'Time spent on the study table matters the most' - UPSC Civil Services Preparation Guidance

At least a dozen candidates from Odisha have qualified for the civil services. Three of them - Anupam Saha, Manish Agarwal and Rashi Dogra - share their motivation and secret for success of cracking the prestigious exam with Ashok Pradhan. While one was attracted by the dream of pursuing the 'top most career' in the government sector, another rued the lack of 'proper coaching' in Odisha. The biggest motivator for the third was the desire to work for society in an efficient way. They, however, agree that at the end of the day it is one's own hard work and perseverance that is responsible for success.
Anupam Saha of Kesinga (Kalahandi), rank 35
Q-How did you prepare?
A-It is a three-stage examination, i.e., prelims, mains and interview and this was my third attempt. For the prelims, I studied extensively from the syllabus and emphasized on current affairs. Clarity of concept is the key to success in the preliminary test. Intensive study, answer writing practice with emphasis on presentation is of utmost importance in the mains. At the interview, what I feel is the board tries to assess the aptitude of the candidate for a career in civil services by asking questions from diverse fields.
Q-How was your interview?
A-My interview lasted for 25 to 30 minutes. I was interviewed by Alka Sirohi's board. The questions asked were on contempt of court, knowledge economy of India and its scope and challenges, questions on challenges in higher education in India, difference of demographic problems between developed and developing world, Malthusian theory and its relevance in current era, National Sample Survey Organization and its scope and significance, whether the state government was justified in releasing the alleged Maoists from jail, why I left my previous job and to elaborate "not taking a decision itself is a very good decision."
Q-Can someone get into IAS without attending a coaching?
A-Coaching makes the preparation time-bound and keeps the competition spirit high. But it is the time one spends on his/her own study table that matters in the examination hall. I consistently studied for seven to eight hours everyday. I did take coaching. But many cleared the examination without going for coaching. So joining a coaching or not is a personal call.
Q- What are the problems for preparing for the civil services in Odisha?
A-I did my entire preparation in Delhi. I am not exactly aware about the problems faced by candidates who are preparing in Odisha. But I feel we lack an atmosphere for preparation here.
Q-What will be your advice for aspirants?
A-Plan well and work hard. Have confidence in yourself, success will be yours.
Q-What is the importance of college teaching in civil services?
A-I did my graduation in electrical engineering, but I opted for geography and public administration as optionals. I had an inherent interest in geography right from my school days and I thought public administration will be useful for me in my career. Apart from that, these subjects are high scoring and there is no dearth of study material and guidance. Good academic background is definitely helpful. But there is a big gulf between the academic curriculum followed by universities and the demand of the UPSC examination.
Q-What is your education background?
A-I did my initial schooling from Saraswati Sishu Mandir, Kesinga. I passed my matriculation from Kesinga Vidyapitha. I studied in vernacular medium till Class X. Then I studied +2 science from BJB college Bhubaneswar. After that, I joined the prestigious National Institute of Technology, Rourkela.

Q-What was the motivation to prepare for civil services?
A-It is the top most career in India in the government sector. Job satisfaction is of the highest order. It gives the opportunity to be part of the nation building process.
Q-What can be done by the government to improve state's performance in the exam?
A-The government should start thinking of promoting candidates preparing for the civil services as done by various other state governments. The state government can infuse enthusiasm into the civil services aspirants by providing financial assistance to the needy and deserving people. Such steps have paid rich dividends in some states and there has been a substantial improvement in the number of people selected from these states in the last 3 to 5 years.

Article courtesy - http://articles.timesofindia.indiatimes.com/2012-05-11/bhubaneswar/31670135_1_civil-services-odisha-coaching

Human Resource: Audit

AUDIT - To make an official examination/review of the working practices & activities(a particular department/process,etc.)of a business/organisation for its effectiveness and adherence to mandates.

Audit is a pivotal and indispensable tool for the efficient,effective & accountable functioning of any organisation which would in turn also lead to the ultimate goal of building a responsive and integrated economic as well as social fabric of society.

HR Audit is an important aspect of Human Resource Management and is receiving a great deal of attention in the discipline and practice. It is an overall quality control check on HR  activities in a public/private organisation and an evaluation of how these activities support overall organisational strategy,thus, helping clarify organisational and management goals even further. It also helps crafting of new policies and emergence of new solutions or replacement/persistence of old policies in order to achieve efficiency and economy.

AREAS OF HR AUDIT:
1) Recruitment & Selection
2) Training & Development
3) Promotion,Transfer and Career development
4) Performance appraisal and Job Evaluation
5) Morale and Discipline
6) Salary,rewards & benefits
7) Personnel policies,procedures and programmes
8) Employer-Employee relations
9) Research

DESIGNING INFORMATION SYSTEM FOR AN HR AUDIT:

The steps are:

1) Collecting data for the audit
2) Asking questions of the data collected
3) Interpreting the data
4) Stimulating remedial action

APPROACHES TO HR AUDIT:
1) Comparative approach
2) Consultant Approach
3) Statistical approach
4) Compliance approach
5) Management by objectives Approach - Refer:http://en.wikipedia.org/wiki/Management_by_objectives

COMPONENTS OF THE HR AUDIT REPORT:
1) Table of contents
2) Introduction giving statement of objectives,scope,research methodology and techniques of the audit.
3) Summary of conclusions and recommendations
4) Main report with analysis of data of each section/department concerned.
5) Summary which is general comprehensive in nature and more in comparison to the brief prepared at the beginning of the HR audit report
6) Appendix containing  supporting data.

HR AUDIT CHECKLIST:
The following rating is used while auditing a particular section of a department or a whole department,etc.-
VERY GOOD(complete,current and done well) - 3 points
ADEQUATE(needs only some updating) - 2 points
WEAK(needs major improvements/changes) - 1 point
BASICALLY NONEXISTENT - 0 points

SCORING INTERPRETATION:
60-70 points - HR activities are complete,effective and probably meeting most legal compliance requirements.

45-59 points - HR activities are being performed adequately,but they are not as complete or effective as they should be. Also,it is likely that some potential legal risks exist.

30-44 points - Major HR problems exist,and significant attention needs to be devoted to adding and changing the HR activities in the organisation.

Below 30 points - Serious potential legal liabilities exist,and it is likely that significant HR problems are not being addressed.

Human Resource Management: Discipline

DISCIPLINE:
Discipline in a more progressive,positive and inclusive sense refers to the state of employee self control,character,orderliness and effectiveness at work and overall smooth environment and coordination at work.
 In its negative aspect discipline implies punishment. However, satisfactory results cnannot be obtained if discipline is perceived only in terms of control and punishment.

Discipline may be corrective or pre-emptive.

PROGRESSIVE DISCIPLINE METHODS:
1. Oral reprimand
2. Written reprimand
3. Second written warning
4. Temporary suspension
5. Dismissal or Discharge

REQUIREMENTS OF EFFECTIVE DISCIPLINE:
1. Should be constructive viz. it should emphasise on work efficiency and not mere compliance of rules and regulations.
2. Should not be initiated unless there is imperative need for it and there are not other alternatives.
3. Not to be administered unthinkingly and specifics of each case to be taken into account completely.
4. All facts regarding a case to be collected for a proper appreciation of the same.
5. Employee should be given fair chance to explain his/her side of story and know the worker's perception and admission of mistake should be encouraged.
6. Emplyee should not be disciplined in the presence of his or her colleagues/subordinates.
7. Right timing of action is important.
8. Corrective measure should be adequately served in order to be effective.
9. Consistency in disciplinary action.
10. After disciplinary action is taken, the normal behaviour should be resumed towards the offening emplyees by other workers of the organisation.
11. Auditing of the disciplinary action should be done regularly to gauge and judge its efficacy.


REASONS OF INDISCIPLINE:
1. Non-cordial or manipulative and stressful working conditions,company policies or behaviour of co-workers/superiors.
2. Social,Economical,personal background and illiteract of the worker.
3, Corrupt practices being allowed to carry on in the organisation.

Human Resource Management: Capacity Building - Organisational and Human

CAPACITY BUILDING DEFINITION (UNDP):

• Individual level - Community capacity-building on an individual level requires the development of conditions that allow individual participants to build and enhance existing knowledge and skills. It also calls for the establishment of conditions that will allow individuals to engage in the "process of learning and adapting to change."

• Institutional level - Community capacity building on an institutional level should involve aiding pre-existing institutions in developing countries. It should not involve creating new institutions, rather modernizing existing institutions and supporting them in forming sound policies, organizational structures, and effective methods of management and revenue control. 
• Societal level - Community capacity building at the societal level should support the establishment of a more "interactive public administration that learns equally from its actions and from feedback it receives from the population at large." Community capacity building must be used to develop public administrators that are responsive and accountable.

 OBJECTIVES OF CAPACITY BUILDING:
National AHEC Leadership Conference in 2003 declared the objectives of Capacity Building as follows:
1. Prioritising the areas for improvement
2. Developing specific outcomes to achieve along with strategies and tactics
3. Identifying resources required to achieve identified outcomes
4. Implementing
5. Evaluating what worked and what did not and what was learnt in the process
6. Beginning again including suitable modifications

SIGNIFICANCE OF CAPACITY BUILDING:
1. Optimum utilisation of resources through consistent application of Research and Development
2. Preparation of the organisation to face the future through assessment of prevailing logistics and the wherewithal of augmenting the same
3. Helping the organisation acquire competitive advantage in identified fields
4. Facilitating long term decisions in the organisation
5. Providing training and guidance to facilitate development of individual careers
6. Developing a database to measure and evaluate the current working capacity of the organisation


PROCESS OF CAPACITY BUILDING:
1. Preparing information material to promote the organisation's work
2. Developing and implementing job descriptions
3. Developing a formal organisational chart
4. Preparing and maintaining a core operating budget
5. Developing a routine for strategic planning and work plan management
6. Developing fund raising strategies and building a donor database
7. Developing a database to measure,trend and evaluate working activities

STEPS IN CAPACITY BUILDING:
a) Promoting overall Human Capacity Building:
1. Human capacity building within overall social and economic development strategy,recognising the critical importance of human capital by developing more integrated approaches to capacity building
2. Develop relevant programmes to enhance entrepreneurial and management skills,particularly among small and medium enterprises to meet the new demands from globalisation and new economy
3. Develop policies to provide needed incentives for business sector to participate in the development of human capacity building such as providing facilities and infrastructure ensuring that access is maintained for the development of e-commerce,etc.
4. Facilitate mutual recognition of professional qualifications in respective countries, which should be based on standard of achievement and outcomes that are mutually agreed between economies
5. Enhance industry-academic partnership between businesses as end users of the workforce as well as providers of financial resources and universities,educational institutions, and vocational training institutions as suppliers of workforces so that they produce an IT workforce that is readily available to high-tech businesses.
6. Establish mutual linkages between sectoral networks including business,education,training sectors and govt. to draw out synergy effect to the human capacity building
7. Encourage trade unions to develop and implement relevant training programmes and motivate and mobilise workers to undertake life long learning
8. Setting up life long education and learning society

STRATEGIES OF CAPACITY BUILDING:
The Agenda 21 of the UNDP Capacity 21 Trust Fund states he following strategies:
1. Participation of all stakeholders in programme development,implementation,monitoring and learning
2. Integration of economic,social and environmental priorities within national and local policies plans and programmes.
3. Information about sustainable development to help people make better decisions.

Human Resources Management - Employee Benefits

DEFINITION:
Employee benefits and  benefits in kind (also called fringe benefits, perquisites,perks,etc.) are various non-wage compensations provided to employees in addition to their normal wages or salaries.

It helps in keeping the employees contended,well balanced and physically,mentally,socially as well as at times spiritually happy as well, and all this is essential for success both on the organisational as well as individual level.

 BENEFITS OF EMPLOYEE BENEFIT PROGRAMS:
1. Efficiency in administration.
2. Commitment among employees.
3. Promotes productivity
4. Happy families
5. Harmonious relationships at the work place

EXAMPLES OF EMPLOYEE BENEFITS:
1. Legally Required Payments:-
a) Old age, survivors,disability and health insurance/social security
b) Workers compensation
c) Unemployment compensation

2. Contingent and Deferred Benefits:-
a) Pension plans
b) Group life Insurance
c) Group health insurance ( viz. Medical expense for hospitalization and surgical & Disability income for short term and long term)
d) Guaranteed annual wage
e) Prepaid legal plans
f) Military leave and pay
g) Jury duty and bereavement paid leave
h) Maternity leave
i) Child care leave
j) Sick leave
k) Dental benefits
l) Tuition aid benefits
m) Suggestion awards
n) Service awards
o) Severance pay

3. Payments for Time Not Worked:-
a) Vacations
b) Holidays
c) Voting pay allowances

4. Other benefits:-
 a) Travel allowances
b) Company cars and subsidies
c) Moving expenses
d) Uniform and tool expenses
e) Employee meal allowances
f) Discounts on employer's goods and services
g) Child care facilities


PURPOSE OF EMPLOYEE BENEFITS
1) identification and development of personal interest with the interest of the organisation.
2) Achieving integration in organisational functioning
3) Creating will and determination among members of the services for work improvement and innovation.
4) Mobilising the available manpower for productive and useful activities in the organisations
5) Keeping members of the organisation informed of latest developments in sphere of employee benefits
6) Organising informal clubs of youth,women, to serve as centers of discussion and expression of innovative ideas.
7) Providing an open forum for employees to discuss problems and find indigenous solutions which may be efficient and economical for the organisations.
8) Encourage the employee to adopt modern changes which can accelerate the efficiency of the organisation.
9) Arranging extra curricular activities t generate social awareness through publicity.