All India Bank of Baroda Officers Union- Affiliated to AIBOA

25/08/2026

प्रिय Gen Z Barodians,

PLI में disparity केवल आज मिलने वाली राशि का सवाल नहीं है। यह उस सोच और व्यवस्था का सवाल है, जिसका सीधा असर आने वाले वर्षों में हमारे work environment, motivation, recognition और career growth पर पड़ सकता है।

आज यदि मेहनत, योगदान और जिम्मेदारी के बावजूद असमानता को चुपचाप स्वीकार कर लिया गया, तो कल यही disparity एक precedent बन सकती है। फिर सवाल सिर्फ PLI का नहीं रहेगा—सवाल होगा कि क्या समान योगदान के लिए समान सम्मान और समान अवसर वास्तव में हमारी व्यवस्था का हिस्सा हैं?

Gen Z सवाल पूछने वाली पीढ़ी है।
Gen Z अपने अधिकारों के प्रति जागरूक पीढ़ी है।
और Gen Z अन्याय को “ऐसा ही होता है” कहकर स्वीकार करने वाली पीढ़ी नहीं है।

इसलिए सभी Gen Z Barodians से हमारी अपील है—

चुप मत रहिए।
अपनी बात रखिए।
सवाल पूछिए।
और इस disparity के विरुद्ध अपनी आवाज़ बुलंद कीजिए।

यह किसी व्यक्ति या समूह के विरुद्ध लड़ाई नहीं है।
यह Fairness, Transparency, Equal Recognition और Dignified Work Environment के लिए आवाज़ है।

आज की आपकी आवाज़ सिर्फ आज की PLI तय नहीं करेगी—
यह आने वाले वर्षों के work culture और career growth की दिशा तय करने में भी भूमिका निभा सकती है।

आइए, सबके साथ कंधे से कंधा मिलाकर, एक स्पष्ट संदेश दें—

“जहाँ योगदान समान है, वहाँ सम्मान और अवसर में भेदभाव क्यों?”

Gen Z Barodians — अपनी आवाज़ पहचानिए,
अपना भविष्य सुरक्षित कीजिए।

एक आवाज़ • एक सवाल • एक संघर्ष • एक बेहतर भविष्य

12/08/2026

https://www.aibobou.co.in/resources/blog-vlog/talent-paradox

INDIA'S INTERNATIONAL BANK: HUNTING FOR EXPERIENCE OUTSIDE — WHILE MAKING IT HARD TO BUILD EXPERIENCE INSIDE? A recruitment paradox that deserves a closer look By A Barodian Observer | AIBOBOU Bureau 💰 ⚖️ 🔍 Recruiting Experience from Outside While Making It Difficult to Build the Same Ex...

10/08/2026

🏦 88 POSTS FOR EXTERNAL RECRUITMENT — BUT WHAT ABOUT OUR OWN TALENT?

**Bank of Baroda** is reportedly inviting applications from experienced professionals for its **Facility Management Department on a regular basis**, with **88 vacancies**:

🔹 Technical Officer – Civil Engineer: **35**
🔹 Technical Manager – Civil Engineer: **21**
🔹 Technical Senior Manager – Civil Engineer: **6**
🔹 Technical Officer – Electrical Engineer: **15**
🔹 Technical Manager – Electrical Engineer: **9**
🔹 Technical Senior Manager – Electrical Engineer: **2**

The numbers are significant. But so are the questions.

# # # ❓ WHY LOOK OUTSIDE WHEN TALENT EXISTS WITHIN?

Bank of Baroda already has a large pool of officers who possess engineering, technical, project-management and related professional qualifications.

The Bank also conducts **internal Common Selection Exercises for various roles and verticals**.

So, before recruiting externally on a regular basis, some legitimate questions arise:

**1️⃣ Has the Bank conducted an internal talent-mapping exercise to identify officers qualified for these 88 positions?**

**2️⃣ Were eligible existing officers given an opportunity to apply through an internal selection process?**

**3️⃣ If internal officers possess the required qualifications, why not provide them structured upskilling / reskilling and deploy them in these emerging roles?**

**4️⃣ Has the Bank assessed the cost of external recruitment against the cost of training and developing its existing human resources?**

**5️⃣ Is this recruitment being routed through IBPS, or is it a direct recruitment exercise by the Bank?**

**6️⃣ If recruitment is through IBPS, why isn't a transparent internal selection/transition mechanism being considered simultaneously for eligible Barodians?**

**7️⃣ Will these externally recruited professionals have career progression opportunities comparable to officers who have built their careers within the Bank?**

# # # ⚠️ THE BIGGER ISSUE

This is not merely about **88 vacancies**.

It is about the Bank's philosophy towards its own human capital.

If an organisation repeatedly recruits externally for specialised and emerging functions while its existing officers are not given adequate opportunities to **reskill, specialise and move into new verticals**, it can create:

➡️ frustration among qualified officers
➡️ erosion of career opportunities
➡️ a perception that external expertise is valued over internal talent
➡️ loss of institutional knowledge
➡️ increased recruitment and onboarding costs
➡️ a growing disconnect between employee development and organisational requirements

And eventually, the inevitable question becomes:

# # # **WHAT IS THE VALUE OF TALENT DEVELOPMENT IF THE TALENT IS NOT GIVEN THE OPPORTUNITY TO GROW?**

A modern Bank should not merely **recruit expertise**.

It should **create expertise from within**.

**Train. Upskill. Reskill. Deploy. Recognise.**

Before opening the door outside, shouldn't Bank of Baroda first ask:

# # # **“Do we already have the talent inside?”**

**AIBOBOU believes that internal talent deserves a fair, transparent and equal opportunity to compete for emerging roles.**

07/08/2026

Rise in the number of Accolades and Awards and the recurring opportunities for investors in each Mega Corrections

📉 ₹325.50 ➜ ₹244...

The market doesn't read internal circulars. It reads outcomes.

When shareholder wealth erodes, the question naturally arises:

Who is responsible?

🤔 Certainly not the management... (or so we're often told.). It is the decline in Gold prices which is responsible for luring the shareholders away.

While a few employees may be evaluating impact on their PLI, what about the millions of shareholders who have seen the value of their investment decline?

From the bob World restrictions...
to the NMC Healthcare settlement...
to the cyber/data leakage episode...

Markets reward trust. They punish uncertainty.

The accompanying timeline is intended to illustrate market movements alongside major publicly reported events.

Corrections

23/07/2026

📢 – A Call for Unity

"When voices unite, change becomes inevitable."

Every right that officers enjoy today is the result of collective strength, not individual silence. The challenges before us—fair transfers, transparent promotions, work-life balance, humane HR practices, and dignity at the workplace—can only be addressed when we stand together.

is a call to every Barodian to become a part of that collective voice.

Just as Lord Krishna guided Arjuna to stand firm in the path of Dharma, today it is our shared responsibility to stand together for fairness, transparency, and justice in our workplace.

"स्वधर्ममपि चावेक्ष्य न विकम्पितुमर्हसि।"
"Do not waver from your righteous duty."
— Bhagavad Gita 2.31

🤝 Join AIBOBOU.
Strengthen the Union.
Strengthen the Voice.
Strengthen Every Officer.

Together, we can build a workplace founded on respect, fairness, transparency, and dignity.

21/07/2026

https://www.aibobou.co.in/one-celebration-many-voices-is-brand-consistency-losing-ground

26/06/2026

WHO SAYS WE ARE SMALL OR BEING IGNORED?

Our vibrant and vigilant voices have become impossible to ignore.

The Bank's Management, instead of addressing the genuine issues consistently raised by AIBOBOU, has chosen to resort to illogical and unauthorized actions.

The suspension of the Check-Off facility reflects not strength, but an inability to answer the growing voice of united Bank Officers.

When facts cannot be countered,
unity becomes the target.

One voice may be ignored.
Thousands speaking together become a movement.

Stand United. Stay Vocal. Stay Fearless.

AIBOBOU – From Message ➜ Mission ➜ Movement

26/06/2026

Voice, Unity, and Resistance under Siege

OFFICE BEARER 1- TRANSFERRED- DHISHKYUN
OFFICE BEARER 2- TRANSFERRED- DHISHKYUN
OFFICE BEARER 3- TRANSFERRED- DHISHKYUN
UNION CHECK-OFF1- SUSPENDED- DHISHKUN
https://www.aibobou.co.in/whats-trending/khamosh

26/06/2026

https://www.aibobou.co.in/whats-trending/khamosh

*Voice, Unity, and Resistance under Siege*

WE INVITE YOU TO SHARE YOUR COMMENTS AND INPUTS

K H A M O S H !!!

09/06/2026