Hrm initiatives

CBRPAKISTAN

Revenue Division

Central Board of RevenueGovernment of Pakistan

CBR Reforms Program

HRM Initiatives, Progress & Way

ForwardPresenter: Mohammad Talha, Member

(HRM)CBR, Islamabad

12 April, 2007

CBRPAKISTAN

Revenue Division


CBR Vision & Mission

Vision “To be a modern, progressive, effective, autonomous and credible organisation for optimising revenue by providing quality service and promoting compliance with tax laws”

Mission“Enhance the capacity of the tax system to collect due taxes through application of modern techniques providing taxpayer assistance and by creating a motivated, satisfied, dedicated professional workforce.”

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CBRPAKISTAN

Revenue Division


CBR Values

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•Integrity•Professionalism•Teamwork•Courtesy•Fairness•Transparency•Responsiveness

04/12/23 CBR: Presentation to Media by Mohammad Talha, Member (HRM) 4

CBRPAKISTAN

Revenue Division


CBR Reforms Objectives

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• To increase revenue

• To widen taxpayers base

• To simplify tax laws and evolve effective dispute resolution mechanism

• To provide end to end automation of work processes

• To create a Taxpayer friendly environment

• To develop an honest and efficient tax administration To restructure the CBR along functional lines and develop a

well trained and motivated workforce in order to develop and manage a modern, efficient revenue administration


CBRPAKISTAN

Revenue Division


HRM Initiatives to support CBR Reforms Process

1. Job Descriptions

2. Restructuring of CBR

3. Legal Framework

4. IJP Process for Special Pay

5. Training and Development

6. Integrity Management

7. HRIS

8. Way Forward5

CBRPAKISTAN

Revenue Division


1. JDs for all levels•Training in developing JDs countrywide

Job Title, grade location, reporting lineMain purpose of jobKey Result Areas and Performance Standards RequiredMain Tasks and Responsibilities & Expected Performance StandardKnowledge, Skills and Qualifications Required

•Generic Job Descriptions for BS 20-21•Generic Job Descriptions for BS 17-19 •Generic Job Descriptions for BS 1-16•Specific Job Descriptions for all through LTUs and MTUs•Determination of Common and Specific Competencies•Training Needs Assessment•Basis for Selection in Reformed Units & Performance Management

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Revenue Division


2 - Restructuring

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a. Workforce Planning

CBRPAKISTAN

Revenue Division


2a. Workforce Planning

•Functional Organization

•Workload Analysis

•Input of Line members

•Consultation with Audit Advisor

•KSQ Mapping with HR Advisor

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CBRPAKISTAN

Revenue Division


2b. Current Staff by Grade

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21

Basic Pay Scale

Num

ber

of S

taff

BS# in

Grade21 4520 13119 35418 50517 56816 1,04115 29314 2,11013 31312 2,54211 1,70110 1,2669 2408 177 2,5266 315 1,9404 9383 3,5162 2,0141 3,354

total 25,445

4Officers to Staff Ratio: 1: 8.6


CBRPAKISTAN

Revenue Division


2c. Average age by grade

0.0

10.0

20.0

30.0

40.0

50.0

60.0

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21

Basic Pay Scale

Age

Overall Average

45.1 yrs

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CBRPAKISTAN

Revenue Division


2d. Restructuring• CBR Headquarters

• 13 Regional Tax Offices (RTOs)

• 79 Taxpayer Facilitation Centres (TFCs)

• 11 Model Customs Collectorates (MCCs)

• 3 Large Taxpayer Units (LTUs)

• 6 Directorates General (Training, Intelligence & Investigation, Data Research & Statistics, Internal Audit, etc)

• Functional Basis

• Workload Analysis


CBRPAKISTAN

Revenue Division


WHY WORKFORCE PLANNING?

• CHANGING LANDSCAPE OF WORK

• TYPES OF CHANGE:a) Technological change b) Organizational Structure changec) Behavioral change

• Technological change in 21st century is very rapid and has taken all organizations globally by surprise. In its response, organization structure is constantly evolving in favour of a flatter & leaner organization. Behavioral change is the slowest among the three in STREAM ANALYSIS of any organization.


CBRPAKISTAN

Revenue Division


ROLE OF HRM IN THE CHANGE PROCESS

• In an era of rapid technological change, the role of HR Department is aimed at:

a. deployment of optimum human resources by adding value to different positions.

b. delayering & debanding of jobs in order to achieve a flatter organization structure.

c. defining the various levels of responsibilities through job analysis.


CBRPAKISTAN

Revenue Division


COMPONENTS OF THE FUNCTIONAL STRUCTURE

Taxpayer Facilitation

Information Processing

Audit Division

Enforcement/Refund Division

Legal/Investigation Division

Headquarters

Hub


CBRPAKISTAN

Revenue Division


3. Legal Framework• Well documented procedures

• Effective appeals process for IJP

• Government approval of all actions

• Judiciary briefed and supportive

• Full use of existing rules and statutory instruments

• Draft FBR Act - to gain some freedom from those Public Service HR rules & practices which are inappropriate for effective management of a modern Revenue Service


CBRPAKISTAN

Revenue Division


4. IJP Process

• Positions advertised through Web and via Commissioners and Collectors in the field

• IJP postings carry additional special allowance

• Review of competencies developed through the JD process

• Interviews

• ACR “Blood-count”

• Evaluations by Training Institutes

• Computer Tests for Staff

• Integrity Check


CBRPAKISTAN

Revenue Division


5. Training & Development

Challenges for Training & Development:

• Achieving the necessary shift in culture, mindset and professional / managerial competence

• Maintaining linkages between training programmes and reform strategy

• Supporting self-development endeavours relevant to functional requirements

• Designing / selecting training programmes for sustainability and value over a period of time

• Identifying and managing technical training programmes.


CBRPAKISTAN

Revenue Division


5a. Training & Development

• Entry Level MBA Tax Management

• Mid to senior (BS 17-19) Capacity building programs

by IBA

• Senior (BS 20 – 21) Capacity Building programs

by LUMS

• “In-service MBA” at LUMS

• Specific Functional Training for RTOs TMS and Train the Trainer

Audit Techniques and Financial Accounting

Functional Management

• Training for Staff (BS 1-16) Pakistan Computer Bureau


CBRPAKISTAN

Revenue Division


5b. Training & Development

The way forward for further training:

• Joint venture arrangement for training

• Anti-money laundering

• Forensic Audit

• Anti-terrorist financing/funding

• Documentation of Economy

• Broadening of tax base

• Sharing of best practices


CBRPAKISTAN

Revenue Division


6. Integrity ManagementFive key elements in IM strategy:

• Code of Conduct - to be revised and re-issued

• Asset Declaration - procedure to be streamlined & rigorously implemented

• Completion of ACRs - procedure to be monitored & rigorously implemented

• Integrity Checks - to be made more objective and transparent

• Integrity Policy - Conference held on 9/12 - new strategy to be introduced and enforced


CBRPAKISTAN

Revenue Division


6a. Integrity Management

• IM Conference based on WCO Integrity Development Guide

Integrity Development Cycle 10 Elements for Self-assessment

1.Leadership & Commitment2.Regulatory Framework3.Transparency4.Reform & Modernisation5.Automation6.Audit & Investigation7.Code of Conduct8.Human Resource Management

a. Remuneration & Conditionsb. Recruitment, Selection & Promotionc. Deployment, Rotation & Relocationd. Training & Professional Developmente. Performance Management / Appraisal

9.Morale & Corporate Culture10.Relations with Private Sector

1.Leadership & Commitment2.Regulatory Framework3.Transparency4.Reform & Modernisation5.Automation6.Audit & Investigation7.Code of Conduct8.Human Resource Management

a. Remuneration & Conditionsb. Recruitment, Selection & Promotionc. Deployment, Rotation & Relocationd. Training & Professional Developmente. Performance Management / Appraisal

9.Morale & Corporate Culture10.Relations with Private Sector

1. Undertake Self-Assessment

1. Undertake Self-Assessment

2. Identify Problems & Potential Solutions

2. Identify Problems & Potential Solutions

3. Develop Corporate Action Plan

3. Develop Corporate Action Plan

6. Implement Corporate Action Plan

6. Implement Corporate Action Plan

5. Gain Executive Endorsement

5. Gain Executive Endorsement

4. Establish Verifiable Performance Indicators

4. Establish Verifiable Performance Indicators


CBRPAKISTAN

Revenue Division


6b. Integrity Management

Outcomes from Conference include:

• Detailed self-assessment of CBR’s current status against the WCO “ideal” (some strengths, many weaknesses)

• Action Plan with list of short term urgent measures and longer term actions, with responsibility clearly allocated

• Integrity Management Committee approved

• Communication Strategy agreed

• IM Policy Statement developed, agreed and signed by all delegates (next slide)


CBRPAKISTAN

Revenue Division


HRIS• Database Management

• Training & Educational Profiling

• Reward and Compensation Management

• Performance Management

• Career Planning

• Maintenance Management (Records, Leave, Retirement)


CBRPAKISTAN

Revenue Division


8. The Way Forward

• Autonomy from GOP Rules to implement progressive HR Policies (eg: recruitment, promotion, pay structure, job grading, etc)

• Capacity development for modern management skills & performance-based culture

• Performance Management System to replace ACR system

• Performance Related Pay to reward best performers

• Employee Welfare Programs Housing Transportation Medical and Hospitalization plans Children Education


CBRPAKISTAN

Revenue Division

Central Board of RevenueGovernment of PakistanHR Conference process:

POETS - Strategic Analysis Model

Systems

Equipment

People

Technology

A

B

C

E

D

F

G

H

J

LK

M

P

N

Q

Organisation

1. Envisage change as a spoked wheel which must turn in a given direction

2. Select spokes, ie: main “drivers” of Change - POETS or other

3. Determine factors acting on spokes

4. Map by effect on direction of wheel (‘help’ or ‘hinder’ )

5. Assess effort and cost of exploiting helpers and minimising blocks against result like to be achieved

6. Identify most effective factors (“helpers” or “blockers”)

7. Develop operational strategies to enhance helpers, minimise blockers.


CBRPAKISTAN

Revenue Division


HR Conference outcome:HR Strategy - key features

• Realignment of HR Strategy with business goals & objectives

• Capacity building of employees based on reforms requirements

• Development & implementation of HRM policies under FBR Act 2007

• Objectives and competency based Performance Management System to replace ACRs

• Grading & Pay structures to be revised; rewards package to be linked with performance


CBRPAKISTAN

Revenue Division

Central Board of RevenueGovernment of PakistanHR Conference outcome:

Training Strategy - key features

• Separate DoTs for Customs & Inland Revenue Service but reporting to same Supervisory Board

• More financial & administrative autonomy

• Closer links to HRM & Field to be institutionalised

• Management Training Faculty to be developed

• Curricula to be updated more regularly

• Latest training methods to be learned and utilised

• More use of e-Learning delivery techniques

Hrm initiatives

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