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Approaches Towards finalizing Strategic Options for the Department of Personnel and Training

Approaches Towards finalizing Strategic Options for the Department of Personnel and Training. Dr. S.K. Sarkar, Department of Personnel and Training Mussoorie, May 27, 2010. Preparation of Strategy and Strategic Planning for DoPT. Defining the Aspiration. DOPT- Vision.

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Approaches Towards finalizing Strategic Options for the Department of Personnel and Training

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  1. Approaches Towards finalizing Strategic Options for the Department of Personnel and Training Dr. S.K. Sarkar, Department of Personnel and Training Mussoorie, May 27, 2010

  2. Preparation of Strategy and Strategic Planning for DoPT

  3. Defining the Aspiration

  4. DOPT- Vision To create an enabling environment for the development and management of human resources of the government for efficient, effective, accountable, responsive and transparent governance.

  5. DOPT – Mission • Providing a dynamic framework of personnel policies and procedures for the effective functioning of the government. • Developing competence and innovation in government • Building capacity of human resources at all levels of government for efficient delivery of public services

  6. Mission- contd./- • Inculcating and supporting a culture of transparency accountability and zero tolerance of corruption in public affairs. • Institutionalizing a system for a constructive ongoing engagement with stakeholders.

  7. Assessing the situation

  8. SWOT - Strengths • Nodal Department for Central Government for regulating personnel policies along with custodian of Rules and Regulations. • Institutional memory, equipped with knowledge of rules, regulations. • Partner in capacity building.

  9. SWOT -Strengths • Established and credible procedure for recruitment, placements and training of Central Govt. employees along with Cadre Management. • Catalyst in bringing greater transparency and free flow of information in Govt. • Superintendence over Vigilance Administration in the Country.

  10. SWOT -Weaknesses • Complicated Rules, cumbersome procedures and multiplicity agencies involved. • Poor Awareness/understanding regarding HR procedures, practices • Lack of forward thinking/excessive control. • High level of centralization for decision making and poor co-ordination of administration with other units

  11. SWOT - Weaknesses • Lack of motivation among staff, poor working conditions, lack of incentives for good workers. • Lack of vision for areas like manpower forecasting and provisioning. • Impersonal interaction with Stakeholders. • Unable to keep pace with the ever changing world.

  12. SWOT - Opportunities • IT – Leveraging. • Adopting the best practices on Human Resource Management in Government.  • Availability of more technology savvy candidates for recruitment. • Crowd- sourcing

  13. SWOT - Opportunities • Government’s commitment to Performance Monitoring and Evaluation System. • Emphasis on transparency. • Stable Government

  14. SWOT -Threats • Judicial Activism. • Pressure Groups. • Political Intervention. • Trust deficit with stakeholders.

  15. SWOT -Threats • Creation of new authority/ Erosion of power on account of dissatisfaction. • Poor perception/ poor picture of Bureaucracy. • Resistance / passive opposition to change.

  16. Objectives of the Workshop The objective of the workshop is to analyze strategic options for addressing selected key themes for the department and to recommend prioritized list of strategic actions, which will be later used for finalizing the long term strategy for the department.

  17. Identified Themes • Managing Top and senior level human resources for meeting the challenges of the future needs of the Government. • Managing middle and junior level human resources for meeting the challenges of the future needs of the Central secretariat of GOI. • Capacity building for effective service delivery.

  18. Identified Themes • Better enforcing ethical standards of performance in all levels of government and especially in senior civil services • Improving quality and speed of decision making in GOI. • Personnel policies for professional and efficient management of Human resources in government. • Strengthening regime for implementation of Right to Information Act.

  19. MANAGING TOP AND SENIOR LEVEL HUMAN RESOURCES • Perceived Challenges for the Top and Senior Management. • Developing Systems for Better Performance Appraisal Systems for the Top and Senior Management. • Process re-engineering for empanelment for the top and senior management in the go • Strategies for Convergence of personal aspirations of officers and needs of government

  20. MANAGING TOP AND SENIOR LEVEL HUMAN RESOURCES • Revisiting existing placement policy / system of appointments for the top and senior management. • Optimization of existing human resources at the top and senior management. • Learning of best practices of human resource (hr) management and their adoption. • Strategies to enhance credibility in public regarding placements at top and senior level in the government through transparency and other mechanisms.

  21. Middle and Junior Management • Recruiting the Right people, timely and efficiently to the middle and junior levels of the Service • Investing in employees to ensure career advancement and development • Fair appraisal to ensure timely promotions and good performance • Strengthening the HR management functions in Central Secretariat to make it more transparent, efficient and result oriented

  22. Capacity Building • Policy Interventions. • Programmes and Budget–based Initiatives • Strengthening of the Institutions and Institution Mechanisms.

  23. Ethical Standards • Defining Ethical Standards vis-à-vis the Existing Code of Conduct • Creating a Culture of Trust • Catching the Right Person at Induction level • Quick and effective punishments for deviant behaviour • Improving the General Perception of Civil Services in the Media

  24. Quality and Speed of decision making (DM) • Archaic rules and procedures impeding DM. • Cultural mindset of corruption impeding DM • Human resource issues involved in DM • Technology integration for improving DM • Synthesis of the goals, functions and responsibilities for creating the right environment for DM. • A dialectic approach towards policy formulation/ implementation towards a holistic DM

  25. Personnel Policies • Capacity building for professional and efficient management of human resources • Performance Management System and Career Progression • Recruitment • Motivation for efficiency • Process Re-engineering

  26. Right to Information • Capacity Building • Awareness Generation • Proactive Disclosure • Record management • Future Directions

  27. THANK YOU

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