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