Reforming Personnel Management in Gujarat

Transcription

Reforms from Within
Reforming Personnel Management in
Government
GOVERNMENT OF GUJARAT
GAD, Gujarat
Driving Philosophy Behind GOG Reforms
Improve Efficiency of Public Service Delivery
Tap Cream of the market
Enable the Government become the Market Maker for the Skill
Development in the Society
Provide to the Youth of Gujarat an opportunity for doing Public
Service
Efficiently Manage Human Resource of Government
Bring in Certainty of Career Progression
Weed out the inefficient
© Dhananjay Dwivedi
GAD, Gujarat
Reposition the Public Sector
Opportunities
Government
Private Sector
Job
Market
Success
Ingredients of a
competitive Public
Sector Job Market
Self Employment
GAD, Gujarat
GOG Reforms in Personnel Management
Pre-recruitment
Post-recruitment
Recruitment Calendar
Human Resource Management
System (HRMS)
Pre-eligibility Examination
PAR Policy for State Civil
Services Officers
GPSC Capacity Building
Promotion Policy
Redesigning Structure of
Competitive Examination
Policy for Review at 50-55
Years
Skill Specific Cadres: IT Cadre,
Legal Cadre
Skill Building of Personnel in
Government
PRE-RECRUITMENT
ELIGIBILITY TEST
GAD, Gujarat
The time taken by GPSC to conduct Combined
Class I & II Examinations over last five cycles
Recruitment cycle (GPSC) in Days
2500
2000
1989
1990
1500
1992
1000
1997
2006
500
0
Requisition to Notification to Prelims to
Notification Preliminary
Mains
Mains to
Interview
Interview to
Result
Total Days
GAD, Gujarat
Candidates appearing in Multiple Examinations
• Number of aspiring students puts burden on the system
resources – Budget proposed for recruiting 18 social
welfare inspectors – 1.3 Crores
• At900000
least One Lakh Candidates took 4 Examinations
800000
700000
600000
500000
No. of
Candidates
400000
300000
200000
100000
0
1
2
3
4
5
No. of Examinations Appeared
6
7
8
9
10
11
Recruiting in to the Government
PRET
• PRET Benchmarks
all aspiring youths
to the same
denominator
Recruitment
Rules
• Recruitment
Rules Connect
Relevancy of
Past
Experiences with
the Future
Assignment
Recruitment
Test
• Skill Testing in
the Subject
Domain
Personality
Assessment
• Suitability for
the Job Type
Cream of the
Pool
• The Best, Most
Committed,
chosen for the
Public Service
PRET IS A SCALABLE MODEL TO CREATE
NATIONAL EXAMINATION INFRASTRUCTURE
NATIONAL DATABANK OF QUESTIONS
NATIONAL SCREENING TEST
TO DELIVER TO THE YOUTH A ROAD MAP TO SUCCESS IN LIFE
GAD, Gujarat
Pre-Recruitment Eligibility Test:
• Pre-Recruitment Eligibility Examination
• Standardized scores
• Frequency : Once Every Week; Multiple Attempts
Permitted with Three Months Cooling Off
• Validity: Three Years
• Cut off Benchmarks for Writing Class I, Class II, Class
I&II, Class III Examination
Eligibility For
Benchmark Percentile Score
Class I
75
Class II
70
Class III
60
Minimum Inconvenience Maximum Deliverance
Pre Eligibility
Test
Financial
Inclusion
Innovation
Adaptive &
Standard
Mode
Recruitment
Management
PRET
Computerized
Test
Departmental
Examinations
CCC+
Candidate
Profile
Management
Certified Job
Portal
PRET Ecosystem
Government
Faster
Recruitment
Departments
Efficiency
Skilled Personnel
Candidates
Application
Assessment
•
•
Departmental
Exams
CCC Training
Vacancy
Information
PrET
•
•
Job Trends
Skilling
GPSC
GSSSB
Market Players
Coaching Center
•
•
Recruitment
Backbone
Efficiency in
Process
GPSSB
GAD, Gujarat
PRET Space
PRET
PRET
HRMS For Requisition Generation
HRMS
Recruitment
Module
PRET
Platform
Question Paper & Answer Key
Central Side
Infrastructure
Data
Center
District Level Examination Centers
Centralized
Live-Video
Monitoring
Facility
(NOC
Center)
DEMONSTRATION
RECRUITMENT
CALENDAR
GAD, Gujarat
A Definitive Number for 293
Cadres for Each of Next Ten
Years + Many Time Relevant
Restructuring
Decisions+
RECRUITMENT
CALENDAR
Sanctity to The Numbers
GAD, Gujarat
Recruitment Calendar is About ……
Coaching Classes
Students
Office Rentals
Media & Classifieds
Giving a Boost to a Segment of The Market
GAD, Gujarat
Saving More Than 3000
Files and Processes Over
Next Ten Years
Saving Valuable Time of
Decision Makers
5 Person
Months of
Top
Management
16 Person
Months of
Middle
Management
33 Persons
Months of
Support staff
Defining HR Related Non
Plan Budget Roadmap
Saving Tons of Efforts over Next Ten Years
GAD, Gujarat
Preventing Youth from Making Uninformed Choices
GAD, Gujarat
Recruitment cycle (GPSC) in Days
2500
2000
1989
1990
1500
1992
1000
1997
2006
500
0
Requisition to Notification to Prelims to
Notification Preliminary
Mains
Mains to
Interview
Interview to
Result
Total Days
Letting the Recruiting Agencies Optimize Their Performance
GAD, Gujarat
GPSC Recruitment over 30 years
250
4500
4000
200
3500
3000
150
Posts
Recruited
2500
2000
100
1500
Advertise
ments
1000
50
0
1981
1982
1983
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
500
0
Letting Recruiting Agencies Plan Their Workload
GAD, Gujarat
No. of High Court Cases in last four GCS
Requisitions
Total Court Cases against GPSC
120
50
45
40
35
30
100
80
60
25
20
40
15
10
20
5
0
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
0
Reducing Recruitment Related Litigations
GAD, Gujarat
Under Secretary
10
5
0
2013
2104
2015
2016
2017
2018
Retirement
-5
Induction
-10
-15
-20
-25
Ensuring a Healthy Feeder to Cadres Filled By Promotion
GAD, Gujarat
Secretariat Structure in Auto Mode: Next Five Years
140
120
Additional
Secretary
100
Joint
secretary
80
60
Deputy
Secretary
40
Under
Secretary
20
0
2013
2014
2015
2016
2017
2018
Ensuring Talent At All Levels of The Government
GAD, Gujarat
Removing
Structural
Distortions
in cadres
GAD, Gujarat
Taxidermist
Museum
Curator
Super
Specialists
Library
Cataloger
Archaeologist
Providing A Market Place for Skill Assessment for Specialists
GAD, Gujarat
Young Face
Fresh Ideas
& Youthful
Energy
Good
Governance
Inter-Cadre
Mobility
Belief In
Government
Action
Beliefs, Faith, and Face of the Government
GAD, Gujarat
Processes which can be carried out from within the Government,
which can bring about Outcomes which are of very high
proportions, otherwise unachievable by outside experts. © Dhananjay Dwivedi
APPROACH
Detailed Analysis to
Convince
the
Government to Agree to
Decision
on
Four
Principles
• Projection Based
Recruitment
• Post Based
Recruitment
• Phasing in Recruitment
to Deal with Backlog
of Vacancies
• Regular Year wise
Recruitment
180.00
160.00
140.00
120.00
100.00
80.00
60.00
40.00
20.00
0.00
Assistant Moter
Moter Vehicle
Vehicle
Inspector
Inspector
Assitt.Regional
Transport
Officer
Regional
Transport
Officer
Joint Director
THE BUY IN FROM THE GOVERNMENT
GLIMPSES OF ANALYSIS
0.0%
Woman and Child Development
Urban Development and Urban Housing Department
Tribal Development Department
Sports, Youth and Cultural Activities Department
Social Justice and Empowerment Department
Science and Technology Department
Road and Building Department
Revenue Department
Port and Fisheries Department
Panchayat, Rural Housing & Rural Development
Narmada Water Resources & Water Supply Department
Legislative & Parliamentary Affairs Department
Legal Department
Labour and Employment Department
GAD, Gujarat
Vacancy Position Across Departments
100.0%
80.0%
60.0%
40.0%
Vacancy
20.0%
Filled-in Posts
Source: Census by Finance department
GAD, Gujarat
Pay Based Vacancy Analysis
GAD, Gujarat
Desperation to push up the Feeder Cadres: Balance
Between Direct Recruitment and Promotions – DPC for
Select Cadres
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Director Primary Education
Joint Secretary
GAS (Sr. Scale)
Joint Director (Training)
Dy Director (Settlement
Commissioner)
Jt. Director (Health)
Jt Dir (DAT Cadre)
Dy. Commissioner (Commercial
Tax
Dy Dir (Planning)
Mamlatdar
TDO
GAD, Gujarat
Finance Department
800.00
700.00
600.00
Total
Vacancies
500.00
400.00
Total posts
filled in
300.00
200.00
100.00
0.00
Commercial
Tax Officer Cl-II
Assistant
Deputy
Commissioner
Commissioner
of Commercial
of Commercial
Tax Cl--1
Tax Cl--1
Joint
Commissioner
of Commercial
Tax Cl-I
0
Doing Cadre Structure Analysis of 741 Cadres
GAD, Gujarat
Assistant District Registrar - Co-operatives
200.00
180.00
160.00
140.00
120.00
100.00
Vacant
80.00
Filled in
60.00
40.00
20.00
0.00
Total
Direct
Doing Post Analysis for Direct Vs. Promotion Quota
GAD, Gujarat
Three Options for Direct Recruitment: Taluka
Development Officer Cadre
160.0
At 50%
Recruitment
Rate
140.0
120.0
At one Third
Rate
100.0
80.0
As Per
Proposed
Recruitment
60.0
40.0
20.0
0.0
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
Projected
move out
from the
post
-20.0
-40.0
Calibrating The Phasing Schedule for Backlog of Vacancies
GAD, Gujarat
Recruitment Calendar: Outcome in Numbers
38808 New
Posts
3368 Posts
Abolished
303 Cadres
Merged to 60
Recruitment
to 293 Cadres
Cadre Strength
Revised 230 Cadres
741 Cadres
Recruitment
153576
PH Quota
Determination in
197 Cadres
52 RR Digitized
Beyond Boundaries: Restructuring
Abolition of
Technology
Irrelevant
Cadres in
Printing &
Stationary
Substituting
Auditors in
Cooperation
Department by
Technology
Creating a Cadre
Horizontally
of Research
Merging 4 Parallel
Scientists and
Administrative
Converting Animal
Cadre Wings of
Breeding Centers
Directorates of
into Genetics
SJED in to 1
Research Facility
Reforms in Home
Creation of
Department –
Youth
Road map for
Development
Separating
Officers’ Cadre
Investigating
for Sports
Wing from Law Infrastructure up
& Order Wing
to Block Level
Merging Typists,
Clerks, Type cum
Typists etc. in to
One Cadre
Strengthening New
& Upcoming
Sectors Such as
Surveyors, Town
Planning Cadres
GAD, Gujarat
Government of Gujarat Over Next Ten
Years
600000
40000
30000
491414
498993
500225
499822
499095
496876
493845
489895
487294
500000
484391
400000
20000
Recruitments
300000
10000
Retirements
Total Work
Force
200000
0
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
-10000
100000
-20000
0
Projecting The Shape of The Government
GAD, Gujarat
Empowering Youth – Accountability to Government
Courts can Issue Writ of Mandamus For Enforcement of Recruitment Calendar
GAD, Gujarat
A Definitive Number for 293
Cadres for Each of Next Ten
Years + Lot of Sanctity to
The Numbers
RECRUITMENT
CALENDAR
GAD, Gujarat
Approach to Recruitment Calendar
• Ask Ask Ask …….
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Why do we need this Cadre?
What is the Cadre Structure?
How does it look?
What are the Parallels for the Cadre Hierarchy?
What does the cadre person do at the office?
Has IT Substituted him/her? A part of him/her?
Can IT and Law substitute Him/Her?
What Functions can be Transferred Up/Down?
How many such or similar cadres in the Department / Organization?
Can similar cadres be merged? – Vertically / Horizontally?
How many layers in the Cadre?
Where is the Decision Making Level?
How many layers before Decision Making Layer? (Only 2!!)
What is financial implication (12-24, 9-18-27 Scheme)
• Decision Making
•
•
•
•
•
What Should be The Cadre Strength?
What should be the ratio of Recruitment?
How much by Promotion, How much by Semi Direct?
What should be the time before Promotions?
When will Addition and Deletions to the Cadre strength Become Effective?
GAD, Gujarat
Ideal Recruitment Plan
3%
Dy. Mam
Ratio
Total posts
Attributed to
Mamlatdar
GAS Jr Scale
GAS Sr Scale
GAS Sel Scale GAS Apex Scale IAS
0.25
0.25 0.333333333
0
0
0
Annual
Recruitment
78
14
57
Cadre Strength
174
488
509
163
325
Dy. Mamlatdar
122
Mamlatdar
203
Dy. Col
163
Mamlatdar Outplaces Dy. Mamlatdar by 5:1 for Promotion to Dy. Collector
Dy. Mamlatdar will not reach to Additional Collector for Promotion
Dy Collector will outplace Mamlatdar by a Ratio of 5:1 for Promotion to IAS
Current Vacancies & Promotions
Vacancies
800
160
220
Vacancies against DR
350
155
180
Vacancies Attributed to
Dy. Mamlatdar
350
5
15
Mamlatdar
155
25
Dy Collector
180
Posts Attributed
Direct
Promotion
3684
921
2763
921
Front Loading Schedule
Vacancies Yr1
Dy. Mamlatdar
Mamlatdar
Dy Collector
370
232
220
127
382
382
127
Yr2
0.3
111
70
66
Yr3
0.3
111
70
66
0
174
0
116
58
0
57
0
38
19
0
14
0
0
0
57
0
21
0
14
0
38
19
14
7
Yr4
0.2
74
46
44
14
0
78
0
13
65
1425
498
305
370
232
220
Yr5
0.15
56
35
33
0.05
19
12
11
43
15
9
GAD, Gujarat
Recruitment Plan
Dy. Mamlatdar
Mamlatdar
Dy Collector
Yr1 Yr2 Yr3 Yr4 Yr5 Yr6 Yr7 Yr8 Yr9 Yr10
413 154 154 117
98
61
43
43
43
43
247
85
85
61
50
27
15
15
15
15
229
75
75
53
42
20
9
9
9
9
RECRUITMENT CALENDAR REQUIRES DISPASSIONATE
APPROACH WHEREIN EVERYONE RISES ABOVE
HIS/HER OWN CADRES AND THINKS OF THE
GOVERNMENT AS A WHOLE. THE CADRE
CONTROLLING AUTHORITIES HAVE TO COMMIT TO THE
7 GUIDING PRINCIPLES THAT GUJARAT CHOSE FOR
ITSELF WHILE UNDERTAKING REFORMS.
SATHI
An IT Enabled Government of Gujarat
Initiative for Human Resource Management
SATHI: Complete ERP

Performance Management
 Succession Management
 Competency Management
 Compensation Management

Recruiting
 On-boarding

Training and skill mapping
 E-Learning
Performance and
Succession
Management
Recruiting
Talent Management
Learning
Employee Data
Organizational Data
Competency Data

Employee Administration

Organizational Management

Benefits Management

Payroll Processing
State Level HR
and Payroll
Scheduling and
Deployment

Planning and
Analytics

Decision Support
System
 Manpower
Budgeting
HCM Service
Delivery

Manager Portal

Employee Portal

Employee Interaction Center
Scheduling Optimization
 Communication & Broadcast
SATHI – At a Glance
20000
Supervisory
Nodes
E Learning
Portal
Integrated
Application
Numerical
Scalable
SATHI
Modular
Build
Geographic
DSS
Centered
Multiple UI
GAD, Gujarat
Expectations From An ERP System
Government – Policy Perspective
Officer – Management Support
Decision
Support
Process
Support
Forecasting
Tools
Information
Support
Employees - Empowerment
Benefits
Self Service
GAD, Gujarat
Policy Perspective
Total Number of Employees Retiring Over a Specified Period
Employee Strength Forecast Over Next 5-10 Years
Vacancy Distribution Across Districts
120 plus reports
to facilitate
policy making
Cash Outgo on Account of Medical / Travel Cost Reimbursements
Employee Strength for Different Job Functions
Visual Posting Profile for Team Building / Interest Avoidance
Skill / Competency Based Search of Employee Database
Average Headcount over 4 quarters
No of New Joinees Current and Previous Year
Employee Rating Attributes
Vacant Positions
Cadre Wise
Age Wise Gender Wise Manpower Report
Age Wise Gender Wise Average Length Of
Service
Period Wise Department Wise Annual Comparison of Vacant Positions
Cadre-wise Annual Comparison of
Vacant Positions
Cadre-wise
Employee
Strength
Posting Profile
GAD, Gujarat
Management Perspective
Number of Employees Present or Absent
Filled In Position Distribution in Subordinate Offices
100 plus reports
to facilitate
Managerial
Decisions
Online Communication to Pre-designated Mailing List
Pending Administrative Processes – PAR, TA/DA, DPC, 50-55 Review
Pending Work Process Monitoring – Loan/Advances, GPF, Interest
Human Resource Budgeting
Talent Management - Skill / Competency Assessment, Training
GAD, Gujarat
Manager View of Team Talent
Employee Absence and Attendance Calendar
Department wise Daily Summary
Department wise Vacancies Summary
Department wise Employee Activities
Training-wise participation from own Department
Employee Profiles from own Department
Online Communication – Notifications
GAD, Gujarat
Employee Empowerment
Employee Profile – Service Book – Complete Transparency
Standard Application of Rules - Uniformity
Faster Benefits Management
50 Plus Reports
To Empower
Employees
Online Learning – Skill Building & Competency Enhancement
Skill Position Matching – A Job of Employees’ Liking
Talent Profile & Feedback on Performance
Face to The Employee – Motivation & Empowerment
GAD, Gujarat
Employee Payslip
GAD, Gujarat
Employee FORM 16
GAD, Gujarat
Employee Declarations – Income Tax, APR
GAD, Gujarat
Employee Leave Order
GAD, Gujarat
Employee Letters & Certificates
GAD, Gujarat
Employee Training & Skill Profile
GAD, Gujarat
Integrated Processes
Business Process
Management
Talent Management
•
•
•
•
•
Recruiting
Career Planning
Transfers
Training
PAR Management
• Employee Administration
• Organizational
Management
• Benefits Management
• Payroll
HR Deployment
• Manpower Planning &
Budgeting
• Transfers & Postings
• Organizational
Restructuring
Manpower Planning and Analytics
Government Program Delivery
•
•
•
•
•
Strategic Planning
Non Plan Budget Planning
Employee Benefit Analysis
Reporting & Benchmarking
MIS
•
•
•
•
•
Employee Self service
Superior Officer Self Service
Skill Position Mapping
Training Needs Analysis
IFMS Integration
GAD, Gujarat
Benefits to Government of Gujarat
Organization
Snapshot
Electronic Database
Paradigm Shift:
Employee to
Resource
No Duplication
Standardized Process
Manpower
Budgeting
Skill – Position
Mapping
Transparent Benefit
Management
Employee Benefit
Health Card
Talent Management
Common
Communication
GAD, Gujarat
Present Model of Personnel Management
Department
Secretary
Deputy
Secretary
Head of
Department
Asstt / Dy
Director
Under Secretary
2-3 Section
Officer
Office Head
Administrative
Officer
2-4 Deputy
Section Officer
Head Clerk
2-3 Senior
Clerk
Head Clerk
2 Senior Clerk
2-3 Junior
Clerk
2-3 Junior
Clerk
All Employees
Agriculture & Co-Operation Dept.
GAD, Gujarat
20% in Personnel Management and 10% in
Accounting Branch Across Organizations
Directorate of Agriculture
Agriculture Department
21%
26%
9%
Admin Wing
Establishment
Accounts
70%
4
5
TOTAL
Programs
Programs
Department / HOD
1
2
3
74%
Agriculture
Comm Of Fisheries
Director of Animal
Husbandry
Director Of Horticulture
Reg Of Co-Op Societies
Total Count
EST / ADMIN / % Of
SERV
Headcount
154
98
63.6%
173
46
26.6%
229
17
7.4%
91
255
983
33
36.3%
64
25.1%
258
26.25%
Agriculture & Co-operation Department
Classwise strength in Department
Class of
employee
Total strength in Dept.
Strength in Establishment &
Accounts branch
Class-1
Class-2
Class-3
Class-4
TOTAL
In Percentage
20
28
127
38
213
100%
3
4
30
15
52
24.41%
In Percentage of Total
15%
14.28%
23.62%
39.47%
Directorate of Agriculture
Classwise strength in HOD Office
Class of
employee
Total strength in HOD
office
Strength in Admin branch
Class-1
Class-2
Class-3
Class-4
TOTAL
In Percentage
27
94
187
33
341
100%
1 (3.70%)
1(1.06%)
63(33.68%)
7(21.21%)
72
21.11%
Strength in Account
branch
1(3.70%)
3(3.19%)
23(12.29%)
3(9.09%)
30
© 8.79%
Dhananjay Dwivedi
GAD, Gujarat
Centralize or Not Centralize?
Centralized HR over Decentralized HR
Advantages
Lower HR Cost
More Resources in Program Delivery
Standardized Processes
More Time for Planning of Programs
Manpower Budgeting Can be Realized
Specialized Persons to Manage HR
Transactions Simpler
Questions
Concentration of Responsibility with Central Cell
Resistance to Change
GAD, Gujarat
Present
Future
And
Of Personnel Management
Secretary
Department
Secretary
Deputy
Secretary
First
Support
/ HoD
Head of
Department
Under
Secretary
Asstt / Dy
Director
2-3 Section
Officer
Office Head
Administrative
Officer
2-4 Deputy
Section Officer
Head Clerk
2-3 Senior
Clerk
Head Clerk
Head
of
Office
2 Senior Clerk
2-3 Junior
Clerk
2-3 Junior
Clerk
SATHI
All Employees
All Employees
Challenges ….
Data
Digitization
User
Adoption
Challenges
Process Reengineering
Knowledge
Transfer
SATHI will Succeed
ONLY IF Every Decision
Maker
is
Computer
Savvy.
ONLY IF we capture
service
book
related
information of every
employee at the earliest.
ONLY IF Every user
owns SATHI
Reforms in Personnel Management
Government of Gujarat

Reforming Personnel Management in Gujarat

Transcription

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