model human resource manual

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 .................................................................................................................... 17

5.1.2 Training Modules ................................................................................................................... 17

5.2 Customized Management Training Programmes ............................................................................ 18 6.0 Staff Code of Conduct ....................................................................................................................... 19 7.0 Grievance Redressal ......................................................................................................................... 20 8.0 Performance Management System ................................................................................................... 21

8.1 The Performance Management Process ......................................................................................... 21

8.2 Performance Management System ................................................................................................ 21

8.2.1 Annual Performance Plan / Target Setting ............................................................................... 21

8.2.2 Performance Scoring .............................................................................................................. 21

8.2.3 Performance Review .............................................................................................................. 22

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Annexure I: Financial & Administrative Powers: Delegation .................................................................. 23

Annexure I (a). Delegation of powers – Financial .............................................................................. 24

Annexure I (b). Delegation of powers – Administrative ..................................................................... 26 Annexure II: Fitment of the Government Staff ..................................................................................... 29 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 self-

employment 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 two-

way 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”

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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

COO – Program Functions Jt. MD /Adln. COO – Systems Functions

SMMs SMMs (SI/SD, IB-CB, FI, Livelihoods,

(HR, M&L, MIS, Procurement, KM&C, Admin & FM) Skills)

Mission Mission

YPs /NFs Managers Managers

YPs /NFs

District Mission Manager Dist

Collector,

CEO (Zila

Panchayat),

District Thematic P.D. (DRDA)

Experts

(SM-IB, FI, Skills,

Block Mission Manager

Block Thematic Cluster/ Area/

Experts Community Coordinator

Co

nsu

lta

nts

Ret

ain

er

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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 Indicative

Experience Numbers

State Mission Management Unit (SMMU)

Chief Executive Officer/State Mission Director 1

COO (Program Functions)

Post-Graduate degree or Diploma 10+ years 1

Addl COO/Jt MD/Addl CEO (System Functions) Post-Graduate degree or

Diploma 10+ years 1

State Mission Managers Post-Graduate degree or

Diploma 7+ years 3 – 9

1 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.

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Level

Qualification

Years of Indicative

Experience Numbers

Mission Managers Post-Graduate degree or Diploma 5+ years 5 – 9

Mission Executives Post-Graduate degree or Diploma 3+ years 8 – 12

Young Professionals/NRLM Fellows

Post-Graduate degree or Diploma

< 2 years

Retainer Consultants (Category Wise) Graduate 5+ years 3 – 5

Data Entry Operators/MIS Assistant + Graduate 2+ years 1 – 4

Accountant

District Mission Management Unit (DMMU)

District Mission Manager Post-Graduate degree or Diploma 3+ years 1

District Thematic Experts Post-Graduate degree or Diploma 2+ years 4 – 8

Data Entry Operators/MIS Assistant + Graduate 1+ years 1 – 3

Accountant

Block Mission Management Unit (BMMU)

Block Mission Manager Post-Graduate degree or Diploma 2+ years 1

Block Thematic Experts Post-Graduate degree or Diploma 1+ years 2- 4

Cluster Coordinators Graduate 1+ year 3 – 9

Data Entry Operators/MIS Assistant + Graduate 1+ years 1 -2

Accountant

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

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

Units at State, District and Block can

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, theme-

specific (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.

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4.0 Remuneration Package

Indicative remuneration payable to each level in SRLM4 can be seen in the table below.

Position Remuneration Annual Increment

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 Up to 10%

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 Up to 15%


Block Mission Management Unit

Block Mission Manager Rs. 25,000-45,000

Block Thematic Experts/ Rs. 20,000-35,000

Area Coordinators Up to 15%

Community Coordinator Rs. 10,000-18,000


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.

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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

Category

TA (travel)

DA (food and related)

Lodging –

Local Travel -

Actual Bills

Actual Bills

Reimbursable on actual,

the expenditure should Based

on

Air Fare –

not exceed Rs.1,000;

Upper limit of

1 SMMs and above actuals, up to

upto Rs.250 on self- Rs.3,000/day;

Economy Class or Rs.1500

declaration (without

II AC sleeper or

bills)

Luxury Bus/ AC

PMs, Mission Reimbursable on actual,

Taxi.

the expenditure should

Executives and

Based

on

not exceed Rs.750; Upper limit of

YPs, DMMs,

(For outstation actuals, up to

2

upto Rs.250 on self-

Rs.2,500/day;

District Thematic travel – Distance Rs.1000


Experts

up to 500 should

bills)

be travelled by Reimbursable on actual,

BMMs/

train) the expenditure should Based

on

not exceed Rs.500; Upper limit of

3 District Thematic

actuals, up to

upto Rs.200 on self- Rs.2,000/day; .

Experts Rs.750


bills)

Reimbursable on actual, Upper limit of

Based on

4

Cluster Staff the expenditure should

actuals, up to

Rs.1,5000/day; .

not exceed Rs.300; Rs.500

Model HR Manual 14

upto Rs.200 on self-declaration (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 SMD/COO/SMM/DMM PM/PE/YP/DTE/BMM BTE/DEP/Accountant/CC Mobile and internet Upto Rs.2500 pm Upto Rs.1750 pm Upto Rs.1000 pm allowance (actuals)

Self-learning/ Rs.750 pm Rs.500 pm Rs 250 pm Newspaper/Magazine/

Books, etc. on

production of actual

bills

Laptop Allowance Rs.2500 pm Rs.2000 pm Rs. 1500 pm Vehicle Purchase Upto Rs.60,000 Upto Rs.60,000 Advance (Interest Free

one time)

Medical Insurance Premium for policy upto Premium for policy upto Premium for policy upto Premium (against Rs.7.5lakh Rs.7.5lakh Rs.7.5 lakh proof of

accident/health

insurance)

Group Accidental Premium for policy upto Premium for policy upto Premium for policy upto Insurance Rs.5lakh Rs.5lakh Rs.5lakh Education Allowance Rs.1,500 pm per child Rs.1,500 pm per child Rs.1,500 pm per child (Upto 2 children till the

age of 18 years)

4.2 Leaves for Staff on Fixed Tenure

Leaves Days (per year) Earned Leave/ Casual Leave on accrual basis 24 days

Medical Leave (with Medical Certificate) 12 days

Maternity Leave 90 days (paid leave)

Paternity 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.

Any leave availed without the permission/ratification of the Reporting Officer would be treated as absenteeism (hence no salary is payable for this period).

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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

5.1.1 Induction Design for the staff at all levels would broadly comprise of the four phases:

Phase

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

I

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

II

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

III 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

IV

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 17

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. Book keeping, auditing SHGs and Village Organizations 2. Collectivization/VO-management/By-laws 3. CLF management 4. Participatory Identification of Poor 5. Micro-plan preparation 6. Livelihood planning and Livelihood groups management 7. Training on Office Systems, HR, Managerial skills & Soft skills 8. 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 18

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 19

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 20

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 %

% Achievement Self

Reporting

Achievement of KPI –

Officer Final Score

Weightage Appraisal S = (SA* W1)

S.No. KPI of KPI – Self Reporting Appraisal

of KPI (W) Score +

Evaluation Officer Score

SA = KS*W (SR*W2)

(KS) Evaluation

SR = KR*W

(KR)

Model HR Manual 21

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 22

Annexure I: Financial & Administrative Powers: Delegation

Financial & Administrative Powers at the State, District and block have been illustrated in the following tables: Terms used Represents Head of Mission/ Society/ Mission Director/ Chief Executive Officer/ Managing Director Company

Head of Office – State Chief Operating Officer/Add. Mission Director/ Add. Chief Executive Officer/ Joint Managing Director Head of Office – District District Mission Manager/ ADC/ District Mission Coordinator/ Director, DRDA Head of Office – Block Block Mission Manager/ Block Mission Coordinator/ Block Development Officer/ Taluka Development Officer Note:

1. In the absence of MD/CEO the following would be Head of Office at State Level – Joint Mission Director/ Additional CEO/ COO/ Joint MD

2. In the absence of competent officer, his/her immediate Officer may excise the powers of Junior Officer 3. 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 23

Annexure I (a). Delegation of powers – Financial SN Nature of power Authority to whom the power Extend of power delegated

is delegated

1 To accord administrative approval and Mission Director /CEO All Powers, as delegated by

financial sanction for procurement of EC

goods & services Head of Office – State Upto Rs.5 lakhs in each case

Head of Office – District Upto Rs.1 lakh in each case

Head of Office – Block NA

2 To accord administrative approval and Mission Director /CEO All Powers, as delegated by

financial sanction for purchasing EC

journals and books and periodicals Head of Office – State Upto Rs. 10,000 in each case

Head of Office – District Upto Rs.2500 in each case

Head of Office – Block Upto Rs. 1000 per month

4 To accord administrative approval and Mission Director / CEO All Powers, as delegated by EC

financial sanction for purchase of Head of Office-State Upto Rs. 1.2 lakh per month

consumable stores, fuel, oil, lubricants Head of Office-District Upto Rs. 60,000 per month

and repair, maintenance & hiring of Head of Office-Block Upto Rs. 30,000 per month

vehicles on daily basis.


financial sanction of salary, office rent, Head of Office-State Upto the approved limit.

electricity, water charges, taxes, Head of Office-District

Actuals / Upto the approved

telephone, internet etc. limit.

Head of Office-Block

Actuals / Upto the approved

limit.

6 Sanction of recurring, non-recurring Mission Director / CEO All Powers, as delegated by EC

contingent expenditure not specified Head of Office-State Upto Rs. 1.2 lakh per month

elsewhere. Head of Office-District Upto Rs. 60,000 per month

Head of Office-Block Upto Rs. 30,000 per month


financial sanction for payment of legal Head of Office-State Upto Rs. 25,000 per month

fees, other incidental charges / legal Head of Office-District Upto Rs. 10,000 per month.

consultancy fees for lawyers Head of Office-Block Nil


financial sanction on TA Bills and Head of Office-State Upto Rs. 1 lakh in each case

advance for travelling. Head of Office-District

All Powers, as delegated by

EC(within District Jurisdiction)


All Powers, as delegated by EC

(within Block Jurisdiction)

9 To sanction reimbursement of All Powers, as delegated by

cancellation charges for rail, air ticket Mission Director / CEO EC (For State level

when cancellation is made in the functionaries)

interest of Society or when All Powers, as delegated by

cancellation is made on account of Head of Office-State EC (For District level

circumstances beyond the control of functionaries)

the officials All Powers, as delegated by

Head of Office-District EC (For Block level

functionaries)

Head of Office-Block Nil


financial sanction for field visits and Head of Office-State All Powers, as delegated by EC

attending training / seminars / Head of Office-District


workshops within the State (within District)



(within Block)


financial sanction for exposure Head of Office-State Upto Rs. 5.00 lakh in each case

Model HR Manual 24

SN Nature of power Authority to whom the power Extend of power delegated

is delegated

/immersion/attending training Head of Office-District Nil

workshop outside the State Head of Office-Block Nil

12* To accord administrative approval and Mission Director / CEO Based on the GFR of the State.

financial sanction for attending training Head of Office-State Nil

workshop / seminar /study / exposure Head of Office-District Nil

tours abroad for tour advance. Head of Office-Block Nil


financial sanction for expenditure on Head of Office


taxi fares of distinguished visitors for District level

Head of Office-District


for Block level



financial sanction for Head of Office-State Upto Rs. 5 lakh per annum

repairs/renovation of office, repair of Head of Office-District Upto Rs. 1 Lakh per annum

goods, equipment and furniture Head of Office-Block Upto Rs. 50000 per annum


financial sanction for one time Head of Office-State All Powers, as delegated by EC

installation of office equipment, Head of Office-District All Powers, as delegated by EC

telephones, internet, electricity etc. Head of Office-Block All Powers, as delegated by EC


financial sanction for organizing food, Head of Office-State Nil

TA & DA for invitee VIPs/ EC members, Head of Office-District Nil

Experts and delegates attending the Head of Office-Block Nil

meeting.


financial sanction for unanticipated Head of Office-State Upto Rs.25,000 in each case.

activities Head of Office-District Nil



financial sanction for programmatic Head of Office-State All Powers, as delegated by EC

expenditure which is already approved Head of Office-District All Powers, as delegated by EC

in the Annual Action Plan Head of Office-Block All Powers, as delegated by EC

19 Any other activities not covered above State Executive Committee of

District Society

Block

Model HR Manual 25

Annexure I (b). Delegation of powers – Administrative SN Nature of power Authority to whom Extent of power Remarks

the power is delegated

delegated

1 To invite resource person/members of Mission Director/ CEO All Powers, as

different committees and Community delegated by EC

or agencies within district for Mission Head of Office NA

work for Meeting/ Discussion/ Head of Office-District NA

Technical Assistance Head of Office-Block NA

2 To accord administrative approval and Mission Director/ CEO All Powers, as

financial sanction for Studies, delegated by EC

Research & Survey etc. Head of Office-State All Powers, as Subject to budget

delegated by EC approval

Head of Office-District All Powers, as Subject to budget

delegated by EC approval

Head of Office-Block NA

3 To accord administrative approval and Mission Director/ CEO

All Powers, as

financial sanction for IEC/ delegated by EC

Communication materials and Head of Office-State

All Powers, as Subject to

knowledge products including delegated by EC budget approval

developing and printing Head of Office-District NA



financial sanction for Preparation of delegated by EC

Annual Work Plan, Micro Planning, Head of Office-State NA

Perspective Plan Head of Office-District NA



financial sanction for expenses on delegated by EC

Mission visit, monitoring & Head of Office-State All Powers, as

supervision, reporting & delegated by EC

documentation Head of Office-District NA


6 To engage temporary/part time Mission Director / CEO All Powers, as

Staffs/ Deputation/ Contracts delegated by EC

Head of Office-State NA

Head of Office-District NA


7 To permit for journey of Officers Mission Director / CEO All Powers, as

outside the State in connection with delegated by EC

approved training, workshop, field Head of Office-State All Powers, as

visit, seminar & gathering experiences delegated by EC



8 To permit for journey of Officers Mission Director / CEO All Powers, as

within the State in connection with delegated by EC

approved training, workshop, filed Head of Office-State All Powers, as

visit, seminar & gathering experiences delegated by EC

Head of Office-Dist All Powers, as

delegated by EC

Head of Office-Block All Powers, as

delegated by EC

9 To accord permission for air travel for Mission Director / CEO All Powers, as

experts, resource persons, non- delegated by EC

entitled Officers Head of Office-State All Powers, as Subject to

delegated by EC approved policy

in absence of

CEO

Model HR Manual 26

SN Nature of power Authority to whom Extent of power Remarks the power is delegated

delegated



10 Suspension of staff appointed on Mission Director / CEO All Powers, as

deputation or contract delegated by EC




11 To invite experts/ members of EC/ Mission Director / CEO All Powers, as

VIPs and appoints consultants or delegated by EC

agencies outside government sector Head of Office-State NA



12 Hiring of office accommodation Mission Director/ CEO All Powers, as

delegated by EC

Head of Office NA



13 Sanction of leave Mission Director/ CEO All Powers, as

delegated by EC

Head of Office-State All Powers, as

delegated by EC

Head of Office-District All Powers, as

delegated by EC

Head of Office-Block All Powers, as Excluding

delegated by EC Managers/

Thematic Expert 14 Disciplinary action for Mission staff Mission Director/ CEO All Powers, as

delegated by EC




15 Appellant Authority Vice Chairman / EC All Powers, as

delegated by EC

Mission Director / CEO NA




16 For execution of Mission Director / CEO All Powers, as

documents/agreements/advances delegated by EC

relating to contracts for goods and Head of Office-State All Powers, as Subject to services including repairs delegated by EC approved Policy Head of Office-Dist All Powers, as Subject to delegated by EC approved Policy Head of Office-Block NA

17 To accord administrative approval for Mission Director / CEO All Powers, as

legal services delegated by EC


Head of Office-Dist NA


18 To sanction for sale off/write-off of Mission Director / CEO All Powers, as

unserviceable materials/dead stocks/ delegated by EC

theft Head of Office-State NA



Model HR Manual 27

SN Nature of power Authority to whom Extent of power Remarks the power is delegated

delegated

19 Administrative approval for Operating Mission Director / CEO All Powers, as

Expenses delegated by EC

Head of Office-State All Powers, as Subject to delegated by EC provision in Action Plan

Head of Office-District All Powers, as Subject to delegated by EC provision in Action Plan

Head of Office-Block All Powers, as Subject to delegated by EC provision in Action Plan

20 To accord approval for Any matters State Executive

not specifically Provided in the District Committee of

Delegation Block the Society/ Vice

Chairman

Model HR Manual 28

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 29

model human resource manual

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