STREHGTHENING HUMAN RESOURCE MANAGEMENT OF CIVIL SERVICE
Annual Report 2014
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Background
The Department of Personnel and Training (DoPT) has been implementing a project on ‘Strengthening
Human Resource Management of Civil Service (SHRM)’ with UNDP support. The Project’s Five Year
Outputs include:
•
Implementation of reforms in human resource management and capacity building of civil services
in line with the recommendations of 2nd Administrative Reforms Commission (ARC) supported
•
Improved Performance Management & Accountability of the Civil Service
•
Capacities of LBSNAA, National Centre for Good Governance (NCGG) and state Administrative
Training Institutes (ATIs) strengthened in delivering programmes on governance, leadership, anticorruption and other emerging areas
Project Information at a glance
Project Budget Original for 2013-17 (as signed in 2013)
Total Budget: US$1.65 Million
UNDP Allocation: US$1.5 million
Govt. Contribution: US$150,000 (parallel funding)
Revised Budget (proposed for 2013-17)
Total Budget: US$ 2,266,455
UNDP Allocation: US$1.5 million
Govt. Contribution: US$150,000 (parallel funding)
DSS: US$ 616,455 for year 2015
Duration: 2013 – 2017
Budget for 2014- USD 293,000
Expenditure in 2014- USD 315,850
Implementing Partner: Department of Personnel and Training, Government of India
Other Partner(s):
1. Lal Bahadur Shastri National Academy of Administration (LBSNAA)
2. National Centre for Good Governance (NCGG)
3. State Administrative Training Institutes (ATIs)
Geographical focus: Government of India and State ATIs including UNDAF states
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Project Activities in 2014
Activities under Output 1: Shift towards competency based Human Resource Management of civil
services supported
1.1 Support piloting of competency-based HRM at two Departments of Government of India and one
Civil Services Cadre: Under this activity
Competency Dictionary for Civil Services was developed in the year 2013 including 25 generic
competencies for the Civil Service. An Implementation toolkit which is a step-by-step guide on how
Departments/Organisations can apply the Competency Dictionary for HRM Functions was also
created and published
Further to the above, in 2014, competency mapping was done on a pilot basis for Department of
Personnel and Training; Ministry of Corporate Affairs (MCA) three field offices – Regional Directors,
Registrar of Companies and Office Liquidators; and the Central Secretariat Services Cadre
1.2 Exposure visit for National Centre for Good Governance (NCGG): KDI Korea, ANZSOG Australia
An exposure visit was proposed to be organised for NCGG, keeping in mind the importance given by
government to good governance by setting up NCGG as an apex think tank of the country in guiding
and implementing good Governance reforms; it was felt that exposure to international institutes
leading in research and analytical studies is essential for various stakeholders to fully understand and
appreciate the concept. The exposure visit aimed to provide an opportunity to learn from institutes
in different countries who are helping their governments realize their reform agenda and who are
working towards the overall goal of transforming governance making it more people centric and
working as vehicles of change management.
This activity was dropped and could not be completed in 2014.
Activities under Output 2: Capacities of LBSNAA, NIAR, State ATIs and other Government Training
Institutions strengthened
2.1 Development and Piloting of Training Module on Leadership for IAS Foundation and Mid- Career
Programme at National Centre for Leadership Development and Competency Assessment (NCLDCA/LBSNAA)
For the purpose of leadership development, Leadership Development Center—rechristened as
National Center for Leadership Development and Competency Assessment (NCLDCA)—was
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established in Lal Bahadur Shastri National Academy of Administration (LBSNAA). Realizing the need
for focused leadership development programs for officers in different career stages, it was decided
that three leadership development modules will be delivered at different phases of the training
programme at LBSNAA.
In 2013, a National Pool of 29 Leadership Trainers was created and trained on Basic Leadership Skills
for Foundation Course at LBSNAA with the first Capacity Building Workshop being conducted between
February - August 2013. First Basic Leadership Skills (BLS) module facilitated at LBSNAA in September
2013: FC 88th batch.
Further to this activity in 2014, work was carried out by Centre for Creative Leadership (CCL) on the
Mezannine Leadership Skills (MLS) Programme. The first MLS program was facilitated by the national
pool of leadership trainers to the participants of Phase III Mid-Career Training Programme (MCTP) in
September 2014 and an abbreviated version of the same has been offered to Phase IV MCTP in August
2014.
2.2 Research team at National Centre for Leadership Development and Competency Assessment (NCLDCA/LBSNAA)
A Research team was brought on board including a Leadership Development Consultant and Senior
Research Analyst to support activities of NC-LDCA. Work was done on the vision, mission, structure
and strategy of National Center for Leadership Development & Competency Assessment. A report on
Vision, Mission, Strategy, Outline Structure and 5 year roadmap for LDC including capacity assessment
of LBSNAA was prepared. Six case studies were developed on leadership topics to be used by LBSNAA.
A Report on “Leadership Development in Indian Civil Services” has been developed and submitted to
NC-LDCA. Also a database of research articles and knowledge products was developed and submitted
to LBSNAA.
A consolidated report was submitted by Senior Research Analyst covering sections on:

Review of leadership concepts

Competency based approach to leadership development

A review of leadership competencies in civil services

Comparative analysis of leadership development practices in civil services of select countries
(including an examination of the leadership inputs delivered as a part of LBSNAA’s curricula)

Identification of gaps in the current state of leadership development for IAS officers

Recommendations (including vision, mission, structure, and strategy for NCLDCA) for
leadership development of IAS officers
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2.3 Development and Piloting of Module on Governance for IAS Mid-Career training programme at
LBSNAA
Indian School of Business (Mohali) was contracted to work on the Governance Module for LBSNAA.
The mandate of ISB was to create modules on Governance for three different training levels Phase II,
III and IV. Work was done on the Phase II module and the same was submitted and revised based on
LBSNAA comments and feedback. LBSNAA was not particularly satisfied with the work done by ISB
and were not happy with the quality of the deliverable. The contract was ultimately terminated
following submission of Final Phase II module by ISB Mohali.
2.4 Identification of priority areas for capacity-building of State ATIs and develop and agree strategy
and action plan
Dr. Sharad Singh was contracted for a six month period to take forward this activity. The mandate
was to provide Technical assistance and capacity development of select State Administrative Training
Institutes (ATIs) in identifying the priority areas and developing their strategy and action road map for
strengthening of the respective institutions; to support DoPT in the implementation of National
Training Policy-2012; and Developing methodology for analyzing and utilizing the data that would be
available in the Annual Performance Appraisal Reports (APAR) for identification of training needs.
It was decided that the Project would undertake the initiative of strengthening of ATIs through
developing their capacity for strategic planning. The initiative aimed at developing the internal
capacity of the ATIs in analyzing, planning, designing and implementing organization wide
interventions in structure and processes. It was decided to invite the willingness of ATIs to participate
in the initiative. Participating ATIs were advised to form a cross functional Strategic Planning Teams
(SPTs) for undertaking the work of strategic planning.
Workshop on Strategic Training for members of SPTs of the 8 ATIs was organized during the period 57 March 2014 at ATI Mysore. Further to this a presentation on Strategic Planning was made at the
Conference of Heads of ATIs at LBSNAA on 9th of May 2014. Interest was shown from 5 more ATIs to
get technical assistance under this activity. . An Intensive Training cum Workshop on Strategic
Planning for these ATIs was organized at ATI Hyderabad on 30 June-3 July 2014. In all training cum
workshop on Strategic Planning was done for 12 ATIs. Assam and Punjab have submitted their
Strategic Plan. A Report on Strengthening of State ATIs was submitted.
Report on Methodology for Analyzing and Utilizing Data Gathered from APAR for Training Need
Assessment of Officers of CSS Cadre was prepared and submitted. The same has been shared with the
concerned authorities (CS Division and ISTM).
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Activities under Output 3: Innovative training tools and methodologies developed and piloted
3.1 Assess the quality of the foreign training programmes offered to civil servants under DFFT scheme
of the Government of India
For this activity Kanchan Mukherjee from IIM Bengaluru was contracted. during 2014 in Jharkhand
and Chhattisgarh. Work was done on the development of a methodology for reviewing the long-term
and short-term courses/programs offered under the Domestic Funding of Foreign Training (DFFT)
scheme. The key objective of the project was to develop a “robust, transparent and sophisticated”
methodology for evaluating short term and long term courses under the DFFT scheme. This
evaluation was to incorporate diverse institutional and program aspects like faculty, teaching
methodology, course credit, contact hours, course content, etc. The technical approach adopted
after due consideration of alternative methodologies involved the Analytic Hierarchy Process (AHP)
based on Multi Criteria Decision Making (MCDM) which is very well suited for DFFT context. A final
report on DFFT Program Evaluation as well as a Draft tool-kit and methodology was submitted along
with the software version of the tool-kit. The software was further tested and validated.
3.2 Support establishment of Learning Resource Centre (LRC) at GoI to promote research and
adaptation of emerging training tools and techniques
LRC was established at ISTM building. Hiring process was completed for three positions - Director,
Research Associate and Executive Assistant and the team started functioning from July 2014.
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