PRO1ECT REPORT

ON
HUMAN RESOURCE DEVELOPMENT PLAN


Dissertation submitted to the
1AIPURIA INSTITIUTE OF MANAGEMENT STUDIES
In partial IulIillment oI the requirement Ior the award oI the
CertiIicate oI
~POST GRADUATE DIPLOMA IN MANAGEMENT

Submitted By:
8HVAN 8AXENA
PGDM (2009-11)











ACKNOWLEDGEMENT

My indebtedness and gratitude to the many individuals who have helped to shape this thesis in its
present Iorm cannot be adequately conveyed in just a Iew sentences. Yet I must record my
immense gratitude to the brains and hands that worked overtime to support my eIIorts in making
a near comprehensive study oI a topic as broad as ~HUMAA RESOURCE DEJELOPMEA1
PLAA" in DFCC in HR division
I am highly obliged to Mr. R. K. Goyal Group General Manager/Engg-II & HR Ior giving
me the opportunity to be Sa part oI the prestigious organization and allowing me to do my
project work. I also owe my indebtness to Mr. P.K. 1AIN 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 Ior helping me immensely with
their phenomenal and participative responses during the interviews I had with them. A project is
essential need Ior any proIessional course. Projects make a student eligible Ior developing good
skills, & make deep sense Ior 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 thankIul to Almighty God my parents my uncle my friends Ior
their immense support and cooperation throughout.


SHIVANI SAXENA



PREFACE
As training is an integral part oI PGDM program Ior the partial IulIillment oI the course. A
project is essential need Ior a proIessional course. Project makes a student eligible Ior developing
good skills & makes deep sense Ior 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 reIined way which ultimately contribute in later stage
oI practice. I Ieel encouraged by doing summer training in the DFCC, The topic assigned to me
was 'HUMAN RESOURCE DEVELOPMENT PLAN

I consider myselI Iortunate enough that I had an opportunity to get practical training at DFCC,
Delhi Ior gaining substantial knowledge oI HUMAN RESOURCE MANAGMENT`.
A progressive and Iorward looking organization strives Ior the improvement oI the system and
procedures to improve the organizational eIIectiveness.
Human resource is the main aspect oI any organization. DFCC has large number oI employees.
Management oI such a vast number requires a proper mix Human, Technical and Conceptual
skills to be eIIective 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
.1 Data Sources
.2 Research Design
. Scope oI the study

Chapter 4: Findings and Analysis
.1 Correlation Analysis

Chapter 5: Interpretation of Results
.1 Interpretation oI Results
.2 Comparison oI 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 oI India (DFCCIL) is a Special Purpose Vehicle set up
under the administrative control oI Ministry oI Railways to undertake planning & development,
mobilization oI Iinancial resources and construction, maintenance and operation oI the Dedicated
Freight Corridors. DFCCIL was incorporated in October 2006 under Indian Companies Act
196.

The plan to construct dedicated Ireight corridors across the country marks a strategic inIlexion
point in the history oI Indian Railways that has essentially run mixed traIIic across its network.
Once completed, the dedicated Ireight corridors will enable Indian Railways to improve its
customer orientation and meet market needs more eIIectively. Creation oI rail inIrastructure on
such a scale - unprecedented in independent India is also expected to drive the establishment oI
industrial corridors and logistic parks along its alignment.

In the Iirst phase, DFCCIL will be constructing two corridors the Western DFC and Eastern
DFC- spanning a total length oI about 2800 route km. The Eastern Corridor, starting Irom
Ludhiana in Punjab will pass through the states oI Haryana, Uttar Pradesh and terminate at Son
Nagar in Bihar. The Western Corridor will traverse the distance Irom Dadri to Mumbai, passing
through the states oI Delhi, Haryana, Rajasthan, Gujarat and Maharashtra.
Genesis of DFCCIL

The Indian Railways' quadrilateral linking the Iour metropolitan cities oI 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 oI 10,122 km carries
more than oI revenue earning Ireight traIIic oI IR. The existing trunk routes oI Howrah-
Delhi on the Eastern Corridor and Mumbai-Delhi on the Western Corridor are highly saturated
with line capacity utilization varying between 11 and 10.

The rapid growth oI Indian economy in the last Iew years has created demand Ior additional
capacity oI rail Ireight transportation, and this is likely to grow Iurther in the Iuture. This
burgeoning demand led to the conception oI the dedicated Ireight corridors along the Eastern and
Western Routes. Hon'ble Minister Ior Railways, made this historic announcement on the Iloor oI
the House in the Parliament while presenting the Railway Budget Ior 200-06.

In April 200, the Project was discussed at the Japan-India Summit Meeting. It was included in
the declaration oI co-operation signed between the Hon'ble Prime Ministers oI India and Japan
Ior a Ieasibility study and possible Iunding oI the dedicated rail Ireight corridors by Japanese
Government. The Ieasibility study report was submitted to Ministry oI Railways in October
2007.

In the meanwhile, Ministry oI Railways initiated action to establish a Special Purpose Vehicle
Ior construction, operation and maintenance oI the dedicated Ireight corridors. This led to the
establishment oI 'Dedicated Freight Corridor Corporation oI India Limited (DFCC), to
undertake planning & development, mobilization oI Iinancial resources and construction,
maintenance and operation oI the dedicated Ireight corridors. DFCC was incorporated as a
company under the Companies Act 196 on 0th October 2006.
Mission

As the dedicated agency to make the vision into reality, DFCCIL`s mission is:
O To build a corridor with appropriate technology that enables Indian railways to regain its
market share oI Ireight transport by creating additional capacity and guaranteeing
eIIicient, reliable, saIe and cheaper options Ior mobility to its customers.
O To set up Multimodal logistic parks along the DFC to provide complete transport solution
to customers.
O To support the government`s initiatives toward ecological sustainability by encouraging
users to adopt railways as the most environment Iriendly mode Ior their transport
requirements.
Objectives
Background
Economic liberalization policies oI 1991 Iollowed by inIormation technology explosion have
taken India to a new growth scenario. Backed by strong Iundamentals and commendable growth
in the past three to Iour years, the resplendent Indian Economy is poised to grow even Iurther at
an average oI 8 to 10 in the next years. Transport requirement in the country, being primarily
a derived demand, is slated to increase with elasticity oI 1.2 with GDP growth by 10 to 12 in
the medium and long term range. Riding on the waves oI economic success, Indian Railways has
witnessed a dramatic turn around and unprecedented Iinancial turnover in the last two and a halI
years. This has been made possible by higher Ireight volumes without substantial investment in
inIrastructure, increased axle load, reduction oI turn-round time oI rolling stock, reduced unit
cost oI transportation, rationalization oI tariIIs resulting in improvement in market share and
improved operational margins. Over the last 2 to years, the railway Ireight traIIic has grown by
8 to 11, which is projected to cross 1100 million tons by the end oI XIth Five Year Plan.
Project Funding For Corridors

The project cost Ior both the corridors was initially estimated by RITES, in January 2007 as Rs.
28,000 crore. This cost was subsequently revised to about Rs. 7,000 crore by Japan
International Cooperation Agency in its Ieasibility Report submitted to the Ministry oI Railways
in October 2007. When revised to current costs and prices, the two corridors are likely to cost in
the region oI Rs.0,000 crore. The cost Ior the project will be Iunded by a combination oI debt
Irom bilateral/multilateral agencies and equity Irom Ministry oI Railways. The capital structure
oI DFCCIL will entail a debt equity ratio oI 2:1.

There is an understanding that Ior the Western corridor, the Government oI Japan will provide a
loan to meet about 67 oI the construction cost. It is envisaged that a STEP (Special Terms oI
Economic Partnership) Loan in the region oI 0,000 million will be provided by the
Government oI Japan to Iinance Western DFC between Rewari and Vadodara, as well as meet
locomotive requirements oI Ministry oI Railways. The loan will be extended on soIt terms Ior a
period oI Iorty years with a moratorium oI ten years. The remaining portion oI the project
construction cost will be borne by Ministry oI Railways as equity Iunding to the Dedicated
Freight Corridor Corporation oI India.

The Eastern Corridor is proposed Ior Iunding Irom multilateral agencies such as the World Bank
and the Asian Development Bank. Financing Ior the 72 km section between Khurja and
Mughalsarai will be undertaken by World Bank through a loan agreement and partly through
equity extended by Ministry oI Railways. The remaining single line portion between Ludhiana
and Khurja will be Iunded by a combination oI a loan Irom Asian Development Bank and equity
Irom Ministry oI Railways.
Board of Directors


Mr. Vivek Sahai prior to joining as Chairman Railway Board and ex oIIicio Principal
Secretary to Government oI India on 1ST May 2010 Shri Vivek Sahai was working as
Member TraIIic, Railway Board. Born on th June, 191, Shri Vivek Sahai is a Post
Graduate in Physics. He joined Indian Railway TraIIic Service (IRTS) in 197. BeIore
joining as Member TraIIic/Railway Board, he was the General Manager oI Northern
Railway and prior to that General Manager, North Central Railway, Allahabad. An OIIicer
oI varied experience, Shri Vivek Sahai held various key positions on diIIerent 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 oI Executive Director (Statistics &
Economics) and also the post oI Additional Member (TraIIic). He has rich experience in
working on diIIerent Departments and his specialization includes Operations, Planning,
Chairman
InIormation Technology, SaIety, besides General Management. He has widely traveled
abroad and his country oI visit includes United Kingdom, France and United States oI
America.

Mr. V.K. Kaul is a 1971 batch oIIicer oI Indian Railway Service oI Engineers and has
many accomplishments to his credit including successIul completion oI 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 oI Central Railway and
Western Railway at Mumbai. Mr. Kaul was deputed as Railway Advisor to Nigerian
Railway Corporation Ior a period oI Iive years in the year 1980-198. Mr. Kaul is a Masters
in Engineering (Structures) and has also done specialized training in BradIord/London on
Project Implementation and InIrastructure Development.
Managing
Director

Mr.R.K.Sinha is an oIIicer oI the 197 batch oI Indian Railway Accounts Service.
Mr.Sinha brings valuable experience through his six years deputation as Director Finance oI
Konkan Railway Corporation Limited during which he managed Iunds and bond issues
Irom capital markets. His earlier assignments include a Iour-year deputation in Iraq Ior
construction oI rail inIrastructure during which he was responsible Ior managing Ioreign
exchange and letters oI credit. Additionally, Mr.Sinha has also taught at the Railway StaII
College Ior a period oI Iour years. Mr.Sinha is a B.A., L.L.B Irom Delhi University and has
undergone training programmes in InIormation Technology, Work Study and Bond
Markets.
Director Finance

Mr. B.B. Saran is an 197 batch oIIicer oI the Indian Railway Service oI Engineers and
brings over 0 years oI railway experience. He has been associated with a number oI
important construction projects including doubling between Ganwa Road and Sonnagar
and construction oI rd line between Sonnagar and Mughalsarai. He was deputed to
Malaysian Railways Ior laying a double track railway line between Rawang and Seramban.
BeIore joining DFCCIL he worked as Vice Chairman, Rail Land Development Authority
(RLDA), an organization created Ior commercial exploitation oI railway land. He has also
Director Project
Planning
worked as Divisional Railway Manager at Ajmer.

Mr.P.N.Shukla, is a 1976 batch oIIicer oI Indian Railway TraIIic Service. He is a Rail
Transport Operations & Logistics specialist. He holds a post graduate degree in Physics and
is a Law Graduate Irom Allahabad University. He also has a degree in Business
Management Irom Perth University, Australia. Mr.Shukla has worked in various capacities
in SaIety, Commercial and Operations departments oI Railways. He has worked as
Executive Director (ED)/TraIIic Transportation, ED/Tourism & Catering and ED/Freight
Marketing in the Railway Board. He was Divisional Railway Manager oI the newly set up
Railway Division at Guntur and worked as ChieI Operations Manager oI South Western
Railway.





1.2 Profile of the study

The human development approach arose as a result oI growing criticism oI the leading
development approach oI the 1980s, which presumed an automatic link between economic
growth and human advance. Dr. Mahbub ul Haq, the Pakistani economist who Iounded the
Human Development Reports, came to recognise the need Ior an alternate development model
due to many Iactors prevalent during the 1980s, including:
The belieI in the power oI market Iorces to spread their beneIits and end poverty,
predominant since the Second World War, started to show its limits;
The human cost oI Structural Adjustment Programmes were increasingly becoming apparent;
Social ills (crime, weakening oI social Iabric, pollution, etc.) were still spreading even in
cases oI strong and consistent economic growth;
A wave oI democratization raised new aspirations Ior people-centred development models.
II. DEFINITION

Human development can be deIined as a process oI enlarging people`s choices and building
human capabilities (the range oI things people can be and do), enabling them to: live a long and
healthy liIe, have access to knowledge, have a decent standard oI living and participate in the liIe
oI their community and the decisions that aIIect their lives. Human development has always been
'open-ended in that there can be as many dimensions to it as there are ways oI enlarging
people`s choices. There is no Iirm agreement on the key dimensions oI human development; they
can evolve over time and vary Irom country to country.
The Iollowing are some oI 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 Ior Iuture generations in ecological, economic and social terms
HUMAN SECURITY - security in daily liIe, against chronic threats like hunger and abrupt
disruptions such as joblessness, Iamine, conIlict, etc.
III. WHAT DIFFERENTIATES HUMAN DEVELOPMENT FROM OTHER DEVELOPMENT
APPROACHES?

The human development approach is holistic and integrated, in that it strives to Iind the virtuous
circle between Efficiency (to increase availability oI goods/services Ior basic needs), Equity (in
the distribution oI opportunities) and Freedom (Ior 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.
The human development paradigm sees poverty as human povertya multi-dimensional
condition deIined as the denial oI choices and opportunities to lead a tolerable liIeincluding
lack oI necessities Ior material well-being (such as income, education, health, saIe water) plus
denial oI opportunities to enjoy dignity, selI-respect and other basic rights. Growth is necessary
but not suIIicient. It is an important means to enlarge human choices but it is not an end in itselI.
The structure and quality oI growth matters Human Development vs. Basic Needs: Both the
human development approach and the basic needs approach, signiIicantly inIluential in the
1970s, share a preoccupation with the poor as well as the importance oI public action. The basic
needs approach, however:
concentrated primarily on a Iew basic sectors (nutrition, health, primary education) rather
than the Iull spectrum oI valuable human choices. It underplayed the role oI Ireedoms, without
which many choices are not available, and many opportunities in liIe remain inaccessible;
Iocused more on supplying goods to people rather than what these goods allow people to do,
emphasizing peoples` participation as beneIiciaries more than as agents oI 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, Ior every human being,
Ireedom, well-being and dignity. Divided by the Cold War, the rights agenda and development
agenda Iollowed parallel tracks. Now converging, their distinct strategies and traditions can bring
renewed strength to the struggle Ior human Ireedom. Human rights and the human rights
approach represent an intrinsic part oI human development. They bring principles oI 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 oI open economy human resource management with the
increased modern trends becoming signiIicant Iactor Ior the eIIicient running oI
organization. Human resource management emerged Irom personnel management and personnel
management emerged Irom manpower planning. The consideration oI changes taking place in
managing human resource led to adaptation oI strategic HRM the consideration oI strategy and
HRM system jointly led to the emergence oI strategic human resource management which is
crucial Ior achieving a corporation`s long term goal. This article attempts to bring the historical
evolution oI HRM and changing roles oI HR proIessional Irom time to time in order to
considered employees as an important assets which helps in attaining goals oI the organization.
The article Iinally draws attention to the Iact that SHRM and not PM or HRM are people
considered Ior modern industrialization that is to be used Ior creating and sustaining competitive
advantage Ior the Iirm.
Human resource gained more attention as the workIorce considered to be an important resource
to gain competitive advantage oI organization and also it helpIul in utilizing the resources oI 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 oI human resource management demands a thorough
understanding about the evolution oI the concept itselI Irom the ancestral concept personnel
management. In 1990 due to liberalized government policies oI various countries the human
resource started Iloating Irom one country to another this led to diversiIication oI workIorce and
cross culture took place as a result employees Irom one nation migrating to another nation and
bringing their culture with them this led to mixed organization culture so the HR proIessional has
to play major role in coordinating the workIorce oI diIIerent culture in an organization.


3.0 Objective of study
The central objective oI the study is to determine the Human Resource Development Practices in
DFCC
The speciIic objectives are to;
O To investigate iI there is any impact oI HRD on employees` motivation.
O To identiIy iI the HRD practices studied in DFCC , have diIIerent or similar impact on
the motivation oI their employees.
O To determine Iactors which aid or hinder the observed level oI participation .
O To establish the general attitude oI workers towards worker participation in management
decision making.
O To investigate the implications oI worker participation to worker and their organizations.
O To suggest measures Ior success oI HRD schemes in the DFCC.





MANAGEMENT ASSESSMENT PROCESS
The purpose oI the Managerial Assessment Process is to provide insight into the current skill
level oI individuals within an organization. The proIile developed Ior each assessed individual is
the Iirst step in assessing total development needs and building an eIIective plan Ior perIormance
improvement.
The Management Assessment Process provides the participant Ieedback regarding individual
strengths and opportunities Ior development based on behavioral observations and development
instruments. The 60 process provides manager, co-worker ratings, and comments that are
integrated into the overall assessment.
STEP 1
ORIENTATION TO PARTICIPANT
The participants are notiIied oI the assessment process via their manager. They are told why the
company is committing their time and eIIort to this process, that it is conIidential and Ior
developmental purposes only. Then an orientation is provided by the Assessor that consists oI
the objectives, schedule, and logistics oI the assessment process with a question and answer
session at the conclusion oI the orientation.
STEP 2
ASSESSMENT SESSION
The participant is put through a custom-made interview Iocused on the behavioral attributes
necessary to be successIul. 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 oI minutes to one hour.
STEP 3
DEVELOPMENT REPORT
The Assessor then reviews the data collected and the 60 data, iI applicable, analyze the
interview responses, and interprets the developmental instruments. From this inIormation a
report is prepared Ior each participant. A written Development Report is prepared regarding
managerial strengths and opportunities Ior 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 Ior immediate perIormance
improvement is included in the report.
STEP 4
INDIVIDUAL FEEDBACK MEETING
A Ieedback meeting is held with each participant to discuss the contents oI their Development
Report, and to discuss the individual's action plan. Candid personalized Ieedback is provided to
the participant, with emphasis on behavior modiIication and overall eIIectiveness.
STEP 5
MANAGERIAL FEEDBACK
The manager oI the participant is provided Ieedback speciIically designed to assist them in the
implementation oI a developmental plan Ior their direct report. AIter each participant returns to
their job, they meet with their manager monthly to Iurther discuss the action plan and its
implementation. This developmental plan is then incorporated immediately into the participants'
perIormance appraisal to ensure accountability.
STEP 6
COACHING
Each participant needs individual Iollow-up to assist in the implementation oI his or her
developmental objectives. A coaching session with is held with the participant weekly Ior 1.
hours Ior the Iirst month and bi-weekly Ior 1 hour over the next sixty days. Feedback is provided
to the manager on progress made during the sessions. II the participant has deemed something
conIidential, this inIormation will not be disclosed, unless it has legal ramiIications.
Why The Managerial Assessment Process Is Effective
O Increases productivity by developing individuals to their Iull potential.
O Encourages individuals to take responsibility Ior their own development.
O Generates action plans that Iocus on each participant's unique opportunities Ior
development.
O Focuses not only on management development, but career path planning as well.
O Aims at developing skills needed today-and into the Iuture.
O Uses an action learning strategy where participants work on their real world
organizational problems.
O Serves as a dynamic training intervention.
O Is a Ilexible and personalized approach that Iocuses on the improvement needs oI each
person.
O Collects inIormation Irom a variety oI sources to enrich Ieedback.
O Provides each person with individualized perIormance Ieedback 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 Ior hiring, retention, and the
training and development oI existing staII, while Human Resource Development
Planning (HRD planning) usually Iocuses on skill development.
So, the issue is: How do you know what skills, people, talents and abilities are needed in
the Iuture? That's where there is a link between human resource planning and strategic
planning. HR planning takes the inIormation Irom the strategic planning process as input,
and uses it to predict what will be needed in the Iuture.
OI course, HR planning can be done independently oI strategic planning, but it simply
makes more sense to Iirst to strategic planning, and then do human resources planning,
because the mission, role and goals oI 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 Iorce Irom .....
2.Objectives and Applicability:-
(a)The objectives oI these rules, is to provide a broad guidelines to the company to enable
planning its manpower requirement during the initial phase oI construction oI Freight
Corridors and to meet the organizational objectives and requirements. Secondly, to enable
the company to obtain, retain and develop right type oI 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 Ior
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) Ior construction and
Operation oI the Railway Freight Corridors. In the initial phase, DFCCIL will predominantly
require the Engineering personnel well experienced in the working system oI Indian
Railways, Iresh as well as experienced proIessionals in the Iield oI Engineering, Finance and
Accounts, Legal aIIairs, InIormation Technology, etc. In the operational phase, the
requirement oI staII Ior Operation & Maintenance may be assessed and induction method
decided at that time. In the construction phase, the Company shall induct into the various
disciplines oI DFCCIL as under:-
(a) On Deputation terms/Immediate Absorption basis Irom Railways / other Govt. Deptt. and
PSUs.
(b)Open Market Recruitment.
(c) Engagement / Re-employment oI experienced retired personnel.
(d)Permanent Absorption oI OIIicers/StaII already working on Deputation.

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

The Company in the construction phase oI the Freight Corridors will require Iresh engineers
and other graduates / proIessional in the Iollowing 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 oI oIIicers Irom the above
disciplines to meet its requirements. But, irrespective oI the posting oI an OIIicer in a
diIIerent Cell/Unit, the inter-se seniority Iixed in a particular Discipline / Cadre, as indicated
above, shall remain Iixed Ior the purpose oI Avenue Channel (AVC) Ior 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 oI India or IDA scales as laid down by DPE, based on
the recommendations made by the Pay Commissions Irom time to time. The Pay Scale oI
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) Ior 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 Irom 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 diIIerent modes shall be as at Annexure I.
Based on the manner and source oI Induction, the employees shall be categorized as under:-
a) Regular Employees: - The Regular Employees shall include those who have been
appointed Irom open market and conIirmed or those inducted Irom Govt. / PSUs on
permanent absorption basis or the regularized Contract employees, against the post
created as a part oI the regular establishment oI the company. Every aspect oI the service
conditions oI such regular employees are governed by the Rules and instructions oI the
Company.
b) Employees on Probation (Probationer):- The Probationers are those who are recruited
with a view to consider him / her Ior conIirmation / appointment against the post created
as a part oI the regular establishment oI the company.
c) Contractual Employees:- Contractual Employees are those who have been appointed on
the basis oI an accepted terms and conditions oI a contract appointment and they are
appointed Ior a speciIied period and / or Ior a speciIic assignment or project.
d) Deputationist:- Deputationist are those who are deputed Irom Govt. / Railways on the
basis oI 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 oI 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 Irom Govt. / PSUs and re-employed in the
company as per the instructions issued vide DOP&T`s OM No. /1/8-Estt. (P. II)
dated 1.07.1986, Guidelines issued vide Ministry oI Railway`s Letter no. 200/PL/60/1
dated 09.06.200 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 Ior a speciIic duration and Ior a speciIic job as per the ibid guidelines / policy.

Open Market Recruitment:-

(6)"ualification Experience and Selection Committees:-
(i) The Eligibility Conditions, QualiIication, Length and Line oI Experience, Method oI
selection Ior various grades common to all discipline. The qualiIications, experience,
etc., Ior various posts in the discipline oI Finance, IT, HR, PR, Company Secretary,
Legal shall be as prescribed. These eligibility conditions should be treated as a broad
guideline Ior induction into the various grades through Deputation, Promotion and
Open Market Recruitment.
(ii) In case oI Open Market Recruitment, the specialized Line oI Experience, out oI the
total Length oI Experience, as required by the company Irom time to time may be
speciIied in the advertisement.
(iii) Open Market Recruitment in the grade oI AGM / JGM shall be made very rarely and
only when there is speciIic need oI a specialized Iield oI experience which are not
available through Deputation, Absorption or Promotion. Whenever any Open Market
Recruitment is resorted to in these grades, the method oI recruitment should be only
interview based on speciIic assessment oI 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 proIile should be emphasized more
through interview in the case oI recruitment at the level oI Manager / DGM. Where
large numbers oI applications are received, Written Test must be kept in the selection
method to eliminate non-serious candidates, Iollowed by interview so as to have a
better choice amongst the applicants.
(7)Reservations of Posts:-

(i) Reservation oI posts Ior SC, ST and OBC as per the percentages prescribed by the
GOI shall be provided. The existing percentages oI reservations are SC-1, ST-
7 and OBC-27.
(ii) Horizontal reservations to persons with disability (in the identiIied categories with
speciIied disability) to the extent oI 1 each Ior PH, VH and HH shall be provided as
per the extent instructions oI GOI. In the technical categories, the physical disability
oI only one arm` may be accepted and in other categories the disability should not
exceed 0. Similarly, horizontal reservation to Ex-Serviceman shall also be
provided Ior recruitment in Group C & D posts, as per the instructions issued by GOI
in this regard Irom time to time. In case adequate numbers oI suitable candidates Irom
the reserved categories do not qualiIy the selection, the posts shall be Iilled up Irom
suitable candidates oI other communities and the backlog may be carried Iorward to
the next recruitment.
(8)Age relaxation:-

(i) Age relaxation to the extent oI years Ior SC/ST and years Ior OBC shall be
provided as per GOI instructions in case oI all Open market competitive examination.
In case oI recruitment through open competitive examination at all levels, 10 years oI
age relaxation to PH(1 years Ior SC/ST-PH and 1 years Ior OBC-PH) shall be
provided. However, in case oI recruitment without written competitive exam the age
relaxation to the extent oI yrs. (10 yrs Ior SC/ST-PH and 8 yrs Ior OBC-PH) shall be
provided.
(ii) Ex- Serviceman recruited against Group C & D posts shall be eligible Ior age
relaxation to the extent oI the number oI years oI service rendered in the Armed
Forces plus yrs.
(iii) As per GOI instructions issued Irom time to time, Upper Age shall be relaxable by
Iive () years Ior the candidates who had ordinarily been domiciled in the state oI
J&K during the period 01.01.1980 to 1.12.1989, provided certiIicate Ior the same
issued by BDO/SDO is submitted by the applicant.
(iv) In case oI the applicants working in Govt./PSUs, the company may consider
relaxation oI Age subject to a maximum oI years.
(9)Other conditions for reserved categories :-

(i) Where an educational qualiIication with a minimum number oI marks / percentages is
also prescribed as a part oI the EQ, the minimum marks / percentage so prescribed
shall uniIormly apply to all candidates including SC/ST/OBC candidates.
(ii) The reserve category candidates (SC/ST/OBC) shall be allowed 10 relaxation Irom
the Minimum General Standard oI qualiIying marks Iixed Ior UR candidates in the
written examination and interview.
(iii) No Iee shall be charged Irom the SC/ST candidates, in case any Iee is prescribed
while calling Ior applications Ior open market recruitment. The SC/ST candidates
called Ior 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 Iinancial year` in which recruitment is
made shall only be eligible Ior 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-oII point oI UR candidates in the Iinal 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 oI Manpower requirement oI the organization shall be made based on the
work plan, Iuture Iorecast oI availability and requirement oI employees, sanction oI
posts Ior direct recruitment within the Irame work oI the approved organizational
structure.
(ii) The source oI recruitment i.e. whether through advertisement by the company itselI or
through recruiting agency or through campus interview, walk-in interview by the
company itselI, etc., should be decided with the approval oI the Managing Director.
The method oI recruitment to be adopted i.e. whether by a Written Test or Interview
or both may also be decided depending upon the level oI post Ior which recruitment is
proposed to be made.
(iii) All recruitments Irom Open Market should be made through Iull 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, qualiIication, experience, age, pay scale, allowance and beneIits, number oI
posts and reservations in it, etc. A short advertisement drawing attention to the Iull
advertisement in EN and website may also be published in the supplement oI reputed
national daily like TOI, HT, etc.
(iv) The applications shall be careIully scrutinized aIter giving age relaxation to the
reserve category applicants and a list oI eligible candidates should be prepared. The
names may be shortlisted aIter detailed scrutiny with respect to EQ, Age, the length
and speciIic line oI experience, etc. as advertised. Such list shall Iorm the basis Ior
conducting selection by the Selection Committee.
(v) Whenever any Open Market Recruitment is resorted to in the AGM/JGM grades, the
method oI recruitment should be only interview, based on the speciIic assessment oI
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
proIile should be emphasized more through interview in the case oI recruitment at the
level oI Manager / DGM. Where large numbers oI applications are received, Written
Test must be kept in the selection method to eliminate non-serious candidates,
Iollowed 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 Ior selection. However, where the process involves
written test Iollowed by Interview, the number oI WT qualiIied candidates to be
called Ior interview shall be three times the number oI vacancies or actual numbers
qualiIied in WT, whichever is less.
(vii) The weight-age Ior written test and Ior interview out oI 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) "ualifying
age Professional
Ability
Experience
Profile
E"/T" Personality Aptitude
General Awareness
Comm. skill
WT
Interview
80 0 0 0 0 60 (0 Ior
SC/ST/OBC)
Only
Interview
- 2 0 20 1 -do-
Only WT 100 - - - - -do-
The distribution oI marks Ior various components in the interview may be decided by the
interview committee depending upon the speciIic requirement oI the manpower Ior the
post. However, the marks to be allotted Ior various components should be decided in
advance beIore actually conducting the interview, based on the collective wisdom oI the
committee. The Written Test (Descriptive) should consist oI question paper Ior testing
the ProIessional Ability, Power oI comprehension, General Awareness and Aptitude, etc.
Various components oI the question paper Ior the Written Test shall also be decided in
consultation with the user department Ior testing the applicants as per the requirement oI
the post.
(viii) BeIore the start oI the actual process oI selection, the oIIicer who will set the Question
Paper and Evaluate the Answer Books, the Committee to Conduct WT, Selection
committee Ior Interview, etc. should be Iinalized with the approval oI the Managing
Director.
(ix) In every Selection Committee one oIIicer Irom the concerned department and one Irom
HR must be nominated. An Outside expert may also be associated with the Selection
Committee, iI consider necessary.
(x) The selection committee aIter observing the due process oI selection shall Iinally
recommend names oI successIul candidates in order oI merit in the Iorm oI a panel Ior
approval oI the competent authority. The panel has to be Iormed as per merit, to the
extent oI the number oI 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 unIoreseen situation like non-joining oI
selected candidates, medical unIitness, resignation, termination during training /
probation, sudden increase in manpower requirement, etc. Each panel shall be valid Ior
a period oI one year Irom the date oI its approval by the competent authority. It shall
cease to operate thereaIter unless speciIically extended by the competent authority Ior a
Iurther period not exceeding twelve months.
(11) Verification and Medical Test:-
(i) OIIer oI appointment shall be made Irom the approved panel strictly in order oI
merit Irom the UR and SC/ST/OBC list, duly accommodating the number oI
reserved candidates Ialling to their share. In the oIIer letter itselI, the candidates shall
be directed to appear Ior a medical test Ior appointment by the Medical Authority as
authorized by DFCCIL Ior the purpose. The candidates should have sound health in
all respects and Iree Irom Squint and Colour Blindness (partial or Iull). The
appointment order shall be issued only aIter the candidate is Iound medically Iit in
all respects.
(ii) The appointments shall also be subject to veriIication oI the character and
antecedents oI the candidates Irom the appropriate police / district authority. The
appointment oI reserved category candidate shall be subject to veriIication oI their
caste certiIicate Irom the appropriate authority.
(12) Probation and Confirmation :-
Every employee on their Iirst appointment on regular basis Irom open market shall
remain on Probation Ior a period oI 2 months Irom the date oI his/her date oI joining.
During the period oI probation the employee shall undergo all the tests and training as
prescribed by the Company and shall be considered Ior conIirmation only on satisIactory
completion oI the probationary period. ConIirmation oI the probationers may be
considered based on the recommendation by a committee (including one HR oIIicer) to
be nominated by the MD Ior the purpose. The Company shall have the right to extend
or curtail the period oI Probation on merits oI individual cases. A Probationer, at any
time during the period oI probation, shall liable to be discharged Irom the services
without assigning any reasons by the Company.
(13) Campus Recruitment:-
(i) Normally all recruitment including that oI Graduate Trainees will be made through open
competition as per the procedure indicated above. However, in order to meet the urgent
requirement oI the company and to inIuse young blood Irom premier technological
institutes across the country, recruitment oI Iresh graduates as 'Graduate Trainees may
be made by the company with the prior approval oI the Board oI Directors (BOD) in
accordance with the guidelines issued in this regard by DPE. Campus recruitment shall
be resorted to only Irom the reputed University/Institutes like IITs, NITs, BITs/Pilani,
BITs/Ranchi, DCE/Delhi, etc.
(ii) Once the requirement oI Graduate Trainees is assessed and Iinalized with the approval oI
the BOD / MD, a selection committee consisting oI three GGM/GMs including one
oIIicer Irom HR may be nominated by MD Ior consulting and visiting various institutes
and to undertake the selection process. The nominated committee shall Iinalize the
programme i.e. the date and time oI Interview / Selection in consultation with the
institutes shortlisted Ior conducting Campus Interview.
(iii) The committee will Iirst shortlist the candidates, institute wise, on the basis oI their
percentage oI marks secured by them upto the last semester in the Iinal year oI
BE/ME/M.Tech, as on the date oI Interview. The ME / M.Tech candidates who have
secured minimum 60 (1st Division) in the BE Irom a reputed institute shall only be
shortlisted.
(iv) The Interview oI only the shortlisted candidates shall be taken by the committee in
consultation with the institutes. In the interview 0 Weightage may be given to the
perIormance oI the candidates in the exams in the semesters / years prior to date oI
interview. The rest 0 Weightage may be given Ior assessment oI the candidate in the
interview by the committee.
(v) The selection committee shall Irame the panel oI successIul candidates Ior each institute.
Reservation Ior SC/ST and OBC candidates shall be provided while Iraming the panel.
The recommended panel shall be put up to MD Ior approval and thereaIter the respective
institute may be advised the names oI the selected candidates who have been placed in
the panel subject to their declaration oI Iinal results oI BE by the institutes.
(vi) The selected candidates who have qualiIied the Iinal examination with minimum 60
(1
st
Division) shall be issued oIIer oI appointment as Graduate Trainee`. Such
candidates shall be appointed in IDA scale against which they have been selected and
shall be placed on probation Ior the period oI two years.
(viii) A Surety Bond may be obtained Irom the candidates on their appointment as
Graduate Trainee to serve the company Ior a period oI two years.

(14) Walk-in-Interview:-
The company may resort to Walk-in-Interview Ior appointment oI Junior Level Multi-
Skilled StaII like Technician / Operators Ior speciIic projects on short-term contract
basis Ior less than one year. Such staII may be appointed through advertisement in the
local dailies Ialling under the projects Ior which the staII is required. The detailed plan
like the venue, date & time may be indicated in the advertisement Ior Walk-in-
Interview. The requirement oI the job, the qualiIications and experience required, the
emoluments oIIered, and such other inIormations should be speciIically indicated in the
advertisements. The selection committee as nominated by MD may Iorm a panel aIter
interview and recommend the same Ior approval oI MD. The selected candidates may
be issued oIIer oI appointment clearly indicating the period oI contract and other terms
and conditions oI their appointment.
(15) Interpretation / Relaxation:-
In case oI any doubt or dispute regarding interpretation oI these rules, the decision oI
Managing Director shall be Iinal. Any oI the provision or the procedure mention in these
rules can be relaxed, deleted, modiIied, iI considered necessary by the Managing Director
in the interest oI the work and the company by recording the reasons / justiIications.
********************************************


DFCCIL Promotion Policy

(1)Basic Principles :- The Basic Principle and Objectives oI the Promotion Policy oI the
company shall be to provide adequate career advancement at all levels consistent with merit,
suitability, perIormance and proIessional attainments oI the employees, commensurate with
the business needs oI the Company and to sustain in the competitive environment. The
company shall maintain high employee morale and provide a transparent system and
procedure Ior their career development. The guiding principle underlying the Promotion
Policy oI the Company shall aim at generating career growth Irom within the Organization.
It will be the Company`s endeavour to look within the organization Ior suitable persons with
requisite academic/proIessional qualiIication, expertise & skills and merit Ior Iilling up the
posts Ior manning the levels oI hierarchy by the right and capable personnel. However, the
Company shall have the right to take recourse to lateral inductions at all levels, as speciIied
in these Rules, Irom outside, to the extent considered necessary to ensure inIusion oI new
blood and Iresh outlook and to meet the requirement.
(2)Hierarchy:- The company shall maintain the Iollowing Avenue Channel Ior Promotion oI
Regular Employees oI the Company to various grades in a particular discipline. As per DPE
guidelines the company shall have IDA pattern oI Pay scales in various grades Ior 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 oI Board oI Directors shall be Iilled in accordance with the selection made
by the PESB. The posts below Board Level shall be Iilled on promotion as detailed in
Annexure-I. As such the Iollowing 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 100-7000
E7 Addl. General Manager 200-66000
E6 Jt. General Manager 6600-62000
E Deputy General Manager 2900-8000
E Manager 29100-00
E Assistant Manager-I 2900-000
E2 Assistant Manager-II 20600-600
E1 Senior Executive 1600-000

(3)Clusters:
The various grades operated in the Company as above shall be divided into the Iollowing
clusters:-
Clusters Posts & Pay Scale
I ED/GGM - 62000-80000, GM - 100-7000
II AGM -200-66000, JGM - 6600-62000
III DGM - 2900-8000, Manager - 29100-00,
AM(I) - 2900-000.

IV AM(II)- 20600-600, Sr.Executive-1600-000.

The responsibility oI the oIIicers in a particular cluster shall more or less remain same.
Interchangeability oI the posts within a cluster may be permissible by up-gradation on
promotion. However, in the inter-cluster promotion, availability oI clear vacancy / post
must be there. The Company shall adopt a transparent Selection based Promotion Policy
so as to assess the competence and capability oI employees to assume higher
responsibilities at each level. While crossing the Managerial clusters the screening Ior
promotion shall be rigorous and within a particular cluster the screening shall be
normally based on past perIormance as reIlected 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 oI the
Company.
() The minimum residency Ior promotion to the next higher grade shall be as under:-
Designations & Minimum residency
(yrs.) for promotion to next grade

Managerial Clusters
Executive Director
Senior Management As per the stated norms
General Manager
5 Yrs.
Addl. General Manager
Middle Management 5 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 StaII
5 Yrs.
Senior Executive

(5)Crucial date for eligibility :
The crucial date Ior determining the eligibility i.e. completion oI the minimum years oI
residency in the just below grade shall be as on 30
th
1une oI the year, in which the DPC
will consider the names oI eligible candidates Ior promotion to next higher grade. All
employees completing the minimum required residency on the 0
th
June oI the year oI
DPC shall be called Ior selection Ior promotion to the next higher grade. However,
promotions shall depend upon the suitability oI the candidates adjudged by the DPC and
on acceptance oI the recommendation by the competent authority.
(6)Seniority:
The seniority oI the employees shall be maintained discipline wise in every grade upto
the level oI GM. For Iurther promotion / placement to the GGM & ED grade a common
seniority list oI all the GMs Irom all disciplines shall be maintained. The seniority oI the
employees recruited through Open Market shall be counted Irom the date oI his actual
joining in the company. The seniority oI the oIIicers and staII on deputation Iollowed by
their permanent absorption in the company shall be determined at the time oI their
absorption as detailed in the absorption policy. The seniority oI the oIIicers on
promotion shall be counted Irom the 1
st
July oI the year in which they IulIilled the
minimum required residency and got promoted.

(7)Pyramidal Structure :-
In order to maintain a Pyramidal structure Ior each discipline, the Company shall
maintain the number oI posts at various levels by way oI creation/up gradation oI posts.
The posts against which employees are working on deputation terms or on contract basis
shall be out oI the purview oI the strength against which promotions to oIIicers borne in
the regular strength shall be considered. Generally, the Iollowing percentile number oI
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) 1
Middle Management(AGM/JGM)
Junior Management Multi skilled staII.
(DGM/Mgr/AM-I)(AM-II/Sr. Executive)
0

(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 Iew isolated posts like Company Secretary, Protocol OIIicer, PR
OIIicer, Receptionist, etc., the company shall also operate a distinct cadre Ior PA /PS Ior
meeting the various requirements oI Board Level OIIicers and Senior Management. The
Company Secretary, Protocol OIIicer, PR OIIicer appointed to a particular grade shall be
considered Ior Iurther promotion in the same hierarchical grades as indicated in Para-4 above,
subject to creation / availability oI the posts Ior the higher grades and on IulIilling the minimum
residency as applicable to the other regular disciplines. The PA / PS appointed in a particular
grade shall also be considered Ior Iurther promotion in the hierarchical grades on completion oI
the minimum residency applicable to other regular disciplines as in Para-4 above, subject to
creation / availability oI posts Ior the higher grades. However, the highest post in the PA/PS
cadre shall be that oI Secretary to MD and Secretary to other Iunctional Directors, which may
be operated at the maximum level oI 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 oI multi-skilled staII, induction method and the
detailed policy regarding their promotion in due course.
(10) Selection Process for Promotion
DiIIerent stages oI selection process Ior promotion in Executive cadres to be Iollowed 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 oI the DPC Ior various grades shall be as
mentioned in Annexure-I. The Weightage Ior diIIerent components in the selection
process Ior 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 2 20 20 2 2 2 2 2
Minimum
benchmark Ior ACR
19
(OS-1VG-2 G-
2)
16
(OS-1VG-2
G-1)
17
(OS-1VG-2 G-
1)
19
(OS-1VG-2 G-
2)
22
(OS-2VG-3)
20
(OS-1VG-3G-
1)
22
(OS-2VG-3)
22
(OS-2VG-3)
Presentation - - - - 20 - 20 -
EQ 10 10 10 10 10 10 10 10
Personality Traits 1 1 1 1 1 1 1 1
ProIessional
Ability
0 0 0 0 0 0
Total 100 100 100 100 100 100 100 100
QualiIying Marks 60 60 60 60 70 60 7

(12) Written Test (WT)
Written Test (WT) Ior promotion wherever prescribed shall comprise oI two papers oI
100 marks each. First paper will be Ior 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 qualiIying marks in the WT Ior promotions will be 60 in Paper-I, 0 in
Paper-II and 60 in gross total oI both the papers. The WT will be oI qualiIying nature only.
For promotions upto the grade oI Assistant Manager-I (which is equivalent to lowest rung oI
Group-A in GOI), 10 relaxation in the gross total Ior SC / ST shall be available. Similar
relaxation to SC/ST in the gross total marks oI the interview shall also be made available upto
the grade oI AM.
(13) Presentation
Wherever one oI the stages oI the selection Ior promotion is prescribed as presentation,
the candidates shall be given three topics by the nominated interview committee with choice Ior
making presentation on anyone oI the given topics. The candidate will be given one day to
prepare Ior the presentation. All members oI the interview committee will be present during
presentation Ior evaluation. An external expert may also be associated, iI required with the
committee Ior evaluating the perIormance in the presentation.
(14) Annual Confidential Report
The grades in which Iive years minimum residency Ior promotion is prescribed, the ACRs oI
the candidates Ior the last Iive years, preceding the year in which the selection test Ior promotion
is held, shall be taken into consideration by the DPC, even iI the candidate has rendered more
than Iive years in the Ieeder grade. Similarly, the grades in which Iour years minimum residency
is prescribed, the ACRs Ior the last Iour years only, preceding the year in which selection is
conducted, shall be considered by the DPC. The marks Ior ACRs may be determined based on
the Iinal grading given by the accepting authority in the ACRs. The grade-wise maximum
marks Ior ACRs shall be Outstanding (), Very Good (), Good (), Average (2) and Poor (1).
In order to become eligible Ior promotion, a candidate must obtain the minimum benchmark in
the ACRs as prescribed in the Para-11 above. The DPC aIter assessment oI the candidate, as per
the procedure outlined above, shall recommend whether the candidate is 'Fit or 'Not yet Fit
Ior promotion.
(15) Promotion of employee whose conduct is under investigation:
Cases oI employees who are under suspension or who have been charge-sheeted or
against whom criminal charges have been Iramed by a court oI law will be speciIically brought
to the notice oI the DPC. The DPC shall assess the suitability oI such employees Ior promotion.
The assessment and the recommendations oI the DPC shall be kept in a sealed cover. On the
conclusion oI the investigation / Disciplinary Case / Criminal Prosecution which results in
dropping oI charges, the sealed cover will be opened and the employee, iI suitable and approved
by the competent authority Ior promotion, will be promoted with protection oI seniority position
in the promotion panel. II, however, any penalty is imposed as a result oI 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 oI any doubts and diIIiculties in implementation oI this Promotion Policy,
MD would be the competent authority to decide / clariIy the provisions, issue necessary
administrative instructions and procedure order etc.

Deputation Policy & Eligibility Conditions

(1) Basic Principle:
The induction oI OIIicers on deputation shall predominantly be Irom Indian Railways, whose
wide ranging experience is the vital necessity Ior the Company to take oII during the
construction phase. The OIIicers shall be inducted on Deputation basis at all levels in every
Discipline depending upon the requirement and posts created by the Company. The experienced
OIIicers and StaII 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 oI
Experience, Pay Scale and the duration Ior which they should be working in that Scale, etc shall
be as indicated in Annexure-I. These criteria shall be clearly speciIied in the vacancy circular
inviting applications. Posts shall be created Ior a particular cluster and the eligibility conditions
Ior each post in that cluster may be indicated in the vacancy circular in order to have Ilexibility
in selecting a suitable candidate Ior any post within that cluster. The responsibility oI the post
within a cluster shall more or less remain same and hence interchangeability oI the post within a
cluster may be done while inducting oIIicers and staII on deputation Ior this purpose the
Iollowing clusters oI posts shall be maintained:
Cluster No. Posts in DFCCIL Remarks
Cluster I GGM & GM

No. oI posts Ior a particular cluster to be
sanctioned. Eligibility criteria Ior all the posts
in a cluster to be circulated and the candidates
Iound suitable will be selected and oIIered 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 Iar as induction oI Group-A and Group-B oIIicers are concerned, the requirements
along with eligibility criteria shall be sent to Railway Board Ior its circulation. For Non-
Gazetted staII normally Zonal Railways do not circulate the vacancy. In order to meet the
requirement oI NG staII the concerned user department may make personal contact and obtain
advance application Irom those who are suitable Ior the company. Such oI the name which are
Iound suitable Ior the company may be sent to the concerned Zonal Railway Ior its processing
aIter obtaining approval oI MD.
ii) However, as per the past experience, the advanced applications sent by DFCCIL Ior
processing by the Zonal Railways Ior induction oI Non-Gazetted staII are either not processed or
they do not respond by sending their ACRs etc. In such a situation, the senior oIIicers oI the
company may recommend names oI the willing staII whose work they might have supervised
and are Iound to be suitable Ior the company. On the basis oI such recommendation, approval
oI the MD may be obtained Ior induction on deputation and the concerned Railway may be
requested Ior relieving oI the staII Ior DFCCIL. However, only those staII shall be selected Ior
deputation who is Iree Irom Disciplinary and Vigilance angle.
iii) While the Company shall have the right to decide the Pay Scale that may be allowed to
the OIIicers on deputation, however, the broad principle shall be as laid down in Annexure-I.
An oIIicer joining on deputation has to exercise option, within one month, Ior Iixation oI his pay
in DFCCIL. He/she can choose either the pay oI parent cadre deputation duty allowance or the
pay oI the post in DFCCIL. The option once exercised shall be Iinal except in certain conditions
as mentioned in the Master Circular on Deputation` issued by the Ministry oI Railway Irom
time to time.
() Allowances and facilities admissible while on deputation:
The oIIicers on deputation to DFCCIL will be eligible Ior Dearness Allowance, HRA,
Medical Iacilities as applicable to the employees oI the DFCCIL. The oIIicers will be entitled to
joining time when proceeding Irom Railways to join DFCCIL and returning Irom deputation to
Railways and the joining time pay Ior both ways shall be payable by DFCCIL. The Railways
oIIicers on deputation to DFCCIL will not be eligible Ior the beneIit oI Leave Travel Concession
(LTC) as they are entitled Ior Railway Passes and PTOs Irom Railways. In the matter oI leave,
the oIIicers will be governed by the leave and retirement beneIit rules oI the parent department.
DFCCIL will pay the usual contributions towards Ioreign service and leave salary oI the
deputationist. The oIIicers shall be entitled Ior Composite TransIer Grant (CTG) while joining
DFCCIL and also on return to the Railways on completion oI deputation tenure.
() Deputation Tenure & its Extension:
The normal period oI deputation to DFCCIL shall be yrs. duration, which may be
extended Ior another two years (one year on each occasion) with the approval oI the Competent
Authority in DFCCIL and the lending administrative Ministry / Authority. All cases Ior
extension oI tenure shall be processed at least months beIore the expiry oI the tenure.
Extension beyond the tenure oI
th
year shall be considered only in rare and exceptional
circumstances, Ior which the case may be processed much in advance with the lending Ministry /
Authority. In case any oIIicer joins on deputation to DFCCIL while working on deputation with
another PSU / Organization, without break, the earlier period oI his deputation shall be counted
while determining the total tenure oI deputation.
() NBR / Promotion in the Parent Cadre:
Whenever any employee is promoted in his parent cadre or NBR beneIit is given to him,
while working on deputation in DFCCIL, his case Ior grant oI next higher grade may be
considered in case he IulIills the eligibility conditions Ior the higher grade subject to his
suitability, availability oI the post and requirement oI the company.

(6) Pre-mature reversion of deputationist to parent cadre
Normally the services oI an employee on deputation with DFCCIL shall be placed at the
disposal oI the lending Ministry / Authority on completion oI the normal / extended deputation
tenure. However, as and when a situation arises Ior pre-mature reversion to the parent cadre oI
the deputationist, his / her services could be so returned aIter giving advance intimation oI
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 oI India Limited (DFCCIL) is a Schedule-'A
Public Sector Undertaking (PSU) under the Ministry oI Railways, registered as a Company
under the Companies Act` 196 on 0.10.2006. DFCCIL shall undertake Planning and
Development, Mobilization oI Financial Resources and Construction, Maintenance and
Operation oI the Dedicated Railway Freight Corridors in the country.
02. Human Resource (HR) Vision:-
DFCCIL shall Iormulate an integrated HR strategy which shall aim at Competence
building, Commitment building, Culture building and System building. Within these broad
Irameworks, DFCCIL shall induct talent, groom them and enable the employees to be a
Iamily oI committed proIessionals 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 oI various Services in both
Technical and Non-Technical disciplines to manage its aIIairs. The Corporate OIIice oI the
Company shall be responsible Ior drawing Plans and Policies and its execution, supervision
and control. The Field Iormations shall be responsible Ior actual implementation oI the
projects and its operations. The Company shall create various Disciplines/Cadres and speciIic
purpose Cells/Units inducting a blend oI experienced OIIicers as well as Iresh recruits. The
Disciplines/Cadres shall be clearly deIined and the special purpose Cells/Units may be
manned by mix oI oIIicers drawn Irom various Disciplines/Cadres, based on the experience
and other requirements. For the purpose oI maintaining Avenue Channel (AVC) Ior
Promotions, the inter-se Seniority oI all regular OIIicers assigned in a particular
Discipline/Cadre shall be sacrosanct. All OIIicers shall be inducted into the permanent
strength oI the Company either by way oI Iresh recruitment or permanent absorption in one
oI the pre-deIined Discipline/Cadre. Initially DFCCIL shall broadly have the Iollowing
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
0 Mechanical Engineering 0 Human Resource Management(HRM)
0 Signal & Telecom Engineering 0 General Administration and Public Relation
0 InIormation Technology 0
The Company may create and add new Cadres in case the activities oI the Company so
demands. The OIIicer once assigned inter-se seniority in a particular Discipline/Cadre shall
continue to borne in that cadre only. Posting oI an OIIicer in a specially created Cell/Unit
shall not alter his position in the original Cadre. For example, an OIIicer belonging to the
Civil Engineering Cadre may be posted in Land acquisition Cell, Project/Planning Cell,
Design Cell, the OIIicers belonging to Finance & Accounts or Operating Cadres may
supplement the IT Cells. Similarly, HR Cadre OIIicers may be posted in Legal Cell, ERP
Cell, etc. But, irrespective oI the posting oI an OIIicer in a diIIerent Cell/Unit, the inter-se
seniority Iixed in a particular Cadre, as indicated above, shall remain permanent Ior the
purpose oI Avenue Channel (AVC) Ior Promotions.
(b)Various Grades in the Disciplines/Cadres:-
The Hierarchical Grades and Pay Scales Ior Executives in various PSUs are presently being
operated as laid down by Government oI India/DPE based on the recommendations made by
the Pay Commissions Irom time to time. The Pay Scale oI 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) Ior
promotions in the respective Cadres. These hierarchical Grades and Pay Scales shall be
reviewed by the Company Irom time to time based on the overall policy guidelines issued by
Govt. /DPE Irom time to time.

(c)ClassiIication oI Various Grades in the Disciplines/Cadres:-
The ClassiIication oI any Grade/Level in the hierarchy Ior various purposes is always based
on the relative powers and responsibilities exercised by the oIIicers at diIIerent Grade/Level.
DFCCIL has issued the Schedule oI Powers (SOP), a sacrosanct document, Ior smooth and
quick decision making process in the Company. In the SOP, Executives at various levels
Irom 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 OIIicers at various levels to act as Appointing Authority, Disciplinary
Authority and Reviewing Authority. Board oI Directors (BOD) is the apex body Ior Policy
directions and decision making in the Company. In actual practice, the powers oI 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
classiIied as the Top Management oI 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 aIIairs oI the
Company. Hence, EDs/GGMs/GMs shall be classiIied as Senior Management oI the
Company. The Additional General Mangers/Joint General Managers/Deputy General
Managers are the levels who besides supporting the Iirst two levels, execute /supervise the
day to day aIIairs oI the Company. These levels initiate various analytical proposals with
required inputs Ior consideration and decision at the upper levels. The powers and
responsibilities delegated to these levels in the SOP are exactly similar. The OIIicers oI these
levels shall also have to act as Appointing Authority, Disciplinary Authority & Reviewing
Authority Ior certain categories oI employees, under the Discipline and Appeal Rules.
ThereIore, AGMs/JGMs/DGMs shall be classiIied as Middle Management oI the Company.
Most oI the decisions and directions are actually translated into action at the levels oI
Managers/Deputy Managers/Assistant Managers. Thus, these three levels may be classiIied
as 1unior Management oI the Company. Accordingly, DFCCIL shall operate the Iollowing
hierarchical Grades/Pay Scales at the Executive levels in each Cadres and they shall be
ClassiIied Ior various purposes as indicated below against each Grades :-
S. No. Nomenclature/
Designations
Grades/Pay Scales
(CDA/IDA)
Classifications
01 Managing Director.
2770-70-100(IDA)

Top
Management
02 Functional Directors.
270-60-090(IDA)

0 Executive Director.
270-600-280(IDA)
Senior
Management 0 Group General Manager/
General Manager.
1800-00-2200(CDA)/
2000-00-2600(IDA)
0 Addl. General Manager.
1600-0-20000(CDA)/
1800-0-2900(IDA)

Middle
Management
06 Joint General Manager
100-00-1800(CDA)/
1700-00-2200(IDA)
07 Deputy General Manager
12000-7-1600(CDA)/
16000-00-20800(IDA)
08 Manager
10000-2-1200(CDA)/
100-0-18700(IDA)

1unior
Management
09 Deputy Manager
8000-20-100(CDA)/
1000-0-1820(IDA)
10 Assistant Manager
600-200-1000(CDA)/
1070-00-1670(IDA)
(d)Replacement Pay Bands and Crades 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 deIined hierarchy oI 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 OIIicials who handle the
conIidential documents and support the BOD/Top Management oI the Company. The career
progression scheme oI such OIIicials holding isolated posts is included in the DFCCIL's
Promotion Policy".
(I)Designations oI OIIicers in Corporate OIIice and Field Units:-
All the OIIicers shall be designated with the generic name oI the Grade held by him/her
Iollowed by the speciIic Cadre in which their seniority is maintained. For example, an
OIIicer belonging to Civil Engineering Cadre oI the level oI 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 OIIicers posted in some special purpose Cells/Units in
the Corporate OIIice shall brieIly add the name oI the Cell/Unit to his designation to identiIy
his Iunctional area oI 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 oI designations Ior
OIIicers posted in the Field units Ior easy identiIication oI their postings by the Company and
their easy recognition by the Contractors and General Public interacting with them. The
OIIicers when posted in the Field Units shall use the generic designation as mentioned below
against each oI the designation used in the Corporate OIIice. The generic designation in the
Field Units shall be Iollowed by the abbreviated name oI 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.
ChieI Project Manager.
02 Additional General Manager and
Joint General Manager.
Deputy ChieI Project Manager.
(As a Project Head AGM shall be CPM)
0 Deputy General Manager Project Manager.
0 Manager. Deputy Project Manager.
0 Dy. Manager and Assistant Manager Assistant Project Manager.



(g)Below Managerial Levels:-
The endeavor oI the Company shall be to outsource the services oI Group-D staII like
Messengers. The Stenographic Assistance/Computer Assistance shall also be outsourced.
However, the Company shall require StaII belonging to various Skill levels/Trades Ior
Maintenance/Inspection oI its assets and Running staII Ior 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 aIter assessment oI the requirements.
(h)Creation oI Posts and Sanctioned Strength:-
The Company shall create as well as abolish Posts at all levels depending upon the justiIied
work requirements. In order to meet its urgent requirements, the Company may sanction
posts Ior induction oI OIIicers on Deputation terms or on Contract basis. However, Posts
shall be Sanctioned/Upgraded on permanent basis Ior Induction/Promotion oI employees in
the regular strength oI the Company. Every Grade in each Technical as well as Non-
Technical Cadres at the Managerial levels shall have deIined strength sanctioned by the
Company Irom time to time. The strength in each Grade in every Cadre shall be
Sanctioned/Upgraded by the Company only aIter critically examining the justiIied
requirement oI the work. While resorting to creation/up gradation oI posts, the endeavor shall
be to maintain a pyramidal structure keeping in view the promotional prospects oI the
existing regular employees. The regular strength oI posts sanctioned Ior 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 OIIicers and StaII inducted/to be inducted into the permanent strength oI the
Company shall be placed only in the IDA patterned pay scales as indicated above. OIIicers
inducted on Deputation shall also be placed in the comparable IDA patterned Pay Scale oI
the Company indicated in the Table, based on the laid down norms, aIter obtaining their
option to switch over to IDA Pay Scale. Normally, the oIIicers to be inducted on deputation
Irom Railways shall be oIIered one grade higher to that oI their parent grade and placed in
the comparable IDA Pay Scale, iI opted. The detailed manner in which the Pay Scales in
DFCCIL shall be allowed to the OIIicers on their induction on Deputation basis as well as on
Permanent Absorption basis and the method oI Iixation oI 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 oI Induction:-
DFCCIL has been created as a Special Purpose Vehicle (SPV) Ior construction and
Operation oI the Railway Freight Corridors. As such, DFCCIL will predominantly require
the Engineering personnel well experienced in the working system oI Indian Railways.
Besides, Iresh as well as experienced proIessionals in the Iield oI Engineering, Finance and
Accounts, Legal aIIairs, InIormation Technology, etc shall be required. The company shall
also require Operating/Running staII, Artisan StaII, StaII Ior Maintenance oI the Operating
and other assets. The Company shall decide in due course the manner oI induction and
training oI these StaII. At the initial phase the Company shall induct experienced personnel
Irom Indian Railways at all levels either on Deputation / Immediate Absorption / Permanent
Absorption basis to meet its immediate needs to build the basic inIrastructure Ior the
Company. Keeping the above role and requirements in view, the modes oI inductions into the
various services oI DFCCIL shall be made as under:-
%% 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.
%% Permanent Absorption of Officers/Staff already working on Deputation.
%% Open Market Recruitment through Advertisement/Recruiting Agencies/Campus
Recruitment - On regular basis as well as on Contract basis.
%% Engagement of experienced retired personnel as Consultants.

(b)Deputation- Cum- Absorption:-
The induction oI OIIicers shall predominantly be on deputation basis Irom Indian Railways,
whose wide ranging experience is the vital necessity Ior the Company to take oII. Initially,
the OIIicers 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
OIIicers and StaII 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 oI Experience, Age, Pay Scale and the duration Ior which they must be working in
that Scale, etc shall be clearly speciIied in the vacancy circular calling Ior applications. The
OIIicer shall be selected only aIter scrutiny oI their eligibility, perIormance as reIlected in the
ACRs Ior the last Iive years and a brieI personal interaction, wherever Ielt required. Only
those OIIicers shall be selected Ior deputation who is Iree Irom Disciplinary and Vigilance
angle. While the Company shall have the right to decide the Pay Scale that may be allowed to
the OIIicers on deputation, however, the broad principle shall be as laid down in DFCCIL's
Deputation-cum-Permanent Absorption Policy". The willing OIIicers already working on
Deputation basis shall be permanently absorbed in the relevant Cadre as per the requirement
and aIter adjudging their suitability by the Company. The eligibility conditions, Grades to be
allowed, method oI Iixation oI 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 oI Iresh 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 Iilled by Deputation and
Permanent Absorption oI experienced OIIicers Irom Railways. However, in the long run the
posts at these levels shall be Iilled only by Promotion oI regular OIIicers Irom the Junior
Management Grades. Open market/Campus recruitment oI Iresh 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 speciIic line and length oI experience are required. Open market
recruitments shall be made either through selI advertisement or through Public Sector
recruiting Agencies like Educational Consultants oI India Limited (Ed.CIL) or through
reputed and reliable Private recruiting Agencies. Induction oI Iresh Engineering Graduates,
Chartered Accountants, IT proIessionals 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. oI India Irom time to time. Reservation Ior
Physically Handicapped (PH) persons shall also be provided in the identiIied categories. The
proportion and the modes Ior induction into various Grades oI 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 oI oIIicers with
speciIic line and length oI experience
90 by Promotion and 10
by open market recruitment
oI experienced oIIicers.
Deputy Manager 80 by Deputation / Absorption and
20 by recruitment oI oIIicers with
speciIic line and length oI experience
80 by Promotion and 20
by open market recruitment
oI experienced oIIicers.
Assistant Manager 0 by Deputation / Absorption and
0 by recruitment oI Iresh Engg.
Graduates/ Management Trainee.
0 by Promotions and
0 by recruitment oI Iresh
Engg. Graduates /
Management Trainee.

The detailed recruitment policy as regards the method oI selection, qualiIications, Age,
Length and Line oI experience, etc required Ior recruitment to various Cadres/Grades shall be
as set out in DFCCIL's Recruitment Policy".
(d)Engagement oI Retired personnel as Consultant:-
In order to IulIill the need oI speciIic expertise in a particular Iield, where such expertise is
not readily and adequately available, the Company shall engage experienced retired OIIicers
Irom Government Departments and other PSUs as Consultants Ior a speciIic assignment and
Ior speciIic duration. Non-Technical and Non-ProIessional retired employees shall not be
engaged and no Consultants shall be allowed to take the regular work oI the Company. The
detailed terms and conditions Ior engagement oI 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 oI employees to assume higher responsibilities at each level. The
assessment Ior promotion to various levels in Middle and Senior Management levels shall
emphasize more on the past perIormance 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 oI academic and proIessional excellence besides
length oI 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 oI the Company.
(b)In order to maintain a Pyramidal structure Ior each Cadre, the Company shall maintain the
number oI posts at various levels by way oI creation/up gradation oI posts. The posts against
which employees are working on deputation terms or on contract basis shall be out oI the
purview oI the strength against which promotions to oIIicers borne in the regular strength
shall be considered. Generally, the Iollowing percentile number oI 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) 0
Middle Management(AGM/JGM/DGM) 0
Junior Management(Mgr/Dy.Mgr/AM) 6
(c)The Company shall maintain minimum residency in each Grade oI the Managerial Cadres in
order to ensure that -- (i) any Railway oIIicer joining on deputation to DFCCIL shall be
allowed one Grade higher than the Grade held in Railways and such an oIIicer when
permanently absorbed in DFCCIL will always remain a gainer vis-a-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 oI Iresh recruits in DFCCIL with
those who are permanently absorbed in DFCCIL. Accordingly, the Iollowing minimum
residency in each Grade in the Managerial levels shall be Iollowed in DFCCIL:-
Grades and residency in
Railways.
Grades and residency in DFCCIL.
----
Assistant Manager
600-1000(CDA)/1070-1670(IDA)
04 years
-----
Deputy Manager
8000-100(CDA)/1000-1820(IDA)
04 years
Junior Scale
80000-100 (CDA)
Manager
10000-1200(CDA)/100-18700(IDA)
04 years 05 years
Senior Scale
10000-1200(CDA)
Deputy General Manager
12000-1600(CDA)/16000-20800(IDA)
05 years 04 years
Junior Administrative Grade
12000-1600(CDA)
Joint General Manager
100-1800(CDA)/1700-2200(IDA)
04 years 03 years
Selection Grade
100-1800(CDA)
Additional General Manager
1600-20000(CDA)/1800-2900(IDA)
05 years 04 years
Senior Administrative Grade General Manager
1800-2200(CDA) 1800-2200(CDA)/2000-2600(IDA)
Total span-18 years. Total span-20 years(Irom Dy.Mgr & above)

The norms Ior promotion to the Grade oI Executive Director, grant oI GGM designation,
promotion oI oIIicers working against isolated posts, the detailed DPC procedures, method oI
selection, etc shall be as mentioned in the DFCCIL Promotion Policy". The structure,
residency and methods oI promotion Ior 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 Iorce Irom ..........However, Leave on Average Pay
(LAP) and Leave on HalI Average Pay (LHAP) already earned by the regular employees
oI the Company prior to commencement oI 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 oI the
Company and such other category oI employees brought under these Rules by special
order.
(b)These Rules shall NOT apply to the employees working on Deputation terms Irom 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 oI leave, the employees appointed on Contract terms or as Consultants, etc
shall be governed by the mutually agreed terms and conditions oI their appointment.
03.Procedure in case of Deputationist:-
(a) In terms oI Rule No.-2016 and 202-(6.6)-(c)-(iii) & (6.7) oI Indian Railway
Establishment Code (Volume-II), all Railway Employees on deputation to DFCCIL shall
be regulated by the Leave Rules oI their Parent Organization. Employees Irom other
Govt. Deptt. on deputation to DFCCIL shall also be governed by the Leave Rules oI their
Parent Organization. DFCCIL shall pay Leave salary contribution (except Ior the period
oI leave availed while on deputation with DFCCIL) in Iavour oI such deputationist, along
with Foreign Service Contribution (FSC) towards the cost oI their Pension.
(b)The procedure Ior making application Ior leave and grant oI leave Ior a Deputationist
shall be same as Iollowed Ior regular employees oI the Company. However, the Leave
sanction order indicating the details oI the Leave availed by such deputationist, while on
deputation with DFCCIL, shall be periodically sent by HR/Corporate OIIice to the Pay
and Accounts OIIice oI their parent organization Ior making necessary debit in their
Leave Account. A copy oI such leave sanction shall invariably be endorsed to the
deputationist and to the Finance/Corporate OIIice Ior 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 oI the Indian Railway Establishment Code (Volume-II) and the required
amount oI cheque along with its details shall be periodically sent by Finance/Corporate
OIIice to the Pay and Account OIIice oI their parent oIIice, 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 oI right. The competent authority
shall not alter the kind oI leave due and applied Ior except at the written request oI the
employee. Leave oI any kind may be reIused or revoked by the authority competent to
grant Leave to ensure that no dislocation in the normal working oI the establishment is
caused.
(b)Combination oI diIIerent kinds oI Leave: - Except as provided otherwise under these
rules, any kind oI leave under these rules may be granted in combination with or in
continuation oI any other kind oI leave. Casual Leave (CL) shall not be combined with
any other kind oI leave admissible under these rules.
(c) Combination oI Holidays with Leave: - Holiday or a series oI holidays (including
Restricted Holidays) Ialling beIore commencement oI the leave or aIter expiry oI the
leave may be preIixed and/or suIIixed with leave.
(d)Employment during Leave:- The employee on leave shall not take any service or accept
any employment without the previous sanction oI the competent authority in the
Company.
(e) Application Ior Leave: - An application Ior grant oI leave or Ior extension oI leave shall
be made to the Controlling oIIicer in the format as prescribed at Annexure-I. Except in
an emergency, leave Ior three days or less shall be made at least twenty-Iour hours prior
to the start oI the requested leave and iI the leave is required Ior more than three days, the
leave application shall be made seven days prior to the start oI the requested leave.
(I) Grant oI Leave: - The leave shall be sanctioned by the authority in accordance with the
powers delegated in the Schedule oI Powers (SOP)-Schedule-III (Estt. Matters) oI the
Company. Leave shall not be granted to an employee whom the competent authority has
decided to dismiss, remove or compulsorily retire Irom service. All application Ior Leave
(except CL), shall be submitted through the controlling oIIicer Ior the orders oI the Leave
sanctioning authority on the prescribed leave application Iorm. In case the CPM or GGM
or GM is the leave sanctioning authority Ior the kind and duration oI leave applied Ior ,
that authority may sanction the leave, subject to its veriIication by HR as regards
admissibility oI the leave. Such leave application, duly sanctioned, shall be sent to
HR/Corp. OIIice Ior veriIication oI admissibility, making necessary debit in the leave
account and to convey the Iormal sanction oI leave to Iinance and other concerned.
Where the leave sanctioning authority Ior the kind and duration oI leave applied Ior is an
authority higher than CPM or GGM or GM, the recommendations or otherwise Ior grant
oI leave shall be sent to HR/Corp. OIIice Ior obtaining the orders oI the appropriate leave
sanctioning authority and Ior issue oI the Iormal leave sanction order to all concerned. In
case large number oI leave applications is to be dealt with, the Leave sanction orders may
also be issued in consolidated Iorm Ior each category oI employee in suitable Irequency.
A copy oI each such sanction shall be placed in the Personal File oI the employee and
necessary debit entry shall be made in the Leave Account.
(g)Leave Account: - A leave account shall be maintained in the Iormat as prescribed Ior
each employee oI the Company in the HR/ Corporate OIIice. The Leave Account may
either be manually maintained in an alphabetical register Iramed in the Iormat prescribed
at Annexure-II or may be maintained in a suitable soItware developed Ior the purpose.
The custodian oI leave account shall put up every leave application (sanctioned or
recommended), aIter veriIying the admissibility oI leave, to the designated HR oIIicer, on
page-2 oI the leave application Iorm, Ior Iormal sanction. The leave account shall be put
up along with the applications and the designated HR oIIicer shall also make an initial in
the leave account against the relevant entry as a token oI having ensured proper debit in
the leave account.
(h)Extension oI Leave: - An employee who desires to extend his leave shall apply to the
sanctioning authority giving reasons Ior extension well in time so as to reach the
sanctioning authority beIore the expiry oI leave already granted. Excepting in the case oI
an emergency, the employee shall not avail the leave Ior the extended period beIore it is
sanctioned by the leave sanctioning authority.
(i) Absence aIter expiry oI Leave: - WillIul absence aIter expiry oI leave/extended leave or
Unauthorized absence Irom duty shall render an employee liable to disciplinary action.
An employee who remains absent Irom duty aIter expiry oI leave unless it is extended
shall not be entitled Ior leave salary Ior the period oI such absence and such period shall
be debited as leave without pay i.e. against the EOL. However, iI the employee proves to
the satisIaction oI the leave sanctioning authority that his absence was on account oI
sickness or other valid reasons, that authority may at his discretion regularize his absence
into any leave due with or without pay.
(j) Recall Irom Leave: - In case the Company Iinds it necessary to recall an employee to
duty beIore the expiry oI sanctioned leave, it shall be obligatory Ior the employee to
comply with the orders and report Ior duty.
(k)Grant oI Leave on Medical grounds: - An application Ior grant oI leave or extension oI
leave, on medical grounds, must be accompanied by a Medical CertiIicate Irom any
'Authorized Medical Attended nominated by the Company or by any medical
practitioner duly qualiIied in the Allopathic, Homeopathic or Ayurvedic systems oI
medicines and registered in the appropriate schedule oI the State and acceptable to the
Company. An employee who has been sanctioned leave or an extension oI leave on
medical grounds shall not resume duty unless he produces a 'Fitness CertiIicate Irom
the aIoresaid 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 oI EOL, iI intervened by any other kind oI leave, shall be treated as one
continuous spell oI EOL.
(d)Where an employee Iails to resume duty on the expiry oI the EOL sanctioned to him/her,
admissible under these rules, he/she shall be deemed to have resigned Irom the service,
unless the competent authority oI the Company in view oI the exceptional circumstances
oI 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 oI encashment oI Leave on Average Pay (LAP) at his credit at
the time oI retirement on superannuation may be permitted by a competent authority to
take leave preparatory to retirement to the extent oI 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 oI retirement.
(b)The leave granted as leave preparatory to retirement shall not include EOL.
(7)Maternity Leave:-
(a) A Iemale employee with less than two surviving children may be granted maternity leave
Ior a period oI 180 days Irom the date oI its commencement, on production oI medical
certiIicate.
(b)A Iurther period oI leave upto two year oI leave due to her(including commuted leave
upto 60 days and Leave Not Due) may be granted, without production oI medical
certiIicate.
(c) A total period oI Maternity Leave on account oI Miscarriage/Abortion/Abortion induced
under the Medical Termination oI the Pregnancy Act`1971 shall be restricted to days
in the entire career oI a Iemale employee.
(d)Maternity leave may be combined with any other kind oI 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, Ior a maximum period oI two years (i.e. 70 days)
during their entire service Ior taking care oI upto two eldest surviving children whether
Ior rearing or to look aIter any oI their needs like examination, sickness etc. Child Care
Leave shall be granted to women employees having minor children below the age oI
eighteen years (18).
(b)Child Care Leave cannot be demanded as a matter oI right. Under no circumstances can
any employee proceed on CCL without prior proper approval oI 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. Ialling during the period oI leave would also count Ior
Child Care Leave, as in the case oI LAP.
(d)Child Care Leave can be availed only iI the employee concerned has no LAP at her
credit.
(e) During the period oI CCL, the women employee shall be paid leave salary equal to the
pay drawn immediately beIore proceeding on leave. It may be availed oI in more than
one spell. Child Care Leave shall not be debited against the leave account. It may be
combined with leave oI the kind due and admissible. The leave account Ior child care
leave shall be maintained in the proIorma as at Annexure IV, and it shall be kept
alongwith the Service Book oI the concerned women employee.
(I) Leave Not Due only Ior the purpose oI Maternity Leave and Child Care Leave, iI
required, may be granted by the competent leave sanctioning authority based on the
medical certiIicate. 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
Ior a period oI 1 days during the conIinement oI his wiIe i.e. upto 1 days beIore or upto
06 months Irom the date oI delivery oI child and iI such leave is not availed oI 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 oI leave.
(c) This leave may not normally be reIused to the employee.
(d)It shall be sanctioned only in a single spell.
(e) During the period oI such leave, he shall be paid leave salary equal to the pay drawn
immediately beIore 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 oI due perIormance oI his oIIicial duties or in
consequences oI his oIIicial position, or by illness incurred in the perIormance oI any
particular duty which has the eIIect oI 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 maniIested itselI within 0 months oI
the occurrence to which it is attributed, and the person disabled acted with due
promptitude in bringing it to notice.
(c) The period oI leave shall be such as certiIied to be necessary by the proper medical
authority/authorized medical attended oI the company, however, the maximum period oI
such leave shall not exceed 24 months in consequence oI any one disability.
(d) Special disability leave may be combined with any other kind oI leave. Such leave shall
not be debited against the leave account.
(e) Leave salary during such leave Ior the Iirst 120 days shall be allowed equal to the leave
salary while on LAP; and Ior the remaining period oI any such leave, leave salary shall
be equal to that admissible during LHAP.
(I) In the case oI a person to whom the Workman`s Compensation Act, 192 applies, the
amount oI leave salary payable under this rule shall be reduced by the amount oI
compensation payable under the said Act.
(11) Casual Leave and Restricted Holidays:-

(a) Casual Leave may be granted to an employee subject to exigencies oI the work. A total oI
08 CL is admissible to the employees in a calendar year. HalI a day`s CL can also be
granted, iI requested by the employee.
(b)CL shall not be combined with any other kind oI leave; however, it can be preIixed and
suIIixed with holidays.
(c) An employee on CL shall be treated as on duty Ior the purpose oI drawal oI salary.
(d)CL shall be sanctioned by the concerned controlling oIIicer oI the employees only in the
CL/RH Card prepared in the proIorma as at Annexure-III. The CL record as reIlected in
the CL/RH card shall be maintained by the employees themselves. However, the
controlling oIIicers beIore sanctioning CL shall satisIy himselI/herselI oI the proper
maintenance and admissibility oI CL to the concerned employee. The loss oI 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 itselI) to be chosen Irom a list oI RH notiIied by the Central/State Govt.
where the oIIice oI DFCCIL is located.
(12) Amendments and Interpretations:-
(a) Where any doubt arises to the interpretation oI these Rules, it shall be reIerred to the
HR/Corporate OIIice Ior a decision by the Competent Authority, which shall be Iinal.
(b)The Company may amend, Delete or Add to these rules, Irom time to time, and all such
amendments, deletion or additions shall take eIIect Irom the date stated therein.
****************************************************
Annexure-I
Dedicated Freight Corridor Corporation of India Limited.
Application for Leave.
01.Name oI applicant :


02.Employee Code :


0.Post held :


0.Place oI posting (Deptt /Project) :


0.Kind oI Leave applied Ior :


06.Period : Days.
Fromto

07.Purpose :

08.Sat./Sun./Holidays to be : preIixed,
suIIixed.

09.Whether intends to avail LTC.
(II so, mention the block year &
num. oI days to be encashed, iI any) :


10.Address while on Leave :


Signature oI 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 oI the
observational research approach. Namely, observations are usually Ilexible 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, beIore undertaking more structured research a
researcher may conduct observations in order to Iorm a research question. This is called
descriptive research. In terms oI validity, observational research Iindings are considered to be
strong. Trochim states that validity is the best available approximation to the truth oI a given
proposition, inIerence, or conclusion. Observational research Iindings are considered strong in
validity because the researcher is able to collect a depth oI inIormation about a particular
behavior. However, there are negative aspects. There are problems with reliability and
generalizability. Reliability reIers 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 Iindings would also be true Ior
other people, in other places, and at other times. In observational research, Iindings may only
reIlect a unique population and thereIore cannot be generalized to others. There are also
problems with researcher bias. OIten it is assumed that the researcher may "see what they want
to see." Bias, however, can oIten be overcome with training or electronically recording
observations. Hence, overall, observations are a valuable tool Ior researchers.

OB1ECTIVES OF RESEARCH
1. Understand the strengths and weaknesses in the validity oI observational research
Iindings.
2. Know what Direct Observation is and some oI the main concerns oI using this method.
. Know what Continuos Monitoring is and what types oI research it is appropriate Ior.
. Understand Time Allocation research and why you would want to use it.
. 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 Iield experiment.
9. Know the observational variables.




















FINDINGS & RESULTS
From the Ieedback received through observation oI the employees in DFCC, it is clearly evident that a
major population, is aware oI the concept oI HR practices and is willing to participate in management
decision making.

As most oI the employees came to know about Human Resource practices Irom 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 Irom the responses by the employees that the management continuously
seeks the suggestions Irom employees through the joint Iorums 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 Iailure. The employees
are also satisIied to higher level in their teams as they Ieel their eIIorts are recognized and praised by their
supervisor. Such recognition not only provides them with a scope oI promotion but also satisIies their
higher order needs oI selI-esteem and selI-actualization.

The company needs to Iocus on various sections oI employees so as to know where the loophole lies. Is it
the employees who need to be better educated about the scheme and its beneIit, 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 oI such employees.
In the interview with the managers in DFCC, Iollowing points were made:

O Management always strives to have Iair relation with the working class, i.e., the employees. The
management considers its employees as one oI the major asset oI the company and it is well
aware that it can bring out the best results with the disciplined organized and strong working class
only.

O As the world business world is changing Iaster than ever and many new practices have come into
being, the management oI DFCC is giving regular training to its employees through various
specialized training sessions (within & outside) in groups. This makes the employees aware oI the
changing technique.


O They agreed that the representatives oI employees are a part and parcel oI management and its
meetings held at regular intervals. In these meetings, discussions relating to various issues are
taken place in a Iree and Iair atmosphere. The views are exchanged between both the parties, the
employee representatives explain the problems Iaced by them in their day-to-day liIe in general
and working hours in particular, and the management tries solving these issues by taking
suggestions Irom employee representatives.

When the employees` representatives were interviewed, what was revealed is in line with what the
management responded, to a great extent. The Iollowing responses were received:
O The employees Ielt that company is giving its employees a Iair chance to be a part oI the
management decision-making.
O The purpose oI HR policies has been met successIully through the current scheme oI the
company as per the employees too. The employee representatives are allowed to raise issues and
problems that aIIect the employees.
O Solutions to these problems are sought Irom the employees themselves and the implemented
solutions are usually in line with the beneIits oI the employees.
O As Iar as communication with employees is concerned, the management continuously keeps in
touch with employees through their representatives in the joint Iorums.
O The management takes various innovative steps taken by the management to bring in positive
results Iorm employees.

























RECOMMENDATIONS

1. In DFCC some employees didn`t Ieel any IruitIulness in the current HR activities. They either
Ielt that their supervisors do not support them or the company doesn`t seek and implements what
is best Ior the employees. So they should be supported by the supervisors by diIIerent means.
2. In DFCC they agreed that the representatives oI employees are a part and parcel oI management
and its meetings are held at regular intervals. In these meetings, discussions relating to various
issues are taken place in a Iree and Iair atmosphere. The views are exchanged between both the
parties, the employee representatives explain the problems Iaced by them in their day-to-day liIe
in general and working hours in particular, and the management tries solving these issues by
taking suggestions Irom employee representatives.
. In DFCC, in maximum cases, management was Iound keeping the employees well aware oI the
company`s current situation.The management seeks and implements the ideas oI the employees
gathered through joint Iorums. The management in its meeting with employees explains the
Iinancial state and the Iuture policies oI the company and makes them aware oI new schemes and
technologies developed.
Which make the employee Ieel their presence and importance in the company, which in result
motivates them.
. In DFCC the management also takes several steps to boost up the moral oI workers. It gives
incentives to employees and gives awards to its best workers. The company also brings in various
schemes Ior their health checkup oI its employees. Bonus schemes have also been introduced
which should also be taken care by DFCC.























LIMITATIONS OF THE STUDY


O Limited time and money resources are constraints Ior the research work.

O Unavailability oI managers to be consulted Ior the study due to their busy schedules.

O Inability on the part oI the researcher to be present at the research sites Ior some days to make
personal observation.

O Unavailability oI the literature regarding the topic.

O Limited area under consideration.

O It is the study oI one company and not the entire industry.

O Comparative less experience oI researches.












BIBLIOGRAPHY

BOOK
Redman Tom & Wilkinson Adrian(9 December 2008) , Harlow, United Kingdom, `rd ed , Pearson
Education , Financial Times/ Prentice Hall United Kingdom

Abdelkarim Ahmed, A. and F.B.F.M. Schiphorst (eds) (2002) Laboured EIIorts: The Political Economy
oI Labour and Employment. Maastricht: Shaker Publishing

Schiphorst, F.B.F.M. (2002) Book Review oI "Labour in Zimbabwe" (published in CarIax-Taylor Francis
Group).

Schiphorst, F.B., A. Ganya, G. Peta, et.al. (1990) Workers' Participation and Development. The ZCTU
Perspective. Harare: Zimbabwe Congress oI Trade Unions(book)

Kester, G. and F.B. Schiphorst (1989) Participao dos Trabalhadores e Desenvolvimento. Manual de
Iormao oper ria. The Hague: AIrican Workers' Participation Development