Last Updated on October 4, 2025 by Admin
The Indian Administrative Service (IAS) is often regarded as the backbone of India’s governance and administrative machinery. IAS officers hold key positions at all levels of government – from implementing policies at the grassroots as District Magistrates to formulating national strategies as Secretaries to the Government of India. Sardar Vallabhbhai Patel envisioned the IAS as the nation’s “steel frame,” providing continuity, competence, and loyalty to the Constitution.
Selection into the IAS is extremely competitive. Those who do are thrust into roles of immense responsibility and public trust. In their career span of 30-35 years, an IAS officer navigates diverse assignments – rural and urban, field and secretariat, state and central. This article presents a comprehensive journey of an IAS officer’s life from selection to retirement, detailing each phase of training, postings, hierarchy, and the challenges and opportunities that come with the service.
1] Journey After Clearing UPSC-CSE
Once selected through UPSC-CSE, candidates are allotted services based on rank, preferences, and vacancy availability. The IAS stands at the top of this hierarchy, with only the highest-ranked aspirants securing it.
Service allocation is followed by cadre allocation, which ties officers to specific states for most of their careers, although central deputations are possible.
The Indian Administrative Service (IAS) allotment policy divides India’s 26 cadres into five zones, and candidates must express their zone preferences before selecting one cadre from each zone. Allocation is based on the candidate’s rank in the UPSC exam and their submitted preference order. Traditionally, an officer cannot choose their home state except by chance or certain quotas.
Once service and cadre are allotted, the appointment letter is issued by DoPT via post and email. For IAS selectees, this letter is effectively an appointment by the President of India (since IAS officers serve under the President’s pleasure).
After allocation, LBSNAA (the IAS training academy in Mussoorie) initiates the registration process for the upcoming Foundation Course (FC). All newly recruited civil servants across different services (IAS, IPS, IFS, IRS, etc.) undergo a common FC at LBSNAA.
2] Training of IAS Officers
Becoming an IAS officer involves an intensive training regimen of about two years, considered the probation period. At the end of the probation period, the officers are confirmed in the service after passing all evaluations.
The training is primarily conducted by the Lal Bahadur Shastri National Academy of Administration (LBSNAA) in Mussoorie, in different phases.
A] Foundation Course
The training begins with a three-month Foundation Course atLBSNAA, Mussoorie. Here, officers from all civil services train together, fostering camaraderie and inter-service understanding. The curriculum combines lectures on governance, ethics, and law with outdoor activities, trekking, and cultural immersion. Typically the FC lasts about 3 months (typically Sep – Nov).
After the Foundation Course, the officers of different services go to their respective training academies for specialized training. IAS officers remain at LBSNAA for what is called the Phase I professional training.
B] Phase I Training
The Phase I for IAS is around 20 weeks (typically Dec – May) designed to impart the basic knowledge and skills an administrator will need in the field. It consists of a 12-week academic instruction period, and a 6-7 week Winter Study Tour (Bharat Darshan), followed by 1 week of leave period.
The tour divides trainees into groups to travel across India, fostering understanding of the country’s diverse ecological, historical, and cultural landscapes. Key aspects include interactions with armed forces, public and private sector organizations, municipal bodies, NGOs, and tribal communities to gain ground-level insights into governance and societal challenges.
Many officer trainees count Bharat Darshan as a formative experience where they first witness the incredible range of challenges India faces – from insurgency in one region to agrarian distress in another – and how different solutions are crafted. It also builds a sense of unity and appreciation for India’s cultural mosaic.
On completion of the Phase-I course, the Officer Trainees proceed on a one year district training to their allotted cadres.
C] District Training
The district training period combines ‘Learning by Seeing’ and ‘Learning by Doing’ as the Officer Trainees also handle independent charges during this period.
The key elements of District Training are a combination of the following:
Institutional Training at ATI: The district training usually starts with the Institutional training at the state Administrative Training Institutions (ATI). The duration of this training is subject to considerable spatial variation across state cadres and ranges from 3 weeks to 12 weeks. At times, the ATI attachment can also be scheduled in the latter half of the year.
Attachments in the District: A principal cornerstones of District Training has been “learning by seeing”. Subsequently, around 25-30 weeks are allocated for a series of attachments with district-level offices. This is generally prescribed by the State Government under the supervision of the District Collector who plays an important mentoring role during district training. The principal offices and officers, where Trainees are attached, include Collectorate, Zila Parishad, SDM and Tehsildar offices, subordinate revenue officials, SSP, District & Session Judge, DFO, CMO, Engineers of the line departments, Municipal Corporation/ Council, BDPO, etc.
Independent charges: Another important, cornerstone of district training is the maxim “learning by doing”. IAS Trainees are expected to hold independent charges of subordinate positions as a sequel to their attachments in the district. Trainees are given two to three independent charges, viz. that of BDPO (ranging anywhere between 4 to 8 weeks), Tehsildar (ranging again from 4 to 8 weeks), and in some cases those of Executive Officer of a Municipal Council and even that of SDM. The premise here is that this allows Trainees the independence to work and thereby get hands on experience and understanding of the working of subordinate offices which facilitates them to hit the ground running on completion of probation.
Attachment at State Secretariat: IAS Trainees normally visit the State Secretariat for calling on senior dignitaries and officials of the State Government. This is usually for a period of around one week. They are attached to various Secretaries to obtain an exposure to the working dynamics of the State Government at the headquarters.
Assignments: The district training, like other components of probation, involves submission of monthly analytical notes sent by Trainees to their respective cadre Counsellors at the Academy as also assignments that include a village study report to be prepared through empirical field work, law cases heard and decided by the Officer Trainee, language assignments etc.
LBSNAA recommends following Standard District Training Schedule to be adopted by the states, while there will be variations.
D] Phase II Training
After district training, returning to LBSNAA, officers undergo Phase II training, which focuses on sharing district experiences. The Phase-II is designed to share the experiences gathered across the country. It allows for sharing of good administrative practices, enabling them to articulate the strengths and weaknesses of our administration and governance. This prepares them for problems and situations they will face in the initial years of their career.
This phase of interactive learning is supplemented with special sessions with distinguished experts from within and outside the Government. The phase is usually of 8 weeks.
An important highlight of the Phase II course is the seminars organized by the Academy. Traditionally, only one seminar on being an effective SDO was organized during the Phase II course, which provides a forum for a focused discussion on the challenges that the Officer-Trainees would face on the very first posting as an SDO. This involves bringing in some 20-25 SDOs from all state cadres, of batches immediately prior to the one being trained, to share their experiences and to also provide a more nuanced view of the problems likely to be found in the field. In addition, the Academy also conducts Seminars on being effective CEOs of Zilla Parishad, Municipal Commissioners and District Magistrates. Each Seminar normally lasts a day and Officer-Trainees and guests are divided into smaller groups (on cadre basis) to allow for a detailed and intensive discussion. These seminars are generally well-received and are practical and useful.
The importance of physical fitness in leading a life of health, vitality, and peace continues to be reiterated with the morning physical fitness regime which remains compulsory. Adventure sports activities are organized on weekends which include river-rafting, para-sailing, rock climbing and treks.
The Officer Trainees also go on a week-long Foreign Study Tour (FST) to understand best practices overseas. On return, they write a paper highlighting the administrative practices that they found interesting and those that can be adapted or replicated in the Indian context.
Phase II culminates in a Valedictory Ceremony. At this event, the successful officer trainees are formally confirmed into the Indian Administrative Service and are awarded the Master’s Degree in Public Management. (The academic tie-up with JNU allows the coursework at LBSNAA to count towards this master’s degree). The confirmed officers now earn the title “IAS” to append to their name officially. They also take an oath of office and secrecy to abide by the Constitution of India and uphold the service values.
In recent years, after Phase II and before joining their regular cadre posting, IAS officers have been assigned a unique short-term posting as Assistant Secretaries in various Union Government ministries in New Delhi. This development came from a high-level recommendation that fresh IAS officers should get exposure to the functioning of the Central Secretariat early in their careers.
Typically, the new IAS officers, after the academy valedictory, spend about 3 months in Delhi working in different departments under the designation of Assistant Secretary to the Government of India. They are usually attached to a Joint Secretary in the ministry and assist with that department’s work. It’s a short deputation that allows them to see issues from the Union Government’s perspective.
After this stint, they finally head to their cadre State to assume their duties, carrying with them not only the field insights from district training but also a brief exposure to central policy circles.
3] First Postings
In state administration, each district is headed by a District Magistrate (DM) who is an IAS officer. This district is divided into many sub divisions and each sub division is headed by a SDM. Each subdivision can consist of one or more tehsils depending on size of these areas
For a new IAS officer, the first substantive posting after training is usually as Sub-Divisional Magistrate (SDM) or Assistant Collector. Here, officers act as executive magistrates, implementing developmental projects, supervising law and order, and managing revenue administration. The SDM stage provides hands-on governance training under the mentorship of senior district officials.
4] Career Progression and Hierarchy
The IAS has a well-defined career progression path, combining field assignments and secretariat roles, with promotions occurring at set interval. An officer’s career can be visualized as a ladder of increasing responsibility, typically moving from managing a sub-division, to a district, to multiple districts, and eventually to policy-making roles at the state or central level.
As discussed, the IAS career usually begins at the Sub-divisional level. The officer as SDM or equivalent is in charge of a part of a district. This is a Junior Time Scale posting lasting till 1-2-4 years of service.
After serving as SDM, officers typically move to the post of District Magistrate/Collector. The post of District Magistrate (DM) is often considered the hallmark of an IAS officer’s field career. Typically, an IAS officer serves as DM between 5 to 10 years of service. The District Magistrate is the head of an entire district, responsible for development, law and order, disaster management, and coordination among line departments.
In some states, above the district level, there is an administrative division comprising 3–8 districts. A Divisional Commissioner is an IAS officer who oversees this entire division. This is usually a position for officers in the Super Time Scale, around 16+ years of service, often after having been DM in multiple districts. The Divisional Commissioner’s role is supervisory and coordinating – they are a bridge between the state government and the districts. These roles require balancing policy formulation with field-level knowledge.
Parallel to field roles, IAS officers also cycle through Secretariat postings in the State government or on Central Deputation to the Union government. Secretariat roles are fundamentally different from field jobs: they involve policy formulation, budgeting, legislation, and high-level coordination rather than direct implementation. The career progression intentionally mixes these experiences to develop well-rounded administrators.
At some point, commonly after 9–10 years or later, many IAS officers opt for Central Staffing Scheme (CSS) deputation – serving the Union Government in New Delhi. Officers must apply and be empanelled for central deputation.
On central deputation, IAS officers occupy posts like Deputy Secretary / Director in a Ministry, or Joint Secretary to Government of India. JS is the head of a division in a Ministry and often the main decision-maker below the Additional Secretary/Secretary.
Throughout these career moves, the cadre (state) and the central DOPT manage assignments. Generally, an IAS is expected to spend the first decade or so in their state cadre. Thereafter, many go to Centre at JS level and above. The Central Staffing Scheme requires officers to apply and if selected, they are relieved by the state for typically a 5-year central deputation (extendable). After that, they usually come back to state before they can go again to Centre at higher level.
Apart from center, an IAS can be deputed to another state (inter-cadre deputation) but only under special cases. The most common reason is marriage. Another scenario is extremely hard personal situations where temporary inter-cadre deputation can be allowed. Otherwise, an IAS generally serves only in their allotted state or on central posting.
In sum, by mid-career, an IAS officer would have oscillated between Field and Secretariat (state/centre). This broad exposure is a strength of the service – an IAS who drafted a social welfare policy in Delhi might previously have seen its on-ground challenges as a District Collector, enabling more pragmatic policy-making. Conversely, a long stint in field followed by a secretariat role helps the officer understand the “big picture” behind the instructions they used to implement.
5] Dealing with Politicians, Bureaucratic Seniors, and Public
One of the defining features of an IAS officer’s career is navigating relationships with multiple stakeholders- elected politicians, senior bureaucratic hierarchy, and, very importantly, the general public whom they serve. Balancing these relationships while maintaining the values of neutrality and rule of law is a core challenge.
A] Interaction with Political Executive
IAS officers interact closely with elected representatives—MLAs, MPs, Ministers, and Chief Ministers. The relationship can range from smooth cooperation to intense pressure.
In many cases, politicians and IAS officers form a productive partnership.
However, conflicts arise when political demands conflict with laws or ethical governance. Instances of “political interference” include undue pressure to award contracts to favourites, transfer or appoint certain officials, overlook illegal activities of supporters, or skew welfare benefits to certain groups. A classic example of political pressure is the frequent transfer of honest IAS officers who refuse to bend rules.
IAS officers are bound by rules to implement lawful orders of the government. Senior civil servants often assert that “the courage to say no” is essential – meaning if a politician’s order is illegal or against public interest, the officer should politely refuse and record their dissent. The Constitution and All India Services Rules protect IAS to an extent: Article 311 ensures they can’t be dismissed without due procedure, and their appointment is under President’s pleasure, not a state government’s whim.
In practice, IAS officers can’t be easily fired, they can be shuffled. So, many IAS calculate which battles to pick – some issues they firmly stand ground (like not sanctioning an unlawful expenditure), on others they may find a compromise solution or delay tactics if the political order is problematic but not outright illegal.
B] Relationship with Bureaucratic Seniors: Chief Secretary, Secretaries, and Cadre Hierarchy
Within the bureaucracy, the IAS has its own chain of command and peer network. The Chief Secretary (CS) of the state is the top bureaucrat to whom all departmental Secretaries and field officers ultimately report.
Secondly, if an IAS is working as a Director or Deputy secretary in a department, they report to the Secretary of that department. Those seniors assign tasks, review work and also influence the officer’s Annual Performance Appraisal (the PAR, formerly ACR).
The PAR system is such that the Reporting officer (immediate boss) and the Reviewing officer (boss’s boss) give scores and remarks. A lot of an IAS’s career progression depends on consistently good PARs. Therefore, building a reputation for good work with seniors is important. It means juniors need to keep their seniors informed, take guidance, and not go rogue on decisions that might embarrass the higher-ups.
Then, there are senior IAS in state who often form part of committees that recommend postings and promotions for the juniors. They tend to reward officers who have performed or in some cases those who have personal rapport. There can unfortunately be bias or “lobbies.”
Senior officers also provide mentorship and informal guidance to their juniors. Many IAS officers recount how a particular senior became their mentor early on. These relationships matter in high-level appointments too – when choosing a new Secretary for a key department, the CM often consults the CS on which officer is best, and the CS’s impressions of an officer’s integrity and ability can sway that choice.
In essence, upward management for an IAS means convincing their bureaucratic superiors of their competence and trustworthiness, while downward management (of their subordinates in district or department) means leading by example and proper delegation. The bureaucratic hierarchy is meritocratic on paper – promotions based on service rules – but in practice, having a good image in the eyes of seniors can accelerate career. Also, these things should not be seen as bad practice outright rather a natural human tendency, which is bound to happen in any govt/ private organization.
C] Balancing Rule of Law and Political Pressures
The IAS is often likened to a “steel frame” because it is supposed to uphold the rule of law impartially, irrespective of the ruling party. Yet, they operate in a charged political environment. Balancing these is a daily tightrope walk. Civil Services Conduct Rules forbid IAS officers from participating in politics or showing partisanship. They must serve any elected government with equal fidelity. This neutrality is tested especially during regime changes. A new government might be suspicious of officers seen as close to the previous regime. Seasoned IAS know how to maintain professional distance – e.g., not attending overtly political gatherings, refraining from public praise or criticism of politicians, and maintaining strictly official dealings.
6] Postings Over the Career Span
Over a 30-35 year career, an IAS officer experiences a wide variety of postings. Broadly, one’s career can be divided into early-career, mid-career, senior roles, and late-career apex roles.
In the early career, field postings dominate, with roles such as SDM and DM, where officers directly interact with citizens.
By the mid-career, officers alternate between field responsibilities and secretariat work. They may head state departments or move to central ministries.
Policy-making roles dominate in senior roles. Officers may lead national-level missions, negotiate international agreements, or serve as Secretaries to Government of India.
By the end-of-career, the officer takes on apex role. The pinnacle of a state cadre is the Chief Secretary, while at the Centre it is the Cabinet Secretary. Very few officers reach these posts, but many hold Secretary-level positions.
7] End of Career and Retirement
The retirement age for IAS officers is 60 years. However, extensions may be granted for key posts such as Cabinet Secretary. Also, if an IAS is appointed to a constitutional position or certain statutory positions while still in service, they are considered deemed retired from IAS from that date. For example, if an IAS officer is appointed as the Chief Election Commissioner (CEC) at age 58, they demit IAS cadre and serve the constitutional term ( the term of CEC is fixed, that is 6 years or till the age of 65).
8] Post-Retirement Roles
Retirement from active service by no means implies an IAS officer’s public life is over. On the contrary, many step into new roles leveraging their vast experience.
As mentioned, some IAS occupy high constitutional office, such as the Chief Election Commissioner / Election Commissioners. Several former IAS have become CEC or EC. For instance, T.N. Seshan (TN cadre), and S.Y. Quraishi (Haryana cadre) were CECs.
On few occasions, IAS have been appointed CAG. The Union Public Service Commission that conducts the civil services exam often includes ex-IAS members and sometimes the Chairperson is an IAS.
Apart from that, It’s not uncommon for distinguished IAS to be appointed as Governors of states as a political-nonpolitical balance choice. For example., N. N. Vohra (Punjab cadre) was Governor of J&K for long. Some UTs that don’t have legislatures (like Chandigarh, Lakshadweep) have Administrators often who are retired or on extension IAS.
A notable number of IAS officers join politics after retirement or even by taking early retirement (VRS). Some examples include Yashwant Sinha, Arvind Kejriwal (IRS from 1995-2006), etc. Their knowledge of administration and local contacts can give them an edge.
For those not entering overt politics, some take up quasi-political advisory roles, such as becoming Advisors to Governors or CMs. Sometimes after a stint as CS, one might be appointed “Advisor to CM” (especially if the CM values their counsel and wants to keep them on in some capacity). They might also champion certain reforms publicly, joining civil society movements.
Thus, even post-retirement, IAS officers play a significant role in governance and society. Given their pension and relative financial security, retired IAS can choose roles guided by passion rather than necessity.
9] Conclusion
The life of an IAS officer is both challenging and rewarding. From the rigours of UPSC-CSE preparation to the discipline of LBSNAA training, from field postings to high-level policymaking, officers traverse diverse responsibilities. Their career is shaped by the interplay of bureaucracy, politics, and public service. While the IAS continues to command prestige, the service also faces scrutiny—officers must constantly negotiate political pressures, resource limitations, and public expectations.
Ultimately, the IAS remains central to India’s governance architecture. Officers’ careers symbolise the possibility of influencing millions of lives through effective administration and principled leadership. Even after retirement, their experience contributes to policymaking, academia, and civil society. The service thus not only sustains governance but also shapes India’s democratic journey.
10] Recommended Books
- Honest Always Stand Alone – by CG Somiah, Ex-CAG and an Ex-IAS Officer – Buy on Amazon
- Through the Broken Glass – by TN Seshan, Career Civil Servant and Ex-CEC – Buy on Amazon
- Everythin you Ever Wanted to Know about Bureaucracy but were Afraid to Ask – by TR Raghunandan, Career Civil Servant – Buy on Amazon
- Ethical Dilemmas of a Civil Servant – by Anil Swarup, Retd. IAS Officer – Buy on Amazon
Learned a lot… Thanks
Thnx for the explanation