Restructuring

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Restructuring Review of Administrative Cadres

• Idea is to make it work
•  and
•  make it work for Everyone

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Goals

• Endeavour 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

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Power associated with positions
Accomplishing Results Professional Growth
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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

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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)

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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

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Designation (at the level of) For all 3 Admin Stenographic Cadre Administration Stenographic Cadres Administration Stenographic Cadres Administration Stenographic Cadres Administration Stenographic Cadres Administration Stenographic Cadres Administration Stenographic Cadres
Designation (at the level of) For all 3 Admin Stenographic Cadre Sanctioned strength in existing three cadres Sanctioned strength in Stenographic cadre Proposed sanctioned strength Proposed sanctioned strength Proposed sanctioned strength Effective Addition / Reduction
Designation (at the level of) For all 3 Admin Stenographic Cadre Sanctioned strength in existing three cadres Sanctioned strength in Stenographic cadre Proposed cadre strength on account of Admin Cadres Proposed cadre strength on account of Stenographic Cadre Additional Specialist Positions Effective Addition / Reduction
Sr. DS/ Staff Off 8 -- 14 3 5 14
DS/Sr PPS 59 -- 68 15 12 36
US/Sr PS 148 -- 170 50 40 112
SO/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
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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)

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Open APAR
SCORE SHEET
Assessment Procedure
Trans. Credit
Behv. Credit
Course Credit
Total Score
40
30
30
Transac-tion Elements
Course elements
Behav-ioral elements
O-APAR Functional Competencies
O-APAR Professional Growth
O-APAR Behavioral Competencies
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Induction to UPC
Residency Period
UPC
Sr. Deputy Secretary
40 weightage
CCPI gt threshold?
Deputy Secretary
Yes
Under Secretary
60 weightage
Section Officer
Assistant
O-APAR Assessment
Transaction Credit
Existing 3 Admin Stenographic Cadres
Opt for UPC ?
Behv. Credit
1 Month L-1 Training
Course Credit
Yes
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Case I
Illustrative Scenarios
Gets Aggregate Score
Undergoes Training, Assessment
Opt for UPC
Aggregate Score gtThreshold Value for Assessment
Considered for next level in UPC
Composite Score gt Cut off for Promotion as per
Vacancies
Inducted into UPC in the next level/Grade
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Case II
Illustrative Scenarios
Gets Aggregate Score
Undergoes Training, Assessment
Opt for UPC
Eligible for promotion next year, gets 1 year
weightage for his residency
Aggregate Score gtThreshold Value for Assessment
Considered for next level in UPC
Inducted into UPC at the same level/Grade with
adjusted Residency Period
Composite Score lt Cut off for Promotion as per
Vacancies
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Case III
Illustrative Scenarios
Gets Aggregate Score
Undergoes Training, Assessment
Opt for UPC
Aggregate Score gtThreshold Value for Assessment
Inducted into UPC at the same level/Grade with
adjusted Residency Period
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Case IV
Illustrative Scenarios
Gets Aggregate Score
Undergoes Training, Assessment
Opt for UPC
Inducted into UPC at the same level/Grade with
adjusted Residency Period
Aggregate Score ltThreshold Value for Assessment
Aggregate Score gtThreshold Value for Assessment
Gets Aggregate Score
Again undergoes Training, Assessment
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A. Transaction Credit
40

• Generic ( All 5 below are mandatory tasks)
• Employee Profiler- generation of ID
• Employee Self- Services
• Ensuring Electronic Service Book Completion
• Maintaining tasks monitoring logs
• Completing and Updating Job Description Role
  Profile
• 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)
• Performance of Transactions/ activities related
  to his/her responsibilities
• ( at least average rating of 3 by
  supervisor on all func. Competencies over a
  month)
• Activities performed exceeding expectations
• Populating Databases with reference data
• Documenting performances, analysis, results and
  outcomes
• Implementable suggestion for process improvement
  in any of the enterprise processes.

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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 A Column B Column B Column C Column C
S No. Key Responsibilities Allocated and Assigned (to be filled by the employee at the start of the financial year/ reporting period) Self-Assessment on accomplishment of these responsibilities Self-Assessment on accomplishment of these responsibilities Reporting Officer Assessment on accomplishment of these responsibilities Reporting Officer Assessment on accomplishment of these responsibilities Reviewing Officer Assessment on accomplishment of these responsibilities Reviewing Officer Assessment on accomplishment of these responsibilities
S No. Key Responsibilities Allocated and Assigned (to be filled by the employee at the start of the financial year/ reporting period) Rating Remarks Rating Remarks Rating Remarks
1  
2  
3  
5  
6  
7
Overall Rating Overall Rating
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Transaction Credits (Contd)

• Advanced Tasks ( Attempt any five of the
  undermentioned x tasks)
• Perspective planning, goal setting, documenting
  vision
• Uploading and Organizing Policies in electronic
  repository
• Updating past committee agenda, decisions, follow
  up action
• Compilation and uploading of a best practice case
  study
• Making interface formats to be later integrated
  with relevant process automation
• Developing decision support tables, reports and
  other visualization of data
• Suggesting context sensitive associations in
  application modules
• Making improvements through simplification of
  processes, enhancing quality of outcomes/ results
• Developing Learning Resources
• Developing questions for question bank for
  assessment of Knowledge in certain functional
  domains

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30
B. Behavioral Credit
1. Attitude to Work ( Average Rating of 2 or 3 by supervisor ) 1. Attitude to Work ( Average Rating of 2 or 3 by supervisor )
Behaviors Evidence of Practice / performance Demonstrating the behavior
Sense of Responsibility Takes 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 / performances
Discipline Understand 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 guidelines Rigor and due diligence in work demonstrated ? record of work performed in system logs
Working and collaborating in Teams Collaboratively 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, observations
Capacity to Plan Work Plans 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
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2. Contribution to Work Culture ( Average Rating of 2 or 3 by supervisor ) 2. Contribution to Work Culture ( Average Rating of 2 or 3 by supervisor )
Behaviors Evidence 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 environment Institutes mechanisms and follow practices to facilitate relationships ? observations, reports briefs
Ability to motivate subordinate Helps team in reviewing their assumptions and conceptualize out of box ideas Analyzes data from diverse perspectives, likely impact of decision and facilitates problem solving?aha 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
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3. Leadership Qualities ( Average Rating of 2 or 3 by supervisor ) 3. Leadership Qualities ( Average Rating of 2 or 3 by supervisor )
Behaviors Evidence of Practice / performance Demonstrating the behavior
Decision making and problem solving ability Interacts 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
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C. Course Credit
30

• Foundation Modules (Min 35 score)
• Employee self services related policies
• Financial management and accounting,
• Stores, purchase, facilities management,
  contracts for goods and services,
• Works management,
• HR Management - policy practices
• RD Planning, eOffice and records management,
• E-Learning Portal
• Knowledge Repository referencing Updation .

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Course Credit (Contd)

• Organisation Behavior (Min 35 score)
• Attitudes/ value system that auger well with a
  knowledge based performance culture,
• Organizational Behavior concepts,
• Leadership, motivation, team building,
• Values Ethics
• Emotional intelligence, social networking,
• Achievement/ result orientation, continuous
  learning,
• Management of change,
• Personality development proficiency
  enhancement,
• Tools for behavioral assessment,
• Case study methodology,
• Performance enablers and blockers,
• Observing behaviours,
• Problem solving skills,
• Interpersonal relationships

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Course Credit (Contd)

• ERP applications and Office Automation (Min 35
  score)
• Design, development and implementation of
  enterprise applications and its testing/
  validation,
• Employee engagement Use of Interfaces
• Decision support, analytics,
• Activity logging, role profiling, metrics and
  system logs,
• e-learning platforms
• Configuration management, trouble shooting
• Backup, disaster recovery, mirroring and
  replication
• Electronic record management,
• Intelligence in applications,
• Reporting,
• Alerts and escalations,
• Continuous improvement,
• Interoperability
• ePaper eOffice

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Promotion in UPC

• Eligibility 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.

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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