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    Suggestions on the revision of recruitment norms and policy

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    Admin

    Posts : 179

    Suggestions on the revision of recruitment norms and policy

    Post by Admin on Wed May 12, 2010 12:53 pm

    There is a proposal to review the existing recruitment rules, norms and policies (including qualification, experience etc) and make appropriate modifications.
    The existing rules (staff regulation) are available in the official website under RTI manuals
    Link
    Please offer your suggestions in this regard so that the same can be taken up with the appropriate authorities.

    The following suggestions were given by our colleagues from the orkut forum.

    I think we should adopt a recruitment policy with a well-defined career trajectory, keeping view of the very high aspiration level of the present generation and desperation and demotivation prevailing in the previous generation.
    In fact in FCI we have a much skewed ratio in our staff profile. We have only 1 post in Cat-II- up for promotion for every 6 employees in cat III. Similarly promotional vacancy in Cat-I (taking the promotional post in cat-I as 716 with the proposed increase of ratio in promotional post from 2/3rd to 3/4th) is not enough to accommodate even the direct recruits (i.e. 1757) in category II level. This means almost 3 persons in every 5 direct recruits Managers are likely to remain Manager in their lifetime. 90 of the 125 officers of the newly inducted Movt. Cadre is likely to remain at the same post throughout their career.
    In contrast, our sister organization CWC is maintaining a very healthy career prospect for its officers. For example in FCI for one cat-I post there are 7.4 category II employees and 32 cat III employees, whereas in CWC for one cat-I post there are approximately 3.8 category II employees and only 10 cat III employees.
    Thus, only logical way to get out of this mess seems to be having recruitment at only entry level of staff and executive posts, e.g. at AG III level and Manager’s level apart from introducing newer and extinct scales at both level.

    Regarding qualification, since FCI has already introduced the scheme of management trainee where candidates are selected through vigorous screening, it has already been able to attract bright and talented candidates who are required to undergo prolong and intense training, getting a very good exposure.

    Thus, we should not have any objection for ‘graduation’ to be the desirable qualification (except for specialized cadre) at Executive level, since this is also the required qualification at various civil service exams. However, candidates having higher qualification (MBA etc.) should be given some sort of edge in the recruitment process, which is also the prevalent practice.
    Regarding career progression for the hard-working lots, problem is that practically, it would be very difficult to formulate any such formula in a Govt. sector organization, since people will go to the court citing arbitrariness in the question of identification. However, we cannot also fridge the induction of bright and talented people only at the entry level of the career ladder which is neither good for the concerned employee nor for the Organization.

    Therefore, we should develop a mechanism of career progression for the deserving candidates through Departmental exams. We may reserve a portion of the total posts (say 10%) for limited Departmental Exams. Eligibility for the same may be a minimum qualified service in a particular grade. This way deserving candidates would have an impartial and uncontroversial way to move up the career ladder.

    Another policy I find it hard to comprehend is separation of certain cadres. Take for example, General, Depot and Movt. Cadres. Candidates are recruited on the same eligibility and qualification criteria (sometimes on the same question paper). After induction, there is no clear cut demarcation in allotment of jobs too (especially in the Cat-II level). Often it is found that persons from depot cadre are posted in the Dos, ROs, ZOs and even at the Hqrs. Gone are the days when FCI was depending on people from Rlys. for the nitty gritty of Movt. planning. For the last few years, the entire show is being run by our own people (with fewer people in Movt. cadre itself) Moreover, it is also hard to find out from the recruitment process, whether there is any conscious effort to select specific candidates for the specific cadre. Actually at Cat-II level, there is no justification to keep these cadres separated, since all the persons from these cadres are essentially dealing with general administrative/managerial works.

    However, due to this artificial separation, people are greatly suffering in terms of promotional prospects, since these three cadres are merged at the AGM level. As already cited, just take the case of the newly requited Movt. Cadre people.


    I have been working in FCI since last eight months and through out these short period what I have found regarding the career prospect that here everybody is considered as equal in respect of getting promotion, an employee who works seriously through out the whole day and an employee who does not work at all is equal. So gradually the employees who works really hard also get demotivated due to getting no reward of their work. So I think this work culture should be changed and the hard working employees should be given preference in respect of promotion instead of seniority, otherwise other performance appraisal techniques like internal exam, etc. should be adopted. And more over for direct recruitment in Management Trainee (A/Cs), the educational norms should be kept as B.Com.

    I think here FCI's recruitment policy should be revised by the management. I think graduate level knowledge in Commerce with honors in Accountancy is enough for maintaining accounts of FCI where every employee posted in accounts section gathers more knowledge as he gathers more experience in service. So I think there is no logic of wanting MBA (Fin), ICWA, or CA for recruitment in Management trainee in Accounts cadre where the norms for other cadre is simple graduate.


    I think that many may agree that the qualification required for the post of Direct recruit Manager A/C's is a bit too high. A CA will never apply for the post of Manager A/C's. See the banks the direct recruit officers (PO) minimum qualification is Graduate.

    The suggestions offered here would be compiled and taken up with appropriate authorities.


    Last edited by Admin on Thu Oct 20, 2011 2:31 am; edited 3 times in total

    trkp

    Posts : 2

    Re: Suggestions on the revision of recruitment norms and policy

    Post by trkp on Fri May 21, 2010 10:31 pm

    As regards qualification for Management trainee - A/cs cadre is concerned, Graduation may be made desirable. If at all it is felt necessary to have a MBA (Fin)/ICWA/CA, they should be paid a higher pay just like Banks. It sounds that the cadre is not seen on par with others since higher qualification is sought but at the same pay.

    sreeni

    Posts : 2

    Re: Suggestions on the revision of recruitment norms and policy

    Post by sreeni on Tue May 25, 2010 2:20 pm

    The recruitment to all levels at all cadre should dispence with,it should be one entry at assistant level and one entry at managerial level.And the qualification for assistants and managers should not be the same as like in Depot,Movement and General Cadre. we should ask anather fundamental question is there any need for cadre in FCI, if so do we require depot, general & movement cadre as, at least for argument sake it dont require any specilised knowledge.

    nsmohanfci

    Posts : 10

    Re: Suggestions on the revision of recruitment norms and policy

    Post by nsmohanfci on Tue May 25, 2010 9:51 pm

    Yes. Ifully agree the above view.having exp in past 30 years in engg.,i am now doing all adm. works in district office. My many frinds are also doing other cadre jops successfuly.So in fci no need for cadre bifurcation and make one seniority list.

    pgadurai

    Posts : 35

    Re: Suggestions on the revision of recruitment norms and policy

    Post by pgadurai on Sat May 29, 2010 5:55 pm

    So many commitee reports notified that the cadre based recruitment in FCI need not be, since there is no specialised knowledge is required to perform the functional cadres such as depot, Genl.Admn, Accounts, Quality Control, Movements, etc., excepting the staff cadres like Engg, Legal, System Management, etc.
    When the AG III is recruited with the qualification of degree in any disipline for different cadres, why it should not be one recruitment for all put in to one cadre. These different recruitments for different cadres at different point of time may create faster promotional avenue in one cadre and longer stagnation in other cadres. Now in FCI the QC cadres got better carrier prospects than A/C, A/C better over Genl, Genl better over Depot. This is only for example and may be wrong in case to case. This scenerio may change according to the frequency of recruitment, age profile of the existing and newly recruited employees, new sanctionof post in any cadres etc.

    Admin
    Admin

    Posts : 179

    Re: Suggestions on the revision of recruitment norms and policy

    Post by Admin on Sat May 29, 2010 10:57 pm

    pgadurai wrote:So many commitee reports notified that the cadre based recruitment in FCI need not be, since there is no specialised knowledge is required to perform the functional cadres such as depot, Genl.Admn, Accounts, Quality Control, Movements, etc., excepting the staff cadres like Engg, Legal, System Management, etc.
    When the AG III is recruited with the qualification of degree in any disipline for different cadres, why it should not be one recruitment for all put in to one cadre. These different recruitments for different cadres at different point of time may create faster promotional avenue in one cadre and longer stagnation in other cadres. Now in FCI the QC cadres got better carrier prospects than A/C, A/C better over Genl, Genl better over Depot. This is only for example and may be wrong in case to case. This scenerio may change according to the frequency of recruitment, age profile of the existing and newly recruited employees, new sanctionof post in any cadres etc.

    While the distinction between Depot, Movement and Genl. cadre are definitely blurred, the function of Accounts, QC, Legal and Engg. requires specialised knowledge and expertise.

    Many from the Engg, cadre are of the view that FCI does not require a Engg. cadre and should not recruit Engineers. Any comment on that.

    pgadurai

    Posts : 35

    Re: Suggestions on the revision of recruitment norms and policy

    Post by pgadurai on Mon May 31, 2010 5:51 pm

    Except engg cadres in all category and legal in cat II & I no cadre based recruitment is neccessary. Even in legal cadres the court cases are dealt directly by the concerned functional divisions of FCI. The consultations/decisions alone are communicated to the divisions concerned by the Legal Officers of FCI. The case filed and judgement are obtained by the divisions from the standing counsel appointed seperately. So the legal expertise is required at the level of Cat I only. For cat II & III post in legal divisions of FCI can very well be handled by the generalist with out any specialised knowledge of legal backround.
    In Engg cadres the mechanical cadre recruitment may not be required any more as FCI closed all its mills and the port operations. Only the Lorry weighbridges maintenence in each depot are being looked after by them as on date that too in a skattered manner as per the availability of the persnnoel at cat II level with out any training / background knowledge. At the level of cat I, the same is dealt by the Mechanical or the Electrical Engineers. So the mechanical engineers with little scope in FCI need not be.
    If we take the civil and Electrical engineers their contribution to the maintenence of the depot complex is very much important. Or otherwise these works are to be carried out through the Govt agencies / Department on deposit works basis.
    If we calculate the establisment & overhead charges of the organisation concerned, the expenditure on the engineering officers would definitely be less. Further to add the electrical engineers are required to be employed by the organisation concerned (for safety) as per the Electricity control rules of the central govt and stste electricity boards.For example if we see the expenditure incurred for the maintenence of railway siding in FCI depots by the railways and now by FCI from 1994 onwards, there is very big slash in the expenditure at the same time better maintenence of railway line in a traffic worth condition. Even at present the railways are getting maintenence charges for apprach length upto the FCI gate and FCI is maintaining thereafter. Comparision would show the exact difference.The same would be applicable for civil and electrical maintenence of FCI Depots.
    Engineers in FCI are of the opinion that they might have not come to FCI as there is no prospects in their careers in FCI. In FCI one DM (Civil) & one DM (Genl) recruited at the same time in early 70's have retired as DM (civil) and ED (Genl) during 2003 & 2004.And further the Engineers with specialised knowledge have to work under the administrator, the decision on their expertise are often sidelined. If such is the case it is better to stop the recruitment of Engineers in FCI as for as the personnel opinion is concerned. But on the other side of organisational interest they should also to be a part of FCI. If it has been asked with the depot managers of late 60's ie in the beginning periods of FCI it may come to light that the FCI owned Engineers have contributed much than the period under the control of the govt dept. as deposit works. Only requirement is to stream line the policies of recruitment in specialised cadres. As pointed out by the expert committees the engineers can very well be utilised in genl cadres jobs as the general cadre works can be handled by the specialists of any field.
    The present civil and electrical engineers in cat II post are of more than 25years of service in FCI. Out of which about two decades they have put in the junior engineer post ie entry level post. The AGIII in other cadres have come to catII, the Cat IV in Mech cadre has come to the post of foreman but the immediate post of AM for JE's is of remote thing till December 2003.

    ramkumar

    Posts : 7

    Re: Suggestions on the revision of recruitment norms and policy

    Post by ramkumar on Wed Jul 14, 2010 1:14 am

    Dear Sir,,
    i m a newly appointed manager movt at RO lucknow. i m MBA in finance and international business from GGSIPU Delhi.i read the suggestions n found vry intresting and commendable. The most important thing of an organisation is its workforce, till the workforce wont be satisfy the organisation cant grow.
    n if we will look at our HR policies, the policies are neither motivating in terms of monetary benefits nor in terms of career planning. as compared to CWC the salaries of newly managers are almost half of the managers of CWC. if we will look on our future prospect its also very disappointing. Transfer and postings wise also department does not consider anything while posting people at places.I was very happy at the time of joining bt as i m getting old in this organisation n meeting new people i am getting demotivated day by day. While working also i observe that the person who tries to work, start getting work from other sections also n the people who are tricky enjoys whole day, It simply helps us to know that just be Dumb and u will enjoy as you try to show your smartness you will be trapped.
    Are there any ways we can improve the things or we should start looking for other options..
    Please suggest something..

    Kumar

    Posts : 3

    Re: Suggestions on the revision of recruitment norms and policy

    Post by Kumar on Sat Aug 07, 2010 6:24 pm

    Suggetsions on Recruitment norms and policy: A good HR policy of an organization is a must for the better out come of the organization. It keeps moral high of the employees and yeild better performance. One become feel monotonous by doing same job for years, so there must be some changes in ones profile of work and time to time promotion keeps moral high of the employees. Second thing is that when some one knowledge keeps working he feels satisfied in his job. As for examples is some one has Engg degree and doing HR jobs then he never feel satisfied.

    Therefore, I think two main issues that may be discussed in this regards:

    (1) Career prospect i.e prospect of growth of the employees working in FCI and

    (2) The qualification fixed for direct recruitment in various cadres

    As regards the career prospect of the employees of FCI is concern it is not at the satisfactory level. In fact as soon as a new persons joins this organization and meet the employees who are going to retire from the services without any proper growth in this organization he becomes wondering about his career also and it hampers his day to day performance.
    There are certainly very few channels of promotion as in Cat.III posts there are three steps for promotion AG.III, AG.II and AG.I, but in Cat.II posts there are no promotional avenue and it takes very much time to get promotions from Cat.II to Cat.I posts. therefore, there must be some channels of promotion in Cat.II posts itself, so that Cat.II employees can break their stagnation in one post and that will certainly improve their working as well as moral.
    Further, in Cat.I posts there should be more channels for promotion from AGm to Executive Directors.

    The jist is that each employees should get promotion on every three to five years. There should be a fixed tenure maximum of five years. The deserving people must get more promotion avenue, for that there should be an departmental exams instead of seniority based promotion.

    (2) As regards requisite qualification for direct recruitment is concern there must be some norms for a post that what qualification is required for the working on the post. An desirable MBA qualification for a Manager is all right when it is given extra weightage by the interview boards, like that a Graduation degree is sufficient for the Cat.III level posts.

    As far as computer education is concern a working knowledge on computer is sufficient for all level posts.

    So to welcomes the young new generation we must take an overview on our policies regarding promotional avenue and direct recruitment and make it a healthy organization in all respect.
    Thanking you.


    Admin
    Admin

    Posts : 179

    Re: Suggestions on the revision of recruitment norms and policy

    Post by Admin on Mon Aug 09, 2010 2:04 am


    There are certainly very few channels of promotion as in Cat.III posts there are three steps for promotion AG.III, AG.II and AG.I, but in Cat.II posts there are no promotional avenue and it takes very much time to get promotions from Cat.II to Cat.I posts. therefore, there must be some channels of promotion in Cat.II posts itself, so that Cat.II employees can break their stagnation in one post and that will certainly improve their working as well as moral.
    The stagnation at Cat.II level that was there was primarily because of the skewed recruitment in the initial years. Most of these persons were recruited as Cat.III. Initially, because the number of posts were high and available persons less, they all got quick promotions from AG.III to AG.II to AG.I and then to Cat.II. There are several instances where these people got 3 promotions in 10 years. But then the stagnation started, because they were all of around the same age and once the total posts at Cat.II and Cat.I filled up, the promotional avenues dried up.
    However, the present situation is better and many of those who have been recruited as Cat.II in 2000 are already promoted.


    The deserving people must get more promotion avenue, for that there should be an departmental exams instead of seniority based promotion.
    The recent Cat.I recruitment has shown that the direct recruitment can be effectively utilised by internal candidates. The non-applicability of age limit for internal candidates also played a role.

    takhs

    Posts : 1

    Re: Suggestions on the revision of recruitment norms and policy

    Post by takhs on Wed Oct 24, 2012 10:06 am

    I Think we should not adopt a cadre structure and recruitment/promotion policy in the line of the best PSUs like IOCL, NTPC etc.

    I feel we should not apply our mind when others have applied their mind. We FCI people must be smart.

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