Restructuring & Review of Administrative Cadres

GoalsEndeavour is to bring about a remarkable upward shift in the professional competence of the workforce in CSIR•Focus on clarity of roles, multiskilling, right sizing, team work, collaboration and evidence based performances•Review of cadres – with the constitution of a unified professional cadre (UPC) •Re-Engineering and automation of processes •Intensive capacity building interventions for augmenting functional/ behavioural competencies •Institutional mechanisms to reinforce attitudes and behaviours that support a performance culture using Counseling, Mentoring, Peer Observation

“Power associated with positions”

“Accomplishing Results&

Professional Growth ”

Present Impediments to Progress

• Stagnation beyond acceptable levels • Performance management is subjective and

not evidence based• Career Growth imbalances in different

Cadres• Limited scope for Job rotation and Job

enrichment• the required training/ capacity development

is not integrated with professional advancement

Unified Professional Cadre• UPC would draw progressively the manpower in

the 3 existing Admin cadres & Stenographic Cadre• Key Positions & Specialist Positions for UPC only; • Reduced Residency Requirements at SO & Asst

levels ( 8 yrs to 6 yrs)• Multi-skilling and Role Rotation• Training Opportunities, Mentoring & Counselling• Incentive for moving into UPC• Less of Hierarchical Relationships and more

Collaborative Team work• Objective Performance Appraisal (O-APAR)

Restructuring & Rightsizing• Job Analysis and Clarity of Roles• Abolishing lower level positions and augmenting

higher level positions• Option to switch over – progressive unification of 3

Administrative and Stenographic Cadres• Matching Job Requirements to Individual Capabilities• Grooming of Talent through Nautical

(Counselling & Mentoring)• Emphasis on Training and Building Capacities• Team work and Learning by doing, observations,

feedback

Designation

(at the level of)

For all 3 Admin &

Stenographic Cadre

Administration & Stenographic Cadres

Sanctioned

strength in

existing three

cadres

Sanctioned

strength in Stenographic cadre

Proposed sanctioned strength

EffectiveAddition

/ Reducti

on

Proposed cadre

strength on account of Admin Cadres

Proposed cadre

strength on

account of

Stenographic

Cadre**

Additional

Specialist

Positions

Sr. DS/Staff Off

8 -- 14 3 5 +14

DS/Sr PPS 59 -- 68 15 12 +36US/Sr PS 148 -- 170 50 40 +112SO/PS 400 149 400 200 220 +271

Asstt. Gr.I/Sr Steno

1332 665 1200 432 - - 365

Asstt. Gr.II/Jr. Steno

910 287 0 (282) 0 (287) - -1197

Asstt. Gr.III 385 -- 0 (183) -- - - 568

Performance Assessment O-APAR• Consultative Determination of functional areas and

tasks whose performance on ERPS would count in O-APAR

(Transaction Credits - Functional Competencies)

• Awareness of Practices to demonstrate progressive behaviors and earn credit that would count for assessment promotion

(Behavioral Credits)• Requirements for Knowledge spelt out and learning

encouraged through counselling, mentoring and eLearning

(Knowledge Credits)

Open – APAR

Open – APAR

SCORE SHEET

Trans. CreditTrans. Credit

Behv. CreditBehv. Credit

Course Credit:Course Credit:

Total Score:

Transac-tion

Elements

Transac-tion

Elements

Behav-ioral

elements

Behav-ioral

elements

Course elements Course

elements

40%40%

30%30%

30%30%

O-APAR Functional Competencies

O-APAR Functional Competencies

O-APAR Behavioral Competencies

O-APAR Behavioral Competencies

O-APAR Professional Growth

O-APAR Professional Growth

Sr. Deputy SecretarySr. Deputy Secretary Deputy Secretary Deputy SecretaryUnder SecretaryUnder Secretary

Section OfficerSection Officer

Assistant Assistant

Opt for

UPC ?

Opt for

UPC ?

O-APARAssessment

Yes1 MonthL-1 Training1 MonthL-1 Training

Transaction Credit

Transaction Credit

Behv. CreditBehv. Credit

Course CreditCourse Credit

60% weightage

40% weightage

Residency Period

CCPI >

threshold?

Yes

Existing 3 Admin & Stenographic Cadres

UPC

Illustrative Scenarios

Opt for UPC

Aggregate Score >Threshold Value for Assessment

Considered for next level in UPC

Composite Score > Cut off for Promotion as per Vacancies

Inducted into UPC in the next level/Grade

Undergoes Training, Assessment

Gets Aggregate Score

Case :I

Illustrative Scenarios

Opt for UPC

Aggregate Score >Threshold Value for Assessment

Considered for next level in UPC

Eligible for promotion next year, gets +1 year weightage for his residency

Inducted into UPC at the same level/Grade with adjusted Residency Period

Undergoes Training, Assessment

Gets Aggregate Score

Case :II

Composite Score < Cut off for Promotion as per Vacancies

Illustrative Scenarios

Opt for UPC

Aggregate Score >Threshold Value for Assessment

Inducted into UPC at the same level/Grade with adjusted Residency Period

Undergoes Training, Assessment

Gets Aggregate Score

Case :III

Consider for promotion after completing his

residency period in UPC

Illustrative Scenarios

Opt for UPC

Aggregate Score <Threshold Value for Assessment

Undergoes Training, Assessment

Gets Aggregate Score

Case :IV

Again undergoes Training, Assessment

Gets Aggregate Score

Aggregate Score >Threshold Value for Assessment

Inducted into UPC at the same level/Grade with adjusted Residency Period

Generic ( All 5 below are mandatory tasks)

i. Employee Profiler- & generation of IDii. Employee Self- Services iii. Ensuring Electronic Service Book Completion iv. Maintaining tasks & monitoring logsv. Completing and Updating Job Description & Role Profilevi. eDaks, eFile transaction for day to day activities

Role specific functional competence (relating to work – to be discussed and decided with supervisor) ( i is mandatory; attempt any three of the remaining tasks)i. Performance of Transactions/ activities related to his/her

responsibilities ( at least average rating of 3 by supervisor on all func. Competencies

over a month)i. Activities performed exceeding expectationsii. Populating Databases with reference dataiii. Documenting performances, analysis, results and outcomes iv. Implementable suggestion for process improvement in any of the

enterprise processes.

40 %40 %

Open - Annual Performance Appraisal

S No.

Key Responsibilities Allocated and Assigned

(to be filled by the employee at the start of

the financial year/ reporting period)

Column A Column B Column C

Self-Assessment on accomplishment of

these responsibilities

Reporting Officer Assessment on

accomplishment of these

responsibilities

Reviewing Officer Assessment on

accomplishment of these responsibilities

Rating Remarks Rating Remarks Rating Remarks

1  

2  

3  

5  

6  

7

Overall Rating

Advanced Tasks ( Attempt any five of the undermentioned x tasks)

i. Perspective planning, goal setting, documenting visionii. Uploading and Organizing Policies in electronic repositoryiii. Updating past committee agenda, decisions, follow up action iv. Compilation and uploading of a best practice case studyv. Making interface formats – to be later integrated with relevant

process automationvi. Developing decision support tables, reports and other

visualization of datavii. Suggesting context sensitive associations in application

modulesviii. Making improvements through simplification of processes,

enhancing quality of outcomes/ resultsix. Developing Learning Resources x. Developing questions for question bank for assessment of

Knowledge in certain functional domains

1. Attitude to Work ( Average Rating of 2 or 3 by supervisor )

BehaviorsEvidence of Practice / performance

Demonstrating the behaviorSense of ResponsibilityTakes personal responsibility for completing tasks as per defined norms

Champions the automation processes eagerness demonstrated / readiness,

flexibility in embracing new approaches

Prioritizes work as per organizational requirements

Follows instructions, demonstrates prudence/ proactiveness prioritization of action /

performancesDisciplineUnderstand the processes and adheres to them in own area of work

Records reasons, sets out context, alternative options and recommends logical solutions

speaking orders, comprehensiveness of notes Extends support to others for adherence to

the work guidelinesRigor and due diligence in work demonstrated

record of work performed in system logsWorking and collaborating in TeamsCollaboratively works with other members of the team/ organization towards a common goal

Promotes and Reviews team learning within an area of work MoM for problem solving

sessions & follow up

Provides constructive inputs to the team performance & promotes mutual trust ; Adopts effective participative methods for problem solving & resolution of issues

Engages team members in constructive forms of discussions, and improvement in

relationships (Avoids mistrust and second guessing decisions) Team feedback,

observationsCapacity to Plan WorkPlans and prioritizes assigned tasks to ensure efficient and timely completion of assigned work

Adheres to work discipline prompt disposal of work

Takes corrective action to address deviations/ delays/ process inefficiencies and keeps the concerned team informed

Builds talent, Takes action to reduce workload suggestions given, reports showing

improvement

30 %30 %

2. Contribution to Work Culture ( Average Rating of 2 or 3 by supervisor )

BehaviorsEvidence of Practice / performance

Demonstrating the behavior

Interpersonal relations and ability to contribute to progressive work culture Uses effective techniques like convincing and persuasion to achieve the desired result

Does not procrastinate, encourages effective work disposal, service

orientation Results accomplished

Maintains cordial work relations with everyone Ignores and admonishes unhealthy practices; unproductive gossip, habit of blaming others, avoiding responsibility

Observation reports Supports maintenance of a healthy and

conducive work environmentInstitutes mechanisms and follow

practices to facilitate relationships observations, reports & briefs

Ability to motivate subordinateHelps team in reviewing their assumptions and conceptualize out of box ideas

Analyzes data from diverse perspectives, likely impact of decision and facilitates problem solvingaha

experience of colleagues, peers Recognizes and celebrates teams victories and

promotes team work and collective win Holding Informal group discussions for

problem solving MoM, Record of discussions/ problem solving sessions

Acts as a coach or mentor to the team by sharing own experience and learning

Plays mentoring/ coaching role Confirmation report from team

members

3. Leadership Qualities ( Average Rating of 2 or 3 by supervisor )

BehaviorsEvidence of Practice /

performanceDemonstrating the behavior

Decision making and problem solving abilityInteracts with others to collate the required information (like document study, team and inter-departmental interactions)

Information seeking behavior resulting in compilation of

information that helps solve an issue/ or take a relevant decision

Analyzes data and develops trends to facilitate decision making

Compilation, Analysis Preparation of Status Reports, Analytical Briefs

States/ communicates likely impact of decision on all concerned and proposes possible counter measures

Communication suggesting action to peers, collegues, subordinates or supervisors

Execution of tasks Initiates tasks and manages them till completion and closure

Initiation & Tracking tasks monitored till completion

Adopts planning and management tools to ensure successful execution

Delegates & Distributes Delegates effectively tasks requiring performance

Foundation Modules (Min 35% score)

i. Employee self services – related policies ii. Financial management and accounting, iii. Stores, purchase, facilities management, contracts for goods

and services, iv. Works management, v. HR Management - policy & practices vi. R&D Planning, eOffice and records management, vii.E-Learning Portal viii.Knowledge Repository – referencing & Updation .

30 %30 %

Organisation Behavior (Min 35% score)

i.Attitudes/ value system that auger well with a knowledge based performance culture, ii.Organizational Behavior concepts, iii.Leadership, motivation, team building, iv.Values & Ethics v.Emotional intelligence, social networking, vi.Achievement/ result orientation, continuous learning, vii.Management of change, viii.Personality development & proficiency enhancement, ix.Tools for behavioral assessment, x.Case study methodology, xi.Performance enablers and blockers, xii.Observing behaviours, xiii.Problem solving skills, xiv.Interpersonal relationships

ERP applications and Office Automation (Min 35% score)

i. Design, development and implementation of enterprise

applications and its testing/ validation, ii. Employee engagement & Use of Interfacesiii. Decision support, analytics, iv. Activity logging, role profiling, metrics and system logs,v. e-learning platforms vi. Configuration management, trouble shootingvii. Backup, disaster recovery, mirroring and replicationviii. Electronic record management, ix. Intelligence in applications, x. Reporting, xi. Alerts and escalations, xii. Continuous improvement, xiii. Interoperability xiv. ePaper & eOffice

Promotion in UPCEligibility criteria for the promotion

• Completion of required residency period• Earning prescribed threshold credits/ score for

knowledge credits, transaction credits and behaviour credits as evidenced/ logged in the system, for the promotion level within the prescribed period in L3/L4 training and assessment.

• O-APAR ratings to be V. Good in respect of atleast 3 years during the required residency period.

Electronically Enabled Systems for Speed, Transparency & Accountability

• Automating end to end Office Transactions• Redefining productivity through collaborative

processes• Dynamic definition of roles/ goal setting• Intelligent dash board of reviewing task

execution• Activity logging, monitoring transactions• Accountability and performance evidences

with System Logs and Reports