APPENDIX : I

N0.5/1/71-PP(Vol.VI)

DEPARTMENT OF PERSONNEL

(P.P. WING)

(Now Cadre Review Division)

......

Dated the 6th May,1972

OFFICE MEMORANDUM

The Administrative Reforms Commission, which examined the existing machinery for the management of different All India and Central Service Cadres, had in their Report on Personnel Administration made the following recommendations :-

Recommendation No.10

(1) For all Services advance projections should be made of the requirements of personnel for five years at a time. Mid-term appraisal also should be made if circumstances warrant it and necessary correctives made on the basis of the appraisal.

(2) Such projections should be made by cadre management committee which should be constituted in the manner described in para 5.

2. The Commission had further suggested that the cadre management committee may include, in addition to the cadre controlling authority, representatives of the Central Personnel Agency and of the user interests, if any. (User intersts, in this context mean the organisations other than the controlling authority which are likely to make a substantial use of the Services of the concerned personel on deputation). The Government of India have accepted this recommendation of the A.R.C. with the modification that the review should be made, instead of every five years as recommended by the Administrative Reforms Commission after every three years and it would not be necessary to associate the user interests with the review Committee but their requirements should be taken into consideration while making the review. The composition of the committee should as follows :-

                                        i) Cabinet Secretary                      --       Chairman

                                        ii) Secretary of the Ministry
                                            Controlling the cadre               --       Member

                                        iii) Secretary, Department             --      Member

                                        iv) Secretary, Ministry                   --      Member
                                            of Finance, Department
                                            of Expenditure

The Ministries/Departments are accordingly requested to take immediate action on the lines indicated above to constitute cadre management committees for review of the cadre under their administrative control, under intimation to this Department.

3. In this connection, a reference is invited to this Department's O.M. No.5/1/71-PP(VI), dated the Ist February,1971 regarding evoluation of principles for proper cadre management. It was mentioned therein that both the Study Teams of the ARC on Personnel Administration as also the Administrative Reforms Commission itself pointed out a number of deficiencies in the management of the various cadres. The Ministries/Departments were also requested in the above O.M. to send details of the various measures taken by them to ensure scientific management of the various Service-cadres under their control. In the light of the information received, this Department has formulated certain broad guidelines (copy enclosed) for objective cadre management. It is expected that those general guidelines, if followed systematically, would remedy to a considerable extent, the deficiencies pointed out by the ARC and ensure a balanced and scientific management of cadres, apart from helping in establishing uniformity in the principles/procedurees employed in the management of the Service Cadres.

4. All the Ministries/Departments are requested to review immediately the cadres controlled by them in the light of the enclosed guidelines and prepare a detailed personnel plan for each cadre, taking 1972 as the base year.

5. As this Department is required to furnish the implementation report of the ARC's recommendation to the Parliament it is requested that as soon as the implementation of the Government decision in this regard is completed, a report may kindly be sent to this Department.

sd/-

Deputy Secretary to the Govt. of India

DEPARTMENT OF PERSONNEL

GUIDELINES FOR CADRE MANAGEMENT

GENERAL                    

(1) The basic purpose of cadre management is to ensure that, consistent with the maintenance of morale, the cadre is recruited, trained and utilised in a manner calculated to fulfil the objectives for which the cadre was constituted.

THE STRUCTURAL ASPECTS OF A CADRE                 

(2) The fixation of strength of a cadre should be related primarily to thecurrent and anticipated requirements of personnel for discharging the functions for which a cadre has been created.

(3) In fixing the strength of the cadre due regard should be paid to the duties and responsibilities of the posts to be included in the cadre. Every cadre should, therefore, have a schedule of duty posts identified, on the basis of detailed job evaluation, either individually or in groups, which constitute the core of the cadre.

(4)  The strength of each cadre should essentially reflect the permanent requirement for cadre personnel.

(5)  The following three reserves should be built into the structure of every cadre:

i)  Deputation Resrerves:  Since the deputation reserve is a machanism for sending Cadre officers to hold ex-cadre posts, this reserve should be fixed by assessing the needs of the outside (or ex-cadre) agencies for the services of officers of particular Cadres, having regard to the experiences and expertise developed in such Cadres.  Such deputation reserve should also bear a reasonable proportion to the duty posts in the cadre in order to ensure that cadre personnel are primarily available for filling up cadre posts.

ii)  Training Reserve:  This reserve should be rationally fixed with due regard to the particular needs of the cadre for the development of suitable professional expertise and generation of adequate specialisms through the training (both post-entry and in-sesrvice) of cadre -personnel.

iii)  Leave Reserve:  This reserve should be related to its actual utilisation.

(6)  Where recruitment rules provide for multiple points of entry into the service, the promotion quotas should be so determined as to ensure adequate opportunities for promotion between the various grades in the cadre schedule.

(7)  A rational recruitment policy should be framed so as to take into account:

• Maintenance needs of the cadre.
• Growth needs of the cadre.
• quality of recruits.
• Promotional prospects of recruits.

(8)  The rate of annual recruitment should be worked out that gaps in the cadre are adequately taken care of in a phased manner and there is no excessive recruitment in particular years leading to dilution in the qualilty of recruits or block in promotion at a later stage.

(9)  Except to the extent provided for in particular recruitment rules for any cadre, cadre posts should be held by cadre officers.

(10) A scientific plan for the development and deployment of officers in a cadre should be devised.  This plan should spell out in detail the requirement in terms of skills/specialities, desirable experience etc. for different positions, and the various training programmes required for the attainment of this objective.

(11)  The placement of officers, in and outside the cadre, should be in line with the skills/experience acquired by them.  It should, therefore, be done after a careful screening of eligible personnel in relation to the type of posts to be filled up.

(12)  Deputation of ex-cadre posts should be for a fixed tenure, and unless there are exceptional grounds, an officer sent on deputation should return to this parent cadre on the expiry of his tenure.

MACHINERY AND PROCEDURES FOR BETTER CADRE MANAGEMENT                  

(13)  There should be a high-level comprehensive review, at regular intervals of three years, of the management of each cadre in the light of these guidelines.

(14)  The specific object of the triennial review should be to:

• Determine the rate of growth of the cadre, after analysing past trends and anticipating additional needs;
• assess the trend of growth of the ex-cadre posts requiring the services of cadre officers and adopt measures to cut imbalances arising between deputation reserves and the number of officers in ex-cadre posts;
• fix and rationalise the strength of the cadre;
• draw up a personnel plan, for three years indicating for each year;
• the size of the cadre;
• fresh intake of personnel;
• utilisation of deputation and other reserves;
• overall needs and gaps.

(15)  A Review Committee should conduct the triennial reviews in respect of all cadres.  The composition and functioning of the Review Committee will be as indicated in the forwarding O.M. No. 5/1/71-PP(Vol.VI) dated 6th May, 1972.

(16)  A departmental committee consisting of the head of the department and a few senior officers should undertake a mid-term appraisal of the structural and personnel aspects of the cadre once every year in order to check and apply suitable correctives as may be necessary due to changes in projected needs and gaps.

(17)  The departmental committee referred to in (16) above will also perform the following functions in relation to the cadre management:

a)  Screening of officers for their suitability for promotion for categories of posts for which departmental promotion committees are not regularly constituted.

b)  Nomination and recommendation of officers for various courses of training in India and abroad.

c)  Nomination and recommendation of officers for foreign assignments.

d)  Such other personnel matters which the Department may like these Committees to consider.

(Enclosure to O.M. No. F-5/1/71-PP(Vol.VI), dt. 6.5.1972)