Indian Railways

Group B13
 ISSUES RELATED TO TCM
Low Productivity
01 • People put in the minimal effort required.
• Almost zero risks of losing the job.

High Turnover of Skilled & Talented Employee

02 • Culture issues: Corruption, Nepotism
• Rigid structures and promotion based on seniority.

Poor Reward & Incentive System

03 • Some voids in rewarding the employees
• Employee productivity not taken into account for promotions
 HR SYSTEMS LINKED TO TCM

Training and Performance Employee Feedback

Development Appraisal and Exit Interviews

Separate for Group A,B / Confidential Report Writing No proper feedback

C&D System taking mechanism
Centralized Training
Institutes SPARROW Offline Exit Interview
On-Job training (Smart Performance Appraisal
Planned for employee Report Recording Online No Database for
lifetime Window) integrating feedback
.

3
 STEPS TAKEN TO DEAL WITH TCM ISSUES
01 02 03
Improving Training & Innovation to Increase Improvement In Hiring
Development Transparency Process
Project Saksham Launch of Human Resource Common Entrance Exam
Management Services ( HRMS)
IRIFM (Indian Railways Institute of App Reduce departmentalism
Financial Management)
Digitalization of all the records. Equal promotion opportunities
Centre of Excellence for
Next-Generation Transportation Increased transparency and Improved employee satisfaction
Systems (NRTI) improved communication
between stakeholders.

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 RECOMMENDATIONS
Specific & exhaustive Merit Based Termination of Transparent Meticulous
performance Promotion and Non-performing Review System Exit Interview
indicators Incentives employees System

• Currently promotions • There is no fear of • Employee reviews are • No formal exit

• Lack of indicators to
based on employee being fired despite conducted as a mere interview system
measure performance
seniority. poor performance. formality and lack exists at present.
of a specific employees.
transparency.
• Need to introduce more • Introduce an element • Nonperforming • Introduction of
to capture employee employees should be • Make the process more formal exit interview
specific performance
productivity and provided training and transparent and can help uncover
measures.
performance during terminated if poor introduce complaint structural faults in
promotions. performance redressal system. management.
continues.
IMPLEMENTATION CHALLENGES
Resistance From Union
• New initiatives are frequently opposed by railway union due to fear of job loss.

• Take all stakeholders into confidence before implementation of new measures.

Confusion Among Employees

• Introduction of new measure can create confusion among employees.
• Management should reach out to employees and explain rationale for new initiatives.
 

Difficulty in Creating Objective Performance

Measures
• Creating objective performance measure is difficulty due to wide variety of jobs.
• Get help of subject matter experts and department heads while creating measure.
THANK YOU