastructure (roads, power, internet).
*Credit access constraints: Land ineligibility for collateral; banks hesitant.
Small internal markets, weak external linkages.
Bureaucratic red tape, customary permissions, and informal “taxes”.
Skilled labor shortage, risk-aversion, and lack of exposure to business culture.
Comparative NE Trends
*Similar govt dependency in Mizoram, Manipur.
*Assam: Leads NE in startups due to historical industry base, proactive policies.
*Sikkim: Leveraged organic farming and tourism successfully.
*Meghalaya/Arunachal: Youth entering niche businesses (e.g., homestays, food brands).
*Youth Entrepreneurship Roadmap
1. Mindset Shift & Skill Building (0–1 year)
Promote entrepreneurship as a career.
Expand exposure via workshops, bootcamps, and youth networks.
2. Agriculture & Value Chains (1–3 years)
Organize FPOs, experiment with niche organic crops (e.g., pineapple, ginger).
Add value: brand local products, process foods (e.g., King Chilli sauces, jams).
Embrace agritech: logistics, market access, advisory apps.
3. Tourism Entrepreneurship (1–3 years)
Develop homestays, trekking tours, and cultural experiences.
Use social media for promotion; build collaborative tour packages.
4. Other Sectors (3–5 years)
Fashion/handicrafts: Blend traditional crafts with modern designs.
Tech: Start small BPOs, freelancing, or content platforms.
Creative industries: Music, film, media startups.
5. Scaling & Mentorship (5+ years)
Scale proven ventures; lobby for reforms.
Mentor next-gen entrepreneurs; build a self-sustaining ecosystem.
These analysis can go on and on but what is urgent and important for us is to address seriously the issues of unemployment, entitlement and focus on Solutions which are game changers instead of trying to streamline something that is redundant.
I still dream of the day when the best of the best work hand in hand to change this land with positive action.
Economic Sovereignty is key, my friend .
Think about it.