There are two primary stereotypes of armed forces officers created by Bollywood in the minds of the general populace. The first is that of the dashing hero who dances and sings in the Regimental Mess, gets the heroine, goes and lays down his life fighting the enemy leaving a grieving but proud widow behind. The second stereotype is that of an idiosyncratic retired officer who smokes a pipe, uses ‘Bloody Hell’ a trillion times and disciplines everyone around him to the merriment of the viewers. By creating these quintessentially extreme stereotypes, there is no room left in people’s mind for the real life flesh and blood officers who have taken an early retirement.
Personally, I find the larger than life Bollywood stereotype image extremely detrimental when dealing with the corporate HR interviewer. The general perception is that defence services officers are all spit and polish, magnificently endowed with brawn and deficient in brains. So when it comes to the extremely complex corporate world, HR concludes that we won’t be able to cope up and will end up antagonizing everyone by our idiosyncracies.
The truth is that an armed force officer is fairly intelligent and rational. By virtue of facing diverse and difficult situations, he is flexible and adaptable with an ability to innovate to achieve the desired goal. As the saying goes, we are trained for all situations ranging from the ballroom to the battlefront. And if I were to quote my more brash colleagues, from the bedroom to boardroom! After all, how many corporate CVs can boast of the capabilities and expertise to handle diverse tasks ranging from taking the lady of visiting foreign dignitary sari shopping, providing succour to populace during calamities, planning operations with umpteen variables and staring down enemy guns? All this and more, in extreme operating environment, 24X7!
“But Commander, you don’t have the corporate experience or domain knowledge” is an oft heard refrain. As a mid to senior level professional, I feel that “capability” rather than ‘domain knowledge’ is more important. But then, I have decided to quit the services and seek a career in the civvy street, so I need to play by the new rules.
However, I must confess that the new rules are not easy to play by. Self praise is frowned upon in the Services and I still blush when I have to assure the HR recruiter that I am good. HR folks don’t make it easy either. I recall an interview wherein I was trying to draw the analogy between HR as practiced in the Services and HR as advocated by Gary Dessler, author of the book on HRM followed worldwide. After listening to 10 minutes of my earnest explanation, the interviewer stopped me and queried “Who is Gary Dessler?”! Neither is it easy to dispel the mistaken notion that all faujis are dimwits. During the initial phase of my most recent interview I told the interviewer” I want to assure you that an intelligent naval officer is not an oxymoron”. The svelte lady flashed a brilliant smile, nodded understandingly and asked “ Oxy what?”. I had no choice but to reply “Moron!”, realising fully well that I couldn’t possibly crack this interview!.
Meanwhile, my search for a job continues…..