Terms of reference of Human resource officers & adminisTraTive … · 2019-12-03 · Resource...

Terms of reference of

Human resource officers & adminisTraTive assisTanT

royal civil service commissionroyal GovernmenT of BHuTan

July 2016

FORWARD

The Royal Command of His Majesty the King Jigme Khesar Namgyel Wangchuck granted to the Royal Civil Service Commission states that “Keeping in mind that, in a small country like Bhutan, it is the bureaucracy’s example that will be followed, strengthening the civil service would be the first step to creating a strong foundation for a successful democracy. The civil service must strive for the highest standards, live by higher ideals and nurture a sense of duty towards fellow Bhutanese. Therefore, the Royal Civil Service Commission should focus on bringing about required reforms of the civil service, in time for it to facilitate and support the emergence of democracy, meet the challenges of building dynamic economy and to fulfill its role in achieving the goals of Gross National Happiness.”

This Royal Command of the Druk Gyalpo clearly states that strengthening civil service is the key to achieving the good governance. Further, it shows a powerful indication that human resources are the principal assets required by any agencies for the achievement of the agency’s “Vision and Mission” and “Gross National Happiness” at large. Since the success and efficiency of any agency depends primarily on the effectiveness and efficiency of the employees, it is very important that we build dynamic and professional civil servants with good education, knowledge, skills, competency, integrity and positive attitude through strategic HR Management. To this end, the HR Professionals should take strategic roles along with the management to improve the service delivery instead of carrying out day-to-day administrative work.

(Karma Tshiteem)For the Royal Civil Service Commission

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TABLE OF CONTENT

PART A- TERMS OF REFERENCE FOR HUMAN RESOURCE OFFICERS

CHAPTER 1: Preliminary .........................................................................11.1 Objectives .............................................................................................. 11.2 Scope ...................................................................................................... 11.3 Guiding Principles and Values ........................................................... 2

CHAPTER 2: Role of Human Resource Officer ........................................32.1. HR Officer as Strategic Partner .......................................................... 32.2. HR Officer as Change Agent ............................................................. 52.3. HR Officer as Administrative Expert ................................................ 72.4 HR OFFICER AS EMPLOYEE CHAMPION .................................. 92.5 HR Officer as Integrity Advocate ....................................................... 10

PART B- TERMS OF REFERENCE FOR ADMINISTRATIVE ASSISTANT (HR ASSISTANT)

CHAPTER 3: Role of Administrative Assistant (HR Assistant) ..............133.1 Maintain up to date information in CSIS ....................................... 133.2 Provide Human Resource Management Services ............................ 143.3 Provide Human Resource Development Services ........................... 163.4 Civil Service Welfare ........................................................................... 17

PART C: HUMAN RESOURCE OFFICER’S COMPETENCY DEVELOPMENT FRAMEWORK

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excellence in the civil service | 1

PART A- TERMS OF REFERENCE FOR HUMAN RESOURCE OFFICERS

CHAPTER 1: PRELIMINARY

1.1. Objectives

The Royal Civil Service Commission has first instituted the HR Division in the line agencies in 2003. Since then, the function of the HR Division was limited to administrative services and ensuring rule compliances. However, the modern HR management focuses on the importance of the roles and responsibilities of HR Officers as strategic partner for the success of any organization. Therefore, the primary objective of developing the new terms of reference (ToR) for Human Resource Officer is to ensure that HR Division are able to carry out the following strategic roles in an agency toward achieving the organization’s objectives.

a) HR Officers are able to align HR activities with the overall plans and programs of the agency,

b) HR Officers are able to ensure capitalization of change in agency’s plans and programs through proper change management process,

c) HR Officers are able to ensure continuous improvement of the HR Processes to optimize operational efficiencies,

d) HR Officers are able to recognize employee’s concerns and needs and provide opportunity to enhance employee morale and commitment towards better performance,

e) HR Officers are able to strengthen organizational integrity through establishment of integrity infrastructure comprising education, prevention and compliance.

1.2. Scope

The new ToR will be applicable to all Human Resource Officers in various position levels ranging from Asst. HR Officer to Chief Human Resource Officers working in government agencies.

2 | excellence in the civil service

1.3. Guiding Principles and Values

The changing role of HR Officer is based on David Ulrich’s Four HR Role Model concept. In addition, the role of HR Officer as Integrity Advocate is added since ethics and integrity at workplace is critical for efficient and transparent service delivery. Accordingly, HR Officers shall play the following five roles:

1. HR Officer as Strategic Partner2. HR Officer as Change Agent3. HR Officer as Administrative Expert 4. HR Officer as Employee Champion5. HR Officer as Integrity Advocate


CHAPTER 2: Role of Human Resource Officer

2.1. HR OFFICER AS STRATEGIC PARTNER

2.1.1. Definition:

The role of the HR Officer as a strategic partner refers to knowing of agency’s plans and programs and designing HR Plans and activities accordingly.

2.1. 2. Responsibilities:

a. Need to understand the Agency’s mandate.Key Performance Indicator: Compliance with sectoral policy.

b. Participate in the preparation of the agency’s plans and programs by providing input on HR perspectives. Key Performance Indicator: Number of inputs provided for preparation of agency’s plan.

c. Carry out workforce planning as per the agency’s plans and targetsKey Performance Indicator: The 5 year staffing plan, annual requisition of HR, SOPs and TORs for the agency

d. Design HR development plans including competency training and skills development critical to deliver organizational programs/projects/activities.Key Performance Indicator: Implement HR budget, implement the minimum capacity building hours, institute competency trainings, Number of annual HR plan developed and implemented based on the prioritized annual work plans.

e. Initiate Organizational Development Exercise as per the directives of the management/RCSC.Key Performance Indicator: OD Report submitted.


2.1.3. Knowledge, Skills and Aptitude:

Knowledge: Sectoral Policies at national/sectoral levels, Relevant legislations, Correct HR Information of the agency, Market information, Strategic planning, Agency’s FYP, GPMS, APA, OD and other relevant policies.

Skills: Basic Research, Leadership, Succession planning, Decision making, Talent Management, Communication, Problem solving and Interpersonal relationship.

Aptitude: Proactive, Influential, Perseverance, Eloquent and convincing.

2.1.4. Enabling environment:

a. Head of agency/sector head oriented on the new roles of the HRO,b. Acceptance of strategic role of HR Officer by the management,c. Support from the leadership,d. Monitoring by RCSC,e. Support from relevant agencies.


2.2. HUMAN RESOURCE OFFICER AS CHANGE AGENT

2.2.1. Definition:

The role of HR Officer as a change agent refers to creating cross functional collaboration and help in enhancing the agency’s readiness to accomplish changes for the fulfillment of its objectives.

2.2.2. Responsibilities:

a. Study the need for change and propose by participating in the change management team.Key Performance Indicator: Number of proposal.

b. Communicate about change initiative internally.Key Performance Indicator: Feedback (Employee’s awareness on the change initiatives.

c. Lead initiatives by engaging employees for implementation of change management process.Key Performance Indicator: Number of change initiatives led.

d. Plan and implement capacity building of employees to equip with the required skills for the new initiatives.Key Performance Indicator: HR Development plans implemented.

e. Institute feedback system to ensure effective implementation of change initiatives.Key Performance Indicator: Feedback system instituted.

2.2.3. Knowledge, Skills and Aptitude:

Knowledge: Change management theories and concepts, Personal relationship, Know about the new changes, Understand perception, Conflict management, Training Need Assessment, Talent management, HR Planning, Designing and analyzing feedback system.


Skills: Problem solving, Negotiation, Team work, Communication, Facilitation, Basic ICT knowledge, Mentoring and Coaching, Enterprising, Basic research and Interviewing skills.

Aptitude: Flexibility, Visionary, Trustworthiness, Exemplary, Adaptable, persuasive, Openness, Patience, Firmness, Empathy, Critical thinking, Consistency and Fairness.

2.2.4. Enabling Environment:

a. Willingness of top management to embrace change,b. Communication and interpersonal skills of HRO,c. Availability of fund for re-skilling of employees,d. Employees sincerity in providing feedback,


2.3. HR OFFICER AS ADMINISTRATIVE EXPERT

2.3.1 Definition:

The role of HR Officer as an Administrative Expert refers to the involvement of HR for the continuous improvement of HR processes to optimize operational efficiencies of the organization.

2.3.2 Responsibilities:

a. Ensure accurate and up to date HR information in the systemKey Performance Indicator: 100% accuracy of the information in the CSIS.

b. Ensure compliance with relevant laws/rules and regulations/procedures.Key Performance Indicator: Zero HR Audit Observation.

c. Monitor and evaluate planned HR Programs.Key Performance Indicator: Percentage of Annual HR Plans and Programs implemented.

d. Re-engineer the HR Processes and system to enhance transparency, accountability and efficiency in operation.Key Performance Indicator: System and process put in place, TAT reduced.

e. Ensure timely implementation of HR plans (Transfers, PMS, Promotions, Training. Etc).Key Performance Indicator: 100% implementation of HR Plans.

2.3.3 Knowledge, Skills and Aptitude:

Knowledge: The Constitution of Kingdom of Bhutan, Civil Service Act of Bhutan 2010, Bhutan Civil Service Rules and Regulation (All Chapters), Labor Act, Processes and protocol of CSIS, Monitoring and Evaluation tools, Result Based management, OD, Counseling, HRM and HR Principles


Skills: Basic ICT, Discrete, Decisive, Analytical, Facilitation, Commitment, Continuous learning, Reflection, Team building and Negotiation.

Aptitude: Proactive, Diligent, Ethical, Exemplary, Firmness, Diligent, Initiative, Critical Thinking, Dynamic, Fair and just, Influential and Integrity.

2.3.4 Enabling Environment:

a. Management confidenceb. Functional independence of HROc. Adequate support staffd. Clearly established rules and regulationse. Standard Operating Procedures in placef. Add features in CSIS to make it HRIS


2.4 HR OFFICER AS EMPLOYEE CHAMPION

2.4.1 Definition:

The roles of HR Officer as an Employee champion refers to recognizing the employees concerns and needs and provide opportunity to enhance the morale and commitment towards better performance.


a. Institute mechanism to understand the concerns and needs of the employeeKey Performance Indicator: Mechanism instituted.

b. Enhance morale of the employees through appropriate HR interventions.Key Performance Indicator: Number of HR interventions implemented.

c. Facilitate conducive work environment to the management.Key Performance Indicator: No. of recommendations made.

d. Represent employees to the management/HRC.Key Performance Indicator: No of representative made and issues addressed.


Knowledge: Counseling, Coaching, Mentoring, Reward System, PMS, Knowledge on OHS, Lean Management and the Details of the employees.

Skills: Effective Communication, Problem Solving, Decisive, Analytical,

Leadership, Team building and negotiation. Aptitude: Empathy, Influential, Passionate, Cooperative, Initiative,

Friendliness


a. Availability of fundb. Support from both management and staff


2.5 HR OFFICER AS INTEGRITY ADVOCATE

2.5.1 Definition:

The role of HR Officer as Integrity Advocate refers to strengthening organizational integrity through establishment of integrity infrastructure comprising, education, prevention and compliance.


a. Institutionalize implementation of Standard Operation Procedures (SOP) in the agency.Key Performance Indicator: SOPs developed (HR) and ensure implementation in sectors.

b. Promote values of ethics and integrity through education programs such as induction Program of employees, training on ethics and integrity and monitoring.Key Performance Indicator: No. of education programs conducted.

c. Ensure effective management of Asset Declaration.Key Performance Indicator: Percentage of compliance to Asset Declaration.

d. Ensure effective management of gift rules.Key Performance Indicator: Gift recording mechanism instituted.

e. Ensure effective management of conflict of interest.Key Performance Indicator: Mechanism to identify and manage CoI instituted.

f. Develop integrity vetting mechanism in recruitment of employees and act as liaison officers for integrity vetting for other agencies.Key Performance Indicator: Integrity vetting mechanism developed and implemented.


g. Establish Mechanism to receive information or complains on misconduct and breach of civil service code of conducts. Key Performance Indicator: Mechanism established.

h. Facilitate/Ensure proper investigation on misconducts/compliant and appropriate actions are taken.Key Performance Indicator: Number of investigation facilitated.

i. Must ensure that civil service remains apolitical.Key Performance Indicator: No individual civil servants face administrative/HR actions due to involvement in the political affairs of the nation.

j. Ensure effective implementation of Civil Service Code of Conduct and Administrative Discipline as per Chapter 3 and 19 of the BCSR 2012. Key Performance Indicator: No individual civil servants face administrative/HR actions due to breach of Civil Service Code of Conduct.


Knowledge: Policies and procedures of organization, Training and learning mode, Asset Declaration Rules and Regulations, Gift Rules, Integrity vetting, Development of network of HROs and Basic administrative interviewing skills, Civil Service Code of Conduct (Chapter 3, BCSR 2012), Administrative Discipline (Chapter 19, BCSR 2012).

Skills: Effective Communication, Problem Solving, Analytical, Leadership, Team building and negotiation, ICT and Decision making.

Aptitude: Empathy, Persuasive, Firmness, Fairness, Influential, Passionate,

Cooperative, Initiative, Friendliness and Discrete.



a. Knowledge, support and priority accorded by leadership to strengthening integrity in organization,

b. Support from stakeholders such as RCSC, RAA, ACC, Government etc to sustain the initiatives

c. Support from staff from the organization,d. Role models by leaders and HROs in upholding values of ethics and

integritye. Patience and professionalism of HROs in promoting integrity in the

organizationf. HROs are able to raise matter of concerns on integrity without fear of

reprisal


PART B- TERMS OF REFERENCE FOR ADMINISTRATIVE ASSISTANT (HR ASSISTANT)

CHAPTER 3: Role of Administrative Assistant (HR Assistant)

Under the direct supervision of the Chief/Dy. Chief/Senior/Human Resource Officer, Administrative Assistants (HR Assistants) in ministry/agency/Thromde shall perform the following roles and responsibilities:

3.1 Maintain up to date information in CSIS

a. Update non-sensitive information of employee’s CV in the CSISb. Process online for recruitment, selection and appointment for regular/

contract for approval by RCSCc. Process online for study leave approval by RCSCd. Update leave in CSISe. Update continuing education (Class X & XII) details in the CSISf. Update short term training details in the CSIS on completion of

training g. Update promotion, separation in the CSISh. Process transfer and update joining i. Enter PE ratings in the CSIS

Knowledge & Skills required:a. ICT knowledgeb. Knowledge on CSIS protocolsc. Knowledge on BCSR/PD

Key Performance Indicator:a. Accurate CV’s of employee b. Completed all HR Process on time c. Online process rejection reduced to less than 5%


3.2 Provide Human Resource Management Services

3.2.1 Recruitment a. Advertise vacancy in media and upload in websiteb. Receive applications and check documentsc. Compile and submit to HRC for short list of candidates for interviewd. Submit documents to the RCSC and draft appointment order on

receiving EIDe. Open and maintain personal file/service book

3.2.2 Promotiona. Receive and verify/scrutinize promotion proposalsb. Compile and prepare summary sheet and checklist for promotionc. Draft promotion order d. Carry out pay fixation upon grant of promotione. Draft letter of regret for promotion proposals not endorsed by the

HRCf. Draft revoke letter g. Update promotion details in the personal file/service bookh. Compile and calculate PE ratings and submit to HRO for verification

3.2.3 Promotion through Open Competitiona. Advertise vacancy in media and upload in websiteb. Receive applications and check documentsc. Compile and submit to HRC for short list of candidates for interviewd. Issue office ordere. Submit documents to the RCSCf. Update personal file/service book

3.2.4 Transfer a. Prepare and submit list of employees due for transfer as per BCSRb. Draft transfer/relieving/joining orderc. Update personal file/service book

3.2.5 Separationa. Receive application and verify service obligations (voluntary

resignation)


b. Submit list of employees due for superannuation c. Draft separation/sanction/relieving order and other correspondencesd. Calculate retirement benefitse. Update personal file/service book

3.2.6 Leavea. Receive leave application and verify b. Draft sanction order for leave, encashment and LTCc. Draft joining order after completion of Leaved. Maintain proper record of staff attendance and leavese. Update leave in personal file/service book

3.2.7 Annual Increment/ Allowancesa. Draft sanction orderb. Update in personal file/service bookc. Process increment for civil servants who reaches salary ceiling

3.2.8 Civil Service Awarda. Verify and update list received from the RCSCb. Submit list endorsed by HRC to the RCSC

Knowledge & Skills required:a. MS Office knowledgeb. Advance knowledge on Office Productivity c. Hands on training on Pay fixation and etcd. Refresher course on BCSR/PDe. Communication skillsf. Interpersonal relationship skills

Key Performance Indicator:a. Reduced number of HR audit memosb. 100% up to date information in PF/SBc. Reduced the number of complaints on HRM services


3.3 Provide Human Resource Development Servicesa. Receive and verify documents for training/studiesb. Compile and complete formsc. Verify eligibility criteria as per the checklistd. Draft correspondences and office orderse. Update personal file/service book

Knowledge & Skills required:a. HRD processesb. Institute/University accreditation system/listc. Hands on training on calculation of dates, training obligation and etcd. Refresher course on BCSR, PD/career progressione. IT skills (MS word and excel)f. Official correspondences and English proficiency

Key Performance Indicator:a. Timely process/implementation of training programsb. Reduced number of HR audit memosc. 100% up to date STT information in PF/SB and CSISd. Reduced the number of complaints on HRD services


3.4 Civil Service Welfare a. Issue office order on one month preparatory time to superannuating

civil servants at least one month in advance;b. Inform all superannuating civil servants to complete the post

retirement documentation formalities at the earliest to facilitate timely payment of admissibility(ies);

c. Ensure all required documents in the checklist are obtained prior to processing of separation;

d. Facilitate and process retirement benefits on time, online or offline as per convenience;

e. Collaborate with agencies concerned for efficient delivery of pension, provident fund, group insurance scheme and other benefits at least two weeks after all documents have been submitted by the superannuating civil servant;

f. Follow up with the Accounts Officer on the delivery of cheque/deposit of retirement benefits to the retiree’s account;

g. Coordinate the superannuation ceremony in respective agencies as per RCSC guidelines;

h. Submit a monthly status update on the superannuating civil servants to the RCSC one month after relieve of civil servants from the Agency as per Form 2.2;

i. Submit a list of civil servants who are interested in attending Retirement Planning services whenever made available by the RCSC; and

j. Extend formal invitation to superannuated civil servants in National events.

k. Maintain up-to-date information about the members and submit to the WU the information on the following:

i. Recruitment of new members (submit Form 3.2 in original);ii. New recruits opting not to join the scheme (submit Form 3.6 in

original)iii. Transfer of members both to and from the agency;iv. Separation of members other than death (submit Form 3.7 in

original to withdraw CSWS membership. The form should be accompanied with a copy of separation order).


l. Collect Form 3.3 from members to update their nomination as the incidences (birth, divorce, death, etc.) occur.

m. Submit the executive summary of the nomination updates made by the members accompanied by the photocopy of Form 3.3;

n. Verify relevant supporting documents are submitted as required along with Claim Form (Form 3.5).

o. submit the claim online for approval/regret to the RCSC;p. Submit monthly reports to the WU on the semso payment, along with

the copies of Form 3.5 and supporting documents. This report should be routed through the HR Committee;

q. Print “semso” payment receipt and attach with Form 3.5;

Knowledge & Skills required:a. ICT knowledgeb. Knowledge on Civil Service Welfare Scheme

Key Performance Indicator:a. Ensure that the retirement benefits are provided timelyb. Ensure that superannuation ceremony is implemented c. Ensure “semso” payments are made on time and properly.

3.4.3 Serve as Custodian of Official Documentsa. Develop systematic and proper documentation of official documentsb. Ensure secrecy of confidential documentsc. Provide all necessary documents during conduct of HR Auditing

Knowledge & Skills required:a. Filing system and documentationb. Work ethics and Integrity (conflict of Interest)c. Record keeping

Key Performance Indicator:a. Proper documents maintained


PART C: HUMAN RESOURCE OFFICER’S COMPETENCY DEVELOPMENT FRAMEWORK

The HR Officers’ Competency Development Framework is a document which specifies the knowledge and skills required by the Human Resource Officer as per their terms of reference to perform their roles and responsibilities ranging from normal day to day functions to strategic roles. Based on the framework, three levels HRO’s Competency Development Program (CDP) will be designed and provided to all the HR Officers ranging from Assistant Human Resource Officer to Chief Human Resource Officers in a successive manner.

Objective:

To fulfill our mission and vision of building a highly motivated, dynamic and professional civil service guided by highest standard of integrity to promoting good governance in pursuit of Gross National Happiness, the Human Resource Division in any organization is considered to be the backbone of the organization as the success of the organization depends on how well the employees of the organization is managed, developed, professionalized and motivated. Hence, our focus is to address the tactical requirement of the HR Officers, empowering them with knowledge and tools to advance their understanding of the employee management and development. Accordingly, the terms of reference (TOR) of the HR Officers have been developed with following five roles:

1. Strategic Partner2. Change Agent3. Administrative Expert4. Employee Champion 5. Integrity Advocate

To successfully carry out their roles and responsibilities effectively and in an efficient manner as per the TOR, the solutions are in the form of following three levels of Competency Development Programmes (CDP):

1. CDP Level- I2. CDP Level- II3. CDP Level- III


A. HRO’s COMPETENCY DEVELOPMENT PROGRAMME I (CDP I)

The HR Management level I programs aim at building a stronger understanding of HR practices through the application and creating stronger alignments between the organization and HR goals. The program equips generalist and early HR practitioners with knowledge and skills required to execute the normal day to day HR practices at their workplace. The program will equip the HR Officers with the knowledge and skills to carry out more of the operational roles.

Target Group:1. Asst. HR Officers2. HR Officers

B. HRO’s COMPETENCY DEVELOPMENT PROGRAMME II (CDP II)

This program is aimed at supporting the employee in enhancing their knowledge, skills, efficiency and performance. The program has been designed to equip HR Officers with the necessary knowledge, tools and resources needed to develop, implement and evaluate the effectives of the employee in an organization. The program will equip the HR Officers with the knowledge and skills to carry out more of the tactical roles.

Target Group:1. Sr. Human Resource Officers2. Dy. Chief Human Resource Officers

C. HRO’s COMPETENCY DEVELOPMENT PROGRAMME III (CDP III)

The program is aimed at driving the HR Strategy within organizations in a way that contributes to the success and improvement of the service delivery and the achievement of organizational goals. The program has been design to enable HR Offices to align human capital analytics with organizational goals and HR strategy by leveraging data and metrics to make the HR functions a more effective and efficient one. This program will also help HR Officers build effective people management skills that drive efficiency for the organizational performance. After the successful completion of the program, the HR Officers will be able to play more of leadership roles in an organization. The program


will equip the HR Officers with the knowledge and skills to carry out more of the strategic roles.

Target Group:1. Chief Human Resource Officers


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n

o

Shou

ld b

e ab

le to

mai

ntai

n th

e co

nfi-

dent

ialit

y of

the

sens

itive

info

rmat

ion

on re

crui

tmen

t pro

cedu

res

o

Ensu

re e

ffect

ive

man

agem

ent o

f co

nflic

t of i

nter

est w

hile

cond

uctin

g re

crui

tmen

t pro

cess

(bot

h in

pla

nnin

g an

d se

lect

ion

stag

es)

o

Shou

ld b

e ab

le to

car

ry o

ut re

crui

t-m

ent p

roce

dure

with

out a

ny la

pses

an

d di

scre

panc

ies i

n ap

plic

atio

n of

ru

les a

nd p

roce

dure

s.

Ass

es th

e so

cio-

econ

omic

situ

atio

n of

the

natio

n an

d ca

rry

out t

he H

R pr

ojec

tions

of

the

chan

ging

the

serv

ices

The

HR

Dep

artm

ent s

houl

d ca

rry

out t

he

wor

kfor

ce p

lann

ing

that

shou

ld a

lign

diffe

r-en

t act

iviti

es a

nd im

agin

e th

eir i

mpa

ct o

n th

e pe

ople

.

o

Shou

ld b

e ab

le to

alig

n al

l the

act

ivi-

ties t

oget

her a

nd id

entif

y th

eir p

os-

sible

impa

ct o

n th

e em

ploy

ee.

Faci

litat

e th

e co

nduc

t of f

ree

and

fair

re-

crui

tmen

t and

sele

ctio

n

o

Shou

ld b

e ab

le to

des

ign

a m

echa

nism

to

pre

vent

corr

uptio

n du

ring

recr

uit-

men

t pro

cess

.

o

Shou

ld b

e ab

le to

iden

tify

the

cor-

rupt

ion

risk

area

in th

e re

crui

tmen

t pr

oces

s.


Trai

ning

Req

uire

-m

ents

•O

verv

iew

of b

est p

ract

ice

recr

uitm

ent

and

sele

ctio

n

•Jo

b an

alys

is an

d w

ritin

g po

sitio

n de

scrip

tions

•K

now

ledg

e C

ivil

Serv

ice

Act

, and

Re

gula

tions

•K

now

ledg

e on

CSI

S pr

otoc

ols

•Sk

ills i

n co

nduc

ting

fair,

equ

itabl

e an

d tr

ansp

aren

t com

pete

ncy

base

d re

crui

tmen

t and

sele

ctio

n pr

oces

ses.

o

Plan

ning

the

proc

ess

o

Sele

ctin

g to

ols a

nd te

chni

ques

o

Com

pete

ncy

fram

ewor

ks a

nd a

s-se

ssin

g co

mpe

tenc

y

•W

orkf

orce

pla

nnin

g –

the

basic

s

•O

verv

iew

of b

est p

ract

ice

recr

uitm

ent

and

sele

ctio

n

•St

rate

gic H

R pl

anni

ng a

nd w

orkf

orce

re

quire

men

ts

•D

evel

opin

g ta

ctic

al p

lans

for H

R te

ams

•Sk

ills i

n co

nduc

ting

fair,

equ

itabl

e an

d tr

ansp

aren

t com

pete

ncy

base

d re

crui

t-m

ent a

nd se

lect

ion

proc

esse

s.

o

Plan

ning

the

proc

ess

o

Sele

ctin

g to

ols a

nd te

chni

ques

o

Com

pete

ncy

fram

ewor

ks a

nd a

s-se

ssin

g co

mpe

tenc

y

o

ICT

Kno

wle

dge

rele

vant

in re

crui

t-m

ent a

nd se

lect

ion

•St

rate

gic H

R Pl

anni

ng a

nd W

orkf

orce

Pl

anni

ng w

ithin

and

acr

oss a

genc

ies

•Se

tting

HR

polic

y an

d di

rect

ion

•O

verv

iew

of b

est p

ract

ice

recr

uitm

ent

and

sele

ctio

n

•Se

tting

pol

icy

and

proc

edur

es fo

r fai

r, eq

uita

ble

and

tran

spar

ent H

R po

licie

s


Prog

ram

Lev

elH

RM

P I

HR

MP

II

HR

MP

III

Leve

l of S

cope

O

pera

tiona

l Rol

eTa

ctic

al R

ole

Stra

tegi

c Rol

e

Tale

nt, D

evel

opm

ent a

nd R

eten

tion

(Tra

inin

g, tr

ansf

er, d

eput

atio

n an

d pr

omot

ion)

Role

s and

Res

pons

i-bi

litie

s as p

er te

rms o

f re

fere

nce

and

beha

v-io

ral i

ndic

ator

s

Stra

tegi

cally

dev

elop

ed H

RD p

lans

as p

er

the

orga

niza

tiona

l goa

ls an

d ob

ject

ives

:

•A

ble

to id

entif

y kn

owle

dge

and

skill

gap

s

•A

ble

to a

sses

s the

trai

ning

bas

ed o

n pr

iorit

ized

pro

gram

s/pr

ojec

ts.

HR

Dev

elop

men

t pro

gram

s im

plem

ente

d as

per

the

rule

s and

regu

latio

ns o

f the

civi

l se

rvic

e

•En

sure

com

plia

nce

with

the

rel-

evan

t rul

e an

d re

gula

tion

gove

rn-

ing

trai

ning

and

dev

elop

men

t.

•En

sure

com

plia

nce

to ru

les a

nd

regu

latio

ns g

over

ning

tran

sfer

, pr

omot

ion,

dep

utat

ion

Enha

nce

the

perf

orm

ance

thro

ugh

skill

de

velo

pmen

t of e

mpl

oyee

as p

er th

e ch

ang-

ing

job

prio

rity

•Sh

ould

be

able

to id

entif

y th

e cr

iti-

cal s

kills

of t

he H

R re

quire

d fo

r the

ne

w jo

b du

e to

chan

ging

prio

rity

•M

ust e

nsur

e th

at tr

aini

ng is

impl

e-m

ente

d ba

sed

on n

eed.

Keep

up

with

soci

al, e

cono

mic

, leg

islat

ive

and

tech

nolo

gica

l tre

nds t

hat i

mpa

ct o

n hu

-m

an re

sour

ces i

n th

e or

gani

zatio

n

•Sh

ould

be

able

to id

entif

y th

e tr

aini

ng n

eeds

that

will

ena

ble

to

empl

oyee

s to

perf

orm

in th

e ne

w

wor

king

env

ironm

ent (

Ex. T

echn

ol-

ogy)

•Sh

ould

be

able

to c

arry

out

impa

ct

asse

ssm

ent o

f the

trai

ning

for

empl

oyee

s

•Sh

ould

be

able

to c

arry

out

bud

get-

ing

proc

ess i

n th

e H

R D

evel

opm

ent

plan

.

•Sh

ould

hav

e kn

owle

dge

on in

ter-

natio

nal b

est p

ract

ices

rega

rdin

g em

ploy

ee p

erfo

rman

ce a

nd H

RD

aspe

cts

HR

Dev

elop

men

t pro

gram

s im

plem

ente

d as

per

the

rule

s and

regu

latio

ns o

f the

civi

l se

rvic

e

•En

sure

com

plia

nce

with

the

rele

vant

ru

le a

nd re

gula

tion

gove

rnin

g tr

ain-

ing

and

deve

lopm

ent

Esta

blish

and

impl

emen

t HR

Dev

elop

men

t an

d M

anag

emen

t Pol

icie

s.

•M

ust e

nsur

e a

flow

of f

utur

e ta

lent

in

an

orga

niza

tion.

•Sh

ould

be

able

to a

sses

and

ana

lysis

th

e po

or p

erfo

rman

ce o

f the

org

a-ni

zatio

n

•Sh

ould

be

able

to a

sses

and

ana

lyze

th

e pr

oces

s of t

he o

rgan

izat

ion


Ensu

re a

ll tr

aini

ng p

roce

ss u

pdat

ed in

CSI

S an

d m

aint

ain

up to

dat

e in

form

atio

n of

the

empl

oyee

:

•Sh

ould

be

thor

ough

with

CSI

S pr

otoc

ols a

nd tr

aini

ng p

roce

ss

Ensu

re th

ere

are

no si

ngle

eth

ical

issu

es

in th

e im

plem

enta

tion

of th

e tr

aini

ng

prog

ram

mes

.

•M

ust b

e th

orou

gh w

ith th

e ci

vil

serv

ice

code

of c

ondu

ct.

•Sh

ould

hav

e kn

owle

dge

on co

nflic

t m

anag

emen

t

The

HR

Dep

artm

ent s

houl

d be

wor

king

to

war

ds e

nhan

cing

Org

aniz

atio

n In

tegr

ity

and

prev

ent c

orru

ptio

n.

•M

ust e

nsur

e co

mpl

ianc

e to

civi

l se

rvic

e co

de o

f con

duct

and

eth

ics

of e

mpl

oyee

•M

ust e

nsur

e th

at p

rom

otio

ns

gran

ted

with

out b

ias o

r pre

judi

ce

•Sh

ould

ens

ure

that

trai

ning

and

st

udie

s sho

uld

be g

iven

bas

ed o

n th

e ne

ed n

ot b

ased

on

the

post

and

au

thor

ity.

Mus

t ens

ure

that

tran

sfer

and

re-d

eplo

y-m

ent s

houl

d be

don

e in

such

a w

ay th

at

ther

e is

no b

rain

dra

in.

•K

now

ledg

e an

d sk

ills s

houl

d be

un

iform

ly sp

read

acr

oss t

he ci

vil

serv

ice

agen

cies

HRD

pro

gram

s im

plem

ente

d as

per

the

rule

s and

regu

latio

ns o

f the

civi

l ser

vice

•Sh

ould

be

able

to d

raft

and

inst

i-tu

tiona

lize

HR

man

agem

ent a

nd

deve

lopm

ent p

olic

y an

d ru

les.

•En

sure

com

plia

nce

with

the

rele

vant

ru

le a

nd re

gula

tion

gove

rnin

g tr

ain-

ing

and

deve

lopm

ent o

f the

civi

l se

rvan

ts.

Car

ry o

ut a

n or

gani

zatio

n au

dit t

hat f

ocus

es

on a

sses

sing

key

capa

bilit

ies t

he o

rgan

iza-

tions

requ

ires f

or su

cces

s and

thei

r im

plic

a-tio

ns fo

r sta

ffing

, tra

inin

g, co

mpe

nsat

ion,

co

mm

unic

atio

n an

d ot

her H

R pr

actic

es

•Sh

ould

be

able

to id

entif

y w

ays t

hat

can

posit

ivel

y le

ad a

nd m

otiv

ate

peop

le th

roug

h cu

ltura

l or o

rgan

iza-

tiona

l cha

nge


Trai

ning

Re

quire

-m

ents

•Be

st p

ract

ice

in tr

aini

ng a

nd d

evel

-op

men

t

o

Link

s to

HR

proc

esse

s

o

Com

pete

ncy

Ass

essm

ents

•O

verv

iew

of t

he T

rain

ing

Cyc

le –

be

st p

ract

ice

desig

n an

d de

liver

y

•O

verv

iew

of c

ondu

ctin

g a

trai

ning

ne

eds a

naly

sis –

indi

vidu

al le

vel

•O

rgan

izat

iona

l Cha

nge

– co

m-

mun

icat

ion

skill

s and

stak

ehol

der

enga

gem

ent

•Be

st p

ract

ice

in tr

aini

ng a

nd d

evel

-op

men

t

o

Link

s to

HR

proc

esse

s

o

Com

pete

ncy

Ass

essm

ents

•O

verv

iew

of t

he T

rain

ing

Cyc

le –

be

st p

ract

ice

desig

n an

d de

liver

y

•O

verv

iew

of c

ondu

ctin

g a

trai

ning

ne

eds a

naly

sis –

indi

vidu

al le

vel

•O

rgan

izat

iona

l Cha

nge

– co

m-

mun

icat

ion

skill

s and

stak

ehol

der

enga

gem

ent

•O

verv

iew

- bes

t pra

ctic

es o

f re-

depl

oym

ent a

nd tr

ansf

er st

rate

gies

.

•D

ata

anal

ysis-

HRD

asp

ects

•Re

sear

ch a

nd a

naly

tical

skill

s

Best

pra

ctic

e in

trai

ning

and

dev

elop

men

t:

o

Link

s to

HR

proc

esse

s

o

Com

pete

ncy

Ass

essm

ents

Dev

elop

ing

HR

Dev

elop

men

t and

Man

age-

men

t pol

icie

s:

o

Usin

g H

R m

etric

s and

dat

a

o

Con

duct

ing

orga

nisa

tiona

l re

view

s and

audi

ts

o

Impl

emen

ting

polic

y an

d ch

ange

Org

anisa

tiona

l Cha

nge

– co

mm

unic

atio

n,

stak

ehol

der e

ngag

emen

t, th

e ch

ange

cyc

le

and

emot

iona

l res

pons

es to

chan

ge, m

oni-

torin

g ch

ange

and

cond

uctin

g ev

alua

tions


Prog

ram

Lev

elH

RM

P I

HR

MP

II

HR

MP

III

Leve

l of S

cope

Ope

ratio

nal R

ole

Tact

ical

Rol

e St

rate

gic R

ole

Perf

orm

ance

Man

agem

ent (

Ann

ual P

erfo

rman

ce A

ppra

isal

and

Sep

arat

ion)

Role

s and

Res

pon-

sibili

ties a

s per

te

rms o

f ref

eren

ce

and

beha

vior

al

indi

cato

rs

The

indi

vidu

al p

erfo

rman

ce o

f the

em

ploy

ee

shou

ld b

e al

igne

d w

ith th

e or

gani

zatio

nal g

oals

•A

ble

to c

arry

out

OD

Exe

rcise

(red

e-pl

oym

ent a

nd ri

ght s

izin

g) a

nd m

onito

r th

e pe

rfor

man

ce o

f the

indi

vidu

al a

nd

orga

niza

tion.

Impl

emen

t per

form

ance

man

agem

ent s

yste

m a

s pe

r the

CSA

and

BC

SR 1

.

•Sh

ould

hav

e go

od k

now

ledg

e on

per

-fo

rman

ce ap

prai

sal a

nd fo

rce

rank

ing

conc

ept.

Prov

ide

nece

ssar

y H

R In

terv

entio

ns to

per

form

-er

s and

non

-per

form

ers a

s the

requ

irem

ent o

f BC

SR a

nd C

SA.

Link

ing

tool

s, sy

stem

s, pe

ople

and

pro

cess

to

geth

er to

mot

ivat

e em

ploy

ees t

o w

ork

at th

eir

peak

•Sh

ould

be

able

to d

efine

per

form

ance

ou

tcom

es

•Sh

ould

be

able

to p

rovi

de n

eces

sary

H

R In

terv

entio

ns to

per

form

ers a

nd

non-

perf

orm

ers a

s the

requ

irem

ent

of B

CSR

and

CSA

.

•Sh

ould

be

able

to id

entif

y th

e ca

use

(apa

rt fr

om co

mpe

tenc

y ga

p) o

f poo

r pe

rfor

man

ce o

f the

em

ploy

ee a

nd

advi

ce th

e m

anag

emen

t for

nec

essa

ry

actio

ns.

Lead

ing

and

man

agin

g

•Sh

ould

be

able

to

unde

rsta

nd-

ing

both

the

busin

ess d

river

s and

th

e or

gani

zatio

n w

ell e

noug

h to

id

entif

y pe

rfor

man

ce i

ssue

s an

d an

alyz

e the

ir im

pact

on

shor

t and

lo

ng te

rm o

rgan

izat

iona

l goa

l.

•Sh

ould

be

able

to

assis

t m

anag

-er

s in

ac

hiev

ing

effec

tive

and

prod

uctiv

e w

ork

envi

ronm

ent

thro

ugh

the

prov

ision

of

appr

o-pr

iate

and

tim

ely

advi

ce/a

ssis-

tanc

e

Shou

ld b

e cre

dibl

e to

line m

anag

ers f

or

them

to ta

ke in

con

sider

atio

n of

you

r ad

vice

:

•Sh

ould

be

able

to

prov

ide

nec-

essa

ry H

R In

terv

entio

ns t

o pe

r-fo

rmer

s an

d no

n-pe

rfor

mer

s as

th

e re

quire

men

t of

BC

SR a

nd

CSA

.

•Sh

ould

be

able

to fo

reca

st p

oten

-tia

l obs

tacl

es to

succ

ess o

f org

ani-

zatio

n an

d es

tabl

ish m

echa

nism

to

ove

rcom

e th

e ob

stac

le fo

r bet

-te

r per

form

ance

of t

he e

mpl

oyee


Prov

idin

g op

port

unity

to e

nhan

ce th

e m

oral

e an

d co

mm

itmen

t of e

mpl

oyee

for b

ette

r per

form

ance

•

Shou

ld b

e ab

le to

inst

itute

feed

back

sy

stem

to u

nder

stan

d th

e ne

eds a

nd

conc

erns

of t

he e

mpl

oyee

.•

Shou

ld b

e ab

le to

com

mun

icat

e th

e iss

ues

and

conc

erns

of t

he e

mpl

oyee

to M

anag

e-m

ent.

•Sh

ould

be

able

to a

dmin

ister

the

exit

man

agem

ent p

roce

ss o

f the

supe

rann

uat-

ing

civi

l ser

vant

The

HR

divi

sion

shou

ld e

nsur

e th

at P

erfo

rman

ce

Man

agem

ent S

yste

m is

impl

emen

ted

as p

er th

e gu

idin

g ru

les a

nd p

erfo

rman

ce o

f the

em

ploy

ee

shou

ld b

e m

onito

red

•Sh

ould

be

able

to d

evel

op S

OP

for a

ll th

e D

epar

tmen

t/Div

ision

func

tions

to

redu

ce T

AT

•Sh

ould

be

able

to m

onito

r the

SO

P an

d TA

T

shou

ld b

e ab

le to

impl

emen

t the

civi

l ser

vice

w

elfa

re sc

hem

e as

per

the

fram

ewor

k de

velo

ped

by R

CSC

Build

ing

mom

entu

m a

nd m

anag

ing

resis

tanc

e to

Cha

nge

•Sh

ould

be

able

to re

cogn

ize

the

reas

ons

for r

esist

ance

•

Shou

ld b

e ab

le to

dea

l with

resis

tanc

e w

ith ri

ght c

hang

e m

anag

emen

t str

ateg

y. •

Shou

ld b

e ab

le to

com

mun

icat

e th

e ch

ange

pro

cess

and

clea

r the

misc

on-

cept

ion

amon

g th

e st

aff

Repr

esen

t Man

agem

ent w

ith e

mpl

oyee

s as

chan

ge is

initi

ated

and

impl

emen

ted:

•Sh

ould

be

able

to co

mm

unic

ate

the

chan

ging

prio

rity

and

proc

ess o

f the

or

gani

zatio

n to

the

empl

oyee

.•

Shou

ld b

e ab

le to

conv

ey th

e co

mpe

l-lin

g re

ason

s for

chan

ge

•C

reat

ing

a co

nduc

ive

wor

king

en

viro

nmen

t for

the

empl

oyee

to

perf

orm

at th

eir p

eak

•Sh

ould

be

able

to c

arry

out

per

-fo

rman

ce

revi

ew

and

perf

or-

man

ce co

achi

ng

•Sh

ould

hav

e pe

rson

al c

redi

bilit

y to

be

high

ly re

gard

ed b

y th

e em

-pl

oyee

•Sh

ould

be a

ble

to d

esig

n an

d re

c-om

men

d a

OH

S to

man

agem

ent

Cre

atin

g a c

orru

ptio

n fr

ee w

orki

ng en

-vi

ronm

ent i

n th

e or

gani

zatio

n fo

r bet

-te

r per

form

ance

of t

he p

eopl

e

Inte

rest

s of

the

em

ploy

ees

shou

ld b

e re

cogn

ize s

o th

at th

e cha

nge i

nitia

tives

ca

n be

adju

sted

to m

ake t

he em

ploy

ees

feel

mor

e co

mfo

rtab

le w

ith th

e ch

ang-

es th

at o

ccur

:

o

Shou

ld b

e ab

le t

o re

cogn

ize

the

psyc

holo

gica

l be

havi

or

of

the

empl

oyee

s

o

shou

ld b

e ab

le t

o dr

aft a

nd i

n-st

itutio

naliz

e re

war

d an

d be

nefit

po

licy


Trai

ning

Req

uire

-m

ents

•O

verv

iew

of b

est p

ract

ice

perf

orm

ance

m

anag

emen

t

•C

ondu

ctin

g eff

ectiv

e pe

rfor

man

ce

revi

ew d

iscus

sion

•Pr

ovid

ing

advi

ce to

man

ager

s reg

ard-

ing

good

per

form

ers a

nd m

otiv

atin

g th

em, a

nd su

b-st

anda

rd p

erfo

rmer

s

•M

anag

ing

sub-

stan

dard

per

form

ance

•M

anag

ing

the

exit

proc

ess,

colla

ting

exit

inte

rvie

w in

form

atio

n

•Sh

ould

hav

e eff

ectiv

e co

mm

unic

atio

n sk

ills

•K

now

ledg

e an

d sk

ills o

n co

rrup

tion

risk

man

agem

ent

•K

now

ledg

e an

d sk

ills o

n va

rious

inte

g-rit

y m

anag

emen

t too

ls

•O

verv

iew

of b

est p

ract

ice

perf

orm

ance

m

anag

emen

t:

o

Perf

orm

ance

targ

ets,

mea

sure

-m

ent a

nd m

onito

ring

acro

ss te

ams

and

the

orga

niza

tion

o

Perf

orm

ance

coac

hing

staff

and

m

anag

ers

•C

ondu

ctin

g eff

ectiv

e pe

rfor

man

ce

revi

ew d

iscus

sions

•Pr

ovid

ing

advi

ce to

man

ager

s reg

ard-

ing

good

per

form

ers a

nd m

otiv

atin

g th

em, a

nd su

b-st

anda

rd p

erfo

rmer

s

•Sh

ould

be

able

to id

entif

y pe

rfor

man

ce

issue

s and

ana

lyze

its i

mpa

ct o

n Sh

ort

Term

& L

ong

Term

org

anan

izat

ion

goal

.

•Sh

ould

hav

e eff

ectiv

e co

mm

unic

atio

n sk

ills

•K

now

ledg

e an

d sk

ills o

n co

rrup

tion

risk

man

agem

ent

•K

now

ledg

e an

d sk

ills o

n va

rious

inte

g-rit

y m

anag

emen

t too

ls

Ove

rvie

w o

f bes

t pra

ctic

e pe

rfor

-m

ance

man

agem

ent

o

Perf

orm

ance

targ

ets,

mea

sure

men

t and

m

onito

ring

acro

ss th

e or

gani

zatio

n o

Revi

ewin

g pe

rfor

man

ce

agai

nst o

rgan

izat

iona

l ta

rget

s and

stra

tegi

eso

Prov

idin

g ap

prop

riate

an

d tim

ely

advi

ce to

m

anag

ers a

bout

mot

ivat

-in

g an

d m

anag

ing

staff

Prov

idin

g ad

vice

to m

anag

ers r

egar

d-in

g go

od p

erfo

rmer

s and

mot

ivat

ing

them

, and

sub-

stan

dard

per

form

ers

o

Man

agin

g su

b-st

anda

rd

perf

orm

ance

o

Perf

orm

ance

coac

hing

o

Kno

wle

dge

and

skill

s on

corr

uptio

n ris

k m

anag

e-m

ent

o

Kno

wle

dge

and

skill

s on

vario

us in

tegr

ity m

anag

e-m

ent t

ools

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