Pay commission report: Change in work practices required

The introduction of performance related incentive scheme (PRIS) in the Sixth Central Pay Commission(CPC) Report is to be welcomed. However, its implementation presents challenges that need careful consideration. Moving from an annual bonus system, which is more gratia than a reward for performance, to a strictly monitored system of measuring performance has less to do with policy changes and more with changes in the mindset of employees across hierarchies.
The pay commission report has covered almost all aspects of introducing such a scheme from using SMART goals, developing an objective score card based performance management system, leveraging ICT and MIS and a focus on building the corpus through internal savings resulting from process improvement. However, the aspect that will need most attention is the on-the-ground implementation of a system that is not only easily understood and acceptable but supported by other related initiatives that guarantee its success and sustainability.
A change in work practices will be required. Building a system which discourages inefficient use of time and rewards high productivity, would need to be supported by adequate communication of what constitutes performance. Overtime, for example, is more a norm than an exception — a component of compensation that proves highly lucrative for most employees. On the one hand internal communication, messages, workshops that demonstrate the benefits of productivity need to be introduced. On the other, strong and smart planning processes needs to be put in place to drive a culture that appreciates work life balance, encourages achievement of more in less time and looks down on inefficient practices such as regular use of overtime.
'Measurable indicators' relevant to job holders would need to be defined. While performance for the government employees goes beyond profit to include social goals, the challenge is to determine the extent to which the achievement of these goals is controlled by the employee being measured and rewarded. For example, how can a reduction of crime rate or reduction in infant mortality rate be attributed to the performance of an individual?
A further exercise of cascading these end outcomes to actual measurable goals within the purview of the individual employed is necessary to make the measurable indicators relevant. The stated performance objectives at the macro level need to be broken down and contextualised to the actual job at hand for an individual employee, to ensure performance can be predicted and controlled.
While this can be easily achieved for roles primarily into execution, there are roles at the higher echelons that focus on work like policy making. What parameters would be used to define the outcomes of these roles and how would they be measured? Another dimension would be those working in functions like quality, finance, personnel and administration, where outcomes may not be easily seen. The key challenge anticipated in these jobs is in identifying 'measurable indicators'.
And then there is the voice of the citizen. Measurement of performance of government officials who serve citizens cannot be limited to internal parameters only. Mechanisms to capture public feedback need to be introduced and relevant inputs need to be considered in measuring performance. The CPC report does propound the multiple assessor concept and makes a reference to the Sevottam model. However, since most of this feedback would be based on perception, the challenge would be to define the parameters to make them measurable.
The existing performance measurement system (or the lack of it) revolves around confidential reports (CRs) that are used mostly for career growth programmes – and not for measuring performance. If these CRs are to be replaced by balanced score card-based PMS having SMART goals, adequate sensitisation and training of all involved in the process is necessary. More often than not a well-developed system does not meet its objectives because the end users are unable to leverage its benefits. The goal setting activity, for example, cannot be top down. It needs to be mutually decided in an open discussion, include realistic and achievable goals, accepted by all involved with mid course corrections to ensure that individuals are not demotivated with excessively stretched goals or given too soft targets.

6TH PAY COMMISSION MATTER RAISED IN PARLIAMENT

IN Loksabha on 25/04/2008 the 6th pay commission recommendation matter raised by the honourable M.P.s about some unjustified matter likely poor benefit to group c and group d employees and difference between group A officer`s pay and Group c and d employee`s pay.

INDIAN POSTAL S.B.C.O. STAFF ASSOCIATION
(Association under dep’t. Of posts)


Ref no.- IP SBCO [circular [02/08]

TO,
Circle secretary/conveners/ CWC members /& SBCO staff

Dear friends,
Struggle for survival- Recognition process through membership check off system
Vide DTE no.- 13/4/07 SR dated 26TH MARCH2008 process is started. We have to submit maximum membership in the prescribed declaration forms to DDO`S / P.M. / SR.P.M.s within 10th of june2008. This time we have to choose only “Indian Postal SBCO Staff Association” membership to maintain our status as superior position in Post Bank of India proposal / to get audit status which is in process through only this association. Only this association has all India policy to protect SBCO staff with its identity & better future for SBCO staff as one of the federal association. It is involved in 6th pay commission for first time and put up our proposal in two/three meetings with 6th CPC. For our all proposal NFPE has apposed & tried every time to abolish SBCO or to control over SBCO staff by avoiding its superiority. It must be noted, because this time even NFPE has submitted its SBCO union as ”all India postal SBCO employees association” [NFPE] to cover SBCO membership of its own. NFPE has never supported SBCO issues since TBOP/BCR/HSGI, pay status etc. but every time we have to face its policy to get succeed. Even after its future & identity. This time NFPE through this association is trying to misguide SBCO staff by its resembled name with AISBCE union one recognized union. It has no any all India status only on paper as recognized. In all issues TBOP/BCR/HSG1, 6TH CPC, to protect SBCO staff in fraud cases, suspension cases, transfer issues etc. it is nowhere. So we have to choose only INDIAN POSTAL SBCO STAFF ASSOCIATION as our association to fill up membership forms.
Suppose it is struggle for our survival. If we win we will survive if failed we will be lost. So be ready for mission of our survival through recognition for our achievement in our goal/ target. Best luck to all of you for this mission. We hope you will prepare yourselves for this battle.

[S P KULKARNI]
GENERAL SECRETARY







HIGHLIGHTS OF 6TH CENTRAL PAY COMMISSION: -

1. Running scales recommended.
2. Effect from 01.01.2006 (Basic of 1.1.2006+50 % dp+24% D.A. =74% merged)
3. 5 running scales as – Pay Bands to avoid stagnation. (20 scales i/o 35old scales)
a) S-4 to S-8 =4860-20200
b) S-9 to S-15=8700-34800
c) S-16toS-27=15600-39100
d) S-28toS-32=39200-67000
e) S-33toS-34=80000 &90000 FIXED for secretary grade.
4. GRADE PAY for every cadre. Starting from 1800-13000-grade pay nil for S33-
S 34 SCALES
5. For group B & group C following scales. [Pay bands & grade pay recommended.
a) 3050-75-3950-80-4590 Revised 4860-20200 grade pay –1900/-=6760/-min.
b) 3200-85-4900 Revised 4860-20200 grade pay-2000/-=6860/-min.
c) 4000-100-6000 Revised 4860-20200 grade pay-2400/-=7260/-min.
d) 4500-125-7000 Revised 4860-20200 grade pay-2800/-=7660/-min.
e) 5000-150-8000 Revised 8700-34800 grade pay-4200/-=12900/-min.
f) 5500-175-9000 Revised 8700-34800 grade pay-4200/-=12900/-min.
g) 6500-200-6900 Revised 8700-34800 grade pay-4200/-=12900/-min.
6. Fixation formula- Basic as on 1/1/2006 example 5750/- TBOP SCALE 4500-
DP 50%&D.A.24%=74% +4255/-
TBOP GRADE PAY +2800/-
--------------
12805/- BASIC PAY 12810/- to
This is taken up to nearest multiple of ten – revised basic pay of 1/1/2006-12810/- on which 2.5%= 320/- increment on 1/7/2006 only 12810+320=13130 basic for 1/7/2006 with 5% from 1/1/2007=11%D.A. FROM 1/7/2007 INCREMENT @of 2.5 % on 13130/- as 328 & D.A. 17%, FROM 1/1/2008 D.A.@ of 23% will counted.
HRA30/20/10 % AS APPLICABLE .CCA & TRANSPORT allowance added to effect 4 times at present. DA will be granted on it as applicable on basic. Difference of pay will be granted in two installments.
OTHER POINTS.
*50% PENSION ON Voluntary retirement no condition of 33 years. Compensation with higher rates to those who retire after 15/20 years service.
Maternity leave up to 180 days with relief in duty to ladies staff.
Five days week.
New health insurance scheme.
Performance related incentive scheme – to grant 3.5% increment considering higher performance.
Revision of DA to consider after 3 months.
3 national holidays with 8 R.H.
FOR SBCO issue to get at par with audit & accounts 6th CPC HAS suggested to approach finance to get protected. Let us hope for good results.

DEAR FRIENDS,

WELCOME