LABOUR REFORM ACTION PLANadmis.hp.nic.in/himachal/hpridc/LabourReformActionPl… · ·...

September 2007

JPS ASSOCIATES (P) LTD. CONSULTANTS

Submitted to:Project Director (SRP)HPRIDC Ltd., HPPWD

Palika Bhawan,New Shimla-171002 (H.P.)

Near TallendPhone: 0177 - 2620663

STUDY OF THE PRODUCTIVITY OF FORCE ACCOUNT STAFF IN PUBLIC

WORKS DEPARTMENT

LABOUR REFORM ACTION PLAN

Ref: 1682 September 24, 2007 The Chief Engineer –cum -Project Director (SRP) HPRIDC Ltd., HPPWD, State Roads Project, Palika Bhawan, New Shimla-171002 (Near Tall end) (Himachal Pradesh). Tel: 0177 - 2620663 Dear Sir, Sub: Study of Productivity of Force Account Staff in the Public Works Department under

State Road Project - Himachal Pradesh-Shimala – Submission of Labour Reform Action Plan.

Enclosed please find Five (5) copies of the “Labour Reform Action Plan” for the “Study on 'Productivity of Force Account Labour”.

We look forward to your comments, if any.

Thanking you, Yours sincerely, For JPS Associates (P) Ltd ________________ Pritam Kapur Executive Director Enclosed: 1. 5 Copies of “Labour Reform Action Plan”

HP PWD Productivity of Force Account

CONTENTS

Section Page

1 LABOUR REFORM ACTION PLAN 1.1 Background 1-1 1.2 Broad Conclusions of the Study 1-1

2 METHODS OF IMPLEMENTING LABOUR REFORMS

3 COMMUNICATIONS PROGRAM 3.1 Elements of the Communication Program 3-9 3.2 Communicating with the Officer Levels in PWD 3-9 3.3 Communications at the worker level 3-10 3.4 Communications with the public 3-11 3.5 Communicating with the external Stakeholders 3-11 3.6 Agency to Deliver the Communications Program 3-12

4 IMPLEMENTATION PLAN 4.1 Operational Reforms 4-13 4.2 Labour Reforms 4-17

APPENDICES

Labour Reform Action Plan on ‘Study of the productivity of force account staff in the Public Works Department of - Himachal Pradesh September 2007 iii


1 Labour Reform Action Plan

1.1 BACKGROUND

The Study on ‘Productivity of Force Account Staff’ has gone through several stages and the present paper on the ‘Action Plan for Labour Reforms’ is the final output of the study.

The study began with a ‘Productivity Audit’ of 25 representative sections of PWD spread over the entire state of Himachal Pradesh to get an understanding of the ground situation. Simultaneously, a detailed inventory of labour together with their age profile etc. was prepared.

As a next step, norms for productivity for HP were developed and the present productivity compared with the norms. This led to identification of variances from norms and the reasons for low productivity were identified. Simultaneously, the extent of surplus labour could also be identified.

In order to improve the labour productivity in line with the norms, a set of labour reform options were prepared which comprised on the one hand the actions necessary to improve productivity and on the other hand methods of dealing with the surplus labour. These labour reform options were discussed with a range of stakeholders including external and internal stakeholders, as also the union representatives by way of a series of workshops.

The labour reform options were then presented to the technical committee which indicated which of the options were acceptable and which were not. Based on the feedback from the technical committee the present paper has been prepared for implementation of the agreed options.

1.2 BROAD CONCLUSIONS OF THE STUDY

The study found that about 30% of the labour was in excess when compared to the norms. However, improving productivity in line with norms may not be a very daunting task given that a number of divisions are already performing as per norms or even better than the norms. It is a few deviant divisions which need to be tackled. The steps required to improve productivity comprise basically of improving management, providing better tools and creating a focus on labour management within the department.

As for dealing with the surplus labour, we were pleasantly surprised that it was not necessary to recommend retrenchment or Voluntary Separation Schemes as a large number of employees were due to retire in the next five years.

Labour Reform Action Plan on ‘Study of the productivity of force account staff in the Public Works Department of - Himachal Pradesh September 2007

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This combined with increased labour requirement for maintenance due to expanding network of roads takes care of most of the excess labour.

However, since retirements will not be evenly spread, and the new roads will require transfer of labour to new places the crux of labour reforms is providing freedom to management of PWD to relocate and transfer labour as per work requirement. This in the past has not been possible because of resistance of labour to be transferred. Indeed a few cases have been reported where labourers who were promoted/regularized and transferred, pressurized the management to have their transfers cancelled while retaining the promotion/regularization.

We have recommended certain changes in rules to make transfers more acceptable to the labour. In our interactions with the unions we got the feedback that these new rules were reasonable and acceptable to them. It is vital that these rules are promulgated and implemented or the entire premise of labour reforms will fail!


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2 Methods of Implementing Labour Reforms

2.1.1 Institutionalizing the process of reforms

Since bringing about labour reforms is a process which takes place over a period of time, in this case extending over 3-5 years, it is necessary that the process of implementation of reforms be institutionalized.

This may be done by instituting a high level reforms committee to review the progress of reforms on a quarterly basis with a six monthly progress report provided to the minister of PWD and reviewed by him.

Further, the reform process can be included in the PWD plan document; so that progress is reported each time the plan progress is reviewed.

2.1.2 Making budgetary provisions for implementation of reforms

Secondly, many of the actions will require allocating additional sums of money for their implementation. Provision for such finances needs to be made through the budgeting process. In order that the financial progress may be monitored, it is suggested that a separate sub head may be opened and reported separately in the budget. The sub-head should track:

The expenditure incurred for implementation of reforms e.g. purchase of tools etc.

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• The savings made by way of reduction in labour strength due to improved productivity

2.1.3 Provision for review of progress and mid-course corrections

It is possible that as the implementation of the reforms begins, that some provisions may need to be strengthened or expanded while others may need to be scaled down. Similarly, the pace of reforms may need to be changed based on experience or difficulties encountered.

Such reviews and mid-course correction should be done only by the high level reforms committee. Any delays or dilution of targets should be done only after obtaining ratification by the minister PWD.


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2.1.4 Management of the Process of labour reforms

The process of reforms has to take place at the grass root level i.e. at the section, sub-division and division level. However, the policy decisions and G.O.s have to be issued at the highest level. Hence it is imperative that the process of management of reforms be a multi-tier process. It is therefore, suggested that committees be set up at various levels as given below:

Formation of committees to manage the reform process

It is suggested that the management and review of the reform process be carried out by forming the following committees:

I. Reforms Steering Committee:

This will be the apex committee at the highest level. The suggested constitution of the committee is:

– Chairman: The H’onble Minister of PWD

– Vice Chairman: The Principal Secretary PWD

– Secretary: The E-in-C PWD

– Member: The Principal Secretary Personnel

– Member: State President of the dominant Worker’s Union of PWD

This Committee will review progress of reforms once every six months and take any decisions that may be required.

II. Reforms Management Committee

This will be the operating committee for driving the implementation of the reforms process. The suggested constitution of the committee is:

– Chairman: The E-in-C PWD

– Secretary: Registrar PWD or the head of HR Department when appointed

– Member: C.E. South Zone

– Member: C.E. Central Zone

– Member: C.E. North Zone

– Member: C.E. cum P.D. HPRIDC Ltd.

– Member: Presidents of two dominant unions of PWD

– Member: Finance Controller; PWD

This committee will review progress of the reform process once every quarter. Its minutes will be circulated to the Steering Committee as well.

III. Zonal Reforms Management Committee:


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These committees, one for each zone will be responsible for implementing the reforms process, including the actual implementation of nuts and bolts of the various reforms agreed.

It will be the responsibility of this committee to decide on the transfers, retirements, re-designing of section boundaries and section teams etc. This committee will also oversee the operationalization of the training programme and the formation of the HR cell in the zones. The suggested constitution of the committee is:

– Chairman: C.E. of the Zone

– Secretary: Registrar of the Zone or the Zonal HR head when appointed

– Members: All the S.E.s of the circles

– Member: Zonal head of the local PWD Union

This Committee will review progress of the reform process once every month.

A proforma of progress report will be prepared which will indicate the progress of reforms during the last month as also cumulative progress.

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Another sheet of the proforma will indicate the plans for the coming month.

The progress report will highlight the issues or impediments on which committee needs to deliberate

The secretary will compile the various progress reports and present the overall progress of the zone and put forward the agenda for discussion. This will help make such meetings professional and succinct.

IV. Workshop Reforms Committee:

The objective of this committee is to spearhead the process of formation of a Mechanical Profit Centre and to oversee its transformation into a commercially oriented entity.

The suggested constitution of the committee is as follows:

– Chairman: E-in-C of PWD

– Vice Chairman: S.E. Mechanical

– Secretary: XEN Mechanical

– Member: Representative of finance department

– Member: Representative of personnel department

– Member: Representative of HP RTC

– Member: Union representative from the mechanical department


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It is also suggested that the committee may appoint a consultant to prepare a detailed plan for converting the workshops into a profit centre and to also prepare a business plan indicating the viability and feasibility of the profit centre. The committee will need to:

Draw up the terms of reference for the consultant •

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Decide the key administrative issues to be decided in converting the department into a profit centre

Have a clear understanding of the changes that are required in terms of accounting systems, authority levels, autonomy, freedom of action etc. and how they can be made compatible with the rules of the HP Government.

Individuals responsible for driving the process of reforms

While the four committees mentioned above will be responsible for monitoring the process and ensuring that the reforms are on track and are executed in a time bound manner, it is still necessary to have a person responsible for day to day monitoring and for driving the process of reforms. The following is suggested:

– At the HQ level the S.E. Works could be redesignated as S.E. Reforms. He would monitor the process of reforms and report to the E-in-C the progress against the implementation plan.

– At the zone level the S.E. Works together with the HR personnel to be appointed, could be made responsible to monitor the process of reforms and report to the Zonal C.E. on the progress and any corrective steps required.

2.1.5 Timing and sequencing of reforms

In order for the reforms to be successfully implemented; the following timing and sequencing of reforms is recommended:


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Action Plan for Implementation of agreed labour reforms (Sequencing & timing)

S.No Item Time Plan

1 Formation of the Reforms Steering Committee to be headed by the Minister PWD and the Principal Secretary PWD as Vice Chairman

December 2007

2. Formation of Reforms Management Committee (RMC) to be headed by the E-in-C with the Zonal C.E. and two members from Unions.

March 2008

3. Set up the HRD Cell and appoint a HR manager who will drive the reforms process1.

April 2008-July 2008

4. Similar Zonal Reforms Management Committees (ZRMC) to be set up at each of the three zones

July 2008

5. Circle S.E.s to hold communication workshops with their XENs, AEs and JEs to make the officers aware of the agreed reforms and need to improve productivity in line with the norms

August 2008

6. XENs to hold communication workshops with labour representatives from each section as also the union office bearers of the division to create widespread awareness

September 2008

7. RMC to issue G.O.s regarding change in rules for leave, harness cases, and guidelines for transfer of workers

October 2008

9. RMC to work out the details for implementation of the productivity enhancement measures such as (a) providing proper tools (b) setting up of training centre (c) additional cost of implementing transfers etc. and obtain budgetary approvals

September 2008

10. Procure and supply improved tools, set up training institute and recruit and set up the HRD department

September 2008 to December 2008

11 ZRMCs to work out revised size of various sections and October 2008 to

1 It is necessary to set up an HR cell in PWD in order to drive the reforms. While it is preferable to appoint a well

qualified HR professional to oversee the task, it is suggested that if new positions cannot be created, some positions

may be adjusted internally for creating the new position. The Head of HR could form a part of the establishment of

S.E. Works, and some of the tasks carried out by the registrar could be reallocated to the Head of HR. In any case

close coordination will be required between the registrar and the HR head. He will also act as the Secretary to the

respective committees to be formed for overseeing the process of reform. If for any reason there is a delay in the

appointment of the HR Manager, the process of reform should be started with the S.E. Works co-ordinating the

same. However, this is not the preferred solution given the heavy existing work load on the S.E. Works.


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. work teams in line with the recommendations i.e. a re-organization plan of sections. To also work out its implications in terms of transfers and shifting of personnel and issues connected with it. The implementation of re-organization could take place in stages.

March 2010

12. ZRMCs to make a list of retirements due during the year. Based on expected retirements and new roads to be maintained by the department & develop a plan for transfers including identification of workers to be transferred and the scheme of transfer i.e. permanent or short term transfer (3 yrs duration)

October 2008 to December 2008

13. Work out a detailed proposal for conversion of Mechanical Department into a Profit Centre including (a) issues of authority levels, accountability and autonomy (b) introduction of commercial accounting system (c) development of a business plan for five years (d) investment and expenditure plan (e) plan for reorientation and training of staff for the new role

April 2008 to September 2008

14. Convert the Mechanical Department into a Profit Centre and operationalize the same

December 2008 to November 2009

15. Undertake monthly reviews by ZMRC, quarterly reviews by MRC and six monthly review by the Steering Committee

Ongoing


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3 Communications Program

3.1 ELEMENTS OF THE COMMUNICATION PROGRAM

The importance of good communications in making the labour reforms process successful cannot be overstressed. It is however, suggested that the reform program be communicated within the wider framework of various reforms being undertaken in PWD in order to transform the department and to improve the road connectivity. Labour reforms should be projected as one of the important reforms within the overall ambit of reforms being undertaken by PWD.

In the context of the labour reforms process, the communication program could comprise of the elements outlined below.

Communicating the reform program and its rationale to the officers of PWD right down to JE level

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Communicating the reform program and its rationale to the workers from each section. This should not be restricted to union members only but ordinary workers should also be included in it.

Publicizing the forward nature of thinking of PWD to the public at large, so as to make the general public aware of the steps being taken to improve road network and road services-this could be by using both print and electronic media

Communications with the external stakeholders like PRI representatives, NGOs, chambers of industries, taxi and truck union etc. Communications with this group could be by using direct mailers, by holding seminars and by press releases

General communications program to improve the image of the department and to create greater awareness about its activities

3.2 COMMUNICATING WITH THE OFFICER LEVELS IN PWD

Given the spread and size of the PWD department, it is important to generate awareness of the reform process being undertaken right down to the JE level. In fact it is most important to carry the JEs with us as he is the implementing officer at the field level and has to face the difficulties both in executing the work and in dealing with the labour.


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The best way to communicate is by interpersonal communications. We suggest the following process:

A standard power point presentation should be prepared, where first the overall transformation taking place in PWD is explained and then the various labour reforms are explained. The existing presentation of consultants can be suitably modified.

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This presentation should be made by the C.E. of the zone to all S.E.s and XENs and their various queries should be answered.

Next the XENs should call for a meeting of all AEs and JEs in their divisions and make the presentation to them. A printed copy of the presentation should be left with the AEs and JEs.

In order to ensure that the AEs and JEs have understood the various elements of the presentation, they should be made to repeat the important parts. The doubts and difficulties expressed by JEs should be properly answered.

3.3 COMMUNICATIONS AT THE WORKER LEVEL

It is equally important to communicate our reform plan to the workers. We suggest using the same power point presentation as used for officers, which will ensure that there is no dilution or distortion of the message.

It is also suggested that communications with the workers should be taken by the XENs themselves by arranging meetings with representative workers of their division.

Communication should also be carried out with the union members in the divisions. Whether the meetings with union are separate or with the workers should be decided at the level of each division.

Upto 2-3 representatives from each section comprising of a mate/WI, a skilled worker and a beldar should be called for the meeting at the divisional HQ. The idea is also to signal the importance that the management is giving to the whole exercise and the seriousness of the department in implementing the reform agenda.

The changes in rules proposed such as leave rules and transfer rules etc. should be explained in depth. This way they will be prepared for the changes that are expected to take place.

The pro-labour steps proposed such as training, setting up of a HR department etc. should also be explained. Also efforts being made to open promotion opportunities should be explained.


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3.4 COMMUNICATIONS WITH THE PUBLIC

It is important to communicate with the public at large as the department must make an image changeover with the public. Today the image of the department needs much improvement and public has many beliefs such as corruption, poor productivity, slothful labour etc.; many of which, as we have found, are not true.

Further the public is not very aware of the aggressive program being undertaken by PWD to expand the road network and to improve the quality of existing roads. All these things need to be highlighted to the public.

The following communications program may be undertaken:

Press conferences should be held. Power point presentations should be made and press handouts given to publicize the reform program being undertaken by PWD. In order to reach the opinion leaders, the national press should also be made a part of such briefings.

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The exposure of the electronic media can be increased by inviting them for a tour of the new roads being constructed or to see for themselves the program to improve labour productivity. In order to get good TV coverage, important personalities like the CM etc. should be invited for forward area inspection tours and his interaction with the workers and explaining the reforms should be widely reported.

PWD should sponsor programs like ‘dial a question’ on local TV where questions are invited from the public and E-in-C replies to them. Similarly the views of public can be gathered and aired about the impact of improved communications in their lives.

Last but not the least we suggest setting up of a grievance cell at each zone, to monitor complaints from the public and to set up a mechanism for monitoring the speed with which complaints are attended.

3.5 COMMUNICATING WITH THE EXTERNAL STAKEHOLDERS

Moulding the opinion of external stakeholders is another important aspect of communications.

PWD should communicate with PRI representatives, taxi and truck unions, NGOs, chambers of industry etc. We suggest a two way communication system:

Communications through regular mailers to such external stakeholders through a newsletter.

Inviting suggestions or specific complaints from the external stakeholders which the department could attend quickly to show their responsiveness.

Making stakeholders participate in TV sponsored programs mentioned above in which they can meet and raise issues with the E-in-C etc.

Yearly seminars should be conducted where the external stakeholders could be invited.


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3.6 AGENCY TO DELIVER THE COMMUNICATIONS PROGRAM

This should be made the responsibility of the PRO of the department. An annual activity calendar should be prepared and a budget assigned to undertake public relations and improve the departmental image.

We recommend that an officer from the IPR department be posted exclusively for improving the communication within the PWD department. Such a person would be responsible for orchestrating the overall communication program of PWD.

It is also suggested that a professional Advertising agency/Public Relations agency be engaged to develop the communications material and to interact with the TV channels to increase the coverage of PWD and to raise its profile.


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4 Implementation Plan

This chapter details the plan for implementation of the reforms that have been agreed. It will provide a checklist of actions to be taken and will also be a useful planning tool. The timelines will help put the activities in a defined timeframe.

It is clarified that the implementation plan is only a further detailing of the sequencing and timing plan presented earlier. We recognize that the operationalizing of various actions under the labour reform action plan will make considerable demands on the time of the operating management. Hence an attempt has been made to space out the various actions so that they are not bunched together. This will allow the operating management sufficient time to deal with all the facets of the reform plans in addition to their day to day work.

The implementation plan of reforms is divided into:

Implementation Plan for Operational Reforms & •

• Implementation Plan for Labour Reforms

4.1 OPERATIONAL REFORMS

4.1.1 Improving productivity through better tools and methods:

S.No Action Plan Time Plan

1 All divisions to prepare an inventory of tools available and tools requiring replacement. List to be consolidated at circle, zone and H.Q. levels

November 2007

2. H.O. to float tenders for the tools required, specifying quality and the requirement of embossing name of PWD and year of purchase

December 2007

3. In case of purchase of material handling equipment like wheel barrows etc. department to investigate long lasting and easy to repair equipment

November 2007 to April 2008

4. Obtain budgetary sanctions for purchase of tools February 2008

5. Purchase the tools and deliver to various circles for onward distribution

August 2008

6. Issue the tools as individual issues and collect old tools October 2008


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4.1.2 Improved training and setting up of a training institute


1 To identify an officer to be in-charge of imparting training and designate him as training officer

October 2007 to November 2007

2. Training in-charge to carry out ‘Training Needs Analysis’ and draw up training needs for three sets of employees viz. (a) J.E.s (b) Skilled and semi-skilled workers and (c) unskilled workers (beldars). Many of the needs are already identified by us in our reports

December 2007

3. Draw up a training curriculum and prepare written notes. Identify trainers to impart training from within the department. In some exceptional cases external faculty may also be identified.

January 2008 to February 2008

4. Identify the location of a training institute and obtain permissions to set up the institute.

January 2008-March 2008

5. Obtain budgetary sanctions for expenses incurred for training and setting up of the training institute

April 2008

6. Draw up a plan for imparting training in batches starting May 2008. Training course to be about a week. Use ITI resources to supplement own resources for training.

May 2008 onwards (ongoing)

4.1.3 Setting up of an HRD wing including legal support within PWD


1 Draw up a proposal for setting up of an HRD department in PWD on the lines mentioned in our report. Obtain sanction for 11 additional posts including 1+3 HRD managers, a legal manager, a labour welfare officer and clerks

March 2008 to June 2008

2. Prepare a manual of conduct rules and specify responsibilities and outputs expected from different class of workers.

July 2008 to September 2008

3. Provide information and training on these rules and guidelines to all officers J.E. upwards. In turn JEs to inform workers. These will include adhering to norms of maintenance

October 2008 to February 2009


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4. Undertake surprise visits to various sections to identify instances of indiscipline or slack working and counsel the J.E.s as to how it is possible for him t take action in such cases. This will improve morale of JEs

March 2009 onwards (ongoing)

5. List out areas and instances where departmental enquiries need to be conducted or disciplinary action initiated or court cases need handling. The law officer of HRD cell to advice and assist the JEs and AEs in such matters. This will embolden the field management to initiate action against habitually errant workers.

May 2008 onwards (ongoing)

6. Device an improved MIS system on recruitments, temporaries, impending retirements, the planned transfers etc. so that the control on labour and its optimal utilization is improved. Such reports to also be monitored by HRD cell

June 2008 onwards

7. HRD cell to device a method of evaluating the best sections in a given circle using objective evaluation criterion. The constitution of evaluation team which should be from an outside circle to be also decided.

July 2008

8. To plan the prize/award to be given to the best performing section in a given circle and in a zone

August 2008

9. To organize circle day and zone annual days where the best teams would receive prizes. The annual day with sports, cultural program etc. to be institutionalized as a team building and bonding measure.

September 2008

4.1.4 Standardization of sections and work teams


1 Each Division to initiate a review of the size of sections under it and the size of team deployed. This would be compared with the guidelines for ideal size of section and teams and possibilities of standardization investigated

December 2007 to February 2008

2. The implications of resizing of sections in terms of work load and in terms of reorganization including transfer of workers would be assessed and an action plan agreed with zone C.E.s

March 2008 to May 2008

3. A phased implementation plan would be prepared and implementation started on pilot basis

June 2008


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4. Depending on experience a time plan for implementation of re-organization of all sections would be drawn up

September 2008

5. The re-organization of building maintenance sections on the line of recommendations made would also be undertaken and in divisions having large number of buildings, the team strengths would be decided based on the norms specified

March 2008

6. Re-organize building maintenance sections and work teams in accordance with the plan made

June 2008 onwards


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4.2 LABOUR REFORMS

4.2.1 Implementing new rules regarding leave, harness cases and transfer rules


1 Draft the new rules in relation to leave, harness cases and transfers. Ensure that the drafting is such that the rules apply only to PWD and do not have a spill over effect in other departments.

March 2008 to April 2008

2. Have the new rules approved by the department of personnel

May 2008 to July 2008

3. Simultaneously, the criterion of selecting workers for mandatory transfers to be finalized so that the transfers are done in a transparent manner

March 2008

4. Discuss the draft of new rules with the unions concerned and take the opinion of the zones and circles while finalizing

April 2008

5. Notify the new rules May 2008

6. Implement the new rules June 2008

4.2.2 Finalization of retirement plans and consequent transfers


1 Install the Inventory modules in each circle and review the same. Update the inventory module to reflect the latest position.

November 2007 to December 2007

2. Draw up the section and division wise retirement plan for the next 2 years. Identify section wise impact

February 2008

3. Identify sections which have become short of labour in relation to norms and the number of transfers required

April 2008

4. Identify nearest division/circle having surplus labour and identify persons to be transferred. Use transparent methods of identifying persons to be transferred i.e. lay down a criterion such as years of service, age etc.

May 2008

5. If vacancies still exist, identify the nearest circle from where workers need to be transferred. Decide those opting voluntarily for transfer and others who are selected for short term transfers

June 2008

6. Commence implementing the transfer plan as retirements take place. Transferring slowly and 1-2 persons at a time

July 2008 onwards


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will minimize the adverse impact of such transfers and make them acceptable

(ongoing)

4.2.3 Labour requirement for expanded road network and consequent transfers


1 Each division and circle to identify the expanded road net work requiring maintenance gangs to be posted over the next 2 yrs

November 2007 to December 2007

2. Design the size of new maintenance sections and their strengths thereby determining the additional worker requirement

January 2008

3. Examine the nearest places from where workers can be transferred to the new sections and prepare a transfer plan

February 2008

4. Seek volunteers for transfer who will accept the incentive for transfers

April 2008 to May 2008

5. Identify workers to be transferred on short term basis using the criterion decided

June 2008 to July 2008

6. Commence implementing the transfers July 2008 onwards (ongoing)

4.2.4 Premature retirements due to poor health or poor work


1 Finalize the criterion for deciding ‘poor health’ or ‘poor work’ so that decisions are taking in a transparent manner

March 2008

2. Constitute a board to examine workers with poor health or poor work record. Notify the constitution of board by GO

May 2008

3. Each zone to prepare a list of persons to be presented to the board as poor health or poor work cases, the guiding factor will be those already identified in the inventory. Additions maybe made based on the judgement of the XEN

April 2008-May 2008

4. The board to visit the three zones and carry out a medical examination and physical test to decide the capability of the worker to discharge his duties

June 2008 to October 2008

5. Issue premature retirement orders for those found unfit November 2008


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6. Decide if any transfers are required to fill the vacancies cause by such premature retirements. If yes, follow the same principals for deciding the workers to be transferred as enumerated above.

Ongoing

4.2.5 Absorption of well qualified persons in higher level vacancies


1 Formulate the policy guidelines for promotions of well qualified persons to higher grade based on vacancies not just in PWD but in whole of HP. Evaluation criterion should be transparent.

October 2007 to December 2007

2. Set up a system of advertising for the vacancies in the HP Govt within PWD. Perhaps a circular put on Division notice boards

March 2008

3. Circulate the bio-data of well qualified persons in PWD to the Department of Personnel so that it may be circulated to departments with vacancies for selection of suitable candidates

April 2008

4. Carry out a survey of the ministerial positions in PWD today and projections for future (number required is likely to reduce with computerization) and match existing persons in position. In case of shortfall, recruit from within to the extent possible.

April 2008 to September 2008

5. Fill any internal vacancies thus identified December 2008

4.2.6 Constituting special gangs to carry out original works/periodical repairs


1 Identify Divisions which are carrying above 50% excess in relation to norms. Such divisions are ideal for carrying our original works or periodic repairs in their area

April 2008

2. Examine the plans for carrying our original works or periodical repairs in or around that division. A special gang can be constituted of the surplus labour from the division and assigned the task of carrying out such works. It should be ensured that the cost remains below that of the contractor

May 2008 to June 2008

3. Entrust the chosen works to the special gang and have the work executed.

July 2008 onwards (ongoing)


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4.2.7 Using the surplus labour to improve existing run down roads


1 Identify divisions with more than 20% excess labour in relation to the norms. Such divisions can undertake the proposed road up gradation and improvement works departmentally

October 2007

2. Examine the road up-gradation plans of such divisions and issue works orders to the concerned divisions to carry out such works departmentally. Ensure the cost does not exceed the cost of getting the work done through contractors.

November 2007 onwards

4.2.8 Creating a profit centre for mechanical workshop


1 Work out a detailed proposal for conversion of Mechanical Department into a Profit Centre including (a) issues of authority levels, accountability and autonomy (b) introduction of commercial accounting system

February 2008 to June 2008

2. Commission a consultant to workout the (a) development of a business plan for five years (b) investment and expenditure plan (c) plan for reorientation and training of staff for the new role

July 2008 to September 2008

3. Obtain permission from the government for creating a profit centre under a department of the state government and issue the necessary GO

October 2008 to November 2008

4. Transfer the surplus equipment of the PWD department to the mechanical profit centre so that they may undertake its hiring etc, to earn money from the same

December 2008

5. Decide on any incentives or profit sharing scheme with the workers so as to enthuse them to make the profit centre a success

December 2008

6. Operationalize and trouble shoot any difficulties that are encountered

Ongoing


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Date post:	28-Apr-2018
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LABOUR REFORM ACTION PLANadmis.hp.nic.in/himachal/hpridc/LabourReformActionPl… · ·...

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