Final Draft
Model
Human Resource Manual
National Rural Livelihoods Mission - AAJEVIKA
Ministry of Rural Development, GoI
Contents
1.0 Introduction ................................................................................................................................................... 4
2.0 Staff Structure ............................................................................................................................................... 6
2.1 Qualifications, Years Of Experience and likely Numbers ........................................................................... 7
2.2 Categories Of Staff..................................................................................................................................... 8
2.3 Reporting Relationship .............................................................................................................................. 9
2.4 Delegation of Powers .............................................................................................................................. 10
3.0 Recruitment and Selection Process ............................................................................................................. 11
3.1 Selection Criteria ..................................................................................................................................... 11
3.2 Selection Methods ................................................................................................................................... 11
3.2.1 Engaging Staff from Open Market .................................................................................................... 11
3.2.2 Engaging Staff on Deputation (Fitment) ........................................................................................... 11
3.2.3 Engaging Staff through Campus Recruitment .................................................................................. 12
3.3 De-selection ............................................................................................................................................. 12
3.4 Probation Period...................................................................................................................................... 12
3.5 Staff Appointment and Contract ............................................................................................................. 12
4.0 Remuneration Package................................................................................................................................ 13
4.1 Allowances ............................................................................................................................................... 14
4.1.1 TA/DA allowance .............................................................................................................................. 14
4.1.2 Other Allowances ............................................................................................................................. 15
4.2 Leaves ...................................................................................................................................................... 15
5.0 Capacity Building of the Staff ...................................................................................................................... 16
5.1 Induction.................................................................................................................................................. 16
5.1.1 Induction Design ............................................................................................................................... 18
5.1.2 Training Modules .............................................................................................................................. 18
5.2 Customized Management Training Programmes .................................................................................... 19
6.0 Staff Code of Conduct .................................................................................................................................. 20
7.0 Grievance Redressal .................................................................................................................................... 21
8.0 Performance Management System ............................................................................................................. 22
8.1 The Performance Management Process ................................................................................................. 22
8.2 Performance Management System ......................................................................................................... 22
8.2.1 Annual Performance Plan / Target Setting ....................................................................................... 22
8.2.2 Performance Scoring ........................................................................................................................ 22
8.2.3 Performance Review ........................................................................................................................ 23
Model HR Manual
2
Annexure I: Financial & Administrative Powers: Delegation......................................................................... 24
Annexure I (a). Delegation of powers – Financial...................................................................................... 25
Annexure I (b). Delegation of powers – Administrative ............................................................................ 27
Annexure II: Fitment of the Government Staff ............................................................................................. 30
Model HR Manual
3
1.0 Introduction
The National Rural Livelihoods Mission (NRLM) – Aajeevika has a mandate of reaching out to all
poor households in the country.
NRLM Mission
Its Mission is “to reduce poverty by enabling the poor households to access gainful selfemployment and skilled wage employment opportunities, resulting in appreciable
improvement in their livelihoods on a sustainable basis, through building strong grassroots
institutions of the poor.”
NRLM supports the poor to build their institutions. The institutions of the poor are platforms
for collective action, based on self-help and mutual cooperation. These institutions provide
services to their members – savings, credit, livelihoods support, etc., that supports them
strengthen and sustain their livelihoods.
NRLM Core Values
Its Core Values are:




Ownership and key role of the poor and their institutions in all stages – planning,
implementation, and monitoring
Inclusion of the poorest, and meaningful role to the poorest in all the processes
Community self-reliance and self-dependence
Transparency and accountability of all processes and institutions
They guide all the activities under NRLM.
NRLM is implemented through sensitive support structures with dedicated professionals at
various levels - National, State, District and Block (sub-district) levels. They support and nurture
the institutions of poor. At the national-level, an independent body – National Rural Livelihoods
Promotion Society (NRLPS) has been set up as a Technical Support Agency (TSA) for NRLM. As
per mandate of Mission, State Rural Livelihoods Mission (SRLM) is a registered
society/company/trust to ensure independent functioning of the Mission. The SRLM has
dedicated staff at four levels – State, District, Block and cluster/sub-block. The SRLM facilitates
the district and block units in building and supporting the community institutions and
community professionals. NRLM strongly believes in the communitization of the whole
programme. SRLM facilitates the transformation of the Mission – from ‘for the poor’ to ‘of the
poor and by the poor’.
NRLM Staff Non-negotiable Principles
All NRLM staff follow its non-negotiable principles. These are:



Faith in the Capacity of People. Staff have absolute faith in the capacity of the poor.
Staying, being and working with the Poor in the village. Staff need to maximize their
time with the community.
Integrity. Staff display integrity of highest order in the discharge of their responsibilities.
SRLM envisages setting right HR systems in place to stimulate a positive work environment to
achieve desired results. SRLM supports open, transparent, honest, respectful and timely twoway communication across the organization. Hence, it promotes an open-door policy at all
levels of implementation, which fosters positive working relationships. All the staff in SRLM
(across levels) proactively seek and disseminate information to contribute to the goals of the
organization. SRLM along with its community institutions operates as a non-hierarchical
learning community.
SRLM seeks to select, induct and retain the staff dedicated to the ‘Mission’ of the Mission, with
belief in its core values and non-negotiable principles. SRLM is committed to ensure a healthy
work environment for its staff, so as to keep them motivated to go that extra mile in the service
of the poor and in the empowerment of the poor.
“The door should
open listening to
the footsteps”
Model HR Manual
5
2.0 Staff Structure
SRLM implements the Mission under the broad guidance of the State Executive Committee and
Governing Body.
The Chief Minister or Chief Secretary of the state is appointed as the Chairperson of the Governing Body
of the SRLM. Other members of the Governing Body include Ministers/Chief Secretaries of other
relevant ministries/ departments/government bodies, representatives of training institutes, academic
institutions and the State Mission Director (SMD)/ Chief Executive Officer (CEO) of the SRLM.
An Executive Committee consisting of the Chief Secretary, Secretary (RD), Secretaries of relevant
ministries/departments and SMD/CEO is constituted. The Executive Committee is entrusted the
responsibility of taking decisions on all important matters in the SRLM.
The staff structure of the SRLM is as given below:
State Mission Director / Chief Executive Officer
SMMs (SI/SD, IB-CB, FI, Livelihoods,
Skills)
Mission
Managers
YPs /NFs
Jt. MD /Adln. COO – Systems Functions
SMMs
(HR, M&L, MIS, Procurement, KM&C, Admin & FM)
YPs /NFs
District Mission Manager
District Thematic
Experts
Mission
Managers
Retainer
Consultants
COO – Program Functions
Dist
Collector,
CEO (Zila
Panchayat),
P.D. (DRDA)
(SM-IB, FI, Skills,
Livelihoods, MIS)
Block Mission Manager
Block Thematic
Experts
Model HR Manual
Cluster/ Area/
Community
Coordinator
6
The Mission is implemented at three levels of operation - the State Mission Management Unit (SMMU),
District Mission Management Unit (DMMU) and Block Mission Management Unit (BMMU).
The SMD/CEO (State Mission Director/Chief Executive Officer) is in-charge of the SRLM and responsible
for running the programme in the entire state. S/he is supported by COO (Chief Operating Officer) for
Program functions. S/he should be from a development sector background, so that s/he has a deep
understanding of the nuances of a mission such as NRLM. S/he would be recruited from the open
market.
SMD/CEO would also seek support from Addl COO/Jt MD for Systems Functions. S/he can be appointed
by State Government and would hold the responsibility to ensure that the Systems like Finance, HR &
Admin, MIS, Monitoring and Evaluation, Procurement, etc are in place across the SRLM.
SMD/CEO is supported by State Mission Managers, Mission Managers, Mission Executives and Retainer
Consultants at the State Mission Management Unit (SMMU). Each of the State Mission Managers is
expected to hold charge of one or more of the thematic units (program or systems). A core team would
include SMM for various themes namely Institution Building & Capacity Building, Social Inclusion and
Social Development, Financial Inclusion, Livelihoods, Skills and Placement1, MIS/M&E and ICT, Financial
Management, etc. The SMMU may have other thematic units like Communication and Knowledge
Management and other Systems units namely Human Resources/Admin, Procurement, etc, based on
the need and requirement. The SMMU plans for the implementation (State Perspective and
Implementation Plans [SPIP] and Annual Action Plans [AAP]) of NRLM in the state. It also provides
technical assistance to the District Mission Management Units (DMMU) and Block Mission Management
Units (BMMU).
The District Mission Management Unit (DMMU) would be headed by the District Mission Manager
(DMM). The DMMU team would consist of District Thematic Experts (DTEs) and Data Entry
Operators/MIS Assistant and an Accountant.
The BMMU would consist of a Block Mission Manager (BMM). S/he would be supported by Block
Thematic Experts (BTE) and there would be one Cluster Coordinator (CC) for every cluster (sub-block).
BMMU can have Data Entry Operators/MIS Assistant and Accountant also.
SRLM may recruit Young Professionals/ NRLM Fellows (YP/NFs) on its rolls or can offer fellowship to
them. They may be placed at the SMMU, DMMU or BMMU level.
2.1 Qualifications, Years Of Experience and likely Numbers 2 of the proposed HR structure is as
illustrated below:
Level
Qualification
Years of
Experience
Indicative
Numbers
State Mission Management Unit (SMMU)
Chief Executive Officer/State Mission Director
COO (Program Functions)
Addl COO/Jt MD/Addl CEO (System Functions)
State Mission Managers
1
Post-Graduate degree or Diploma
Post-Graduate degree or Diploma
Post-Graduate degree or Diploma
10+ years
10+ years
7+ years
1
1
1
1–2
States that have transited to ASDP may not have Skills Thematic Specialists at the State and District level.
2 For smaller states, HR numbers and qualification/experience requirements can be relaxed subject to approval from
EC of the SRLM.
Lower number in the range is an indicative number for smaller states and higher end of the range is an indicative
number for bigger states.
Model HR Manual
7
Level
Qualification
Mission Managers
Mission Executives
Young Professionals/NRLM Fellows
Retainer Consultants (Category Wise)
Data Entry Operators/MIS Assistant
Accountant
+
Post-Graduate degree or Diploma
Post-Graduate degree or Diploma
Post-Graduate degree or Diploma
Graduate
Graduate
Years of
Experience
5+ years
3+ years
< 2 years
5+ years
2+ years
Indicative
Numbers
5–9
8 – 12
3–5
1–4
District Mission Management Unit (DMMU)
District Mission Manager
District Thematic Experts
Data Entry Operators/MIS
Accountant
Assistant
+
Post-Graduate degree or Diploma
Post-Graduate degree or Diploma
Graduate
3+ years
2+ years
1+ years
1
4–8
1–3
2+ years
1+ years
1+ year
1+ years
1
2- 4
3–9
1 -2
Block Mission Management Unit (BMMU)
Block Mission Manager
Block Thematic Experts
Cluster Coordinators
Data Entry Operators/MIS
Accountant
Assistant
+
Post-Graduate degree or Diploma
Post-Graduate degree or Diploma
Graduate
Graduate
EC of SRLM may relax the qualification and/or experience on a case to case basis.
In addition to the regular staff structure, SRLM may also engage resource persons on call, assignment
based consultants and interns on need basis. Further, SRLM (SMMU, DMMU and BMMU) may hire
support services on their own or through a service provider/agency Units at State, District and Block can
have Support Staff additionally in a ratio of 1:4 (or 5) i.e. 1 support staff member for 4 to 5 staff members).
2.2 Categories Of Staff which the SRLM would recruit may include:
2.2.1 Staff placed by Government: Government Staff in SRLM includes CEO/SMD who would
spearhead the mission in the state. State government may also place the Additional COO/Joint
MD and the District Managers in the SRLM.
2.2.2 Staff on Deputation: SRLM may take the services of existing staff in Government and other
organizations on deputation. They would, however, be selected competitively.
2.2.3 Staff from Open Market: This category would form the majority. Professionals with
experience and relevant qualifications in NRLM domains can be recruited on fixed tenure basis.
They would be engaged in SRLM program or SRLM system functions. They would be placed at
State, District of Block level based on their qualification and experience.
2.2.4 Retainer Consultants (RCs): “Retainer Consultant”, would be a competent individual with
proven capability whose services would be used “on part-time” basis, in different thematic
verticals of SRLM.
2.2.5 Young Professionals/NRLM Fellows (YP/NFs): Under the YP/NF policy, young (not more
than 30 years) fresh post graduates with experience of not more than two years, from
prestigious academic and training institutes across the country and outside3 would be recruited
(They would receive a fixed pay; Experience would matter only till the point of selection; Pre
qualification experience shall not be considered valid). They would be drawn from disciplines
like rural management, management, social work, forestry, agriculture, engineering, marketing,
finance, HR, law etc. The tenure of a YP/NF would be 2 years in general.
3
All IIMs, all IITs, XLRI, FMS, IRMA, Delhi School of Economics, IIFM, TISS, JNU, XISS, XIMB, National
Law Schools (like NLS, NALSAR etc.), Delhi School of Social Work and any other P.G institutions of national
eminence; International Institutes of eminence (Like universities of Colombia, John Hopkins, Howard, Yale,
Oxford, London School of Economics etc.)
Model HR Manual
8
2.2.6 Data Entry Operators/MIS Assistants and Accountants: Human Resource for these
operations would be recruited from open market, HR Agency or deployed from any government
department to provide his/her services to the SRLM.
2.2.7 Resource Persons on Call: State would develop a Pool of Resource Persons on various
themes, both program and systems and/or may also refer to NRLM National Resource Pool.
Resource Persons would be engaged on call basis as and when required on a temporary period
(ranging from a day to a few weeks/months). This pool would include freelancers, professionals
working in capacity building agencies and other development organizations and alumni of NRLM
and SRLMs. This pool is dynamic and would be augmented based on the need and availability
of resource persons from time-to-time.
In line with the emphasis on enhancing communitization of NRLM, SRLM would seek the
services of Community Resource Persons in training, auditing, planning, monitoring, assessing
progress and performance in the blocks and community institutions, etc.
2.2.8 Interns: SRLM would engage students, researchers and professional from diverse
disciplines as full time interns, as per availability. SRLM would offer Internship programme for
post-graduate students of development, law, management and the social sciences, M.Phil/PhD
students to complete their research and dissertation, International scholars from reputed
universities and freelancers and/or professionals on sabbatical leave. Their engagement spans
may differ according to need and availability.
2.3 Reporting Relationship
The suggestive Reporting Relationship in a SRLM is presented in the table below:
Position
Reporting to
State Mission Management Unit (SMMU)
Chief Executive Officer/State Mission Director
Vice Chairman / Executive Committee
COO (Program Functions)
CEO
Addl COO/ Jt MD (System Functions)
CEO
State Mission Manager (SMM)/Thematic head COO
(SI/SD, IB-CB, FI, Livelihoods, Skills)
State Mission Manager (SMM)/Thematic head (HR, Additional CEO/CEO
M&L, MIS, Procurement, KM&C, Admin & FM)
Mission Manager, Mission Executives and YPs
Respective Functional Head
Retainer Consultants
CEO/COO or respective SMM
Data Entry Operators/MIS Assistant + Accountant
Functional Head
District Mission Management Unit (DMMU)
District Mission Managers
CEO/COO
DMMU Members
DMM (Team Leader of DMMU)
Block Mission Management Unit (BMMU)
BMM
DMM
BMMU Members
BMM
DMMU is expected to report to SMMU through their unit head i.e DMM. Similarly, BMMU would report
to DMMU through their unit head i.e BMM.
Also, all the functional anchors at the DMMU and BMMU level report to their unit heads and also work
in close coordination with their functional heads at the state level.
Model HR Manual
9
2.4 Delegation of Powers
SRLM, being the implementing arm of NRLM, \ has a clear Delegation of Powers to various levels SMMU, DMMU and BMMU for smooth implementation and quick response to the demands from the
community/field/ground. Within the overall direction and guidance of General Body, Executive
Committee approves the plans and monitors the progress of the SRLM. The implementation led by
SMD/CEO is through SMMU, DMMU and BMMU with fair degree of decentralization.
2.4.1 Powers with SMMU
SMMU would establish suitable systems, processes, protocols and mechanisms to implement the
mission in a professional manner. It would deploy resources, monitor and guide the district and block
units in various elements/themes of NRLM from time to time for implementation of the program.
2.4.2 Powers with DMMU/BMMU
BMMU is the cutting edge unit working with the community and DMMU works with the BMMUs.
2.4.3 Financial and Administrative Powers
Keeping this in perspective, Delegation of Financial and Administrative Powers are decentralised largely
to District (DMMU) and Block (BMMU) Managers, for improved operational efficiency and responsive
implementation in the field. This also provides and power and responsibility at the same level.
Detailed Financial & Administrative Delegation is as shown in Annexure I(a) and I(b) respectively.
Model HR Manual
10
3.0 Recruitment and Selection Process
Staff recruitment at all levels would be carried out in a phased manner, as per the progress of the
mission. The staff members would be duly inducted and immersed in NRLM processes, values and
philosophy. State would follow the principles of equal opportunity in relation to caste, creed and gender.
It would ensure that a transparent selection process is in place at all levels.
The SRLM can hire the services of a HR agency for recruitment and other HR management purpose.
(SRLM may refer to the NRLM approved HR Agency list or engage some other HR agency). SRLM needs
to adhere to the stipulated procurement norms in hiring the agency.
3.1 Selection Criteria
The candidates must be selected on the basis of merit and relevant experience, keeping the desired
competency requirements in view. The staff would be recruited against a Job Description elaborating
on the work domain, roles, responsibilities and functions of the recruited individual.
Recruited Staff should have an attitude to service the poor and a pro-poor facilitative orientation. S/He
is expected to have domain knowledge about poverty, development principles, strategies, knowledge
of successful interventions, various actors in development, their roles and limitations etc, if s/he has
been recruited for a program function. Systems person should
Other desirable skills in any candidate would be leadership skills, mobilization skills, communication
skills, training, presentation skills, etc.
SRLM would follow the principle of gender equity in selection of its staff. Further, persons with
disabilities and from ST/SC community would be given special focus during the selection.
3.2 Selection Methods
SRLM can recruit the staff by either of the following methods:
3.2.1 Engaging Staff from Open Market
Applications can be invited from open market through advertisement. The applications must be
screened and the candidates satisfying the selection criteria must be shortlisted for the next round of
selection. The SRLM may employ various techniques such as written tests, psychometric tests, themespecific (Subject Knowledge) tests, presentations, group discussion etc. to determine the competency
of the candidates. The final selection would be done through an interview. The SRLM must set up an
interview panel (ideally consisting of SMD/CEO, one NMMU member, senior faculty from academic
institutions, one expert from HR agency and one senior officer from concerned thematic of SRLM).
NF/YPs can also be recruited through this methodology.
3.2.2 Engaging Staff on Deputation (Fitment)
The appointment of staffs from Government Departments/ PSU Banks on deputation shall be in
accordance with the terms and conditions stipulated by the State Government/ PSU Banks.
The SMD/CEO would be appointed by the State Government. All staff appointed on deputation in the
SRLM shall be appointed by the SMD/CEO. The SMD/CEO may, in future, delegate this authority to his
subordinates for appointment of staff at Block Level.
3.2.2.1 Fitment: The staff taken on deputation from government department must be properly ‘fitted’
into the SRLM. In order to ensure that the available human resources are fitted in a manner that their
existing competency matches with the roles they are being fitted into, a competency mapping exercise
needs to be done. The exercise should be conducted and competency gaps for performing their roles
Model HR Manual
11
optimally should be identified. This exercise is essential to ensure deserving staff are fitted for right
positions with the right competencies.
The entire fitment process is as elaborated in Annexure II.
Once appointed, the deputed staff would be governed by the rules and regulations of SRLM. Their
detailed terms of engagement with SRLM would be chalked out. On completion of contact, the staff on
deputation would revert to their parent cadre.
3.2.3 Engaging Staff through Campus Recruitment
The SRLM could also go for campus recruitment (placement) for Young Professionals (YP)/NRLM Fellow
(NF).
The selection methodology would include tests of attitude, interest, aptitude, knowledge, skills and
commitment to work with poor.
3.3 De-selection
All staff would be subject to de-selection. Any staff member who is found not adhering to or violating
any of the NRLM Core Values and Non-negotiating principles, s/he is de-selected forthwith. If s/he does
not display minimum level of learning during the induction period and/or performance during the
induction period is not satisfactory, s/he would be de-selected forthwith. Further, de-selection may also
be caused by not satisfactory performance during probation or by not satisfactory annual performance.
3.4 Probation Period
Probation period of a new entrant at all levels would be 6 months. On completion of 6 months, the
performance of the new staff for their probation period would be evaluated.
On the basis of the evaluation of probation period, if the performance is not found satisfactory then the
candidate’s contract can be immediately terminated. If the performance during the probation period is
moderately satisfactory, then the period may be extended for another 3-6 months. Further, if the
performance is not satisfactory after the extended period, the service would be terminated with
immediate effect and no more extension would be considered.
3.5 Staff Appointment and Contract
A contract i.e., ‘a legal binding arrangement between SRLM and the concerned staff for performing their
roles and duties while engaged as staff under SRLM’ would be signed once the selected candidates
confirm their joining after the probation period.
The recruitment and selection of staff in SRLM in general would be on a fixed tenure basis. All such
appointments would follow the Recruitment and Selection Policy of SRLM.
In general, all staff engaged on fixed tenure basis would have three year tenure, unless otherwise
decided by the SMD/CEO, EC or the Governing Board, as the case may be. Other terms of contract
include:
 Contract would be renewed annually subject to satisfactory annual Performance Appraisal
 All fixed tenure staff would be transferable as per the needs of SRLM.
 The contract of Fixed Tenure Staff may be terminated upon unsatisfactory performance (as
per Performance Appraisal) or, terminated due to disciplinary action or may end after
completion of the contract period or may end voluntarily (resignation) by the staff.
For other staff, the terms and conditions of work and conduct would be defined in the contract.
Model HR Manual
12
4.0 Remuneration Package
Indicative remuneration payable to each level in SRLM4 can be seen in the table below.
Position
Remuneration
State Mission Management Unit
Chief Operating Officer
Rs. 1,00,000-1,40,000
State Mission Manager
Rs. 75,000-1,00,000
Mission Manager
Rs. 45,000-75,000
Mission Executives
Rs. 30,000-45,000
Young Professional
Rs. 25,000-40,000
Retainer Consultants (per day basis)
Rs. 5,000-15,000
Data Entry Operators/MIS Assistant + Accountant
Rs. 18,000-30,000
District Mission Management Unit
District Mission Manager
Rs. 45,000-75,000
District Thematic Experts
Rs. 30,000-50,000
Data Entry Operators/MIS Assistant + Accountant
Rs. 12,000-18,000
Block Mission Management Unit
Block Mission Manager
Rs. 25,000-45,000
Block Thematic Experts/
Rs. 20,000-35,000
Area Coordinators
Community Coordinator
Rs. 10,000-18,000
Data Entry Operators/MIS Assistant + Accountant
Rs. 8,000-12,000
Annual Increment
Up to 10%
Up to 15%
Up to 15%
The remuneration for each staff member would depend on their qualification and experience. The final
decision of the remuneration is at the discretion of the selection committee.
All the statutory requirements applicable in context of remuneration structure would be duly met with.
Hence, the remuneration would be paid subject to TDS deduction.
Staff placed by Government would be paid as per the prevailing Government norms applicable to them.
Remuneration for staff on deputation would be as per their fitment –
To encourage the staff to join the SRLM and contribute to the mission, EC of the state may
decide to give them suitable deputation allowance beyond their existing pay as an incentive for
the candidate. Best fit may be given a deputation allowance based on his/her present
remuneration package, whereas the moderately fit candidates at the same level may be given
50% of what best-fit candidates receive as deputation allowance. The least fit would be given
no deputation allowance.
The SRLM would avail the services of support staff like Personal Secretary, data entry operator, Accounts
Assistance, Office Maintenance Staff, Pantry Staff etc. Services of support staff could be hired through
agency and salary can be fixed keeping in view of existing salary in similar type of
organizations/minimum wages structure. Their remuneration structure would include Provident Fund
in addition to the salary.
4
This structure protects all who were recruited before the implementation of the new norms.
Model HR Manual
13
4.1 Allowances
4.1.1 TA/DA allowance
SRLM appreciates that the staff spends significant amount of time in the field with the poor. Approved
monthly field travel plan would be the basis for travel in the field. Other travel would require prior
approval of the competent authority (reporting officer, if not specified otherwise).
All travel claims must be submitted in the prescribed format (claim form) along with supporting
documents (Bills) to the Accounts Department, within a week. Claim/Bills after scrutiny by the accounts
division should be settled within a week of their receipt.
An ICT system should be in place to track these settlements. The same system can also be used to track
staff tours, field visits, etc. to bring in a culture of transparency in the organization. It would also make
the system speedy and more effective.
So broadly, staff would get:
–
–
Fixed Travel Allowance for District/Block Staff
Outstation Travel (Outstation Travel includes Travel Allowance (TA), Local Conveyance
Charges during outstation travel, Lodging Allowance and Daily Allowance (DA) )
Local Travel Allowance
For District and Block Staff, local field travel does not come under TA/DA; instead, they get Rs.2500 and
Rs 2000/- respectively as Fixed Travel Allowance/month towards DA, provided they have night stays in
villages for 15 days. However, outside the Block/District, TA/DA norms would be applicable.
Outstation Travel:
Outstation Travel (Outstation Travel includes Travel Allowance (TA), Local Conveyance Charges during
outstation travel, Lodging Allowance and Daily Allowance (DA) )
S.N
1
2
Category
SMMs and above
PMs,
Mission
Executives
and
YPs,
DMMs,
District Thematic
Experts
3
BMMs/
District Thematic
Experts
4
Cluster Staff
Model HR Manual
TA (travel)
Air
Fare
–
Economy Class or
II AC sleeper or
Luxury Bus/ AC
Taxi.
(For outstation
travel – Distance
up to 500 should
be travelled by
train)
DA (food and related)
Reimbursable on actual,
the expenditure should
not exceed Rs.1,000;
upto Rs.250 on selfdeclaration
(without
bills)
Reimbursable on actual,
the expenditure should
not exceed Rs.750;
upto Rs.250 on selfdeclaration
(without
bills)
Reimbursable on actual,
the expenditure should
not exceed Rs.500;
upto Rs.200 on selfdeclaration
(without
bills)
Reimbursable on actual,
the expenditure should
not exceed Rs.300;
Lodging –
Actual Bills
Local Travel
Actual Bills
-
Upper limit of
Rs.3,000/day;
Based
on
actuals, up to
Rs.1500
Upper limit of
Rs.2,500/day;
Based
on
actuals, up to
Rs.1000
Upper limit of
Rs.2,000/day; .
Based
on
actuals, up to
Rs.750
Upper limit of
Rs.1,5000/day; .
Based
on
actuals, up to
Rs.500
14
upto Rs.200 on selfdeclaration
(without
bills)
Notes:




Air travel, where admissible, should be undertaken in economy class only, utilizing lowest
available fares under check fares or other discounted fares on any airline, by the shortest direct
route.
Office vehicle or taxi, if admissible, should generally be used only where it is more economical
or where direct train connection is not available. Travel for official purposes using own vehicle
is permissible and Reimbursement would be on per km basis.
Staff would be provided travel advance (80% of the estimated amount).
SMD/CEO can allow higher classes of accommodation/mode of journey in case of emergency
for a person/staff who does not otherwise qualify.
4.1.2 Other Allowances
SRLM would provide following allowances to staff –
Category
Mobile and internet
allowance (actuals)
Self-learning/
Newspaper/Magazine/
Books, etc. on
production of actual
bills
Laptop Allowance
Vehicle Purchase
Advance (Interest Free
one time)
Medical Insurance
Premium (against
proof of
accident/health
insurance)
Group Accidental
Insurance
Education Allowance
SMD/COO/SMM/DMM PM/PE/YP/DTE/BMM BTE/DEP/Accountant/CC
Upto Rs.2500 pm
Upto Rs.1750 pm
Upto Rs.1000 pm
Rs.750 pm
Rs.500 pm
Rs 250 pm
Rs.2500 pm
Rs.2000 pm
Upto Rs.60,000
Rs. 1500 pm
Upto Rs.60,000
Premium for policy upto
Rs.7.5lakh
Premium for policy upto
Rs.7.5lakh
Premium for policy upto
Rs.7.5 lakh
Premium for policy upto
Rs.5lakh
Rs.1,500 pm per child
Premium for policy upto
Rs.5lakh
Rs.1,500 pm per child
Premium for policy upto
Rs.5lakh
Rs.1,500 pm per child
(Upto 2 children till the
age of 18 years)
4.2 Leaves for Staff on Fixed Tenure
Leaves
Earned Leave/ Casual Leave on accrual basis
Medical Leave (with Medical Certificate)
Maternity Leave
Paternity Leave
Days (per year)
24 days
12 days
90 days (paid leave)
15 days (paid leave)
The following are the rules and regulations of leaves, which are applicable for all staff:
 Casual Leave cannot be availed more than 3 days at a time.
 Sick Leave more than 3 days should be supported by a medical Certificate and Fitness Certificate
to resume the duty.
 It is necessary to apply for the leave in advance and important to get the sanction before
proceeding on leave, except in emergencies.
Model HR Manual
15

Any leave availed without the permission/ratification of the Reporting Officer would be treated
as absenteeism (hence no salary is payable for this period).
5.0 Capacity Building of the Staff
The SRLM would invest in the training and capacity building of its staff. The capacity building of the staff
is a continuous process to upgrade their skills and knowledge to serve effectively. The capacity building
framework includes induction, thematic and management trainings to fulfil the requirements of the
SRLM. All staff would be equipped with facilitation/participation and direct training skills, management
and leadership orientation.
Apart from Induction training and refresher training, a Training Needs Assessment (TNA) would be
undertaken periodically and trainings would be commissioned accordingly.
5.1 Induction
Induction of staff at the state, district, block and sub-block levels is a critical component of the SRLM’s
capacity building framework. The induction would be conducted within the first six months of the staff
coming on board. An experienced person from the SRLM anchors the induction & other training
programmes to ensure that learning occurs and is ingrained in the participants. SRLM may take support
from various Capacity Building Agencies (CBAs), Management Institutes or resource persons for staff
training and induction. However, the induction is not outsourced completely to the resource
person/agency.
The induction would orient and immerse the staff in NRLM, its philosophy, guiding principles/values and
vision. The induction should focus on four key areas – Facilitation, Management, Training and
Leadership Skills. Management Skills broadly includes self management, team management, project
management and institution management skills. Even though there would be intensive thematic
trainings after induction whenever there is work demand in the field, there should be some initial
learning on some cross cutting themes during the induction in all the phases. These cross cutting themes
induction need to be given focus throughout all the sessions of training as they are the basic
development themes like Gender, Vulnerability, Social inclusion/Exclusion, Development
professionalism and Rural Livelihoods.
The induction plan would be conducted in a phase wise including both classroom training and field
experience. Field learning would incorporate village immersion visit, exposure visit to best practice
sites, attachment to colleagues from own state or advanced states, etc. All the participants would have
to submit certain deliverable during each phase which the participants would submit individually or in
teams/groups. In addition, they should also submit their tour diaries, book reviews, etc.
Model HR Manual
16
Model HR Manual
17
5.1.1 Induction Design for the staff at all levels would broadly comprise of the four phases:
Phase
I
II
III
IV
CCs
BBMs/District Specialists
SMMU/DMMs
(18 weeks)
(16 weeks)
(14 weeks)
Fieldwork: Village Immersion and Exposure visit to NRO
Understanding the Context - Poverty, Vulnerability & Livelihoods
Classroom Segment (CRS) – 6 Classroom Segment (CRS) – 6
Classroom Segment (CRS) – 6
days
days
days
Fieldwork: Accompanying CRP rounds; Participatory Assessment
Field Work Segment (FWS) –
Field Work Segment (FWS) – 4
Field Work Segment (FWS) – 2
6.5 weeks
weeks
weeks
Understanding Institutions and Beyond
CRS – 10 days
CRS – 10 days
CRS – 10 days
Fieldwork: Plan for the Poverty Reduction in a village or two
FWS – 4 weeks
FWS – 4 weeks
FWS – 2 weeks
Thematic/Management Orientation
CRS – 6 days
CRS – 6 days
CRS – 6 days
Fieldwork: Attachment to existing DMM/DMM Specialist; Short-term and long-term Plans for the
District/State/Theme
FWS – 4 weeks
FWS – 3 weeks
FWS – 3 weeks
PHASE IV: Planning
CRS – 4 days
CRS – 6 days
CRS – 6 days
5.1.2 Training Modules in each of the phases would broadly include the following:
All the staff members would undergo a field immersion visit including field exposure to NRO states
before the commencement of the first phase training.
PHASE I: Understanding the Context - Poverty, Vulnerability & Livelihoods
Introduction to NRLM & NRLM Framework; Identifying NRLM Target Group, PIP Process
Poverty, Vulnerability, Gender and Livelihoods
Understanding self, qualities of a development worker
Team building – cooperation, team work, conflict management, negotiation skills
Poverty, Vulnerability, Gender and Livelihoods
PRA/PLA Tools – introduction to tools
Initiation into Documentation
PHASE II: Understanding Institutions and Beyond
Architecture of Institutions (SHGs, Federations)
Gender and Social Inclusion
SHG: Mobilisation, Group Dynamics, Panchasutra
Financial inclusion beyond savings and credit
SHG: Bookkeeping, Grading, RF, MCP, CIF and Bank Linkages, Interest subvention, VRF
Livelihoods – major livelihoods of the poor, resources, issues; Livelihoods situation analysis
Capacity Building: Community Institutions/Cadres, Local Stakeholders, Convergence and Partnerships
Leadership – problem solving, decision-making; Team vision, Team Management and Team Learning
Planning for interventions – feasibility, viability and cost-effectiveness
Participatory Training Methods Overview of Methods and Tools [Module Development, Planning, Case
Studies, Games, Songs, Material, non-verbal communication etc.]
PHASE III: Thematic/Management Orientation
Introduction and Scope of themes
Processes at community level – interventions, institutions, community cadres, capacity building, etc.
Developing Personal and Team Vision
Model HR Manual
18
PHASE IV: Planning
Financial Management
MIS, M&L, FM, Community Procurement etc.; ICT and learning
Feasibility, viability, cost-effectiveness of interventions
Planning for Poverty Reduction, Planning for Interventions
Plan for Interventions: Business Plan, proposals, Training Plan, Integrated Plan
Deliverables include Integrated Report on each phase fieldwork and the assignments in the classwork
on self, team, village/area and intervention learning and implementation plans.
During their induction period, assessment is continuous by the induction anchor, apart from assessing
learning and performance by day-to-day assessment methods and scores. The candidates who display
not satisfactory performance during induction would be de-selected. Also, any person who is not able
to follow core values and non-negotiable principles of NRLM and who is not interested to stay with/be
with/work with the poor would be filtered out during the course of the induction.
5.2 Customized Management Training Programmes would be organized for the SMD/CEO, COO,
SMMs/SMMU members, District Heads, Block Heads, etc. These Management Training Programmes
help the unit heads to develop the unit visions and strategise their phasing plans. These Programmes
would duly focus on developing their management, leadership and team building skills.
Each Unit would go through visioning and perspective building process.
5.3 Some of the NRLM Implementation specific training on Programme Issues may be conducted
on need basis. Some of these trainings include 1.
2.
3.
4.
5.
6.
7.
8.
Book keeping, auditing SHGs and Village Organizations
Collectivization/VO-management/By-laws
CLF management
Participatory Identification of Poor
Micro-plan preparation
Livelihood planning and Livelihood groups management
Training on Office Systems, HR, Managerial skills & Soft skills
Basic IT, MIS, M&E, Programme Reporting, & Documentation
These trainings would be organized on need basis. Their duration and methodology can vary depending
on the staff requirement and level of training.
Model HR Manual
19
6.0 Staff Code of Conduct
SRLM provides enough space for the staff to perform at their best. SRLM would be a learning
organisation and its team would adopt non-hierarchical functioning with collegial spirit.
SRLM expects its staff to follow the code of conduct for work place hygiene. It expects all staff to conduct
themselves in an honest and ethical manner both in private and public and act in the best interest of
the SRLM at all times.
The staff are expected to demonstrate good personal conduct through adherence to the following:
Avoid Conflict of Interest: Staff should avoid situations in which their personal interest could conflict
with the interest of SRLM (eg. staff actively associated with the management of, or hold financial interest
in any business concern, accepting favours or a gift for any services rendered by her/him on behalf of
the SRLM). Conflict if any, or potential conflict, must be disclosed to higher management for guidance
and action as appropriate.
Be Transparent & Accountable: Staff should ensure that their actions in the conduct of business are
totally transparent except where the needs of business security dictate otherwise. All staff shall
voluntarily ensure that their activities, with regard to their conduct, in person and official transactions,
are open to audit and follow the highest norms of accountability.
Maintain Confidentiality: Staff should not disclose or use any confidential information gained in the
course of employment/association with SRLM for personal gain or for the advantage of any other
person. No information either formally or informally shall be provided to the press, other publicity
media or any other external agency except as per approved policies of SRLM.
Use SRLM Facilities judiciously: Staff should not misuse SRLM facilities. In the use of such official
facilities, care shall be exercised to ensure the same with highest level of diligence.
Be Gender Sensitive SRLM is committed to a gender friendly and a socially inclusive workplace, with
equal opportunities for men and women without any discrimination. All Staff are expected to be gender
sensitive and adopt non-discriminatory work practices, through their behaviour, beliefs, values and
attitudes mainstreaming gender in the organization culture.
Be Socially Inclusive: SRLM staff should adopt an inclusive behaviour towards all other employees
irrelevant to their caste, creed, etc. Staff is also expected to be sensitive towards the differently-abled
colleagues, thus, creating a healthy work environment in the organization.
Have no tolerance to Sexual Harassment: SRLM is committed to a zero tolerance towards any incident
of sexual harassment.
Do not compromise the interests of SRLM in dealing with other stakeholders: Staff should ensure that
in their dealings with all external agencies, including suppliers, vendors, partners, etc., SRLM’s interests
are never compromised, or else it would be viewed as serious breach of discipline and would attract
disciplinary action.
Ensure Legal Compliance: All staff should comply fully with all applicable laws and regulations.
Adhere to Code of Conduct: Any instance of non-adherence to the Code of Conduct/any other observed
unethical behaviour on the part of any staff should be brought to the attention of the immediate
reporting authority/ unit heads. The SMD/CEO would be the final authority to decide on such cases of
non-adherence.
Model HR Manual
20
7.0 Grievance Redressal
SRLM understands "grievance" as a disagreement or dissatisfaction connected with the conditions of
work perceived to be arising due to a violation of established SRLM policies and procedures. In the
context of the work environment, grievances maybe of various types, such as:

Those related to terms of service and benefits and their interpretations.

Those related to the work environment.

Those relating to interpersonal relationships, discipline and conduct of colleagues.
Grievance Redressal Committees (GRC) would be set up at Block, District and State levels to address
issues of the staff. The Block GRC would resolve issues at the block and sub-block levels, whereas the
District GRC would tend to matters at the District level. The GRC would review the merits of the
grievance brought to its notice and decide the action to be taken.
A written statement on the grievance would be submitted to the GRC by the staff. The GRC would hold
and hear both parties of the case and arrive at a conclusion and action to be taken. If the staff is not
satisfied with the resolution proposed, the staff can submit their complaint to the GRC next in hierarchy.
SRLM Executive Committee (EC) would be the final appellate authority to resolve all the grievances. It
may appoint a Sub-Committee of members to resolve any grievance brought to the EC.
There could be a possibility that the GRC may receive an anonymous grievance where the concerned
staff may not want to identify her/himself. Such anonymous petition would have to be in writing (email
included) for further inquiry under this policy.
In due course of grievance redressal if any GRC finds that the grievance was filed due to malice or mala
fide intentions, the GRC or the nodal GR Officer might, as part of its Action Taken report, recommend a
warning to the staff concerned and recover the costs incurred if any in connection with the grievance.
Model HR Manual
21
8.0 Performance Management System
Performance Management in SRLM aims at:
 Enhancing the performance of individuals and teams through a systematic review of
performance;
 Enhancing self-esteem of the staff by rewarding performance and to bring in a culture
of healthy competition to perform; and
 Identifying gaps in performance and pave way for future capacity building
Performance review of staff would be conducted once in a year by the Reporting Officer.
Performance review emphasises on managing and facilitating the processes of performance
planning, measurement, recognition, development and de-selection.
8.1 The Performance Management Process involves communication between both staff and
Reporting Officer in:
 Identifying and describing essential job functions and relating them to the mission and
goals of the organization
 Developing realistic and appropriate performance standards
 Giving and receiving feedback about performance
 Writing and communicating constructive performance appraisals
 Planning education and development opportunities to sustain, improve or build on work
performance.
Staff member and the Reporting Officer (or the team) would develop clear and simple Key
Result/Performance Areas (KRA) based on the Job Description finalized during the
selection of the staff member. Further, once the KRAs are listed, related objectively
verifiable Key Performance Indicators (KPI) would be developed. KRA and KPI would be
linked with the action plans at State/ District/ Block Levels relevant for the staff member.
8.2 Performance Management System in SRLM primarily consists of:
8.2.1 Annual Performance Plan / Target Setting – SRLM Block, District and State Plans
would be translated into individual staff member’s Performance Plan, broken down into
Key Result Areas (KRAs) and Key Performance Indicators (KPIs).
Broadly the KRAs for the field/cluster and Block teams would focus on ‘action’;
KRAs for the District teams would focus on ‘facilitation’ and handholding; and
KRAs for the State team would focus on ‘guidance’, perspective building and
leadership.
8.2.2 Performance Scoring
S.No.
KPI
%
Achievement
of KPI – Self
Evaluation
(KS)
Model HR Manual
%
Achievement
of KPI –
Reporting
Officer
Evaluation
(KR)
Self
Weightage Appraisal
of KPI (W)
Score
SA = KS*W
Reporting
Officer
Appraisal
Score
SR = KR*W
Final Score
S = (SA* W1)
+
(SR*W2)
22
Each KRA (and KPIs within that) would be assigned a weight for overall performance
assessment and the achievement would be scored by the staff member and the
Reporting Officer. Combining all the KRAs, overall score by staff member and the overall
score by the Reporting Officer would be calculated. Then, a performance score for the
staff member combing these two scores would be arrived.
This score (for quantitative objective performance) and the qualitative assessment
score by the Reporting Officer (this would take qualitative parameters including
initiative, leadership, reliability, quality etc.).
This score combining quantitative performance and qualitative assessment would be
the Final Score for the Staff member.
8.2.3 Performance Review
Staff members with FS below 50% would automatically be terminated. Staff members
with scores in between 50% and 75% would be served notice to improve performance.
If similar scores obtained subsequently, they should be terminated.
Staff members with higher scores would be provided with non-monetary and/or
monetary incentives consistent with the score. Non-monetary Incentives would include
certificate, trophies, nomination for MDP programmes, etc.
SRLM believes that Performance Management System would go a long way in motivating the
staff to put in their best efforts towards SRLM’s mission and vision of improved livelihoods of
the poor and reduced poverty.
Model HR Manual
23
Annexure I: Financial & Administrative Powers: Delegation
Financial & Administrative Powers at the State, District and block have been illustrated in the
following tables:
Terms used
Head of Mission/ Society/
Company
Head of Office – State
Head of Office – District
Head of Office – Block
Note:
1.
2.
3.
Represents
Mission Director/ Chief Executive Officer/ Managing Director
Chief Operating Officer/Add. Mission Director/ Add. Chief Executive Officer/
Joint Managing Director
District Mission Manager/ ADC/ District Mission Coordinator/ Director, DRDA
Block Mission Manager/ Block Mission Coordinator/ Block Development
Officer/ Taluka Development Officer
In the absence of MD/CEO the following would be Head of Office at State Level – Joint Mission Director/
Additional CEO/ COO/ Joint MD
In the absence of competent officer, his/her immediate Officer may excise the powers of Junior Officer
In the absence of competent authority, the next authority may be given the delegation to look after the
day-to-day work of the office
Model HR Manual
24
Annexure I (a). Delegation of powers – Financial
SN
Nature of power
1
To accord administrative approval and
financial sanction for procurement of
goods & services
2
4
5
To accord administrative approval and
financial sanction for purchasing
journals and books and periodicals
To accord administrative approval and
financial sanction for purchase of
consumable stores, fuel, oil, lubricants
and repair, maintenance & hiring of
vehicles on daily basis.
To accord administrative approval and
financial sanction of salary, office rent,
electricity, water charges, taxes,
telephone, internet etc.
Authority to whom the power
is delegated
Mission Director /CEO
Head of Office – State
Head of Office – District
Head of Office – Block
Mission Director / CEO
Head of Office-State
Head of Office-District
All Powers, as delegated by
EC
Upto Rs.5 lakhs in each case
Upto Rs.1 lakh in each case
NA
All Powers, as delegated by
EC
Upto Rs. 10,000 in each case
Upto Rs.2500 in each case
Upto Rs. 1000 per month
All Powers, as delegated by EC
Upto Rs. 1.2 lakh per month
Upto Rs. 60,000 per month
Head of Office-Block
Upto Rs. 30,000 per month
Mission Director / CEO
Head of Office-State
All Powers, as delegated by EC
Upto the approved limit.
Actuals / Upto the approved
limit.
Actuals / Upto the approved
limit.
All Powers, as delegated by EC
Upto Rs. 1.2 lakh per month
Upto Rs. 60,000 per month
Upto Rs. 30,000 per month
All Powers, as delegated by EC
Upto Rs. 25,000 per month
Upto Rs. 10,000 per month.
Nil
All Powers, as delegated by EC
Upto Rs. 1 lakh in each case
All Powers, as delegated by
EC(within District Jurisdiction)
All Powers, as delegated by EC
(within Block Jurisdiction)
All Powers, as delegated by
EC (For State level
functionaries)
All Powers, as delegated by
EC (For District level
functionaries)
All Powers, as delegated by
EC (For Block level
functionaries)
Nil
All Powers, as delegated by EC
All Powers, as delegated by EC
All Powers, as delegated by EC
(within District)
All Powers, as delegated by EC
(within Block)
All Powers, as delegated by EC
Upto Rs. 5.00 lakh in each case
Head of Office – State
Head of Office – District
Head of Office – Block
Mission Director /CEO
Head of Office-District
Head of Office-Block
6
Sanction of recurring, non-recurring
contingent expenditure not specified
elsewhere.
7
To accord administrative approval and
financial sanction for payment of legal
fees, other incidental charges / legal
consultancy fees for lawyers
To accord administrative approval and
financial sanction on TA Bills and
advance for travelling.
8
Mission Director / CEO
Head of Office-State
Head of Office-District
Head of Office-Block
Mission Director / CEO
Head of Office-State
Head of Office-District
Head of Office-Block
Mission Director / CEO
Head of Office-State
Head of Office-District
Head of Office-Block
9
To sanction reimbursement of
cancellation charges for rail, air ticket
when cancellation is made in the
interest of Society or when
cancellation is made on account of
circumstances beyond the control of
the officials
Mission Director / CEO
Head of Office-State
Head of Office-District
10
To accord administrative approval and
financial sanction for field visits and
attending training / seminars /
workshops within the State
Head of Office-Block
Mission Director / CEO
Head of Office-State
Head of Office-District
Head of Office-Block
11
To accord administrative approval and
financial sanction for exposure
Model HR Manual
Extend of power delegated
Mission Director / CEO
Head of Office-State
25
SN
12*
13
Nature of power
/immersion/attending training
workshop outside the State
To accord administrative approval and
financial sanction for attending training
workshop / seminar /study / exposure
tours abroad for tour advance.
To accord administrative approval and
financial sanction for expenditure on
taxi fares of distinguished visitors
Authority to whom the power
is delegated
Head of Office-District
Head of Office-Block
Mission Director / CEO
Head of Office-State
Head of Office-District
Head of Office-Block
Mission Director / CEO
Head of Office-Block
Mission Director / CEO
Head of Office-State
Head of Office-District
Head of Office-Block
Mission Director / CEO
Head of Office-State
Head of Office-District
Head of Office-Block
Mission Director / CEO
Head of Office-State
Head of Office-District
Nil
Nil
Based on the GFR of the State.
Nil
Nil
Nil
All Powers, as delegated by EC
All Powers, as delegated by EC
for District level
All Powers, as delegated by EC
for Block level
Nil
All Powers, as delegated by EC
Upto Rs. 5 lakh per annum
Upto Rs. 1 Lakh per annum
Upto Rs. 50000 per annum
All Powers, as delegated by EC
All Powers, as delegated by EC
All Powers, as delegated by EC
All Powers, as delegated by EC
All Powers, as delegated by EC
Nil
Nil
Head of Office-Block
Nil
Mission Director / CEO
Head of Office-State
Head of Office-District
Head of Office-Block
Mission Director / CEO
Head of Office-State
Head of Office-District
Head of Office-Block
State
District
Block
All Powers, as delegated by EC
Upto Rs.25,000 in each case.
Nil
Nil
All Powers, as delegated by EC
All Powers, as delegated by EC
All Powers, as delegated by EC
All Powers, as delegated by EC
Executive
Committee
of
Society
Head of Office
Head of Office-District
14
15
16
17
18
19
To accord administrative approval and
financial sanction for
repairs/renovation of office, repair of
goods, equipment and furniture
To accord administrative approval and
financial sanction for one time
installation of office equipment,
telephones, internet, electricity etc.
To accord administrative approval and
financial sanction for organizing food,
TA & DA for invitee VIPs/ EC members,
Experts and delegates attending the
meeting.
To accord administrative approval and
financial sanction for unanticipated
activities
To accord administrative approval and
financial sanction for programmatic
expenditure which is already approved
in the Annual Action Plan
Any other activities not covered above
Model HR Manual
Extend of power delegated
26
Annexure I (b). Delegation of powers – Administrative
SN
Nature of power
1
To invite resource person/members of
different committees and Community
or agencies within district for Mission
work for Meeting/ Discussion/
Technical Assistance
To accord administrative approval and
financial sanction for Studies,
Research & Survey etc.
2
Authority to whom
the power is
delegated
Mission Director/ CEO
Head of Office
Head of Office-District
Head of Office-Block
Mission Director/ CEO
Head of Office-State
Head of Office-District
Head of Office-Block
3
4
5
6
7
8
To accord administrative approval and
financial sanction for IEC/
Communication materials and
knowledge products including
developing and printing
To accord administrative approval and
financial sanction for Preparation of
Annual Work Plan, Micro Planning,
Perspective Plan
To accord administrative approval and
financial sanction for expenses on
Mission visit, monitoring &
supervision, reporting &
documentation
To engage temporary/part time
Staffs/ Deputation/ Contracts
To permit for journey of Officers
outside the State in connection with
approved training, workshop, field
visit, seminar & gathering experiences
To permit for journey of Officers
within the State in connection with
approved training, workshop, filed
visit, seminar & gathering experiences
Mission Director/ CEO
Head of Office-State
Head of Office-District
Head of Office-Block
Mission Director/ CEO
Head of Office-State
Head of Office-District
Head of Office-Block
Mission Director/ CEO
Head of Office-State
Head of Office-District
Head of Office-Block
Mission Director / CEO
Head of Office-State
Head of Office-District
Head of Office-Block
Mission Director / CEO
Head of Office-State
Head of Office-District
Head of Office-Block
Mission Director / CEO
Head of Office-State
Head of Office-Dist
Head of Office-Block
9
To accord permission for air travel for
experts, resource persons, nonentitled Officers
Model HR Manual
Mission Director / CEO
Head of Office-State
Extent of power
delegated
All Powers, as
delegated by EC
NA
NA
NA
All Powers, as
delegated by EC
All Powers, as
delegated by EC
All Powers, as
delegated by EC
NA
All Powers, as
delegated by EC
All Powers, as
delegated by EC
NA
NA
All Powers, as
delegated by EC
NA
NA
NA
All Powers, as
delegated by EC
All Powers, as
delegated by EC
NA
NA
All Powers, as
delegated by EC
NA
NA
NA
All Powers, as
delegated by EC
All Powers, as
delegated by EC
NA
NA
All Powers, as
delegated by EC
All Powers, as
delegated by EC
All Powers, as
delegated by EC
All Powers, as
delegated by EC
All Powers, as
delegated by EC
All Powers, as
delegated by EC
Remarks
Subject to budget
approval
Subject to budget
approval
Subject to
budget approval
Subject
to
approved policy
in absence of
CEO
27
SN
10
11
12
13
Nature of power
Suspension of staff appointed on
deputation or contract
To invite experts/ members of EC/
VIPs and appoints consultants or
agencies outside government sector
Authority to whom
the power is
delegated
Head of Office-District
Head of Office-Block
Mission Director / CEO
Head of Office-State
Head of Office-District
Head of Office-Block
Mission Director / CEO
Hiring of office accommodation
Head of Office-State
Head of Office-District
Head of Office-Block
Mission Director/ CEO
Sanction of leave
Head of Office
Head of Office-District
Head of Office-Block
Mission Director/ CEO
Head of Office-State
Head of Office-District
Head of Office-Block
14
15
16
Disciplinary action for Mission staff
Mission Director/ CEO
Appellant Authority
Head of Office-State
Head of Office-District
Head of Office-Block
Vice Chairman / EC
For execution of
documents/agreements/advances
relating to contracts for goods and
services including repairs
Mission Director / CEO
Head of Office-State
Head of Office-District
Head of Office-Block
Mission Director / CEO
Head of Office-State
Head of Office-Dist
17
18
To accord administrative approval for
legal services
To sanction for sale off/write-off of
unserviceable materials/dead stocks/
theft
Model HR Manual
Head of Office-Block
Mission Director / CEO
Head of Office-State
Head of Office-Dist
Head of Office-Block
Mission Director / CEO
Head of Office-State
Head of Office-District
Head of Office-Block
Extent of power
delegated
NA
NA
All Powers, as
delegated by EC
NA
NA
NA
All Powers, as
delegated by EC
NA
NA
NA
All Powers, as
delegated by EC
NA
NA
NA
All Powers, as
delegated by EC
All Powers, as
delegated by EC
All Powers, as
delegated by EC
All Powers, as
delegated by EC
All Powers, as
delegated by EC
NA
NA
NA
All Powers, as
delegated by EC
NA
NA
NA
NA
All Powers, as
delegated by EC
All Powers, as
delegated by EC
All Powers, as
delegated by EC
NA
All Powers, as
delegated by EC
NA
NA
NA
All Powers, as
delegated by EC
NA
NA
NA
Remarks
Excluding
Managers/
Thematic Expert
Subject
to
approved Policy
Subject
to
approved Policy
28
SN
Nature of power
19
Administrative approval for Operating
Expenses
Authority to whom
the power is
delegated
Mission Director / CEO
Head of Office-State
20
To accord approval for Any matters
not specifically Provided in the
Delegation
Model HR Manual
Extent of power
delegated
All Powers, as
delegated by EC
All Powers, as
delegated by EC
Head of Office-District
All Powers, as
delegated by EC
Head of Office-Block
All Powers, as
delegated by EC
State
District
Block
Executive
Committee of
the Society/ Vice
Chairman
Remarks
Subject
provision
Action Plan
Subject
provision
Action Plan
Subject
provision
Action Plan
to
in
to
in
to
in
29
Annexure II: Fitment of the Government Staff
Following methodology can be adopted for effective and efficient fitment of the Government Staff taken
on board for the NRLM programme.
Competency Mapping and Assessment: This would be done through mapping the demands in each role
and match them with individuals for success in performing the role. Each staff would be assessed on
the basis of (i) Knowledge; (ii) Attitude; (iii) Skills; and (iv) Values. The process of competency mapping
would begin with mapping the competencies required for each role. Position wise required competency
and skills would be mapped and a list of skills and attitude required to perform the defined and expected
role and job would be listed.
Knowledge Assessment: The subject wise knowledge of the staff would be tested through a written
exam.
Attitude Assessment: Given the context and nature of SRLM goals, a person with attitude that reflects
team work, proactiveness, openness, rigor etc is required. Therefore, attitude would be assessed
through a psychometric test which would also help us to understand a personality and behaviour of the
person.
Skills Assessment: Skills of the candidate would include presentation, communication and training skills,
etc. They would be scored based on the tasks assigned to them. These tasks would include group
discussion, presentation, report writing, etc.
Values Assessment: Candidates may also be assessed for their values, as it is one of the most important
criterions to work with the poor. Sensitivity, humility, honesty, etc can be assessed based on a
psychometric test. They may also be asked to stay with the community and assessed during this phase.
SRLM may assign desirable weightages to each test component and hence calculate a cumulative score.
Categorization and Fitment of Staff: On completion of the above and declaration of results, selected
staff would be grouped into three categories:
o
Best fit: Staff scoring 80% or above marks
o
Moderately fit: Staff scoring above 60% but less than 80% marks
Through the competency mapping exercise, the mission would be able to identify the areas where a
particular individual is lacking and prepare a training plan accordingly. The mission would develop a
capacity building plan for the staff, provide full support and exposure to the staff to make them best fit
for SRLM. Post training and exposure, the staff would once again go through a similar exercise to track
progress.
o
Least fit: Staff scoring above 40% but less than 60% marks
The least fit staff would be given six months time and capacitated by providing training and exposure in
the required field, to improve his/her performance. At the end of six months another competency
mapping would be done to find his/her suitability for SRLM. If the incumbent does not score above 60%
marks even after the extended time and training inputs s/he would be served notice of disengagement
Staff scoring less than 40% marks would not be engaged at all.
Model HR Manual
30