PROJECT REPORT

ON

HUMAN RESOURCE DEVELOPMENT PLAN

Dissertation submitted to the

JAIPURIA INSTITIUTE OF MANAGEMENT STUDIES

In partial fulfillment of the requirement for the award of the

Certificate of

“POST GRADUATE DIPLOMA IN MANAGEMENT”

Submitted By:

SHIVANI SAXENA

PGDM (2009-11)

ACKNOWLEDGEMENT

My indebtedness and gratitude to the many individuals who have helped to shape this thesis in its

present form cannot be adequately conveyed in just a few sentences. Yet I must record my

immense gratitude to the brains and hands that worked overtime to support my efforts in making

a near comprehensive study of a topic as broad as “HUMAN RESOURCE DEVELOPMENT

PLAN”, in DFCC, in HR division

I am highly obliged to Mr. R. K. Goyal, Group General Manager/Engg-II & HR for giving

me the opportunity to be Sa part of the prestigious organization and allowing me to do my

project work. I also owe my indebtness to Mr. P.K. JAIN, HR Manager lending me his

learning over the months and continuous guidance in his capacity as my Project Guide.

Next in line I thank all the Managers and officers of DFCC for helping me immensely with

their phenomenal and participative responses during the interviews I had with them. A project is

essential need for any professional course. Projects make a student eligible for developing good

skills, & make deep sense for working in an organization. Project also helps in generating new

ideas & to present it. I thanks to my institute who provide me this opportunity.

Last but not the least I am thankful to Almighty God, my parents, my uncle, my friends for

their immense support and cooperation throughout.

SHIVANI SAXENA

PREFACE

As training is an integral part of PGDM program for the partial fulfillment of the course. A

project is essential need for a professional course. Project makes a student eligible for developing

good skills & makes deep sense for working in an organization. Project also help in generating

new idea & present it.

Summer training in an organization make the student’s more practical and habitual.To

analyze the situation in more critical and refined way which ultimately contribute in later stage

of practice. I feel encouraged by doing summer training in the DFCC, The topic assigned to me

was “HUMAN RESOURCE DEVELOPMENT PLAN”

I consider myself fortunate enough that I had an opportunity to get practical training at DFCC,

Delhi for gaining substantial knowledge of ‘HUMAN RESOURCE MANAGMENT’.

A progressive and forward looking organization strives for the improvement of the system and

procedures to improve the organizational effectiveness.

Human resource is the main aspect of any organization. DFCC has large number of employees.

Management of such a vast number requires a proper mix Human, Technical and Conceptual

skills to be effective and meet the organizational goals.

Table of Contents

Acknowledgement I

Declaration II

Executive summary III

Chapter 1: Introduction

1.1 Overview

1.2 Background

1.3 Purpose of the study

1.4 Research hypothesis

Chapter 2: Literature review

Chapter 3: Research Design, Methodology and Plan

3.1 Data Sources

3.2 Research Design

3.3 Scope of the study

Chapter 4: Findings and Analysis

4.1 Correlation Analysis

Chapter 5: Interpretation of Results

5.1 Interpretation of Results

5.2 Comparison of Results with Assumptions

Chapter 6: Conclusions and Scope for Future Work

Chapter 7: Limitations

Bibliography / References

Appendix

1.0 INTRODUCTION

1.1 Profile of the company

Dedicated Freight Corridor Corporation of India (DFCCIL) is a Special Purpose Vehicle set up

under the administrative control of Ministry of Railways to undertake planning & development,

mobilization of financial resources and construction, maintenance and operation of the Dedicated

Freight Corridors. DFCCIL was incorporated in October 2006 under Indian Companies Act

1956.

The plan to construct dedicated freight corridors across the country marks a strategic inflexion

point in the history of Indian Railways that has essentially run mixed traffic across its network.

Once completed, the dedicated freight corridors will enable Indian Railways to improve its

customer orientation and meet market needs more effectively. Creation of rail infrastructure on

such a scale - unprecedented in independent India – is also expected to drive the establishment of

industrial corridors and logistic parks along its alignment.

In the first phase, DFCCIL will be constructing two corridors – the Western DFC and Eastern

DFC- spanning a total length of about 2800 route km. The Eastern Corridor, starting from

Ludhiana in Punjab will pass through the states of Haryana, Uttar Pradesh and terminate at Son

Nagar in Bihar. The Western Corridor will traverse the distance from Dadri to Mumbai, passing

through the states of Delhi, Haryana, Rajasthan, Gujarat and Maharashtra.

Genesis of DFCCIL

 

The Indian Railways' quadrilateral linking the four metropolitan cities of Delhi, Mumbai,

Chennai and Howrah, commonly known as the Golden Quadrilateral and its two diagonals

(Delhi-Chennai and Mumbai-Howrah), adding up to a total route length of 10,122 km carries

more than 55% of revenue earning freight traffic of IR. The existing trunk routes of Howrah-

Delhi on the Eastern Corridor and Mumbai-Delhi on the Western Corridor are highly saturated

with line capacity utilization varying between 115% and 150%.

The rapid growth of Indian economy in the last few years has created demand for additional

capacity of rail freight transportation, and this is likely to grow further in the future. This

burgeoning demand led to the conception of the dedicated freight corridors along the Eastern and

Western Routes. Hon'ble Minister for Railways, made this historic announcement on the floor of

the House in the Parliament while presenting the Railway Budget for 2005-06.

In April 2005, the Project was discussed at the Japan-India Summit Meeting. It was included in

the declaration of co-operation signed between the Hon'ble Prime Ministers of India and Japan

for a feasibility study and possible funding of the dedicated rail freight corridors by Japanese

Government. The feasibility study report was submitted to Ministry of Railways in October

2007.

In the meanwhile, Ministry of Railways initiated action to establish a Special Purpose Vehicle

for construction, operation and maintenance of the dedicated freight corridors. This led to the

establishment of “Dedicated Freight Corridor Corporation of India Limited (DFCC)”, to

undertake planning & development, mobilization of financial resources and construction,

maintenance and operation of the dedicated freight corridors. DFCC was incorporated as a

company under the Companies Act 1956 on 30th October 2006.

Mission

 

As the dedicated agency to make the vision into reality, DFCCIL’s mission is:

To build a corridor with appropriate technology that enables Indian railways to regain its

market share of freight transport by creating additional capacity and guaranteeing

efficient, reliable, safe and cheaper options for mobility to its customers.

To set up Multimodal logistic parks along the DFC to provide complete transport solution

to customers.

To support the government’s initiatives toward ecological sustainability by encouraging

users to adopt railways as the most environment friendly mode for their transport

requirements.

ObjectivesBackground

Economic liberalization policies of 1991 followed by information technology explosion have

taken India to a new growth scenario. Backed by strong fundamentals and commendable growth

in the past three to four years, the resplendent Indian Economy is poised to grow even further at

an average of 8 to 10% in the next 3 years. Transport requirement in the country, being primarily

a derived demand, is slated to increase with elasticity of 1.25 with GDP growth by 10 to 12% in

the medium and long term range. Riding on the waves of economic success, Indian Railways has

witnessed a dramatic turn around and unprecedented financial turnover in the last two and a half

years. This has been made possible by higher freight volumes without substantial investment in

infrastructure, increased axle load, reduction of turn-round time of rolling stock, reduced unit

cost of transportation, rationalization of tariffs resulting in improvement in market share and

improved operational margins. Over the last 2 to 3 years, the railway freight traffic has grown by

8 to 11%, which is projected to cross 1100 million tonnes by the end of XIth Five Year Plan.

Project Funding For Corridors 

The project cost for both the corridors was initially estimated by RITES, in January 2007 as Rs.

28,000 crore. This cost was subsequently revised to about Rs. 37,000 crore by Japan

International Cooperation Agency in its feasibility Report submitted to the Ministry of Railways

in October 2007. When revised to current costs and prices, the two corridors are likely to cost in

the region of Rs.40,000 crore. The cost for the project will be funded by a combination of debt

from bilateral/multilateral agencies and equity from Ministry of Railways. The capital structure

of DFCCIL will entail a debt equity ratio of 2:1.

There is an understanding that for the Western corridor, the Government of Japan will provide a

loan to meet about 67% of the construction cost. It is envisaged that a STEP (Special Terms of

Economic Partnership) Loan in the region of ¥450,000 million will be provided by the

Government of Japan to finance Western DFC between Rewari and Vadodara, as well as meet

locomotive requirements of Ministry of Railways. The loan will be extended on soft terms for a

period of forty years with a moratorium of ten years. The remaining portion of the project

construction cost will be borne by Ministry of Railways as equity funding to the Dedicated

Freight Corridor Corporation of India.

The Eastern Corridor is proposed for funding from multilateral agencies such as the World Bank

and the Asian Development Bank. Financing for the 725 km section between Khurja and

Mughalsarai will be undertaken by World Bank through a loan agreement and partly through

equity extended by Ministry of Railways. The remaining single line portion between Ludhiana

and Khurja will be funded by a combination of a loan from Asian Development Bank and equity

from Ministry of Railways.

Board of Directors

 

Mr. Vivek Sahai, prior to joining as Chairman Railway Board and ex officio Principal

Secretary to Government of India on 31ST May 2010 Shri Vivek Sahai was working as

Member Traffic, Railway Board. Born on 5th June, 1951, Shri Vivek Sahai is a Post

Graduate in Physics. He joined Indian Railway Traffic Service (IRTS) in 1973. Before

joining as Member Traffic/Railway Board, he was the General Manager of Northern

Railway and prior to that General Manager, North Central Railway, Allahabad. An Officer

of varied experience, Shri Vivek Sahai held various key positions on different Zonal

Railways as well as in Railway Board. He has worked as Divisional Railway Manager,

Mumbai Division, Central Railway and later on Additional General Manager, Western

Railway. In the Railway Board, he held the assignments of Executive Director (Statistics &

Economics) and also the post of Additional Member (Traffic). He has rich experience in

working on different Departments and his specialization includes Operations, Planning,

Chairman

Information Technology, Safety, besides General Management. He has widely traveled

abroad and his country of visit includes United Kingdom, France and United States of

America. Mr. V.K. Kaul is a 1971 batch officer of Indian Railway Service of Engineers and has many

accomplishments to his credit including successful completion of mega Railway

Construction Projects both in India and abroad.  Prior to joining Dedicated Freight Corridor

Corporation in Sept., 2007, Mr. Kaul served as General Manager of Central Railway and

Western Railway at Mumbai. Mr. Kaul was deputed as Railway Advisor to Nigerian

Railway Corporation for a period of five years in the year 1980-1985. Mr. Kaul is a Masters

in Engineering (Structures) and has also done specialized training in Bradford/London  on

Project Implementation and Infrastructure Development.

Managing

Director

Mr.R.K.Sinha is an officer of the 1973 batch of Indian Railway Accounts Service. 

Mr.Sinha brings valuable experience through his six years deputation as Director Finance of

Konkan Railway Corporation Limited during which he managed funds and bond issues from

capital markets.  His earlier assignments include a four-year deputation in Iraq  for

construction of rail infrastructure during which he was responsible for managing foreign

exchange and letters of credit.  Additionally, Mr.Sinha has also taught at the Railway Staff

College for a period of four years.  Mr.Sinha is a B.A., L.L.B from Delhi University and has

undergone training programmes in Information Technology, Work Study and Bond Markets.

Director Finance

 

Mr. B.B. Saran is an 1974 batch officer of the Indian Railway Service of Engineers and

brings over 30 years of railway experience. He has been associated with a number of 

important  construction projects including  doubling between Ganwa Road and Sonnagar and

construction of 3rd line between Sonnagar and Mughalsarai. He  was deputed to Malaysian

Railways for laying a double track railway line between Rawang and Seramban. Before

joining DFCCIL he worked as Vice Chairman, Rail Land Development Authority (RLDA),

an organization created for commercial exploitation of railway land. He has also worked as

Divisional Railway Manager  at Ajmer.

Director Project

Planning

 

Mr.P.N.Shukla, is a 1976 batch officer of Indian Railway Traffic Service. He is a Rail

Transport Operations & Logistics specialist. He holds a post graduate degree in Physics and

is a Law Graduate from Allahabad University. He also has a degree in Business

Management from Perth University, Australia. Mr.Shukla has worked in various capacities

in Safety, Commercial and Operations departments of Railways. He has worked as

Executive Director (ED)/Traffic Transportation, ED/Tourism & Catering and ED/Freight

Marketing in the Railway Board. He was Divisional Railway Manager of the newly set up

Railway Division at Guntur and worked as Chief Operations Manager of South Western

Railway.

 

1.2 Profile of the study

The human development approach arose as a result of growing criticism of the leading

development approach of the 1980s, which presumed an automatic link between economic

growth and human advance. Dr. Mahbub ul Haq, the Pakistani economist who founded the

Human Development Reports, came to recognise the need for an alternate development model

due to many factors prevalent during the 1980s, including:

→ The belief in the power of market forces to spread their benefits and end poverty,

predominant since the Second World War, started to show its limits;

→ The human cost of Structural Adjustment Programmes were increasingly becoming apparent;

→ Social ills (crime, weakening of social fabric, pollution, etc.) were still spreading even in

cases of strong and consistent economic growth;

→ A wave of democratization raised new aspirations for people-centred development models.

II. DEFINITION

Human development can be defined as a process of enlarging people’s choices and building

human capabilities (the range of things people can be and do), enabling them to: live a long and

healthy life, have access to knowledge, have a decent standard of living and participate in the life

of their community and the decisions that affect their lives. Human development has always been

“open-ended” in that there can be as many dimensions to it as there are ways of enlarging

people’s choices. There is no firm agreement on the key dimensions of human development; they

can evolve over time and vary from country to country.

The following are some of the issues currently considered central to human development.

→ SOCIAL PROGRESS - greater access to knowledge, better nutrition and health services

→ GROWTH WITH EQUITY

→ PARTICIPATION AND FREEDOM - particularly empowerment, democratic governance,

gender equality, civil and political rights and cultural liberty

→ SUSTAINABILITY for future generations in ecological, economic and social terms

→ HUMAN SECURITY - security in daily life, against chronic threats like hunger and abrupt

disruptions such as joblessness, famine, conflict, etc.

III. WHAT DIFFERENTIATES HUMAN DEVELOPMENT FROM OTHER DEVELOPMENT

APPROACHES?

The human development approach is holistic and integrated, in that it strives to find the virtuous

circle between Efficiency (to increase availability of goods/services for basic needs), Equity (in

the distribution of opportunities) and Freedom (for both intrinsic and instrumental value).

It is an action-oriented paradigm, coined within the UN and seeking practical change. It

recognises that there is no automatic link between economic growth and human progress – this

link must be made by deliberate policymaking at all levels and by many actors, including the

state.

3 The human development paradigm sees poverty as human poverty—a multi-dimensional

condition defined as the denial of choices and opportunities to lead a tolerable life—including

lack of necessities for material well-being (such as income, education, health, safe water) plus

denial of opportunities to enjoy dignity, self-respect and other basic rights. Growth is necessary

but not sufficient. It is an important means to enlarge human choices but it is not an end in itself.

The structure and quality of growth matters Human Development vs. Basic Needs: Both the

human development approach and the basic needs approach, significantly influential in the

1970s, share a preoccupation with the poor as well as the importance of public action. The basic

needs approach, however:

→ concentrated primarily on a few basic sectors (nutrition, health, primary education) rather

than the full spectrum of valuable human choices. It underplayed the role of freedoms, without

which many choices are not available, and many opportunities in life remain inaccessible;

→ focused more on supplying goods to people rather than what these goods allow people to do,

emphasizing peoples’ participation as beneficiaries more than as agents of change.

Human Development and Human Rights: The human development and human rights approaches

have much in common and complement one another. Human rights and human development

share a common vision and a common purpose. That vision is to secure, for every human being,

freedom, well-being and dignity. Divided by the Cold War, the rights agenda and development

agenda followed parallel tracks. Now converging, their distinct strategies and traditions can bring

renewed strength to the struggle for human freedom. Human rights and the human rights

approach represent an intrinsic part of human development. They bring principles of social

justice to support the human development approach, particularly through greater government

accountability. At the same time the human development approach is being used as a means

to realise all human rights.

2.0 Literature Review In the competitive environment of open economy human resource management with the

increased modern trends becoming significant factor for the efficient running of

organization. Human resource management emerged from personnel management and personnel

management emerged from manpower planning. The consideration of changes taking place in

managing human resource led to adaptation of strategic HRM the consideration of strategy and

HRM system jointly led to the emergence of strategic   human   resource   management   which is

crucial for achieving a corporation’s long term goal. This article attempts to bring the historical

evolution of HRM and changing roles of HR professional  from time to time in order to

considered employees as an important assets which helps in attaining goals of the organization.

The article finally draws attention to the fact that SHRM and not PM or HRM are people

considered for modern industrialization that is to be used for creating and sustaining competitive

advantage for the firm.

Human resource gained more attention as the workforce considered to be an important resource

to gain competitive advantage of organization and also it helpful in utilizing the resources of an

organization to a optimum extent in order to achieve organizational goal.

Managing human resource is an complex process. As Harzing and Ruysseveldt said a better

way to understand the philosophy of human resource management demands a thorough

understanding about the evolution of the concept itself from the ancestral concept personnel

management. In 1990 due to liberalized government policies of various countries the human

resource started floating from one country to another this led to diversification of workforce and

cross culture took place as a result employees from one nation migrating to another nation and

bringing their culture with them this led to mixed organization culture so the HR professional has

to play major role in coordinating the workforce of different culture in an organization.

3.0 Objective of study

The central objective of the study is to determine the Human Resource Development Practices in

DFCC

The specific objectives are to;

To investigate if there is any impact of HRD on employees’ motivation.

To identify if the HRD practices studied in DFCC , have different or similar impact on

the motivation of their employees.

To determine factors which aid or hinder the observed level of participation .

To establish the general attitude of workers towards worker participation in management

decision making.

To investigate the implications of worker participation to worker and their organizations.

To suggest measures for success of HRD schemes in the DFCC.

MANAGEMENT ASSESSMENT PROCESS

The purpose of the Managerial Assessment Process is to provide insight into the current skill

level of individuals within an organization. The profile developed for each assessed individual is

the first step in assessing total development needs and building an effective plan for performance

improvement.

The Management Assessment Process provides the participant feedback regarding individual

strengths and opportunities for development based on behavioral observations and development

instruments. The 360° process provides manager, co-worker ratings, and comments that are

integrated into the overall assessment.

STEP 1

ORIENTATION TO PARTICIPANT

The participants are notified of the assessment process via their manager. They are told why the

company is committing their time and effort to this process, that it is confidential and for

developmental purposes only. Then an orientation is provided by the Assessor that consists of

the objectives, schedule, and logistics of the assessment process with a question and answer

session at the conclusion of the orientation.

STEP 2

ASSESSMENT SESSION

The participant is put through a custom-made interview focused on the behavioral attributes

necessary to be successful. They then participate in one-on-one exercises, various development

instruments and psychological tests that are approximately six hours in length and can be

completed at home or in blocks of 45 minutes to one hour.

STEP 3

DEVELOPMENT REPORT

The Assessor then reviews the data collected and the 360° data, if applicable, analyze the

interview responses, and interprets the developmental instruments. From this information a

report is prepared for each participant. A written Development Report is prepared regarding

managerial strengths and opportunities for development in such skills as problem analysis and

problem solving, communications, dealing with people and issues, planning and organizing, and

interpersonal relations. In addition a recommended action plan for immediate performance

improvement is included in the report.

STEP 4

INDIVIDUAL FEEDBACK MEETING

A feedback meeting is held with each participant to discuss the contents of their Development

Report, and to discuss the individual's action plan. Candid personalized feedback is provided to

the participant, with emphasis on behavior modification and overall effectiveness.

STEP 5

MANAGERIAL FEEDBACK

The manager of the participant is provided feedback specifically designed to assist them in the

implementation of a developmental plan for their direct report. After each participant returns to

their job, they meet with their manager monthly to further discuss the action plan and its

implementation. This developmental plan is then incorporated immediately into the participants'

performance appraisal to ensure accountability.

STEP 6

COACHING

Each participant needs individual follow-up to assist in the implementation of his or her

developmental objectives. A coaching session with is held with the participant weekly for 1.5

hours for the first month and bi-weekly for 1 hour over the next sixty days. Feedback is provided

to the manager on progress made during the sessions. If the participant has deemed something

confidential, this information will not be disclosed, unless it has legal ramifications.

Why The Managerial Assessment Process Is Effective

Increases productivity by developing individuals to their full potential.

Encourages individuals to take responsibility for their own development.

Generates action plans that focus on each participant's unique opportunities for

development.

Focuses not only on management development, but career path planning as well.

Aims at developing skills needed today-and into the future.

Uses an action learning strategy where participants work on their real world

organizational problems.

Serves as a dynamic training intervention.

Is a flexible and personalized approach that focuses on the improvement needs of each

person.

Collects information from a variety of sources to enrich feedback.

Provides each person with individualized performance feedback and coaching.

Human Resource Planning, or Human Resource Development Planning is the process by

which a company attempts to ensure that it has the necessary people, skills and talents

needed to reach its goals. HR planning can have implications for hiring, retention, and the

training and development of existing staff, while Human Resource Development

Planning (HRD planning) usually focuses on skill development.

So, the issue is: How do you know what skills, people, talents and abilities are needed in

the future? That's where there is a link between human resource planning and strategic

planning. HR planning takes the information from the strategic planning process as input,

and uses it to predict what will be needed in the future.

Of course, HR planning can be done independently of strategic planning, but it simply

makes more sense to first to strategic planning, and then do human resources planning,

because the mission, role and goals of the organization really will determine human

resource needs.

3.1 HR Policy of the organisation

DFCCIL’s RECRUITMENT RULES

1. Short Title and Commencement :- These Rules shall be called DFCCIL Recruitment

Rules and shall come into force from ……………

2. Objectives and Applicability:-

(a) The objectives of these rules, is to provide a broad guidelines to the company to enable

planning its manpower requirement during the initial phase of construction of Freight

Corridors and to meet the organizational objectives and requirements. Secondly, to enable

the company to obtain, retain and develop right type of human resources with appropriate

skills, knowledge, aptitude and merit which will enable the company to grow and enter

into the operational phase. On entering into the operational phase, the company may

review its policy to make it compatible to the requirements at that time.

(b) The broad guidelines as contained in these rules shall be applicable to all disciplines for

induction through Open market recruitment (either on regular basis or on contract basis).

3. Various sources of induction into the services of the company:-

DFCCIL has been created as a Special Purpose Vehicle (SPV) for construction and

Operation of the Railway Freight Corridors. In the initial phase, DFCCIL will predominantly

require the Engineering personnel well experienced in the working system of Indian

Railways, fresh as well as experienced professionals in the field of Engineering, Finance and

Accounts, Legal affairs, Information Technology, etc. In the operational phase, the

requirement of staff for Operation & Maintenance may be assessed and induction method

decided at that time. In the construction phase, the Company shall induct into the various

disciplines of DFCCIL as under:-

(a) On Deputation terms/Immediate Absorption basis from Railways / other Govt. Deptt. and

PSUs.

(b) Open Market Recruitment.

(c) Engagement / Re-employment of experienced retired personnel.

(d) Permanent Absorption of Officers/Staff already working on Deputation.

4. Structure, Grades and Classification Common to Various Disciplines :-

The Company in the construction phase of the Freight Corridors will require fresh engineers

and other graduates / professional in the following disciplines:-

(i) Civil Engineering

(ii) Electrical Engineering

(iii) Mechanical Engineering

(iv) Signal & Telecom Engineering

(v) Finance & Accounts and IT

(vi) HR, General Administration and PR

The Company may create Unit / Cells like Land acquisition Cell, Project/Planning Cell,

Design Cell, IT Cell, Legal Cell, ERP Cell, etc. by inducting mix of officers from the above

disciplines to meet its requirements. But, irrespective of the posting of an Officer in a

different Cell/Unit, the inter-se seniority fixed in a particular Discipline / Cadre, as indicated

above, shall remain fixed for the purpose of Avenue Channel (AVC) for Promotions.

5. Grades and Status of the employees:-

The various Grades presently being operated in Railway PSUs are based on either the CDA

scales, as laid down by Government of India or IDA scales as laid down by DPE, based on

the recommendations made by the Pay Commissions from time to time. The Pay Scale of

various grades operated in a company depends upon the Category under which the Company

is registered. DFCCIL has been presently registered under the Schedule “A” category. As

such, DFCCIL shall maintain the Hierarchical Grades and Pay Scales at the Executive levels,

as applicable to a Schedule-“A” Company. These Grades shall constitute the Avenue

Channel (AVC) for promotions in various disciplines in which induction will be made. These

hierarchical Grades and Pay Scales shall be reviewed by the Company based on the overall

policy guidelines issued by Govt. /DPE from time to time. As per the existing DPE

guidelines, all the open market recruitment shall be made in the IDA pay scales. The various

grades in which induction shall be made through different modes shall be as at Annexure I.

Based on the manner and source of Induction, the employees shall be categorized as under:-

a) Regular Employees: - The Regular Employees shall include those who have been

appointed from open market and confirmed or those inducted from Govt. / PSUs on

permanent absorption basis or the regularized Contract employees, against the post

created as a part of the regular establishment of the company. Every aspect of the service

conditions of such regular employees are governed by the Rules and instructions of the

Company.

b) Employees on Probation (Probationer):- The Probationers are those who are recruited

with a view to consider him / her for confirmation / appointment against the post created

as a part of the regular establishment of the company.

c) Contractual Employees:- Contractual Employees are those who have been appointed on

the basis of an accepted terms and conditions of a contract appointment and they are

appointed for a specified period and / or for a specific assignment or project.

d) Deputationist:- Deputationist are those who are deputed from Govt. / Railways on the

basis of the deputation terms laid down by the Government / Railways. The deputationist

during their stay in the company are governed by the agreed terms and conditions of their

deputation issued by the lending department.

e) Retired Employees on Re-employment and on Service contract (Consultant) :- The Re-

employed employees are those who are retired from Govt. / PSUs and re-employed in the

company as per the instructions issued vide DOP&T’s OM No. 3/1/85-Estt. (P. II)

dated 31.07.1986, Guidelines issued vide Ministry of Railway’s Letter no. 2003/PL/60/51

dated 09.06.2004 and the Company’s Policy in this regard. On the other hand, the

Consultants are those retired persons who are engaged at a consolidated lump-sum

amount for a specific duration and for a specific job as per the ibid guidelines / policy.

Open Market Recruitment:-

(6) Qualification, Experience and Selection Committees:-

(i) The Eligibility Conditions, Qualification, Length and Line of Experience, Method of

selection for various grades common to all discipline. The qualifications, experience,

etc., for various posts in the discipline of Finance, IT, HR, PR, Company Secretary,

Legal shall be as prescribed. These eligibility conditions should be treated as a broad

guideline for induction into the various grades through Deputation, Promotion and

Open Market Recruitment.

(ii) In case of Open Market Recruitment, the specialized Line of Experience, out of the

total Length of Experience, as required by the company from time to time may be

specified in the advertisement.

(iii) Open Market Recruitment in the grade of AGM / JGM shall be made very rarely and

only when there is specific need of a specialized field of experience which are not

available through Deputation, Absorption or Promotion. Whenever any Open Market

Recruitment is resorted to in these grades, the method of recruitment should be only

interview based on specific assessment of the candidates in the required

specialization.

(iv) While making Open Market Recruitment to the DGM and below grade, emphasis

should be given more to the academic excellence through written test especially at the

AM-I and AM-II levels, whereas experience profile should be emphasized more

through interview in the case of recruitment at the level of Manager / DGM. Where

large numbers of applications are received, Written Test must be kept in the selection

method to eliminate non-serious candidates, followed by interview so as to have a

better choice amongst the applicants.

(7) Reservations of Posts:-

(i) Reservation of posts for SC, ST and OBC as per the percentages prescribed by the

GOI shall be provided. The existing percentages of reservations are SC-15%, ST-7½

% and OBC-27%.

(ii) Horizontal reservations to persons with disability (in the identified categories with

specified disability) to the extent of 1% each for PH, VH and HH shall be provided as

per the extent instructions of GOI. In the technical categories, the physical disability

of only ‘one arm’ may be accepted and in other categories the disability should not

exceed 40%. Similarly, horizontal reservation to Ex-Serviceman shall also be

provided for recruitment in Group C & D posts, as per the instructions issued by GOI

in this regard from time to time. In case adequate numbers of suitable candidates from

the reserved categories do not qualify the selection, the posts shall be filled up from

suitable candidates of other communities and the backlog may be carried forward to

the next recruitment.

(8) Age relaxation:-

(i) Age relaxation to the extent of 5 years for SC/ST and 3 years for OBC shall be

provided as per GOI instructions in case of all Open market competitive examination.

In case of recruitment through open competitive examination at all levels, 10 years of

age relaxation to PH(15 years for SC/ST-PH and 13 years for OBC-PH) shall be

provided. However, in case of recruitment without written competitive exam the age

relaxation to the extent of 5yrs. (10 yrs for SC/ST-PH and 8 yrs for OBC-PH) shall be

provided.

(ii) Ex- Serviceman recruited against Group C & D posts shall be eligible for age

relaxation to the extent of the number of years of service rendered in the Armed

Forces plus 3 yrs.

(iii) As per GOI instructions issued from time to time, Upper Age shall be relaxable by

five (5) years for the candidates who had ordinarily been domiciled in the state of

J&K during the period 01.01.1980 to 31.12.1989, provided certificate for the same

issued by BDO/SDO is submitted by the applicant.

(iv) In case of the applicants working in Govt./PSUs, the company may consider

relaxation of Age subject to a maximum of 5 years.

(9) Other conditions for reserved categories :-

(i) Where an educational qualification with a minimum number of marks / percentages is

also prescribed as a part of the EQ, the minimum marks / percentage so prescribed

shall uniformly apply to all candidates including SC/ST/OBC candidates.

(ii) The reserve category candidates (SC/ST/OBC) shall be allowed 10% relaxation from

the Minimum General Standard of qualifying marks fixed for UR candidates in the

written examination and interview.

(iii) No fee shall be charged from the SC/ST candidates, in case any fee is prescribed

while calling for applications for open market recruitment. The SC/ST candidates

called for interview may be

(iv) OBC candidates belonging to an OBC caste, included in the ‘Central Lists’ and not

belonging to the ‘creamy layer’ in the ‘current financial year’ in which recruitment is

made shall only be eligible for reservation against OBC quota in DFCCI, as DFCCIL

is a central PSU.

(v) The candidates selected against reserve category securing the merit position above the

cut-off point of UR candidates in the final merit list shall be treated as selected on

“Own Merit” and counted as UR candidates. However, in case such a reserved

candidate has availed age relaxation, etc, he shall be treated as selected against the

relevant reserved category vacancy.

(10) Stages of Recruitment and Formation of Panel:-

(i) Assessment of Manpower requirement of the organization shall be made based on the

work plan, future forecast of availability and requirement of employees, sanction of

posts for direct recruitment within the frame work of the approved organizational

structure.

(ii) The source of recruitment i.e. whether through advertisement by the company itself or

through recruiting agency or through campus interview, walk-in interview by the

company itself, etc., should be decided with the approval of the Managing Director.

The method of recruitment to be adopted i.e. whether by a Written Test or Interview

or both may also be decided depending upon the level of post for which recruitment is

proposed to be made.

(iii) All recruitments from Open Market should be made through full advertisement

published in the Employment News and display in the company’s website. The

advertisement inviting applications should contain the details regarding the job

content, qualification, experience, age, pay scale, allowance and benefits, number of

posts and reservations in it, etc. A short advertisement drawing attention to the full

advertisement in EN and website may also be published in the supplement of reputed

national daily like TOI, HT, etc.

(iv) The applications shall be carefully scrutinized after giving age relaxation to the

reserve category applicants and a list of eligible candidates should be prepared. The

names may be shortlisted after detailed scrutiny with respect to EQ, Age, the length

and specific line of experience, etc. as advertised. Such list shall form the basis for

conducting selection by the Selection Committee.

(v) Whenever any Open Market Recruitment is resorted to in the AGM/JGM grades, the

method of recruitment should be only interview, based on the specific assessment of

the candidates in the required specialization. While making Open Market Recruitment

to the DGM and below grade, emphasis should be given more to the academic

excellence through written test especially at the AM-I and AM-II levels. Experience

profile should be emphasized more through interview in the case of recruitment at the

level of Manager / DGM. Where large numbers of applications are received, Written

Test must be kept in the selection method to eliminate non-serious candidates,

followed by interview so as to have a better choice amongst the applicants.

(vi) Where the selection process involves only WT or only Interview, all the eligible

candidates may be called for selection. However, where the process involves

written test followed by Interview, the number of WT qualified candidates to be

called for interview shall be three times the number of vacancies or actual numbers

qualified in WT, whichever is less.

(vii) The weight-age for written test and for interview out of the total marks when the

selection method is WT + Interview or Only Interview or only WT shall be as under:-

Method WT

(80%)

Interview (20%) Qualifying

%age Professional

Ability

Experience

Profile

EQ/TQ Personality, Aptitude,

General Awareness,

Comm. skill

WT +

Interview

80 05 05 05 05 60% (50% for

SC/ST/OBC)

Only

Interview

- 25 40 20 15 -do-

Only WT 100 - - - - -do-

The distribution of marks for various components in the interview may be decided by the

interview committee depending upon the specific requirement of the manpower for the

post. However, the marks to be allotted for various components should be decided in

advance before actually conducting the interview, based on the collective wisdom of the

committee. The Written Test (Descriptive) should consist of question paper for testing

the Professional Ability, Power of comprehension, General Awareness and Aptitude, etc.

Various components of the question paper for the Written Test shall also be decided in

consultation with the user department for testing the applicants as per the requirement of

the post.

(viii) Before the start of the actual process of selection, the officer who will set the Question

Paper and Evaluate the Answer Books, the Committee to Conduct WT, Selection

committee for Interview, etc. should be finalized with the approval of the Managing

Director.

(ix) In every Selection Committee one officer from the concerned department and one from

HR must be nominated. An Outside expert may also be associated with the Selection

Committee, if consider necessary.

(x) The selection committee after observing the due process of selection shall finally

recommend names of successful candidates in order of merit in the form of a panel for

approval of the competent authority. The panel has to be formed as per merit, to the

extent of the number of the vacancies advertised, observing the reservation rule, etc.

The selection committee shall also recommend a stand-by panel equivalent to the

original panel size, in order to meet with the unforeseen situation like non-joining of

selected candidates, medical unfitness, resignation, termination during training /

probation, sudden increase in manpower requirement, etc. Each panel shall be valid for

a period of one year from the date of its approval by the competent authority. It shall

cease to operate thereafter unless specifically extended by the competent authority for a

further period not exceeding twelve months.

(11) Verification and Medical Test:-

(i) Offer of appointment shall be made from the approved panel strictly in order of

merit from the UR and SC/ST/OBC list, duly accommodating the number of

reserved candidates falling to their share. In the offer letter itself, the candidates shall

be directed to appear for a medical test for appointment by the Medical Authority as

authorized by DFCCIL for the purpose. The candidates should have sound health in

all respects and free from Squint and Colour Blindness (partial or full). The

appointment order shall be issued only after the candidate is found medically fit in

all respects.

(ii) The appointments shall also be subject to verification of the character and

antecedents of the candidates from the appropriate police / district authority. The

appointment of reserved category candidate shall be subject to verification of their

caste certificate from the appropriate authority.

(12) Probation and Confirmation :-

Every employee on their first appointment on regular basis from open market shall

remain on Probation for a period of 24 months from the date of his/her date of joining.

During the period of probation the employee shall undergo all the tests and training as

prescribed by the Company and shall be considered for confirmation only on satisfactory

completion of the probationary period. Confirmation of the probationers may be

considered based on the recommendation by a committee (including one HR officer) to

be nominated by the MD for the purpose. The Company shall have the right to extend

or curtail the period of Probation on merits of individual cases. A Probationer, at any

time during the period of probation, shall liable to be discharged from the services

without assigning any reasons by the Company.

(13) Campus Recruitment:-

(i) Normally all recruitment including that of Graduate Trainees will be made through open

competition as per the procedure indicated above. However, in order to meet the urgent

requirement of the company and to infuse young blood from premier technological

institutes across the country, recruitment of fresh graduates as “Graduate Trainees” may

be made by the company with the prior approval of the Board of Directors (BOD) in

accordance with the guidelines issued in this regard by DPE. Campus recruitment shall

be resorted to only from the reputed University/Institutes like IITs, NITs, BITs/Pilani,

BITs/Ranchi, DCE/Delhi, etc.

(ii) Once the requirement of Graduate Trainees is assessed and finalized with the approval of

the BOD / MD, a selection committee consisting of three GGM/GMs including one

officer from HR may be nominated by MD for consulting and visiting various institutes

and to undertake the selection process. The nominated committee shall finalize the

programme i.e. the date and time of Interview / Selection in consultation with the

institutes shortlisted for conducting Campus Interview.

(iii) The committee will first shortlist the candidates, institute wise, on the basis of their

percentage of marks secured by them upto the last semester in the final year of

BE/ME/M.Tech, as on the date of Interview. The ME / M.Tech candidates who have

secured minimum 60% (1st Division) in the BE from a reputed institute shall only be

shortlisted.

(iv) The Interview of only the shortlisted candidates shall be taken by the committee in

consultation with the institutes. In the interview 50% Weightage may be given to the

performance of the candidates in the exams in the semesters / years prior to date of

interview. The rest 50% Weightage may be given for assessment of the candidate in the

interview by the committee.

(v) The selection committee shall frame the panel of successful candidates for each institute.

Reservation for SC/ST and OBC candidates shall be provided while framing the panel.

The recommended panel shall be put up to MD for approval and thereafter the respective

institute may be advised the names of the selected candidates who have been placed in

the panel subject to their declaration of final results of BE by the institutes.

(vi) The selected candidates who have qualified the final examination with minimum 60%

(1st Division) shall be issued offer of appointment as ‘Graduate Trainee’. Such

candidates shall be appointed in IDA scale against which they have been selected and

shall be placed on probation for the period of two years.

(viii) A Surety Bond may be obtained from the candidates on their appointment as

Graduate Trainee to serve the company for a period of two years.

(14) Walk-in-Interview:-

The company may resort to Walk-in-Interview for appointment of Junior Level Multi-

Skilled Staff like Technician / Operators for specific projects on short-term contract

basis for less than one year. Such staff may be appointed through advertisement in the

local dailies falling under the projects for which the staff is required. The detailed plan

like the venue, date & time may be indicated in the advertisement for Walk-in-Interview.

The requirement of the job, the qualifications and experience required, the emoluments

offered, and such other informations should be specifically indicated in the

advertisements. The selection committee as nominated by MD may form a panel after

interview and recommend the same for approval of MD. The selected candidates may

be issued offer of appointment clearly indicating the period of contract and other terms

and conditions of their appointment.

(15) Interpretation / Relaxation:-

In case of any doubt or dispute regarding interpretation of these rules, the decision of

Managing Director shall be final. Any of the provision or the procedure mention in these

rules can be relaxed, deleted, modified, if considered necessary by the Managing Director

in the interest of the work and the company by recording the reasons / justifications.

********************************************

DFCCIL Promotion Policy

(1) Basic Principles :- The Basic Principle and Objectives of the Promotion Policy of the

company shall be to provide adequate career advancement at all levels consistent with merit,

suitability, performance and professional attainments of the employees, commensurate with

the business needs of the Company and to sustain in the competitive environment. The

company shall maintain high employee morale and provide a transparent system and

procedure for their career development. The guiding principle underlying the Promotion

Policy of the Company shall aim at generating career growth from within the Organization.

It will be the Company’s endeavour to look within the organization for suitable persons with

requisite academic/professional qualification, expertise & skills and merit for filling up the

posts for manning the levels of hierarchy by the right and capable personnel. However, the

Company shall have the right to take recourse to lateral inductions at all levels, as specified

in these Rules, from outside, to the extent considered necessary to ensure infusion of new

blood and fresh outlook and to meet the requirement.

(2) Hierarchy:- The company shall maintain the following Avenue Channel for Promotion of

Regular Employees of the Company to various grades in a particular discipline. As per DPE

guidelines the company shall have IDA pattern of Pay scales in various grades for the

Regular Employees. The IDA pay scale as applicable to a schedule ‘A’ company shall be

operated in DFCCIL, as the company is presently registered as a schedule ‘A’ company. The

posts at the level of Board of Directors shall be filled in accordance with the selection made

by the PESB. The posts below Board Level shall be filled on promotion as detailed in

Annexure-I. As such the following hierarchical grades and pay scales shall be operated at

the Executives levels in the company:-

Level Designation IDA Pay Scales

E9 Executive Director /GGM 62000-80000

E8 General Manager 51300-73000

E7 Addl. General Manager 43200-66000

E6 Jt. General Manager 36600-62000

E5 Deputy General Manager 32900-58000

E4 Manager 29100-54500

E3 Assistant Manager-I 24900-50500

E2 Assistant Manager-II 20600-46500

E1 Senior Executive 16400-40500

(3) Clusters:

The various grades operated in the Company as above shall be divided into the following

4 clusters:-

Clusters Posts & Pay Scale

I ED/GGM - 62000-80000, GM - 51300-73000

II AGM -43200-66000, JGM - 36600-62000

III DGM - 32900-58000, Manager - 29100-54500,

AM(I) - 24900-50500.

IV AM(II)- 20600-46500, Sr.Executive-16400-40500.

The responsibility of the officers in a particular cluster shall more or less remain same.

Interchangeability of the posts within a cluster may be permissible by up-gradation on

promotion. However, in the inter-cluster promotion, availability of clear vacancy / post

must be there. The Company shall adopt a transparent Selection based Promotion Policy

so as to assess the competence and capability of employees to assume higher

responsibilities at each level. While crossing the Managerial clusters the screening for

promotion shall be rigorous and within a particular cluster the screening shall be

normally based on past performance as reflected in ACRs and experience acquired.

Although the employees can rise upto any level in the Avenue Channel (AVC) depending

upon their dedication, competence and capability, however, the Company shall assure

minimum two promotions to all employees inducted into the regular establishment of the

Company.

(4) The minimum residency for promotion to the next higher grade shall be as under:-

Designations & Minimum residency

(yrs.) for promotion to next gradeManagerial Clusters

Executive Director

Senior ManagementAs per the stated norms

General Manager

5 Yrs.

Addl. General Manager

Middle Management5 Yrs.

Jt. General Manager

5 Yrs.

Deputy General Manager

Junior Management

5 Yrs.

Manager

4 Yrs.

Assistant Manager-I

4 Yrs.

Assistant Manager-II Multi-Skilled Staff

5 Yrs.

Senior Executive

(5) Crucial date for eligibility :

The crucial date for determining the eligibility i.e. completion of the minimum years of

residency in the just below grade shall be as on 30th June of the year, in which the DPC

will consider the names of eligible candidates for promotion to next higher grade. All

employees completing the minimum required residency on the 30th June of the year of

DPC shall be called for selection for promotion to the next higher grade. However,

promotions shall depend upon the suitability of the candidates adjudged by the DPC and

on acceptance of the recommendation by the competent authority.

(6) Seniority:

The seniority of the employees shall be maintained discipline wise in every grade upto

the level of GM. For further promotion / placement to the GGM & ED grade a common

seniority list of all the GMs from all disciplines shall be maintained. The seniority of the

employees recruited through Open Market shall be counted from the date of his actual

joining in the company. The seniority of the officers and staff on deputation followed by

their permanent absorption in the company shall be determined at the time of their

absorption as detailed in the absorption policy. The seniority of the officers on

promotion shall be counted from the 1st July of the year in which they fulfilled the

minimum required residency and got promoted.

(7) Pyramidal Structure :-

In order to maintain a Pyramidal structure for each discipline, the Company shall

maintain the number of posts at various levels by way of creation/up gradation of posts.

The posts against which employees are working on deputation terms or on contract basis

shall be out of the purview of the strength against which promotions to officers borne in

the regular strength shall be considered. Generally, the following percentile number of

posts in various Cadres shall be created/maintained at each Managerial group in order to

have a pyramidal structure:-

Managerial Level Percentage of total strength of posts in each

Cadre

Senior Management(ED/GGM/GM) 15%

Middle Management(AGM/JGM) 35%

Junior Management + Multi skilled staff.

(DGM/Mgr/AM-I)+(AM-II/Sr. Executive)

50%

(8) Isolated Posts and PA/PS Cadre:-

Besides the regular disciplines in Civil, Electrical, Mechanical, S & T, Finance & IT, HR &

GA, the company shall operate few isolated posts like Company Secretary, Protocol Officer, PR

Officer, Receptionist, etc., the company shall also operate a distinct cadre for PA /PS for

meeting the various requirements of Board Level Officers and Senior Management. The

Company Secretary, Protocol Officer, PR Officer appointed to a particular grade shall be

considered for further promotion in the same hierarchical grades as indicated in Para-4 above,

subject to creation / availability of the posts for the higher grades and on fulfilling the minimum

residency as applicable to the other regular disciplines. The PA / PS appointed in a particular

grade shall also be considered for further promotion in the hierarchical grades on completion of

the minimum residency applicable to other regular disciplines as in Para-4 above, subject to

creation / availability of posts for the higher grades. However, the highest post in the PA/PS

cadre shall be that of Secretary to MD and Secretary to other functional Directors, which may

be operated at the maximum level of DGM grade.

(9) Promotion in Non-Executive Cadre

As regards Non-Executive Cadres i.e. in AM-II and Sr. Executive levels, the company in its

operational phase shall assess the requirement of multi-skilled staff, induction method and the

detailed policy regarding their promotion in due course.

(10) Selection Process for Promotion

Different stages of selection process for promotion in Executive cadres to be followed under this

Policy are tabulated hereunder:

Designation Steps in Selection

Written Test Presentation ACR Interview

Sr.Exe.to AM-II √ - √ √

AM-II to AM-I - - √ √

AM-I to Mgr - - √ √

Mgr to DGM - - √ √

DGM to JGM √ √ √ √

JGM to AGM - - √ √

AGM to GM - √ √ √

GM to ED - - √ √

(11) Weightage to various components of the selection process

The selection method and composition of the DPC for various grades shall be as

mentioned in Annexure-I. The Weightage for different components in the selection

process for promotion will be as under:

Selection Stage Sr.Exe.

to

AM-II

AM-II

to

AM-I

AM-I

to

Mgr.

Mgr.

to

DGM

DGM

to

JGM

JGM

to

AGM

AGM

to

GM

GGM

to

ED

WT (Max Marks) 200 - - - 200 - - -

WT(Qual.Marks) 120 - - - 120 - - -

Interview

ACR 25 20 20 25 25 25 25 25

Minimum

benchmark for ACR

19(OS-1,VG-2, G-

2)

16(OS-1,VG-2,

G-1)

17(OS-1,VG-2, G-

1)

19(OS-1,VG-2, G-

2)

22(OS-2,VG-3)

20(OS-1,VG-3,G-

1)

22(OS-2,VG-3)

22(OS-2,VG-3)

Presentation - - - - 20 - 20 -

EQ 10 10 10 10 10 10 10 10

Personality Traits 15 15 15 15 15 15 15 15

Professional

Ability

50 55 55 50 30 50 30 50

Total 100 100 100 100 100 100 100 100

Qualifying Marks 60 60 60 60 70 60 75

(12) Written Test (WT)

Written Test (WT) for promotion wherever prescribed shall comprise of two papers of

100 marks each. First paper will be for the subject matter related to the concerned discipline.

The second paper will cover general topics like, Contracts, Arbitration, Project Management,

Materials Management, Quality Management, HRM, Finance, General Awareness, English and

‘Rajbhasha’. The qualifying marks in the WT for promotions will be 60% in Paper-I, 50% in

Paper-II and 60% in gross total of both the papers. The WT will be of qualifying nature only.

For promotions upto the grade of Assistant Manager-I (which is equivalent to lowest rung of

Group-A in GOI), 10 % relaxation in the gross total for SC / ST shall be available. Similar

relaxation to SC/ST in the gross total marks of the interview shall also be made available upto

the grade of AM.

(13) Presentation

Wherever one of the stages of the selection for promotion is prescribed as presentation,

the candidates shall be given three topics by the nominated interview committee with choice for

making presentation on anyone of the given topics. The candidate will be given one day to

prepare for the presentation. All members of the interview committee will be present during

presentation for evaluation. An external expert may also be associated, if required with the

committee for evaluating the performance in the presentation.

(14) Annual Confidential Report

The grades in which five years minimum residency for promotion is prescribed, the ACRs of

the candidates for the last five years, preceding the year in which the selection test for promotion

is held, shall be taken into consideration by the DPC, even if the candidate has rendered more

than five years in the feeder grade. Similarly, the grades in which four years minimum residency

is prescribed, the ACRs for the last four years only, preceding the year in which selection is

conducted, shall be considered by the DPC. The marks for ACRs may be determined based on

the final grading given by the accepting authority in the ACRs. The grade-wise maximum

marks for ACRs shall be – Outstanding (5), Very Good (4), Good (3), Average (2) and Poor (1).

In order to become eligible for promotion, a candidate must obtain the minimum benchmark in

the ACRs as prescribed in the Para-11 above. The DPC after assessment of the candidate, as per

the procedure outlined above, shall recommend whether the candidate is “Fit” or “Not yet Fit”

for promotion.

(15) Promotion of employee whose conduct is under investigation:

Cases of employees who are under suspension or who have been charge-sheeted or

against whom criminal charges have been framed by a court of law will be specifically brought

to the notice of the DPC. The DPC shall assess the suitability of such employees for promotion.

The assessment and the recommendations of the DPC shall be kept in a sealed cover. On the

conclusion of the investigation / Disciplinary Case / Criminal Prosecution which results in

dropping of charges, the sealed cover will be opened and the employee, if suitable and approved

by the competent authority for promotion, will be promoted with protection of seniority position

in the promotion panel. If, however, any penalty is imposed as a result of the disciplinary

proceedings or is convicted in the criminal prosecution, the sealed cover will not be opened.

Employee undergoing punishment shall not be promoted during the currency of the

penalty.

(16) In case of any doubts and difficulties in implementation of this Promotion Policy,

MD would be the competent authority to decide / clarify the provisions, issue necessary

administrative instructions and procedure order etc.

Deputation Policy & Eligibility Conditions

(1) Basic Principle:

The induction of Officers on deputation shall predominantly be from Indian Railways, whose

wide ranging experience is the vital necessity for the Company to take off during the

construction phase. The Officers shall be inducted on Deputation basis at all levels in every

Discipline depending upon the requirement and posts created by the Company. The experienced

Officers and Staff inducted into DFCCIL shall normally be allowed one Grade higher than the

Pay Scale held by them in Railways. The detailed eligibility criteria like required length of

Experience, Pay Scale and the duration for which they should be working in that Scale, etc shall

be as indicated in Annexure-I. These criteria shall be clearly specified in the vacancy circular

inviting applications. Posts shall be created for a particular cluster and the eligibility conditions

for each post in that cluster may be indicated in the vacancy circular in order to have flexibility

in selecting a suitable candidate for any post within that cluster. The responsibility of the post

within a cluster shall more or less remain same and hence interchangeability of the post within a

cluster may be done while inducting officers and staff on deputation for this purpose the

following 4 clusters of posts shall be maintained:

Cluster No. Posts in DFCCIL Remarks

Cluster – I GGM & GM No. of posts for a particular cluster to be

sanctioned. Eligibility criteria for all the posts

in a cluster to be circulated and the candidates

found suitable will be selected and offered post

on deputation to DFCCIL as per eligibility

criteria.

Cluster – II AGM & JGM

Cluster – III DGM, Manager & AM-I

Cluster – IV AM-II and Sr. Executive.

(2) Selection Procedure & Pay Fixation:

i) So far as induction of Group-A and Group-B officers are concerned, the requirements

along with eligibility criteria shall be sent to Railway Board for its circulation. For Non-

Gazetted staff normally Zonal Railways do not circulate the vacancy. In order to meet the

requirement of NG staff the concerned user department may make personal contact and obtain

advance application from those who are suitable for the company. Such of the name which are

found suitable for the company may be sent to the concerned Zonal Railway for its processing

after obtaining approval of MD.

ii) However, as per the past experience, the advanced applications sent by DFCCIL for

processing by the Zonal Railways for induction of Non-Gazetted staff are either not processed or

they do not respond by sending their ACRs etc. In such a situation, the senior officers of the

company may recommend names of the willing staff whose work they might have supervised

and are found to be suitable for the company. On the basis of such recommendation, approval

of the MD may be obtained for induction on deputation and the concerned Railway may be

requested for relieving of the staff for DFCCIL. However, only those staff shall be selected for

deputation who is free from Disciplinary and Vigilance angle.

iii) While the Company shall have the right to decide the Pay Scale that may be allowed to

the Officers on deputation, however, the broad principle shall be as laid down in Annexure-I.

An officer joining on deputation has to exercise option, within one month, for fixation of his pay

in DFCCIL. He/she can choose either the pay of parent cadre + deputation duty allowance or the

pay of the post in DFCCIL. The option once exercised shall be final except in certain conditions

as mentioned in the ‘Master Circular on Deputation’ issued by the Ministry of Railway from

time to time.

(3) Allowances and facilities admissible while on deputation:

The officers on deputation to DFCCIL will be eligible for Dearness Allowance, HRA,

Medical facilities as applicable to the employees of the DFCCIL. The officers will be entitled to

joining time when proceeding from Railways to join DFCCIL and returning from deputation to

Railways and the joining time pay for both ways shall be payable by DFCCIL. The Railways

officers on deputation to DFCCIL will not be eligible for the benefit of Leave Travel Concession

(LTC) as they are entitled for Railway Passes and PTOs from Railways. In the matter of leave,

the officers will be governed by the leave and retirement benefit rules of the parent department.

DFCCIL will pay the usual contributions towards foreign service and leave salary of the

deputationist. The officers shall be entitled for Composite Transfer Grant (CTG) while joining

DFCCIL and also on return to the Railways on completion of deputation tenure.

(4) Deputation Tenure & its Extension:

The normal period of deputation to DFCCIL shall be 3 yrs. duration, which may be

extended for another two years (one year on each occasion) with the approval of the Competent

Authority in DFCCIL and the lending administrative Ministry / Authority. All cases for

extension of tenure shall be processed at least 3 months before the expiry of the tenure.

Extension beyond the tenure of 5th year shall be considered only in rare and exceptional

circumstances, for which the case may be processed much in advance with the lending Ministry /

Authority. In case any officer joins on deputation to DFCCIL while working on deputation with

another PSU / Organization, without break, the earlier period of his deputation shall be counted

while determining the total tenure of deputation.

(5) NBR / Promotion in the Parent Cadre:

Whenever any employee is promoted in his parent cadre or NBR benefit is given to him,

while working on deputation in DFCCIL, his case for grant of next higher grade may be

considered in case he fulfills the eligibility conditions for the higher grade subject to his

suitability, availability of the post and requirement of the company.

(6) Pre-mature reversion of deputationist to parent cadre

Normally the services of an employee on deputation with DFCCIL shall be placed at the

disposal of the lending Ministry / Authority on completion of the normal / extended deputation

tenure. However, as and when a situation arises for pre-mature reversion to the parent cadre of

the deputationist, his / her services could be so returned after giving advance intimation of

reasonable period to the lending Ministry / Authority and to the concerned employee.

DFCCIL’s HR POLICY DOCUMENT.

01. The Company and its Basic Objective:-

Dedicated Freight Corridor Corporation of India Limited (DFCCIL) is a Schedule-“A”

Public Sector Undertaking (PSU) under the Ministry of Railways, registered as a Company

under the Companies Act’ 1956 on 30.10.2006. DFCCIL shall undertake Planning and

Development, Mobilization of Financial Resources and Construction, Maintenance and

Operation of the Dedicated Railway Freight Corridors in the country.

02. Human Resource (HR) Vision :-

DFCCIL shall formulate an integrated HR strategy which shall aim at Competence

building, Commitment building, Culture building and System building. Within these broad

frameworks, DFCCIL shall induct talent, groom them and enable the employees to be a

family of committed professionals to achieve the organizational objectives.

03. Structure, Strength, Nomenclature and Classifications of Services.

(a) Disciplines/Cadres:-

The Company shall gradually create its own permanent cadres of various Services in both

Technical and Non-Technical disciplines to manage its affairs. The Corporate Office of the

Company shall be responsible for drawing Plans and Policies and its execution, supervision

and control. The Field formations shall be responsible for actual implementation of the

projects and its operations. The Company shall create various Disciplines/Cadres and specific

purpose Cells/Units inducting a blend of experienced Officers as well as fresh recruits. The

Disciplines/Cadres shall be clearly defined and the special purpose Cells/Units may be

manned by mix of officers drawn from various Disciplines/Cadres, based on the experience

and other requirements. For the purpose of maintaining Avenue Channel (AVC) for

Promotions, the inter-se Seniority of all regular Officers assigned in a particular

Discipline/Cadre shall be sacrosanct. All Officers shall be inducted into the permanent

strength of the Company either by way of fresh recruitment or permanent absorption in one

of the pre-defined Discipline/Cadre. Initially DFCCIL shall broadly have the following

Technical and Non-Technical Disciplines/Cadres at the Executive Levels:-

No. Technical Cadres. No. Non-Technical Cadres.

01 Civil Engineering 01 Operating

02 Electrical Engineering 02 Finance and Accounts

03 Mechanical Engineering 03 Human Resource Management(HRM)

04 Signal & Telecom Engineering 04 General Administration and Public Relation

05 Information Technology 05

The Company may create and add new Cadres in case the activities of the Company so

demands. The Officer once assigned inter-se seniority in a particular Discipline/Cadre shall

continue to borne in that cadre only. Posting of an Officer in a specially created Cell/Unit

shall not alter his position in the original Cadre. For example, an Officer belonging to the

Civil Engineering Cadre may be posted in Land acquisition Cell, Project/Planning Cell,

Design Cell, the Officers belonging to Finance & Accounts or Operating Cadres may

supplement the IT Cells. Similarly, HR Cadre Officers may be posted in Legal Cell, ERP

Cell, etc. But, irrespective of the posting of an Officer in a different Cell/Unit, the inter-se

seniority fixed in a particular Cadre, as indicated above, shall remain permanent for the

purpose of Avenue Channel (AVC) for Promotions.

(b) Various Grades in the Disciplines/Cadres:-

The Hierarchical Grades and Pay Scales for Executives in various PSUs are presently being

operated as laid down by Government of India/DPE based on the recommendations made by

the Pay Commissions from time to time. The Pay Scale of various grades varies depending

upon the Category under which the Company is registered. DFCCIL has been presently

registered under the Schedule “A” category. As such, DFCCIL shall maintain the

Hierarchical Grades and Pay Scales at the Executive levels in each Cadre, as applicable to a

Schedule-“A” Company. These Grades shall constitute the Avenue Channel (AVC) for

promotions in the respective Cadres. These hierarchical Grades and Pay Scales shall be

reviewed by the Company from time to time based on the overall policy guidelines issued by

Govt. /DPE from time to time.

(c) Classification of Various Grades in the Disciplines/Cadres :-

The Classification of any Grade/Level in the hierarchy for various purposes is always based

on the relative powers and responsibilities exercised by the officers at different Grade/Level.

DFCCIL has issued the Schedule of Powers (SOP), a sacrosanct document, for smooth and

quick decision making process in the Company. In the SOP, Executives at various levels

from Deputy General Manager and above have been delegated with certain powers and

responsibilities. Also in the Discipline and Appeal matters, Powers has been delegated (under

process) to the Officers at various levels to act as Appointing Authority, Disciplinary

Authority and Reviewing Authority. Board of Directors (BOD) is the apex body for Policy

directions and decision making in the Company. In actual practice, the powers of the BOD

are exercised by the Managing Director and other Functional Directors as per the delegation

made in this regard. Hence, Managing Directors and other Functional Directors shall be

classified as the Top Management of the Company.

Executive Directors/Group General Managers/General Managers are instrumental in

evolving the Plans and Policies. They also head a particular department/Field Unit and the

policies/projects are executed, supervised and controlled by them. Almost similar powers and

responsibilities have been delegated to these levels in the SOP to manage the affairs of the

Company. Hence, EDs/GGMs/GMs shall be classified as Senior Management of the

Company. The Additional General Mangers/Joint General Managers/Deputy General

Managers are the levels who besides supporting the first two levels, execute /supervise the

day to day affairs of the Company. These levels initiate various analytical proposals with

required inputs for consideration and decision at the upper levels. The powers and

responsibilities delegated to these levels in the SOP are exactly similar. The Officers of these

levels shall also have to act as Appointing Authority, Disciplinary Authority & Reviewing

Authority for certain categories of employees, under the Discipline and Appeal Rules.

Therefore, AGMs/JGMs/DGMs shall be classified as Middle Management of the Company.

Most of the decisions and directions are actually translated into action at the levels of

Managers/Deputy Managers/Assistant Managers. Thus, these three levels may be classified

as Junior Management of the Company. Accordingly, DFCCIL shall operate the following

hierarchical Grades/Pay Scales at the Executive levels in each Cadres and they shall be

Classified for various purposes as indicated below against each Grades :-

S. No. Nomenclature/

Designations

Grades/Pay Scales

(CDA/IDA)

Classifications

01 Managing Director. 27750-750-31500(IDA) Top

Management02 Functional Directors. 25750-650-30950(IDA)

03 Executive Director. 23750-600-28550(IDA) Senior

Management04 Group General Manager/

General Manager.

18400-500-22400(CDA)/

20500-500-26500(IDA)

05 Addl. General Manager. 16400-450-20000(CDA)/

18500-450-23900(IDA) Middle

Management06 Joint General Manager 14300-400-18300(CDA)/

17500-400-22300(IDA)

07 Deputy General Manager 12000-375-16500(CDA)/

16000-400-20800(IDA)

08 Manager 10000-325-15200(CDA)/

14500-350-18700(IDA) Junior

Management09 Deputy Manager 8000-250-13500(CDA)/

13000-350-18250(IDA)

10 Assistant Manager 6500-200-10500(CDA)/

10750-300-16750(IDA)

(d) Replacement Pay Bands and Grades for the officers in CDA Pay Scales and the equivalent

IDA replacement Pay Scales shall be mentioned before submitting this document for

approval.

(e) Certain Isolated Posts :-

Besides the regular Cadres with defined hierarchy of Grades as above, the Company shall

have to sanction and operate some isolated posts like Company Secretary, Secretary to

Managing Director and other Functional Directors. These are key Officials who handle the

confidential documents and support the BOD/Top Management of the Company. The career

progression scheme of such Officials holding isolated posts is included in the “DFCCIL’s

Promotion Policy”.

(f) Designations of Officers in Corporate Office and Field Units :-

All the Officers shall be designated with the generic name of the Grade held by him/her

followed by the specific Cadre in which their seniority is maintained. For example, an

Officer belonging to Civil Engineering Cadre of the level of JGM Grade shall be designated

as JGM (Civil). Similarly, in the Finance and IT Cadre the designations shall be Manager

(Finance), DGM (IT) and so on. The Officers posted in some special purpose Cells/Units in

the Corporate Office shall briefly add the name of the Cell/Unit to his designation to identify

his functional area of posting like – a DGM (Civil) posted in the Planning Cell shall be

designated as DGM (Civil)-Plg, a Manager (HR) posted in Legal Cell shall be designated as

Manager (HR)-Legal, etc. There shall be a separate and comparable set of designations for

Officers posted in the Field units for easy identification of their postings by the Company and

their easy recognition by the Contractors and General Public interacting with them. The

Officers when posted in the Field Units shall use the generic designation as mentioned below

against each of the designation used in the Corporate Office. The generic designation in the

Field Units shall be followed by the abbreviated name of the Project where posted. For

example, a JGM(Civil) posted in the Allahabad Project shall write his designation as Dy.

CPM(Civil)-ALD, a Manager(Fin) posted in the Jaipur Project shall write Dy.PM(Fin)-JP,

and so on.

S. No. Designation in the Corporate

Office

Designation on posting in the Field Units

01 Group General Manager and

General Manager.

Chief Project Manager.

02 Additional General Manager and

Joint General Manager.

Deputy Chief Project Manager.

(As a Project Head AGM shall be CPM)

03 Deputy General Manager Project Manager.

04 Manager. Deputy Project Manager.

05 Dy. Manager and Assistant Manager Assistant Project Manager.

(g)Below Managerial Levels :-

The endeavor of the Company shall be to outsource the services of Group-D staff like

Messengers. The Stenographic Assistance/Computer Assistance shall also be outsourced.

However, the Company shall require Staff belonging to various Skill levels/Trades for

Maintenance/Inspection of its assets and Running staff for Operational purposes. The

detailed structure and Grades to be operated by the Company in the Below-Managerial

levels will be laid down in due course after assessment of the requirements.

(h)Creation of Posts and Sanctioned Strength :-

The Company shall create as well as abolish Posts at all levels depending upon the justified

work requirements. In order to meet its urgent requirements, the Company may sanction

posts for induction of Officers on Deputation terms or on Contract basis. However, Posts

shall be Sanctioned/Upgraded on permanent basis for Induction/Promotion of employees in

the regular strength of the Company. Every Grade in each Technical as well as Non-

Technical Cadres at the Managerial levels shall have defined strength sanctioned by the

Company from time to time. The strength in each Grade in every Cadre shall be

Sanctioned/Upgraded by the Company only after critically examining the justified

requirement of the work. While resorting to creation/up gradation of posts, the endeavor shall

be to maintain a pyramidal structure keeping in view the promotional prospects of the

existing regular employees. The regular strength of posts sanctioned for each Cadres/Grades

shall be maintained upto date and shall be periodically reviewed by the Company.

(i) IDA Patterned Pay Scale to all:-

All the Officers and Staff inducted/to be inducted into the permanent strength of the

Company shall be placed only in the IDA patterned pay scales as indicated above. Officers

inducted on Deputation shall also be placed in the comparable IDA patterned Pay Scale of

the Company indicated in the Table, based on the laid down norms, after obtaining their

option to switch over to IDA Pay Scale. Normally, the officers to be inducted on deputation

from Railways shall be offered one grade higher to that of their parent grade and placed in

the comparable IDA Pay Scale, if opted. The detailed manner in which the Pay Scales in

DFCCIL shall be allowed to the Officers on their induction on Deputation basis as well as on

Permanent Absorption basis and the method of fixation of pay in the IDA pay scales shall be

as set out in the “DFCCIL’s Deputation-cum-Permanent Absorption Policy”.

04. Induction into the Services of DFCCIL:-

(a) Various Modes of Induction :-

DFCCIL has been created as a Special Purpose Vehicle (SPV) for construction and

Operation of the Railway Freight Corridors. As such, DFCCIL will predominantly require

the Engineering personnel well experienced in the working system of Indian Railways.

Besides, fresh as well as experienced professionals in the field of Engineering, Finance and

Accounts, Legal affairs, Information Technology, etc shall be required. The company shall

also require Operating/Running staff, Artisan Staff, Staff for Maintenance of the Operating

and other assets. The Company shall decide in due course the manner of induction and

training of these Staff. At the initial phase the Company shall induct experienced personnel

from Indian Railways at all levels either on Deputation / Immediate Absorption / Permanent

Absorption basis to meet its immediate needs to build the basic infrastructure for the

Company. Keeping the above role and requirements in view, the modes of inductions into the

various services of DFCCIL shall be made as under:-

(i) On Deputation terms/Immediate Absorption basis from amongst the Officers and

Staff working in Railways. Induction of personnel with unique skill/line of

experience, not available in Railways may be made from other Govt.

Deptt./Organization.

(ii) Permanent Absorption of Officers/Staff already working on Deputation.

(iii) Open Market Recruitment through Advertisement/Recruiting Agencies/Campus

Recruitment – On regular basis as well as on Contract basis.

(iv) Engagement of experienced retired personnel as Consultants.

(b) Deputation- Cum- Absorption:-

The induction of Officers shall predominantly be on deputation basis from Indian Railways,

whose wide ranging experience is the vital necessity for the Company to take off. Initially,

the Officers shall be inducted on Deputation basis at all the Grades in every Discipline/Cadre

depending upon the requirement and strength sanctioned by the Company. The experienced

Officers and Staff inducted into DFCCIL shall normally be allowed one Grade higher than

the Pay Scale held by them in Railways. The detailed eligibility criteria like required length

and line of Experience, Age, Pay Scale and the duration for which they must be working in

that Scale, etc shall be clearly specified in the vacancy circular calling for applications. The

Officer shall be selected only after scrutiny of their eligibility, performance as reflected in the

ACRs for the last five years and a brief personal interaction, wherever felt required. Only

those Officers shall be selected for deputation who is free from Disciplinary and Vigilance

angle. While the Company shall have the right to decide the Pay Scale that may be allowed to

the Officers on deputation, however, the broad principle shall be as laid down in “DFCCIL’s

Deputation-cum-Permanent Absorption Policy”. The willing Officers already working on

Deputation basis shall be permanently absorbed in the relevant Cadre as per the requirement

and after adjudging their suitability by the Company. The eligibility conditions, Grades to be

allowed, method of fixation of seniority, etc on their absorption in the Company shall be as

set out in the “DFCCIL’s Deputation-cum-Permanent Absorption Policy”.

(c) Open Market Recruitment:-

In order to build a Pyramidal hierarchical structure in every Cadre and to provide proper

career progression, the induction of fresh recruits through Open market/Campus recruitment

modes shall be restricted to the Junior Management Levels. In the initial phase, the posts in

the Senior Management and Middle Management Levels shall be filled by Deputation and

Permanent Absorption of experienced Officers from Railways. However, in the long run the

posts at these levels shall be filled only by Promotion of regular Officers from the Junior

Management Grades. Open market/Campus recruitment of fresh Engineering

Graduates/Management Trainees shall be made only in the Assistant Manager Grade.

Recruitments in higher levels i.e. Dy. Manager and Manager shall be resorted to only when

employees with specific line and length of experience are required. Open market

recruitments shall be made either through self advertisement or through Public Sector

recruiting Agencies like Educational Consultants of India Limited (Ed.CIL) or through

reputed and reliable Private recruiting Agencies. Induction of fresh Engineering Graduates,

Chartered Accountants, IT professionals may also be made through Campus recruitment.

While recruiting employees, reservations to the SC, ST and OBC community candidates shall

be provided as per the guidelines issued by Govt. of India from time to time. Reservation for

Physically Handicapped (PH) persons shall also be provided in the identified categories. The

proportion and the modes for induction into various Grades of the various Cadres in the

initial phase and in the later phase in the Managerial levels shall be as under:-

Grade/Level Initial Phase Later Phase

Exe. Director 100% by Deputation/Absorption. 100% by Promotion.

GGM/GM 100% by Deputation/Absorption. 100% by Promotion.

AGM 100% by Deputation/Absorption. 100% by Promotion.

JGM 100% by Deputation/Absorption. 100% by Promotion.

DGM 100% by Deputation/Absorption. 100% by Promotion.

Manager 90% by Deputation / Absorption and

10% by recruitment of officers with

specific line and length of experience

90% by Promotion and 10%

by open market recruitment

of experienced officers.

Deputy Manager 80% by Deputation / Absorption and

20% by recruitment of officers with

specific line and length of experience

80% by Promotion and 20%

by open market recruitment

of experienced officers.

Assistant Manager 50% by Deputation / Absorption and

50% by recruitment of fresh Engg.

Graduates/ Management Trainee.

50% by Promotions and

50% by recruitment of fresh

Engg. Graduates /

Management Trainee.

The detailed recruitment policy as regards the method of selection, qualifications, Age,

Length and Line of experience, etc required for recruitment to various Cadres/Grades shall be

as set out in “DFCCIL’s Recruitment Policy”.

(d) Engagement of Retired personnel as Consultant:-

In order to fulfill the need of specific expertise in a particular field, where such expertise is

not readily and adequately available, the Company shall engage experienced retired Officers

from Government Departments and other PSUs as Consultants for a specific assignment and

for specific duration. Non-Technical and Non-Professional retired employees shall not be

engaged and no Consultants shall be allowed to take the regular work of the Company. The

detailed terms and conditions for engagement of Consultants, the emoluments to be paid to

them, etc shall be as set out in the “DFCCIL’s Policy on Engagement of Consultants”.

05. Career progression of the employees borne in the regular

Cadres:-

(a) The Company shall adopt a transparent Selection based Promotion Policy so as to assess the

competence and capability of employees to assume higher responsibilities at each level. The

assessment for promotion to various levels in Middle and Senior Management levels shall

emphasize more on the past performance and experienced acquired rather than on academic

excellence. For promotions in Non- managerial levels and upto Junior Managerial Levels,

more emphasis shall be given to assessment of academic and professional excellence besides

length of experience. Although the employees can rise upto any level in the Avenue Channel

(AVC) depending upon their dedication, competence and capability, however, the Company

shall assure minimum two promotions to all employees inducted into the regular

establishment of the Company.

(b) In order to maintain a Pyramidal structure for each Cadre, the Company shall maintain the

number of posts at various levels by way of creation/up gradation of posts. The posts against

which employees are working on deputation terms or on contract basis shall be out of the

purview of the strength against which promotions to officers borne in the regular strength

shall be considered. Generally, the following percentile number of posts in various Cadres

shall be created/maintained at each Managerial group in order to have a pyramidal structure:-

Managerial Level Percentage of total strength of

posts in each Cadre

Senior Management(ED/GGM/GM) 05%

Middle Management(AGM/JGM/DGM) 30%

Junior Management(Mgr/Dy.Mgr/AM) 65%

(c) The Company shall maintain minimum residency in each Grade of the Managerial Cadres in

order to ensure that -- (i) any Railway officer joining on deputation to DFCCIL shall be

allowed one Grade higher than the Grade held in Railways and such an officer when

permanently absorbed in DFCCIL will always remain a gainer vis-à-vis his promotional

prospects in Railways, (ii) the total residency span in both Railways as well a in DFCCIL is

kept nearly similar to ensure parity in career progression of fresh recruits in DFCCIL with

those who are permanently absorbed in DFCCIL. Accordingly, the following minimum

residency in each Grade in the Managerial levels shall be followed in DFCCIL:-

Grades and residency in

Railways.

Grades and residency in DFCCIL.

---- Assistant Manager

6500-10500(CDA)/10750-16750(IDA)

04 years

----- Deputy Manager

8000-13500(CDA)/13000-18250(IDA)

04 years

Junior Scale

80000-13500 (CDA)

Manager

10000-15200(CDA)/14500-18700(IDA)

04 years 05 years

Senior Scale

10000-15200(CDA)

Deputy General Manager

12000-16500(CDA)/16000-20800(IDA)

05 years 04 years

Junior Administrative Grade

12000-16500(CDA)

Joint General Manager

14300-18300(CDA)/17500-22300(IDA)

04 years 03 years

Selection Grade

14300-18300(CDA)

Additional General Manager

16400-20000(CDA)/18500-23900(IDA)

05 years 04 years

Senior Administrative Grade

18400-22400(CDA)

General Manager

18400-22400(CDA)/20500-26500(IDA)

Total span-18 years. Total span-20 years(from Dy.Mgr & above)

The norms for promotion to the Grade of Executive Director, grant of GGM designation,

promotion of officers working against isolated posts, the detailed DPC procedures, method of

selection, etc shall be as mentioned in the “DFCCIL Promotion Policy”. The structure,

residency and methods of promotion for Below-Managerial Levels shall also be outlined

therein, in due course.

DFCCIL Leave Rules.01.Short Title and Commencement :-(a) These Rules may be called DFCCIL Leave Rules’ 2008.(b) They shall come into force from ……………………….However, Leave on Average Pay

(LAP) and Leave on Half Average Pay (LHAP) already earned by the regular employees of the Company prior to commencement of these Rules shall be credited to their Leave Account.

02.Extent of Application :-(a) These Rules shall apply to all regular employees in the permanent strength of the

Company and such other category of employees brought under these Rules by special order.

(b) These Rules shall NOT apply to the employees working on Deputation terms from Indian Railways and other Government Departments/Organizations. These Rules shall also NOT apply to the employees appointed on Contract terms, those on casual employment and those engaged as Consultants.

(c) In the matter of leave, the employees appointed on Contract terms or as Consultants, etc shall be governed by the mutually agreed terms and conditions of their appointment.

03.Procedure in case of Deputationist :-(a) In terms of Rule No.-2016 and 2023-(6.6)-(c)-(iii) & (6.7) of Indian Railway

Establishment Code (Volume-II), all Railway Employees on deputation to DFCCIL shall be regulated by the Leave Rules of their Parent Organization. Employees from other Govt. Deptt. on deputation to DFCCIL shall also be governed by the Leave Rules of their Parent Organization. DFCCIL shall pay Leave salary contribution (except for the period of leave availed while on deputation with DFCCIL) in favour of such deputationist, along with Foreign Service Contribution (FSC) towards the cost of their Pension.

(b) The procedure for making application for leave and grant of leave for a Deputationist shall be same as followed for regular employees of the Company. However, the Leave sanction order indicating the details of the Leave availed by such deputationist, while on deputation with DFCCIL, shall be periodically sent by HR/Corporate Office to the Pay and Accounts Office of their parent organization for making necessary debit in their Leave Account. A copy of such leave sanction shall invariably be endorsed to the deputationist and to the Finance/Corporate Office for making necessary adjustments while calculating the Leave salary contribution. The Leave Salary and Foreign Service Contributions shall be determined as prescribed in Rule No.-2007 and 2008 read with Appendix-I of the Indian Railway Establishment Code (Volume-II) and the required amount of cheque along with its details shall be periodically sent by Finance/Corporate

Office to the Pay and Account Office of their parent office, under intimation to the deputationist.

04.General Conditions and procedures for Grant of Leave :-(a) Right to Leave : - Leave cannot be claimed as a matter of right. The competent authority

shall not alter the kind of leave due and applied for except at the written request of the employee. Leave of any kind may be refused or revoked by the authority competent to grant Leave to ensure that no dislocation in the normal working of the establishment is caused.

(b) Combination of different kinds of Leave : - Except as provided otherwise under these rules, any kind of leave under these rules may be granted in combination with or in continuation of any other kind of leave. Casual Leave (CL) shall not be combined with any other kind of leave admissible under these rules.

(c) Combination of Holidays with Leave : - Holiday or a series of holidays (including Restricted Holidays) falling before commencement of the leave or after expiry of the leave may be prefixed and/or suffixed with leave.

(d) Employment during Leave :- The employee on leave shall not take any service or accept any employment without the previous sanction of the competent authority in the Company.

(e) Application for Leave : - An application for grant of leave or for extension of leave shall be made to the Controlling officer in the format as prescribed at Annexure-I. Except in an emergency, leave for three days or less shall be made at least twenty-four hours prior to the start of the requested leave and if the leave is required for more than three days, the leave application shall be made seven days prior to the start of the requested leave.

(f) Grant of Leave: - The leave shall be sanctioned by the authority in accordance with the powers delegated in the Schedule of Powers (SOP)-Schedule-III (Estt. Matters) of the Company. Leave shall not be granted to an employee whom the competent authority has decided to dismiss, remove or compulsorily retire from service. All application for Leave (except CL), shall be submitted through the controlling officer for the orders of the Leave sanctioning authority on the prescribed leave application form. In case the CPM or GGM or GM is the leave sanctioning authority for the kind and duration of leave applied for , that authority may sanction the leave, subject to its verification by HR as regards admissibility of the leave. Such leave application, duly sanctioned, shall be sent to HR/Corp. Office for verification of admissibility, making necessary debit in the leave account and to convey the formal sanction of leave to finance and other concerned. Where the leave sanctioning authority for the kind and duration of leave applied for is an authority higher than CPM or GGM or GM, the recommendations or otherwise for grant of leave shall be sent to HR/Corp. Office for obtaining the orders of the appropriate leave sanctioning authority and for issue of the formal leave sanction order to all concerned. In case large number of leave applications is to be dealt with, the Leave sanction orders may also be issued in consolidated form for each category of employee in suitable frequency.

A copy of each such sanction shall be placed in the Personal File of the employee and necessary debit entry shall be made in the Leave Account.

(g) Leave Account : - A leave account shall be maintained in the format as prescribed for each employee of the Company in the HR/ Corporate Office. The Leave Account may either be manually maintained in an alphabetical register framed in the format prescribed at Annexure-II or may be maintained in a suitable software developed for the purpose. The custodian of leave account shall put up every leave application (sanctioned or recommended), after verifying the admissibility of leave, to the designated HR officer, on page-2 of the leave application form, for formal sanction. The leave account shall be put up along with the applications and the designated HR officer shall also make an initial in the leave account against the relevant entry as a token of having ensured proper debit in the leave account.

(h) Extension of Leave : - An employee who desires to extend his leave shall apply to the sanctioning authority giving reasons for extension well in time so as to reach the sanctioning authority before the expiry of leave already granted. Excepting in the case of an emergency, the employee shall not avail the leave for the extended period before it is sanctioned by the leave sanctioning authority.

(i) Absence after expiry of Leave : - Willful absence after expiry of leave/extended leave or Unauthorized absence from duty shall render an employee liable to disciplinary action. An employee who remains absent from duty after expiry of leave unless it is extended shall not be entitled for leave salary for the period of such absence and such period shall be debited as leave without pay i.e. against the EOL. However, if the employee proves to the satisfaction of the leave sanctioning authority that his absence was on account of sickness or other valid reasons, that authority may at his discretion regularize his absence into any leave due with or without pay.

(j) Recall from Leave : - In case the Company finds it necessary to recall an employee to duty before the expiry of sanctioned leave, it shall be obligatory for the employee to comply with the orders and report for duty.

(k) Grant of Leave on Medical grounds : - An application for grant of leave or extension of leave, on medical grounds, must be accompanied by a Medical Certificate from any “Authorized Medical Attended” nominated by the Company or by any medical practitioner duly qualified in the Allopathic, Homeopathic or Ayurvedic systems of medicines and registered in the appropriate schedule of the State and acceptable to the Company. An employee who has been sanctioned leave or an extension of leave on medical grounds shall not resume duty unless he produces a “Fitness Certificate” from the aforesaid medical authority or any other higher Medical Authority/Medical Board as may be required by the leave sanctioning authority.

(5)Extraordinary Leave (EOL) i.e. Leave without Pay :-

(a) Extraordinary leave (EOL) i.e. leave without pay may be granted to an employee in special circumstances, when no other leave is admissible to him.

(b) EOL shall not be granted to an employee on probation and to those re-employed with the company.

(c) Two spells of EOL, if intervened by any other kind of leave, shall be treated as one continuous spell of EOL.

(d) Where an employee fails to resume duty on the expiry of the EOL sanctioned to him/her, admissible under these rules, he/she shall be deemed to have resigned from the service, unless the competent authority of the Company in view of the exceptional circumstances of the case otherwise determines.

(e) An employee who proceeds on Extraordinary Leave (EOL) shall not be entitled to any leave salary.

(6)Leave Preparatory to Retirement(LPR) :-(a) An employee not desirous of encashment of Leave on Average Pay (LAP) at his credit at

the time of retirement on superannuation may be permitted by a competent authority to take leave preparatory to retirement to the extent of LAP due, not exceeding 180 days together with HLAP due, subject to the condition that such leave extends only upto and includes the day preceding the date of retirement.

(b) The leave granted as leave preparatory to retirement shall not include EOL.

(7)Maternity Leave :-(a) A female employee with less than two surviving children may be granted maternity leave

for a period of 180 days from the date of its commencement, on production of medical certificate.

(b) A further period of leave upto two year of leave due to her(including commuted leave upto 60 days and Leave Not Due) may be granted, without production of medical certificate.

(c) A total period of Maternity Leave on account of Miscarriage/Abortion/Abortion induced under the Medical Termination of the Pregnancy Act’1971 shall be restricted to 45 days in the entire career of a female employee.

(d) Maternity leave may be combined with any other kind of leave.(e) The maternity leave shall not be debited against the leave account.

(8)Child Care Leave(CCL):- (a) Women employees having minor children may be granted Child Care Leave(CCL) by an

authority competent to grant leave, for a maximum period of two years (i.e. 730 days) during their entire service for taking care of upto two eldest surviving children whether for rearing or to look after any of their needs like examination, sickness etc. Child Care Leave shall be granted to women employees having minor children below the age of eighteen years (18).

(b) Child Care Leave cannot be demanded as a matter of right. Under no circumstances can any employee proceed on CCL without prior proper approval of the leave by the leave sanctioning authority.

(c) The leave is to be treated like the LAP and sanctioned as such. Consequently, Saturdays, Sundays, Gazetted holidays etc. falling during the period of leave would also count for Child Care Leave, as in the case of LAP.

(d) Child Care Leave can be availed only if the employee concerned has no LAP at her credit.

(e) During the period of CCL, the women employee shall be paid leave salary equal to the pay drawn immediately before proceeding on leave. It may be availed of in more than one spell. Child Care Leave shall not be debited against the leave account. It may be combined with leave of the kind due and admissible. The leave account for child care leave shall be maintained in the proforma as at Annexure IV, and it shall be kept alongwith the Service Book of the concerned women employee.

(f) Leave Not Due only for the purpose of Maternity Leave and Child Care Leave, if required, may be granted by the competent leave sanctioning authority based on the medical certificate. LND in such cases shall be debited against the LHAP due to the women employee.

(9)Paternity Leave :-(a) A male employee with less than two surviving children may be granted Paternity Leave

for a period of 15 days during the confinement of his wife i.e. upto 15 days before or upto 06 months from the date of delivery of child and if such leave is not availed of within this period, it shall be treated as lapsed.

(b) It shall not be debited against the leave account and may be combined with any other kind of leave.

(c) This leave may not normally be refused to the employee.(d) It shall be sanctioned only in a single spell.(e) During the period of such leave, he shall be paid leave salary equal to the pay drawn

immediately before proceeding on leave.

(10) Special Disability Leave :-(a) Special disability leave may be granted to an employee, who is disabled by injury

accidentally incurred in, or in consequence of due performance of his official duties or in consequences of his official position, or by illness incurred in the performance of any particular duty which has the effect of increasing his liability to illness or injury beyond the ordinary risk attaching to the post which he holds.

(b) Such leave shall not be granted unless the disability manifested itself within 03 months of the occurrence to which it is attributed, and the person disabled acted with due promptitude in bringing it to notice.

(c) The period of leave shall be such as certified to be necessary by the proper medical authority/authorized medical attended of the company, however, the maximum period of such leave shall not exceed 24 months in consequence of any one disability.

(d) Special disability leave may be combined with any other kind of leave. Such leave shall not be debited against the leave account.

(e) Leave salary during such leave for the first 120 days shall be allowed equal to the leave salary while on LAP; and for the remaining period of any such leave, leave salary shall be equal to that admissible during LHAP.

(f) In the case of a person to whom the Workman’s Compensation Act, 1923 applies, the amount of leave salary payable under this rule shall be reduced by the amount of compensation payable under the said Act.

(11) Casual Leave and Restricted Holidays :-

(a) Casual Leave may be granted to an employee subject to exigencies of the work. A total of 08 CL is admissible to the employees in a calendar year. Half a day’s CL can also be granted, if requested by the employee.

(b) CL shall not be combined with any other kind of leave; however, it can be prefixed and suffixed with holidays.

(c) An employee on CL shall be treated as on duty for the purpose of drawal of salary. (d) CL shall be sanctioned by the concerned controlling officer of the employees only in the

CL/RH Card prepared in the proforma as at Annexure-III. The CL record as reflected in the CL/RH card shall be maintained by the employees themselves. However, the controlling officers before sanctioning CL shall satisfy himself/herself of the proper maintenance and admissibility of CL to the concerned employee. The loss of CL card by the employee shall be treated as ZERO balance in the employee’s CL account.

(e) In addition to the CL, the employees shall be entitled to avail 02 Restricted Holidays (in the CL/RH Card itself) to be chosen from a list of RH notified by the Central/State Govt. where the office of DFCCIL is located.

(12) Amendments and Interpretations :-(a) Where any doubt arises to the interpretation of these Rules, it shall be referred to the

HR/Corporate Office for a decision by the Competent Authority, which shall be final.(b) The Company may amend, Delete or Add to these rules, from time to time, and all such

amendments, deletion or additions shall take effect from the date stated therein.

****************************************************

Annexure-I

Dedicated Freight Corridor Corporation of India Limited. Application for Leave.

01. Name of applicant : _________________________________________

02. Employee Code : _________________________________________

03. Post held : _________________________________________

04. Place of posting (Deptt /Project) : _________________________________________

05. Kind of Leave applied for : _________________________________________

06. Period : _______Days. From_________to___________

07. Purpose :_________________________________________

08. Sat./Sun./Holidays to be :_____________ prefixed, _____________ suffixed.

09. Whether intends to avail LTC.(If so, mention the block year &num. of days to be encashed, if any) : _________________________________________

10. Address while on Leave : _________________________________________

Signature of the applicant.Recommendation of controlling officer.

.RESEARCH METHODOLOGY

Research Design

OBSERVATIONAL RESEARCH

Defination-

‘’Gorman and Clayton define observation studies as those that "involve the systematic

recording of observable phenomena or behaviour in a natural setting" 

This web page is designed as an introduction to the basic issues and design options in

observational research within natural settings. Observational research techniques solely involve

the researcher or researchers making observations. There are many positive aspects of the

observational research approach. Namely, observations are usually flexible and do not

necessarily need to be structured around a hypothesis (remember a hypothesis is a statement

about what you expect to observe). For instance, before undertaking more structured research a

researcher may conduct observations in order to form a research question. This is called

descriptive research. In terms of validity, observational research findings are considered to be

strong. Trochim states that validity is the best available approximation to the truth of a given

proposition, inference, or conclusion. Observational research findings are considered strong in

validity because the researcher is able to collect a depth of information about a particular

behavior. However, there are negative aspects. There are problems with reliability and

generalizability. Reliability refers the extent that observations can be replicated. Seeing

behaviors occur over and over again may be a time consuming task. Generalizability, or external

validity, is described by Trochim as the extent that the study's findings would also be true for

other people, in other places, and at other times. In observational research, findings may only

reflect a unique population and therefore cannot be generalized to others. There are also

problems with researcher bias. Often it is assumed that the researcher may "see what they want

to see." Bias, however, can often be overcome with training or electronically recording

observations. Hence, overall, observations are a valuable tool for researchers.

OBJECTIVES OF RESEARCH

1.  Understand the strengths and weaknesses in the validity of observational research

findings.

2. Know what Direct Observation is and some of the main concerns of using this method.

3. Know what Continuos Monitoring is and what types of research it is appropriate for.

4. Understand Time Allocation research and why you would want to use it.

5. Know why unobtrusive research is a sticky proposition.

6. Understand the validity issues when discussing unobtrusive observation.

7. Know what to do in a behavior trace study.

8. Consider when to conduct a disguised field experiment.

9. Know the observational variables.

FINDINGS & RESULTS

From the feedback received through observation of the employees in DFCC, it is clearly evident that a

major population, is aware of the concept of HR practices and is willing to participate in management

decision making.

As most of the employees came to know about Human Resource practices from the management, this

implies that the company is trying its level best to keep the employees updated with the latest practices in

the industry. It is also evident from the responses by the employees that the management continuously

seeks the suggestions from employees through the joint forums and implements them wherever necessary.

At the work team level, the responses it was seen that the supervisor involves the whole team in solving

any work problem and takes joint responsibility with his team whenever there is a failure. The employees

are also satisfied to higher level in their teams as they feel their efforts are recognized and praised by their

supervisor. Such recognition not only provides them with a scope of promotion but also satisfies their

higher order needs of self-esteem and self-actualization.

The company needs to focus on various sections of employees so as to know where the loophole lies. Is it

the employees who need to be better educated about the scheme and its benefit, or is it some problem

with the participation schemes? Since some employees had negative views about their supervisors, the

management also needs to take a look at the supervisors’ behavior, in case of such employees.

In the interview with the managers in DFCC, following points were made:

Management always strives to have fair relation with the working class, i.e., the employees. The

management considers its employees as one of the major asset of the company and it is well

aware that it can bring out the best results with the disciplined organized and strong working class

only.

As the world business world is changing faster than ever and many new practices have come into

being, the management of DFCC is giving regular training to its employees through various

specialized training sessions (within & outside) in groups. This makes the employees aware of the

changing technique.

They agreed that the representatives of employees are a part and parcel of management and its

meetings held at regular intervals. In these meetings, discussions relating to various issues are

taken place in a free and fair atmosphere. The views are exchanged between both the parties, the

employee representatives explain the problems faced by them in their day-to-day life in general

and working hours in particular, and the management tries solving these issues by taking

suggestions from employee representatives.

When the employees’ representatives were interviewed, what was revealed is in line with what the

management responded, to a great extent. The following responses were received:

The employees felt that company is giving its employees a fair chance to be a part of the

management decision-making.

The purpose of HR policies has been met successfully through the current scheme of the

company as per the employees too. The employee representatives are allowed to raise issues and

problems that affect the employees.

Solutions to these problems are sought from the employees themselves and the implemented

solutions are usually in line with the benefits of the employees.

As far as communication with employees is concerned, the management continuously keeps in

touch with employees through their representatives in the joint forums.

The management takes various innovative steps taken by the management to bring in positive

results form employees.

RECOMMENDATIONS

1. In DFCC some employees didn’t feel any fruitfulness in the current HR activities. They either

felt that their supervisors do not support them or the company doesn’t seek and implements what

is best for the employees. So they should be supported by the supervisors by different means.

2. In DFCC they agreed that the representatives of employees are a part and parcel of management

and its meetings are held at regular intervals. In these meetings, discussions relating to various

issues are taken place in a free and fair atmosphere. The views are exchanged between both the

parties, the employee representatives explain the problems faced by them in their day-to-day life

in general and working hours in particular, and the management tries solving these issues by

taking suggestions from employee representatives.

3. In DFCC, in maximum cases, management was found keeping the employees well aware of the

company’s current situation.The management seeks and implements the ideas of the employees

gathered through joint forums. The management in its meeting with employees explains the

financial state and the future policies of the company and makes them aware of new schemes and

technologies developed.

Which make the employee feel their presence and importance in the company, which in result

motivates them.

4. In DFCC the management also takes several steps to boost up the moral of workers. It gives

incentives to employees and gives awards to its best workers. The company also brings in various

schemes for their health checkup of its employees. Bonus schemes have also been introduced

which should also be taken care by DFCC.

LIMITATIONS OF THE STUDY

Limited time and money resources are constraints for the research work.

Unavailability of managers to be consulted for the study due to their busy schedules.

Inability on the part of the researcher to be present at the research sites for some days to make

personal observation.

Unavailability of the literature regarding the topic.

Limited area under consideration.

It is the study of one company and not the entire industry.

Comparative less experience of researches.

BIBLIOGRAPHY

BOOK

Redman Tom & Wilkinson Adrian(9 December 2008) , Harlow, United Kingdom, 3’rd ed , Pearson

Education , Financial Times/ Prentice Hall United Kingdom

Abdelkarim Ahmed, A. and F.B.F.M. Schiphorst (eds) (2002) Laboured Efforts: The Political Economy

of Labour and Employment. Maastricht: Shaker Publishing

Schiphorst, F.B.F.M. (2002) Book Review of "Labour in Zimbabwe" (published in Carfax-Taylor Francis

Group).

Schiphorst, F.B., A. Ganya, G. Peta, et.al. (1990) Workers' Participation and Development. The ZCTU

Perspective. Harare: Zimbabwe Congress of Trade Unions(book)

Kester, G. and F.B. Schiphorst (1989) Participa‡þo dos Trabalhadores e Desenvolvimento. Manual de

forma‡þo oper ria. The Hague: African Workers' Participation Development