HRD
For A Professionally Managed Postal Service
1.1 Vision Statement of
=
&nb=
sp;
1.2
* =
; Ensuring
availability of basic postal service in all parts of the country, including
tribal, hilly and remote areas.
* =
; Providing
efficient, reliable and economical service.
* =
; Providing
value added services according to market requirements.
*
Modernising the services to handle the growing volume of work with
efficiency and enhance customer and employee satisfaction.
* =
; Being
a forward looking agency.
* Generating more
resources and improving financial performance.
1.3 The strength of an
organization lies in the strength of its trained manpower. India Post has a
network of 26,037 Departmental Post Offices and 1,28,882 Gramin Dak Sevak P=
ost
Offices. The workforce consists of about 2.84 lakhs Departmental employees =
and
3.10 lakhs Gramin Dak Sevaks. India Post has a well-developed training
infrastructure and has always been giving priority attention to human resou=
rce
development, which in recent years received added stimulus in view of induc=
tion
of technology in postal operations and introduction of new value added
services. It has worked out extensive training programmes, in foreign
institutes including APPC Bangkok, institutional and group learning/ distan=
ce
learning at workplace, for the managers, operatives and other functionaries=
for
continually upgrading skills and professional competence. The training
infrastructure of India Post consists of:
1. =
Postal Staff College
India, Ghaziabad
2. =
Postal Training Centre,
Saharanpur
3. =
Postal Training Centre,
Mysore
4. =
Postal Training Centre,
Vadodara
5. =
Postal Training Centre,
Darbhanga
6. =
Postal Training Centre,
Madurai
7. =
Postal Training Centre,
Guwahati (Established on 28.10.2003)
8. =
39 Workplace Computer
Training Centres (WCTCs) at the HQs of Circles/Regions.
2 =
Training
of Group ‘A’ & Group ‘B’ officers: -
2.1 =
There are 519 officers=
of
the Indian Postal Services Group “A” and about 829 officers of
Group “B” who are managing the entire gamut of Postal Services.=
In
addition there are 54 Group “A” officers from the P&T Accou=
nts
and Finance Service and 795 Accounts Service Officers of Group ”BR=
21;.
There is a need for providing induction and in-service training to officers=
in
Departmental subjects and also in the new emerging areas of marketing,
computers, technology, inter-personal behaviour, E-business etc. to enable =
them
to handle the task of change in management and to achieve the set goals.
2.2 =
Management at all leve=
ls
including senior management has to change from the present command and cont=
rol
approach to one of facilitation due to which the managers at top level need=
to
be provided training in Advanced Management, Decision Making Skills and Pub=
lic
Policy Management at reputed Training Institutes. Keeping in view the
limitations of Postal Staff College India and also the special requirements=
of
the middle & senior management, it has been decided to train at least 2=
00
officers of STS/JAG/SAG level in the private training institutes of repute
during the entire 10th Five Year Plan. India Post has tied up with II=
M,
ASCI- Hyderabad, NLSIU- Bangalore and 45 officers (15 each) were trained in
these institutes during the current Annual Plan. The remaining 155
officers would be trained during the next three years.
2.3 =
The Divisional Supdt. =
of
POs/Railway Mail Service who are in the Group “A” (JTS/STS) and
Group ”B” service are responsible not only for the management of
the operative offices in the division but also for each and every activity =
that
concerns the post offices. Induction of technology and introduction of new
services/products need acquisition of additional technical knowledge and
leadership qualities. It is proposed to expose about 500 Heads of Divisions/
Post Masters Gazetted/ Accounts Officers of Gr. “A” &
“B” for in-service training at Postal Staff College India,
Ghaziabad.
2.4 =
The target for the ent=
ire
10th Five Year Plan is to train 1200 officers out of which, 525
officers were trained during the first two years (2002-03 & 2003-04) and
the remaining 675 officers would be trained during next three years.
2.5 An essential pre requisite f=
or
realizing the goals set in the Vision and Mission Statements is to develop a
strong foundation of induction as well as in-service training. There is
requirement of designing need-based training programmes. The training needs=
of
Group ‘A’ & Group ‘B’ officers differ. To this =
end,
PSCI has carried out extensive Training Need Analyses and proposed Induction
Training Syllabi for Group ‘A’ & Group ‘B’
officers.
=
=
3 &=
nbsp; Induction
Training of Indian Postal Service Probationers:
3.1
i. &nbs=
p;
To promote all round development of the personality –
intellectual, moral, physical and aesthetic.
ii. &nb=
sp;
To build esprit–de corps and imbibe the vision and mission
objectives of the organisation.
iii. &n=
bsp;
To expose the probationers to managerial concepts to enable them to
achieve the organisational goals.
iv. &nb=
sp;
To inculcate professionalism in one’s approach and make them a=
ware
of the challenges and opportunities.
v. &nbs=
p;
To be sensitive to public needs and social problems
vi. &nb=
sp;
Commitment to public service.
3.2
According to the Training Needs Analysis carried out by PSCI the competence required to be inculca=
ted in
Indian Postal Service Probationers, can be categorized in the order of
priority, as follows:
(a) Self development –impartiality, empathy, leadership and
communication skills and vision for the future
(b) Managerial skills for strategic operations and management of change<= o:p>
(c) Management of human resource development and inter-personal
communication
(d) Analytical and operational skills for effective management (mails,
material and infrastructure management).
(e) Knowledge of rules, procedures and processes
3.3 PSCI is developing competenc=
e in
the areas of human resource development, inter-personal skills,
self-development, creativity and vision for the future.
&nb=
sp; Analysis
of Induction Training Programme of IPS Probationers:
3.4&nb=
sp; The
Induction Training Programme for Indian Postal Service probationers is divi=
ded
into three Modules as follows:
=
a) &nbs=
p;
Module I - Operations
b) &nbs=
p;
Module II - Administration
c) &nbs=
p;
Module III - Management
3.5&nb=
sp; Module
I is a 11 week programme on Postal Operations in which a detailed outli=
ne
of the organization, services and products offered and their operating
procedures are taught to the probationers.=
The lectures are interspersed with field visits for a first hand vie=
wing
of how operations and processes are carried out. The Performance Objective for probationers in this Module is acquiring a broad
working knowledge of the functioning of Department of Posts and functional
responsibilities of every category of employees.
After Module I the probationers are sent for field attachments and
on-the-job training schedules for 37 weeks. PSCI monitors the progress of t=
he
probationer through a monthly report, which the probationers submit to their
Controlling Officer in the field, i.e DPS, who forwards the report to the
Course Director at PSCI after making observations and grading the
Probationer’s performance.
=
3.6&nb=
sp; Module
II is the Administration Module and is of 14 weeks duration. The Probationers are given detailed
inputs on all aspects of Administration which are divided into the following
components:
Office Management and Procedures
Personnel Management
Systems Monitoring and Control
Mail Management,
Materials Management
Estates Management
Technology Management
Accounts and Finance
International Postal Relations.
a) &nbs=
p;
Acquiring detailed knowledge of the rules, procedures and processes =
of
administration, with the Division being the chief point of focus.
b) &nbs= p; Learning skills in monitoring work process, project management, plan= ning and implementation, marketing and public relations and handling personnel.<= o:p>
There is a brief break of six weeks between Module II and Module III
during which the probationers go on Observation Tour and Army Postal Servic=
es
attachment.
3.7&nb=
sp; Module
III, the Management Module, is of 11 weeks duration of which one week is
set aside for Parliamentary attachment. While Module I and Module II focus =
on
knowledge and skill components of training, this Module devotes more time to
attitudinal development, particularly leadership skills, inter-personal
communication, management and self development. Besides, there is a brief r=
ecap
on topics directly relating to management of a division.
The Performance objectives=
for this phase of training are to inculcate appropriate attitudes towards w=
ork
in general, managing change, developing team spirit, a positive and self
motivated approach to the challenges facing our organization and willingness
and resourcefulness to face difficult situations.
&=
nbsp; Modifications
in Induction Training of IPS Probationers:
3.8 Some of the modifications
indicated below that would not require approval of Directorate have already
been implemented, while some are proposed to be implemented.
3.9 &=
nbsp; Mod=
ule
I & II
(a) <=
/span>Before
Module ‘I’ starts it is proposed that a faculty member visit LB=
SNAA
at Mussoorie to meet the probationers of the Indian Postal Service and acqu=
aint
them about the service prospects.
(b) &=
nbsp; Web based grievance
handling has
been included in the curriculum. The inputs include:
· &nb=
sp;
Handling of complaints lodged on line by the public.
· &nb=
sp;
Handling of complaints on line by the Customer Care Centres (CCC)
· &nb=
sp;
Handling of VIP Cases on line by the Directorate/CO/RO
· &nb=
sp;
Role of CCC as facilitation counter (IFC)/Call Centre
· &nb=
sp;
Type of information to be maintained at the FC
Duration of training: 2 Days including a visit to Customer Care Cent=
er
(c) New
Financial Services: The following topics
have been included in the curriculum:
=
(i) =
Western Union Internat=
ional
Money Transfer Scheme
=
(ii) =
Mutual Fund Scheme
=
(iii) =
Marketing of Bonds (RBI
Govt. of India Relief Bonds)
=
(iv) =
Marketing of Bonds (IC=
ICI
Safety Bonds)
=
(v) =
Electronic Fund Transf=
er
=
(vi) &n=
bsp;
Electronic fund Transf=
er
(Warrant Payments )
Duration of training: 3 Days including field visit to ICICI and West=
ern
Union Center.
(d) Customer
Care: The
following topics have been included in the curriculum:
i. =
&nb=
sp;
Customer importance
ii. =
Customer identificatio=
n
iii. =
Customer delight
iv. =
Handling difficult
customers
v. &nbs=
p;
Citizens Charter
Duration of Training: 2 days
(e) Technology
Management:
The management of technology is one of the prime duties of todayR=
17;s
manager. The following topics will expose the probationer to the concepts of
technology management before proceeding to the field.
=
&nb=
sp;
i. &nb=
sp;
Installation of comput=
ers
— site preparation, cabling, electrical wiring, power supply, backup =
and
furniture.
=
&nb=
sp;
ii. &n=
bsp;
Training —
identifying the task force, training, developing a backup team.
=
iii. &=
nbsp;
Data entry - concept of
single point data entry, accurate and speedy data entry, data validation, d=
ata
centers.
=
iv. &n=
bsp;
Security – Conce=
pts
of data security especially with reference to financial transactions.
=
&nb=
sp;
v. &nb=
sp;
Tenders/ Annual
maintenance contract - penalty clause for poor performance, bank guarantee.=
=
vi. &n=
bsp;
Project Management - P=
ERT
Chart/ Critical Path Method
Duration of Training: 1 week
This
module is focused on how to provide more effective and customer friendly
delivery systems.
(a) Quantitative Techniques For Decision Maki=
ng consist of the following topics:
i. &nbs=
p;
Statistical Concepts : Introduction to statistical concepts, Data,
Frequency Tables & Graphs, Frequency distribution; Measures of central
tendency: Mean, Weighted Mean, Median, Mode etc. Measures of dispersion:
Variance, Standard deviation.
ii. &nb=
sp;
Correlation And Regression Analysis: Dependent & Independent
variables. Scatter diagram.
Estimation using regression line, Least Square method, Co efficient =
of
Correlation, Limitations, Errors etc.
=
iii. &n=
bsp;
Theory of Sampling and Sampling distribution; Introduction to Sampli=
ng
– type of Sampling, Random Sampling, Stratified Sampling etc.
Introduction to sampling distribution, standard error, Central Limit Theore=
m,
Relation between Sample size & Standard error. Estimates, sample size e=
tc.
=
iv. &nb=
sp;
Decision Theory : Decision environment, expected profit under
uncertainly, utility as a decision criterion. Decision Tree Analysis, Conceptual=
case.
=
v. &nbs=
p;
Game Theory: Game Model, Two-person Zero-Sum Game.
=
vi. &nb=
sp;
Simulation: Simulation as an approach to decision making and its bas=
ic
concepts, technique of simulation-random number generation, Monte Carlo met=
hod,
product pricing pros & cons of simulation.
=
vii. &n=
bsp;
Time Series & Trend Analysis: Variation in time series, componen=
t of
time series (trend, seasonal, cyclic, irregular) and their analysis,
forecasting methods.
=
Duration
of Training: 1 week
(b) &nb=
sp;
=
Good Governance: The
following aspects will be covered:
=
=
i. &nbs=
p;
Promoting efficiency in public services-productivity measurement and
improvement – work culture and work methods – contracting out
public services.
=
ii. &nb=
sp;
Openness, transparency in administration – right to freedom of
information
=
iii. &n=
bsp;
Corruption – nature of corruption – causes and cures =
211;
vigilance machinery.
=
iv. &nb=
sp;
Public interest litigation – judicial activism and role of
judiciary.
=
v. &nbs=
p;
People Centered Development, UNDP’s Human Development Report a=
nd
Human Development Index.
=
vi. &nb=
sp;
Rule of Law
=
Duration of training: 2 Days
(c) &nb=
sp;
=
Public Enterprises
Management: With a possible scenario of corporatisation of the Department the
following topics will be covered:
<=
/span>
i. &nbs=
p;
Public Enterprises – philosophy, rationale and objective
ii. =
Status
of public enterprises – Government and PEs – public accountabil=
ity
=
iii. &n=
bsp;
Organization structure of PEs – financial, marketing and human
resource management of public enterprises – production and productivi=
ty
iv. &nb=
sp;
Problems and prospects of PEs – sickness in PEs – managi=
ng
transformation performance evaluation of PEs – MOU and holding company
– workers’ participation in management
=
v. &nbs=
p;
Privatization of public enterprises – disinvestment –
critical appraisal.
=
vi. &nb=
sp;
Change Management
=
Duration
of training: 3 Days including visit to a Public Enterprise
=
(d) &nb=
sp;
=
Business Process
Re-Engineering: With the need to think afresh and devise new
workable systems, an exposure to Business Processing Re-Engineering is
desirable. The topics included are:
i. &nbs=
p;
Re-engineering – An imperative for survival
ii. &nb=
sp;
Fundamental principles of BPR
=
iii. &n=
bsp;
Role of Information Technology and Other Enablers
=
iv. &nb=
sp;
BPR Implementation Methodologies
=
Duration
of training: 2 days
=
=
(e) &nb=
sp; =
=
E-Governance:=
The fol=
lowing
topics are included:
i. &nbs=
p;
Concept of E-Governance
ii. &nb=
sp;
Need for transparency, accountability and empowerment of the custome=
r
&nb=
sp;
iii. &n=
bsp;
E-Governance worldwide and in India
=
iv. &nb=
sp;
E-Governance in India Post: Web-based grievance handling, Speed-net =
etc.
Duration of training: 2 days
f. &n=
bsp; Financial Management:
It
is proposed to send the probationers to National Institute of Financial
Management, Faridabad for a weeklong course on Financial Management. The St=
aff
College handles all financial topics relating to the Department like budget=
ing,
monitoring expenditure, financial powers, rules of procurement and purchase.
However, there is also a need for the probationers to get systematic inputs=
in
concepts of Finance, Government accounting=
vis-à-vis commercial accounting, costing principles etc. This
area has become particularly relevant because of the constant emphasis being
placed on the Department’s need to be run on sound commercial princip=
les
and become self-sufficient.
NIFM’s core competence lies in conducting such training for the
Government and we propose to take advantage of its specialization.
g. =
Organisational Behaviour:
=
=
With a need to focus=
on
developing the human resource skills and attitude, the following topics are
included:
i. &nbs=
p;
Team building
ii. &nb=
sp;
Creativity and self development
iii. &n=
bsp;
Stress Management
iv. &nb=
sp;
Public speaking
v. &nbs=
p;
Total Quality Management/Quality Circles
vi. &nb=
sp;
Gender Issues
vii. &n=
bsp;
Training as trainers – The probationers on completion of train=
ing
will have a crucial role in imparting training to staff in the Division and
knowledge of effective training techniques would be helpful.
viii. &=
nbsp;
General awareness or knowledge of cultural, social, economic and
political environment within the country and of international developments =
in
social, economic, technological and political field.
a. Basics of Marketing
b. Customer identification, segmentation, branding, Pareto’s law<= o:p>
c. Marketing Mix
d. Market environment.
e. Marketing Strategy: BCG Matrix
f. =
Relationship marketing=
g. Key Account Management
Dur=
ation
of training: 3 days
=
i. Concept India:
It
is proposed to give an exposure on the culture, art and contemporary issues.
This will enable the probationers to get an awareness of the culture and im=
portant
issues facing the country and will contribute to the development of their
personality, leading to a more holistic training programme. This module will
consist of lectures and visits which will be clubbed with the Bharat Darsha=
n.
Lectures will be organised on topics name=
ly:
i. &nbs=
p;
Structure of Indian Economy, Economic Policy
ii. &nb=
sp;
WTO – Global Scenario and its impact on India
iii. &n=
bsp;
The Indian Subcontinent – demographic, geographical,
&nb=
sp; social,
cultural. Index of human development in India
iv. &nb=
sp;
Foreign Policy – Global terrorism. India’s relation with his
neighbors.
v. =
The Probationers during the Bharat Darshan would be able to experien=
ce
the rich cultural diversity of India.
=
j. &=
nbsp; Attachments:
i. &=
nbsp; An
attachment with the Narcotics Control Bureau would be helpful as India Post=
handles
a lot of parcels and an exposure to the management of the narcotics control
would be helpful.
Ii &=
nbsp; One
week attachment with XLRI Jamshedpur on Human Resources. It may be consider=
ed
if a long term attachment with a management institute of repute leads to a
professional degree/diploma being awarded.
=
Iii =
The
probationers may be attached to places where new experiments in postal prod=
ucts
are being undertaken, to enable them to benefit from this experience and al=
so
contribute.
Iv =
These attachments will be attended by fa=
culty
members also to develop internal competence to train future batches.
k. Cultural, literary, gardening and sport societies are
compulsory for probationers. There is a team leader for each society and a
faculty coordinator.
=
l. =
Development
of leadership qualities and team building skills: The probationers are sent for trek=
king
and river rafting. This experience places them in a group situation and they
are required to work as a team. They are required to make a presentation on=
the
leadership skills and teamwork lessons learnt.
m. &nbs=
p;
=
Awards: Two
awards can be constituted comprising of a Minister’s Gold Medal to the
best probationer and the Secretary’s Gold Medal for scoring highest
aggregate marks in the Departmental exams in the first attempt.
=
=
4. Induction
Training of PS Group ‘B’ Officers:
=
=
4.1 Objectives:
=
(a)
To impart knowledge, skills and attitudes of commitment necessary to
perform role as first line managers in the organization.
(b)
To impart skills in marketing management, operations (with focus on =
new
products & services), technology management and resource management.
=
=
4.2 Training Needs of PS G=
roup
‘B’ Officers:
=
(a)
Skills for managing postal business in a Division.
(b)
Knowledge & skills to operate and manage computer based operatio=
ns
in stand alone, LAN/ WAN and internet environment.
(c)
Attitudes necessary for commitment to the objectives of the
organization, especially to customer care as a part of self development, for
playing a meaningful and productive role in the organization and the societ=
y.
=
=
4.3 Modifications in the
Induction Training of PS Group ‘B’ Officers:
=
(a)
Presently 2 weeks of the training is on basic computer operations
(nearly 30%). If this training is imparted in WCTCs, this training durations
can be gainfully utilized in fulfilling the objectives of the induction
training.
(b) With effect from April 2004, Departmental Software training portion = is being imparted at PSCI, instead of sending the participants to PTC Mysore.<= o:p>
=
=
=
5. In Service
Training, Seminars & Work shops:
=
5.1 &n=
bsp; India
Post today is at the crossroads.
The process of managing change and modernising systems, in tune with changi=
ng
needs of customers is indeed a challenging task. Knowledge and skills have =
to
be upgraded, along with a positive attitude and innovative approach to
issues. The need to “re-equip” ourselves=
to
deal with changing scenarios can be met only by developing new competence. =
5.2 The long term prospects of
growth of Postal services are uncertain due to certain variables which cann=
ot
be foreseen at this time. The
average career span of a direct recruit officer is 33 years and it is extre=
mely
difficult to predict the extent to which the technology and free market for=
ces
will take over the development of postal services. Therefore, it is impossible to tra=
in officers
to deal with technology and marketing problems, which will exist during that
period, but constant up-gradation of skills through refresher training and
continuing education at the level of officers can make a difference. Experience of rapidly developing
countries like Singapore and Malaysia indicates that acceptance of continuo=
us
change as a part of life does make it easier to tackle the problem of const=
ant
change. This requires that the
entire focus on training has to be change-oriented and it has to be accepted
that future systems will operate with high level of uncertainty.
=
5.3 The profile of In Service
Training courses, Seminars & Workshops is given below:
=
(i) &=
nbsp; CREATIVITY & SELF
DEVELOPMENT
Objectives:
=
·
Appreciation
of the importance of creativity in problem solving.
=
·
Insights
into the different aspects of creativity
=
·
Self
Development
Duration: 1 week
Target Group: JAG/ STS
Officers
(ii) &nb=
sp; MANAGEMENT DEVELOPMENT PROGRAMME
Objectives:
Duration: 2 weeks
Target Group: IPS Officers with 15 to 20 years of service=
(iii) =
; BUSINESS DEVELOPMENT &=
amp;
TECHNOLOGY MANAGEMENT
Objectives:
.
=
·
Familiarisation
with BD Initiatives
=
·
Technology
Management
Duration: 1 week
Target Group: STS/ JTS/
Group ‘B’
Objectives:
Duration: 1 week
Target Group: Separately for HAG/SAG/JAG and STS/ JTS
(v) COMPUTER APPRECIATION COURSE =
FOR
ACCOUNTS EXECUTIVES OF NEIGHBOURING CIRCLES
Objectives:
<=
span
style=3D'font-size:12.0pt;mso-bidi-font-size:10.0pt;font-family:Symbol;
mso-fareast-font-family:Symbol;mso-bidi-font-family:Symbol;mso-bidi-font-we=
ight:
bold'>·
Utilization
of computers in office environment.
<=
span
style=3D'font-size:12.0pt;mso-bidi-font-size:10.0pt;font-family:Symbol;
mso-fareast-font-family:Symbol;mso-bidi-font-family:Symbol;mso-bidi-font-we=
ight:
bold'>·
Additional
WCTC for capacity utilization of computer training facilities at PSCI.
Duration: 2 weeks
Target Group: AOs/ AAO=
s;
ASPs/Inspectors
(vi) =
WORKSHOP ON POSTAL LIFE
INSURANCE & RURAL PLI
Objectives:
Duration: 2 days
Target Group: STS/ JTS/
Divisional Heads.
(vii) = ; WORKSHOP ON PHILATELY<= o:p>
Objectives:
Duration: 2 days
Target Group: JAG
(viii) &nbs=
p; SEMINAR ON ETHICS &
SELF DEVELOPMENT
Objectives:
Duration: 1 week
Target Group: SAG/ JAG=
(ix) =
WORKSHOPS ON FINANCIAL
SERVICES
Objectives:
Duration: 2 days
Target Group: SAG/ JAG
& STS/JTS/Group ‘B’ separately
(x) &=
nbsp; SEMINAR ON MAIL MANAGE=
MENT
Objectives:
Duration: 3 days
Target Group: STS/ JTS/
Group ‘B’
(xi) =
WORKSHOP ON FINANCIAL
MANAGEMENT
Objectives:
Duration: 3 days
Target Group: HAG/ SAG/
Circle IFAs
(xii) =
; SEMINAR ON TRAINING
ACTIVITIES
Objectives:
<=
span
style=3D'font-size:12.0pt;mso-bidi-font-size:10.0pt;font-family:Symbol;
mso-fareast-font-family:Symbol;mso-bidi-font-family:Symbol'>·
To analyse the role of=
the
training institutions in the Department of Posts with respect to the object=
ives
of the Department.
<=
span
style=3D'font-size:12.0pt;mso-bidi-font-size:10.0pt;font-family:Symbol;
mso-fareast-font-family:Symbol;mso-bidi-font-family:Symbol'>·
To identify the traini=
ng
areas which require to be strengthened.
<=
span
style=3D'font-size:12.0pt;mso-bidi-font-size:10.0pt;font-family:Symbol;
mso-fareast-font-family:Symbol;mso-bidi-font-family:Symbol'>·
To examine how the
resources of the training institutions can be utilized optimally for their
mutual benefit.
<=
span
style=3D'font-size:12.0pt;mso-bidi-font-size:10.0pt;font-family:Symbol;
mso-fareast-font-family:Symbol;mso-bidi-font-family:Symbol'>·
To devise a training
strategy for the future.
Duration: 2 days
Target Group: Director=
s/
Dy Dir of PTCs/ Faculty of PSCI.
(xiii) &nb= sp; SAARC SEMINAR ON BUSINESS DEVELOPMENT & COMMERCIALIZATION OF POSTAL SERVICES<= o:p>
Objectives:
Duration: 3 days
Target Group: Middle L=
evel
Managers (SAARC Countries)
(xiv) INTERNATI=
ONAL
EXECUTIVE DEVELOPMENT PROGRAMME
Objectives:
Duration: 2 weeks
Target Group: Middle L=
evel
Managers (With Foreign Participants)
=
=
6. Training of
Group ‘C’:
=
6.1 &nb=
sp; As
a matter of policy, all operative staff working in Post/RMS Offices must be
sent for In-service training in PTCs after completion of prescribed service=
in
each cadre to enable them to upgrade/update their knowledge, skills and
competence. It is proposed to expose 25,000 officials of the Inspectorial a=
nd
operative staff to the various areas viz. Mail operation, Marketing & B=
D,
Customer care, Investigation & Disciplinary cases, Philately, Office pr=
ocedure,
Financial Services, Training of trainers and Accounts training etc during 1=
0th
Five Year Plan. During the first two years (2002-03 & 2003-04) 16000
officials were trained and the remaining 9000 officials would be trained du=
ring
next three years.
6.2 &nb=
sp; PTC
Mysore has developed Standardized Training Packages (STPs) for various cour=
ses.
Some of the courses for which STPs have been developed are:
=
(i) =
Induction training for
Postal Assistants (Postal Operations)
=
(ii) =
Induction Training for
Sorting Assistants (Mail Sorting)
=
(iii) =
Unified Training Course
for Postal/ Sorting Assistants
=
(iv) =
Induction Training for
Inspectors
=
(v) =
Savings Bank Refresher
Course
=
(vi) =
Retraining of Sorting
Assistants in Postal Operations.
=
(vii) =
Retraining of Inspecto=
rs
of Post Offices in RMS
=
(viii)
=
(ix) =
Processing Legal Cases=
=
(x) =
Training of Branch Post
Masters in Postal Operations
=
(xi) =
Customer Care
=
(xii) =
Workshop on Reservatio=
n in
Appointments
=
(xiii)
=
(xiv) =
Workshop on Dealing wi=
th
Complaints & Grievances.
=
(xv) =
Philately
7.<=
span
style=3D'mso-tab-count:1'> =
Computer
Training (Institutional):
7.1 &nb=
sp; A
large number of Post Offices have been computerized. Total computerization =
of
all Head Post Offices and important Sub Post Offices is under process. India
Post has also introduced a number of computer-based financial services like
International Money Transfer in collaboration with Western Union, issue of
IDBI/ICICI Bonds, ATM facility in Post Offices etc. It is expected that such
services will grow in the near future. As all such schemes require
multi-skilled staff and their success can be ensured only if the staff enga=
ged
in this work is given proper training. It is proposed to impart training to
50,000 officials on specialized packages through PTCs during the 10th<=
/sup>
Five Year Plan. During the first two years (2002-03 & 2003-04) 17,000
officials were trained and the remaining 33,000 officials would be trained
during next three years.
8.<=
span
style=3D'mso-tab-count:1'> =
Computer Training (Workplace): <=
/span>
8.1 &nb=
sp; India
Post’s endeavor is to set up Workplace Computer Training Centres (WCT=
Cs)
at the Headquarters of each Circle/Region in the first phase and at Divisio=
nal
Headquarters and even in all Head Post Offices in a phased manner so that b=
asic
training on computers is given as close to the work place as possible. With
this aim in view, 39 WCTCs have been set up set up. Proposal to set up 21 m=
ore
WCTCs at the Circle/Regional Head Quarters has already been approved in
principle and it is expected to set up these Centres at any time during the
first quarter of the current financial year.
8.2 = The target for the entire 10th Five Year Plan is to train 1,00,000 G= roup ‘C’ officials out of which, 26,000 officials were trained during the first two years (2002-03 & 2003-04) and the remaining 74,000 offici= als would be trained during next three years.
9.1=
=
(i) =
Training of Group
‘C’ staff: Standardized Training Packages are being developed for these training
programmes. It is proposed to start this training during the Annual Plan
2004-05 about 34,000 officials will be trained during the next three years.=
=
(ii) =
Postmen Training: Training of Postmen has been started during the Annual Plan 2003-04
and the target is to train 50, 000 Postmen during 10th Five Year
Plan. About 20,000 Postmen have been trained during the Annual Plan 2003-04.
The remaining 30,000 Postmen will be trained during next three years.
(iii) Training of=
GDS
BPMs: Out of the total approximate stren=
gth of
1,26,000 GDS BPMs 54,647 BPMs were trained during the 9th Five Y=
ear
Plan. The issue relating to the Training of GDS BPMs was discussed in the
Conference of the Heads of Circles held at Bangalore during last year and it
was recommended to start the training again. The proposal has been included=
as
a supplementary Plan Training Activity for the 10th Five Year Pl=
an
with a target of 71,500 GDS BPMs. A target of 10,000 GDS BPMs has been fixed
for the Annual Plan 2003-04. The remaining 61,500 BPMs will be trained duri=
ng
the next three years.
10. &nb=
sp; Annexures:
10.1Physical & Financial Targets for the 10th Five Year P=
lan
in respect of
=
training activities are given in Annexure I.
10.=
2. Statement showing BE 200-05 is
given at Annex-II
10.3 =
; List
of Workplace Computer Training centres already functioning and proposed to be set up during=
10th
Five Year Plan is given in Annexure III-A and Annex III-B.
10.4Progress Report on work assigned to PTCs in respect of development o=
f
10.5 List of
Foreign Trainings at APPC Bangkok during the year 2004 is given at Annex-V.=
=
11. Points to Ponder:
=
11.1 &nbs=
p; PSCI
as a Premier Institute: There is distinct
differrencel in the nature of training between Lal Bahadur Shastri National
Academy of Admn., Musoorie and Postal Staff College because the LBSNAA is a=
ble
to get highly experienced Secretary level officers and the area covered by =
the
Academy is very wide unlike PSCI which has to focus purely on Postal matter=
s at
an elementary level like booking of Money Orders and other aspects. While the Staff College is covering
various aspects like Business and Marketing which interest the trainees, the
fact remains that the teaching of Postal Manuals has its limitations even w=
hen
such teaching is made interesting. Therefore, the effort is now to bring up
PSCI at the level of LBSNAA and SVP Police Academy. The PSCI has added a number of top=
ics
like Adventure Sports, new games and Yoga with a view to involve the
probationers in day today overall development of the personality which was
earlier neglected.
11.2 &nbs=
p; Expediting
Computer Literacy: Since the object of t=
he
Department is to computerize the entire department within the 5-year Plan f=
rom
Gr. ‘C’ upwards, we can supplement the institutional effort by
designating certain training courses run by certain private institutions li=
ke
Aptech and NIIT. Any person w=
ho
desires to avail this training may be allowed reimbursement of the course f=
ees
provided he has not undergone any earlier training and he is not under the
orders of transfer. All offic=
ers
who have less than two years of service could be excluded from this effort =
but
otherwise this training should be made compulsory.
11.3 &nbs=
p; Occasional
Papers: The PSCI is willing to prepare
occasional papers, which can be printed and distributed to the entire servi=
ce
in areas like globalization and WTO etc.&n=
bsp;
At present such in-house material is distributed only when a person
comes for regular training in the Staff College.
11.4 Impact of Training v=
is a
vis Organisational Culture: The impact of training in the short run, me=
dium
run and the long run varies from person to person but, training is benefici=
al
if there is certain congruence between the pressure of the job and the trai=
ning
imparted. The entire training=
can
go a waste if there is no congruence between training imparted in the train=
ing
centre and the organizational culture prevailing within the organization.
=
11.5 Accountability of
Performance: There is a
tremendous scope for training of employees at different levels but unless t=
here
is an accountability of performance and acceptable behaviour towards the
customer, the whole system becomes unworkable.
=
11.6 Availability of Comp=
uters:
There is also a need to ensure that computers become available to the
employees once an employee has been trained to use computers. This kind of
accountability is required if actual performance has to be judged in time b=
ound
manner.
=
11.7 =
Need for Innovation: <=
/span>India Post is on the threshold of an
opportunity waiting to be seized. We are all aware that our strength lies in
our extensive network. Our ap=
proach
to IT induction has been to develop a virtual network to match our physical
network and enhance salability of our products. A majority of our clientele is in =
rural
India. Our efforts at technol=
ogy
induction will come to a naught if our clientele is not interested in our
products. Hence we need to be
innovative & offer products that would attract our clientele back to the
Post Office. We need to expand our
network in the virtual world and find innovative ways of utilizing our netw=
ork
in the real world.
11.8 Pro=
ductivity:
We=
need
to set our priorities right and ensure that all our employees:-
=
(i) =
have enough of product=
ive
work,
=
(ii) =
are properly positione=
d to
handle that work,
=
(iii) =
have necessary tools t=
o do
that work efficiently and economically,
=
(iv) =
are properly trained a=
nd
motivated and
=
(v) =
their quantum of output
and quality of performance is regularly monitored.
=
(a) =
To achieve the level of
productivity that will wipe out our deficits.
=
(b) =
To regain our relevance in the rural economy=
.
=
=
=
11.9 Tec=
hnology
Induction – The Right Way: First rule of technology induction is:
“Automation applied to an efficient operation magnifies the
efficiency.” The =
second
rule is: “Automation applied to an inefficient operation magnifies the
inefficiency”. We
must guard against the negative impacts of technology induction. This calls=
for
simultaneous reengineering of=
our
business processes.
Annexure I
Physical and Financial Targets for the 10th Five Year Pla=
n in
respect of Training Activity
|
Sl =
No |
A=
ctivity
|
1=
0th
Five Year Plan
(=
2002-03
to 2006-07)
|
No of official trained/like to be trained(Rupees in crores) |
|||||||||
|
|
|
=
Physical
Targets |
Financial Outlay (Rupees in Crores)=
|
2002-03 |
2003-04 (As 0n 31-=
12-04) |
|||||||
|
1.<= o:p> |
T=
raining
Institute Learning |
|
Physical Targets |
Financial Targets<= o:p> |
Physical Targets |
Financial Targets<= o:p> |
||||||
|
Fixed |
Achieved |
Allotted |
Spent |
Fixed |
Achieved |
Allotted |
Spent |
|||||
|
(a)=
|
Tra=
ining
Programmes for Group “A” & Group ‘B’ Officers=
|
1200 |
5.00 |
250 |
252 |
0.15 |
0.15 |
275 |
272 |
0.37 |
0.15 |
|
|
(b)=
|
In-=
service
Training |
25000 |
5.80 |
6000 |
9182 |
0.75 |
0.93 |
4750 |
7006 |
1.07 |
0.43 |
|
|
(c)=
|
Com=
puter
Training |
50000 |
10.80 |
10000 |
10781 |
|
|
11000 |
7102 |
1.93 |
0.56 |
|
|
(d)=
|
Cou=
rse
material/Training Equipment |
|
5.00 |
|
|
|
|
|
|
0.64 |
0.14 |
|
|
2.<= o:p> |
W=
orkplace
Learning |
|
|
|
|
|
|
|
|
<=
span
style=3D'mso-spacerun:yes'> &nbs=
p;
|
<= o:p> |
|
|
(a)=
|
In-=
service
Training to officials including Delivery Staff |
1,00,000 |
7.20 |
10000 |
1235 |
0.10 |
0.10 |
30000 |
19871 |
1.25 |
0.31 |
|
|
(b)=
|
Com=
puter
Training to officials |
1,00,000 |
10.50 |
18000 |
15025 |
0.71 |
0.62 |
22000 |
10598 |
1.85 |
0.50 |
|
|
(c)=
|
Tra=
ining
Equipment |
|
6.00 |
|
|
|
|
|
|
3.00 |
0.57 |
|
|
3.<= o:p> |
T=
raining
Buildings |
|
11.00 |
|
|
0.61 |
0.56 |
|
|
0=
.35 |
0=
.11 |
|
|
= &nbs= p; &= nbsp; &nbs= p; Total<= o:p> |
|
61.30 |
|
|
2.32 &nbs=
p; &=
nbsp;
|
2.36 |
|
|
10.46 |
2.77 |
||
Annex-I A
|
Sl. No. |
Activity TRAINING
&nbs=
p;
|
BE 2003-04
|
RE 2003-04
|
FG 2003-04
|
|
1. |
Training Institute Learning=
|
|
|
|
|
(a) |
Training Programmes for Group “A” & Group ‘B’ Officers<= o:p> |
37.00<= o:p> |
42.00<= o:p> |
31.00<= o:p> |
|
(b) |
In-service Training <= o:p> |
107.00<= o:p> |
115.00<= o:p> |
131.00<= o:p> |
|
(c) |
Computer Training<= o:p> |
193.00<= o:p> |
193.00<= o:p> |
203.30<= o:p> |
|
(d) |
Course material/Training Equipment<= o:p> |
64.00<= o:p> |
114.00<= o:p> |
70.00<= o:p> |
|
2. |
Workplace Learning |
|
|
|
|
(a) |
In-service Training to officials includ=
ing
Delivery Staff |
125.00<= o:p> |
130.00<= o:p> |
126.00<= o:p> |
|
(b) |
Computer Training to officials <= span style=3D'font-size:12.0pt;font-family:Arial;mso-bidi-font-family:Arial'><= o:p> |
185.00<= o:p> |
185.00<= o:p> |
162.50<= o:p> |
|
(c) |
Training Equipment <= o:p> |
300.00<= span style=3D'font-size:12.0pt;font-family:Arial;mso-bidi-font-family:Arial'><= o:p> |
309.00<= o:p> |
120.00<= o:p> |
|
3. |
Training Buildings |
35.00<= o:p> |
100.00<= o:p> |
12.00<= o:p> |
|
Total |
1046.00 |
1188.00 |
855.80= <= o:p> |
(Amount
in lakhs of Rupees)
Annex-II =
&nb=
sp; =
&nb=
sp;
Statement showing BE
2004-05
|
&nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp;
&nbs=
p; &=
nbsp; |
Activity
|
Financial Outlay BE
2004-05 (Rs Crore)
|
||
|
|
|
Rest of the country |
NE Region |
Total |
|
1. |
Training Institute Learning=
|
|
|
|
|
(a) |
Training Programmes for Group
“A” & Group ‘B’ Officers |
0.48 |
0.02 |
0.50 |
|
(b) |
In-service Training |
0.95 |
0.15 |
1.10 |
|
(c) |
Computer Training |
2.32 |
0.03 |
2.35 |
|
(d) |
Course material/Training Equipment |
1.16 |
0.04 |
1.20 |
|
2. |
Workplace Learning |
|
|
|
|
(a) |
In-service Training to officials includ=
ing
Delivery Staff & GDS BPMs |
1.75 |
0.10 |
1.85 |
|
(b) |
Computer Training to officials |
2.20 |
0.10 |
2.30 |
|
(c) |
Training Equipment |
1.35 |
0.10 |
1.45 |
|
|
Training Buildings |
2.10 |
0.50 |
2.60 |
|
&nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp;
Total |
12.31 |
1.04 |
13.35 |
Annex-III
(Para 8.1 of the Paper refers)
List of WCTCs functioning at Circle/Regio=
nal
Headquarters
Sl. No
|
Name of the Circle |
|
Name of Computer Training L=
ab |
|
|
Andhra Pradesh Circle |
|
Hyderabad |
|
|
Vijayawada |
||
|
|
Kurnool |
||
|
|
Vishakhapatnam |
||
|
|
Assam Circle
|
|
Guwahati |
|
|
Chhatisgarh
|
|
Raipur |
|
|
Delhi Circle |
7.
|
New Delhi
|
|
|
Gujarat Circle |
8.
|
Ahmedabad
|
|
|
Haryana Circle |
|
Ambala |
|
|
J&K |
|
Jammu |
|
|
Karnataka |
|
Dharwad |
|
|
S. K. Region Bangalore |
||
|
|
Kerala Circle |
|
Trivandrum |
|
|
Calicut |
||
|
|
Kochi |
||
|
|
Maharashtra Circle |
|
Mumbai |
|
|
Aurangabad |
||
|
|
Goa |
||
|
|
Nagpur |
||
|
|
Pune |
||
|
|
Santa Cruz, PO |
||
|
|
North East Circle |
|
Shillong |
|
|
Orissa Circle |
|
Bhubaneswar |
|
|
Berhampur |
||
|
|
Punjab Circle |
|
Chandigarh |
|
|
Rajasthan Circle |
|
Jaipur |
|
|
|
|
Jodhpur |
|
|
Tamilnadu |
|
Chengalpattu DO |
|
|
Tiruchirapalli |
||
|
|
AMPC, Chennai |
||
|
|
Coimbatore |
||
|
|
U. P. Circle |
|
Agra |
|
|
Gorakhpur |
||
|
|
Kanpur |
||
|
35. |
Lucknow |
||
|
|
Uttaranchal Circle |
|
Dehradun |
|
|
W. B. Circle |
|
CO Kolkata |
|
|
Kolkata GPO |
||
|
|
SSPOS KolKata (N) |
||
|
Total |
39 WCTCs |
Annex-III A
(Para 8.1 of the Paper refers)
List of proposed WCTCs to be set up during 10th Five Year
Plan
|
S=
l.
No. |
C=
ircle |
S=
l.
No. |
L=
ocation
of WCTC |
|
1. |
A=
ssam |
|
D=
ibrugarh |
|
2. |
B=
ihar |
|
P=
atna |
|
|
|
M=
uzaffarpur |
|
|
3 |
G=
ujarat |
|
R=
ajkot |
|
|
|
V=
adodara |
|
|
4 |
H=
imachal
Pradesh |
|
S=
himla |
|
5 |
J=
harkhand |
|
R=
anchi |
|
|
Karnataka
|
8.=
|
B=
angalore |
|
7 |
M=
. P. |
|
I=
ndore |
|
8 |
N=
orth
East |
|
A=
runachal
Pradesh. |
|
|
|
M=
anipur |
|
|
|
<= o:p> |
|
M=
izoram |
|
|
|
N=
agaland |
|
|
|
|
A=
gartala |
|
|
9 |
O=
rissa |
|
S=
ambhalpur |
|
10 |
Rajasthan
|
16.
|
A=
jmer |
|
|
T=
amilnadu |
|
C=
hennai |
|
|
|
M=
adurai |
|
|
12 |
U=
P |
|
B=
areilly |
|
|
|
A=
llahabad |
|
|
13 |
W=
. B. |
|
S=
iliguri |
|
T=
otal |
<= o:p> |
21
(Twenty One) |
Annex-IV=
(Paras 6=
&
9 of the Paper refers)
Progress report on wor=
k assigned
to PTCs in respect of Development of STP (Institutional)/ STP (Workplace)/
Software
|
Sl No |
Name of PTC |
Standardized Training Packa=
ge
(Institutional) |
Standardized Training
Package for Workplace Learning |
Software Project |
|
1. |
Saharanpur |
(i) Brought out a guide on
Philately (ii) Seminar on philately w=
ill
be held in the month of April 2004. (ii) STP on Financing of SOs
& BOs being developed. (iii) STP on PO&RMS
Accountants has been sent to Directorate for approval. |
(i) STP on Delivery of regi=
stered
articles has been developed and sent to PO division for vetting. (ii) STP on SB/SC is yet to=
be
developed. |
- |
|
2. |
Mysore |
All training being carried =
out
through STP |
(i) STPs on Postmen, GDS BP=
Ms,
Philately and SB have been developed. |
Software on SB module has b=
een
prepared and lying with FS Division of Directorate for approval. Module on
PLI/RPLI software will be ready by end of May 2004 |
|
3. |
Vadodara |
Package on Business Develop=
ment
will be ready by May 2004 |
Package on Business Develop=
ment
will be ready by May 2004 |
- |
|
4. |
Darbhanga |
- |
Module on PLI/RPLI has not =
been
approved since it is not prepared according to Train Post system. |
- |
|
5. |
Madurai |
STP on Financial Services h=
as
been vetted by Finance Division of the Directorate. Later the STP was sent to PLI Directorate for vett=
ing
the PLI portion. |
- |
- |
=
=
Annex-V
(Para 1.3 of the Paper refers)
Foreign Training at APPC Bangkok during the year 2004
|
Sl.=
No. |
Nam=
e of
the course |
No.=
of
slots |
Cou=
rse
duration |
No.=
of
weeks |
|
1. |
Financial
Management (FM) |
1(self-fun=
ding) |
19 January=
-13
February |
4 Weeks |
|
2. |
Advanced
Marketing (AM) |
1(self-fun=
ding) |
1-12 March
2004 |
2 Weeks |
|
3. |
Philately<= o:p> |
1(Fellowsh=
ip
funded) |
1-12 March
2004 |
2 Weeks |
|
4. |
EMS |
1(self-fun=
ding) |
22 March-9
April 2004 |
3 Weeks |
|
5. |
Parcel &am=
p;
Logistic Management (PLM) |
1(self-fun=
ding) |
22 March-9
April 2004 |
3 Weeks |
|
6. |
Advanced
Business Management course (ABM) |
2(self-fun=
ding) |
26 April t=
o 14
May 2004 |
3 weeks |
|
7. |
Internatio=
nal
Mail Accounting course (IMA) |
1(self-fun=
ding) |
26 April t=
o 14
May 2004 |
3 weeks |
|
8. |
Direct mar=
keting
& Marketing Management (DMM) |
1(self-fun=
ding) |
5-31 July<=
span
style=3D'mso-spacerun:yes'> 2004 |
4 Weeks |
|
9. |
Information
Technology Management (ITM) |
1(self-fun=
ding) |
16 August-=
10
September 2004 |
4 Weeks |
|
10. |
Selling Sk=
ills
& Retail Management (SSM) |
1(self-fun=
ding) |
8 November=
- 3
December 2004 |
4 Weeks |
|
Tot=
al |
10 (Self
funded)+1 fellowship) =3D 11 |
|
|
=