HUMAN RESOURCE DEVELOPMENT POLICY

TO

ADD VALUE
TO PAKISTAN RAILWAYS AND ITS EMPLOYEES

BY MAQSOOD AHMAD KHAN DIRECTOR GENERAL

JANUARY 2009

PAKISTAN RAILWAY ACADEMY LAHORE

HUMAN RESOURCE DEVELOPMENT POLICY

TO ADD VALUE TO THE PAKISTAN RAILWAYS AND ITS EMPLOYEES

I.

HUMAN RESOURCE DEVELOPMENT Human Resource Development is the framework for helping employees of an organization to develop their personal and organizational skills, knowledge, and abilities. It includes such opportunities as employees training, career development, performance management, key employee identification, and organizational development. For optimum productivity of the resources in an organization it is necessary to maximize the productivity of physical output, financial results, information / knowledge and human resources. The objective of Human Resource Development is to improve the performance of an organization by maximizing the efficiency and performance of its people; to develop the knowledge and skills; actions and standards; motivation, incentives, attitudes and work environment. Human Resource Development includes managing and operating organization, production, management, marketing, sales, research & development. More the people of an organization are sufficiently motivated, trained, informed, managed, utilized properly and empowered, the more productive the organization would be. Human Resource Development includes the areas of training and development, career development and organizational development.

HUMAN RESOURCES Modern analysis emphasizes that human beings are not "commodities" or "resources", but are creative and social beings in a productive enterprise. The objective of Human Resources is to maximize the return on investment from the organization's human capital and minimize financial risk. It is the responsibility of human resource managers to conduct these activities in an effective, legal, fair, and consistent manner.

3.

HUMAN RESOURCE DEVELOPMENT AND PAKISTAN RAILWAYS Pakistan Railways is a multi-disciplined organization which has following Mission Statement

To provide a Competitive, Safe, Reliable, Market Oriented, Efficient and Environment Friendly Mode of Transport
According to the Organization Manual; Civil Engineering, Mechanical Engineering and Traffic / Commercial Departments are the main services which are eligible for all positions, not only belonging to their own respective disciplines, but also for all the general cadre positions i.e., the positions which are not exclusively confined to a particular discipline such as Divisional Superintendents etc; and they can reach right upto the top slot of General Manager-ship. Other disciplines, though equally important for the railway system, can reach upto the chief-ship of their department only. Presently, there is no expressed Career Planning Policy of Railways Officers, which could afford judicious / equal opportunities to all. The promotion of officers is essentially to be in their own cadre with minimum length of service required and their performance evaluation, on the availability of positions, which normally, fall vacant due to retirement of senior officers on superannuation. The availability of top slots depends upon the quantitative strength of a cadre or on the development projects. The 3-tier organizational structure of Pakistan Railways operation has been working since long; and with the exception of changing the nomenclature of certain positions in administrative hierarchy, the basic tiers of organization remained intact along with the nature of functions being performed by these i.e. Policy Making by the Ministry of Railways / Railway Board whereas the implementation of these policies at the Railway Headquarters and the Divisional level.

Following are the major disciplines which help execution of Pakistan Railways operations and provide allied services. Civil Engineering Mechanical Engineering Transportation (Traffic) & Commercial Electrical Engineering Signalling and Telecommunication Stores and Purchase General Administration Medical Information Technology/MIS Publicity Litigation

In addition, Finance & Accounts and Police services are also there to help running the affairs of Pakistan Railways.

Pakistan Railways has, on its roll, a Sanctioned Strength of about + / - 90 thousand employees and < 1000 officers (BS-17 to BS-21), of all categories, according to Rightsizing of the Year 2003.

Mechanical Engineering Department with the strength of 131 officers is the most populated operational cadre of Pakistan Railways. Civil Engineering Department with a strength of 130 officers stands at number 2 whereas Traffic & Commercial Group with strength of 88 officers is placed at number 3 position. General Administration Cadre has 62 posts including the Divisional Superintendents and Personnel Officers. Apart from Medical Department, with the strength of 176, all other departments / cadres are less in strength as compared to what mentioned above.

In Pakistan Railways, there is no separate Human Resource Development Department to function in line with what explained earlier. However, this function, to some extent, in the conventional manner in line with the Manuals and existing Rules and Regulations, is being performed by the Personnel Branch Department which is briefly explained below. 4

4.

PERSONNEL BRANCH OF PAKISTAN RAILWAYS Presently, all the transfers and postings of the officers of different branches is notified by the Personnel Branch. As per procedure in vogue, the concerned Executive Officers move the proposal for transfer or posting of railway officers against the vacancies either at the initiation of the case by the Personnel Branch or at their own. These cases are finally approved by the General Manager for implementation (upto BS-18) or for forwarding to the Ministry of Railways (For BS-19). Transfer and posting of BS-20 / BS-21 officers is by the Ministry of Railways. Further, the role of Human Resource Development is also being performed by the Personnel Branch of Pakistan Railways.

5.

MAJOR FUNCTIONS OF THE PERSONNEL BRANCH As expressed by the branch, following are the major functions which they are performing currently.
Maintenance of service record of Railway officials controlled by the Headquarters office only The record of the officers is maintained by the Ministry of Railways

Recruitment of officials from Grade 11 to Grade 15 < Grade 11 by the Divisional Authorities; and > Grade 15 by the Ministry of
Railways / Federal Public Service Commission

Promotion of officials from Grade 11 to Grade 16 Transfer / posting of Railways officers / officials upto Grade 18 controlled
by the Headquarters office

Process and finalize the settlement cases of retired Railway officials whole
fall under the control of the Headquarters Office

Coordination with Railway Divisions and Ministry of Railways on all the

service matters of Railway Officers / Officials

Redressal of grievances of in service and retired Railway officials Contest cases filed by the Railway petitioners in Federal Services Tribunal
(FST), Labour Courts, Civil and Superior Courts in coordination with Legal Affairs Department of Pakistan Railways

 Convening the Staff Benefit Fund Meetings, for the grant of funds to the
needy and ailing Railway servants

Right-sizing of Railway officials as and when required 5. OBJECTIVES OF PERSONNEL BRANCH To streamline the above functions in the light of Policy Guidelines received through the relevant directives of the Ministry of Railways, Rules provided in Establishment Code and Personnel Manual, in the legitimate interest of Railways officials and Railway Department. 6 THE ACTION PLAN 2003 TO 2007 OF P- BRANCH According to a prescribed Action Plan for the years 2003-2007, the following jobs were taken in hand in different areas by the Personnel Branch and were actualized with the exception of certain gaps here and there. Recruitment
Year 2003 2004 2005 2006 2007 Category Recruited Sub Engineer Assistant Chemist Sub Engineer Litigation Assistants Sub Engineer Steno typist Stenographer Key Punch Operators SCO Para Medical Staff 11 11 11 11 11 12 15 12 14 Different Basic Scale 290 5 153 9 287 55 16 20 13 25 Partly Under Process Number Recruited Remarks

Promotions
Year 2003 2004 2005 2006 2007 Category Promoted From BS-11to BS-15 BS-16 to 17 and BS-17 to 18 409 109 445 97 414 65 322 71 349 76 No 518 542 479 393 425

Staff Benefit Fund

Year 2003-04 2004-05 2005-06 2006-07 No. of Applicants 433 1293 807 Amount Paid Rs. 9,28,109 48,45,260 50,98,540

Redressal of Grievances
No. of Complaints Received 744 No. of Complaints Addressed 441 Pending 303

Settlement Cases
Year 2003 2004 2005 2006 2007 No. of Railway Officers Retired 45 24 25 50 43 No. of Cases Finalized 45 24 25 45 26 Pending 5 17

While reviewing the role and performance of this Branch, following observations and feedback were made / received. Non-Computerization Headquarters level of Service Record at Divisional and

Shortage of qualified and trained staff Non-availability or less availability of equipment like Computers, Scanners, Printers, Net Working, Photo Copiers, sufficient stationery etc. Less coordination between the Headquarters and Divisions in streamlining the functional tasks Inadequate documentation of Service Record, Service Books, Leave Accounts, Annual Confidential Reports (ACRs) etc., adversely affecting the finalization of promotion and settlement cases Absence of well defined Recruitment Policy and well designed Recruitment System Lack of accountability of culprits and non-availability of incentives for the good officials Go slow techniques in finalizing inquiries and disciplinary action resulting into undesired litigation To attend to the weak areas pointed out by the ones who directly or 7

indirectly interact with the P- Branch, can be the part of policy of Human Resource Development of Pakistan Railways 7. OTHER HRD AREAS OF PAKISTAN RAILWAYS Further, what the Personnel Branch is doing, there are other aspects which directly relate to the Human Resource Development in Pakistan Railways and have briefly been touched below. 8. RECRUITMENT Following are the recruitment procedures of officers and non officers staff on Pakistan Railways. . 8.1 RECRUITMENT OF OFFICERS In Basic Pay Scales (BPS) -17, almost 80% of the posts are filled through direct recruitment and the remaining 20% posts are filled through promotion from BPS-16 officials based on a policy of Seniority-cumFitness, after qualifying a Promotion Course ( P 71) at Pakistan Railways Academy. The direct recruitment of Traffic & Commercial officers in BPS 17 is through the Central Superior Services (CSS), a competitive examination conducted by the Federal Public Service Commission. The candidates who qualify this examination are allocated to occupational groups including Pakistan Railways as Probationary Officers and undergo a Common Training Programme (CTP) at Civil Services Academy, Walton, Lahore for about 6 to 10 months. During this training they are exposed to the basic administrative skill; and variety of subjects of national importance to help play their role as government functionaries. After successful completion of this training they are directed to the respective departments for Specialized Training Programme (STP). In case of Traffic & Commercial Group they are directed to the Pakistan Railways Academy where they are exposed to subjects directly related to Railway Operations, Railway Commercial Working and other subjects related to Railway Working in general. After qualifying, they are assessed, once 8

again, by the Federal Public Commission and they appear in the Final Passing Out (FPO) Examination, which has to be qualified before becoming an officer of Pakistan Railways. However, the officers of other disciplines though also selected through the Federal Public Service Commission, do not undergo any combined training, but are directly sent to the Pakistan Railway Academy for Preservice Technical Training in their respective discipline and other subjects related to general working of the Railways. 8.2 RECRUITMENT OF STAFF OTHER THAN OFFICERS According to an extract from the Walton Training School Prospectus And Rules
Governing Recruitments, Admission And Training Of Staff

they are generally

selected in accordance with the procedure given below.

Rules Governing Recruitment And Training of New Recruits to Railway Service

1. Candidates for recruitment to be trained in this school, for any one of the following groups, are advertised for in the Public Press; brief particulars applicable to each category are set forth below:--

(i)

The Station Masters Group, i.e., Signallers, Assistant Station Masters and Station Masters. -- Normally advertised once a year in July for the course commencing mid-September. (ii) The Commercial Group, i.e., Goods, Booking, Luggage and Parcel Clerks. -- Normally advertised twice a year. First in July for the course commencing mid-September, and then in December for the course commencing mid-February.

(iii)

Relief Clerks (Train Clerks and Ticket Collectors). -- Normally advertised for twice a year, viz., in July and February. (iv) Probationary Guards. -- Normally advertised for, once a year in October.

(v)

Boy Fireman. -- Advertised for, as required, from time to time.

(vi)

Permanent-way Apprentices and Apprentice Assistant Inspectors of Works and Inspectors of Works. -Advertised for, as required, from time to time.

(vii)

Assistant Canvassers. -- Normally advertised for, once a year in May.

(viii)

Special Ticket Examiners and Ticket Collectors. -Advertised for, as required, from time to time.

The above are the extracts from the Prospects which normally hold goods. However, over the period more categories have been added to this list and the schedules are also not strictly followed.

9.

WELFARE ACTIVITIES OF PAKISTAN RAILWAY In line with the defined parameters of Human Resource Development, Pakistan Railways also undertakes welfare activities for the betterment of its employees which have been briefly explained below.

9.1

MEDICAL FACILITIES Medical Department of Pakistan Railways has 172 Doctors on its role headed by a Chief Medical and Health Officer under the control of newly created position of General Manager / Welfare & Training. Pakistan Railways Medical Officers provide service to the following.
Serving Employees Retired Employees Families of both Serving and Retired Employees 94,526 1,27,600 9,20,97,000

Following are the Medical Facilities available on Pakistan Railways

Major Hospitals Dispensaries Child Welfare and Community Health Centers No. of Patients treated in the OPD during 2006-07 No. of Patients treated indoor and OPD during 2006-07 8 57 35 699,145 14826

Pakistan Railways Medical Department is on the way to up-grade the facilities in Cairns Hospital, Lahore and Hasan Hospital, Karachi. PR Medical Branch is up grading the existing medical facilities through public private partnership.

9.2

EDUCATIONAL FACILITIES ON PAKISTAN RAILWAYS Pakistan Railways has been providing education facilities to its employees 10

since long. However, a separate Directorate of Education was established on 15-08-2005 to deal with the affairs of Railway schools, which now works under the supervision of General Manager (Welfare and Training). Pakistan Railways Educational Institutions Pakistan Railways is managing following educational institutions on its system.
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. PR Boys Axis College, Lahore PR Girls Axis College, Lahore PR Lady Griffin Girls College, Lahore PR Girls College, Moghalpura, Lahore PR St Andrews Girls High School, Lahore. PR Lady Griffin Girls High School, Lahore PR Boys High School, Lahore PR Girls High School, Mayo Gardens, Lahore PR Girls High School, Moghalpura, Lahore PR Boys High School, Moghalpura, Lahore PR Girls High School, Khanewal PR Girls High School, Samasata PR Boys High School, Samasata PR Boys High School, Sukkur PR Girls High School, Sukkur PR Girls High School, Rohri PR Boys High School, Kotri PR Boys High School, Marshalling Yard, Pipri PR Boys High School, Karachi Cantt PR Girls High School, Karachi Cantt PR Girls Primary School, Faisalabad

21.

Pakistan Railways is giving importance to improve the standard of these educational institutions and add value.

9.3

SPORTS Pakistan Railways has an independent Sports Boards which pursues a policy to produce sportspersons of National and International level to bring good name to the department and create a healthy environment. Accordingly Pakistan Railways Sports Board endeavors to groom and train players of a large number of games. The Board works under the Patronage of the Chairman Railways and the General Manager acts as President. Moreover, Honorary Vice President, Honorary Secretary, Sports Officer and other members of the staff perform different duties. The Railway Teams participate in almost all the National Championship / High Ranking Tournaments held by different Federations of Sports in the 11

country with distinction in different disciplines of sports. Pakistan Railway Players / Officials also represent Pakistan in international events. Pakistan Railway Players / Teams won the following Medals from January, 2006 to June, 2007
Internationally National Games 2007 National Championship Ranking Tournaments 1 Gold 15 Gold 11 Gold 3 Gold 34 Silver 11 Silver 9 Silver 1 Bronze 40 Bronze 32 Bronze 12 Bronze

9.4

GROUP TERMS INSURANCE SCHEME The Group Terms Insurance Scheme (Welfare Fund) was introduced in 1969 to provide insurance coverage to the Pakistan Railway employees who die while in service. No deduction towards insurance premium is recovered from the Railways employees working in BS 1- 15 and the financial burden to the tune of RS.17.148 million on this account was borne by Railways administration during the year, 2006-2007. As well as payment of RS.0.356 million was arranged by the office out of contribution of the officers of BS-16 and above.

9.5

BENEVOLENT FUND SCHEME The Benevolent Fund Scheme was introduced on 1-7-1969 for the benefit of invalided servants as well as for the heirs of the deceased Railway Employees who die while in service or before attaining the age of 70 years (in the case of retired or ex-employees). They are paid grant out of Benevolent Fund according to the various pay slabs (minimum Rs.270 and maximum Rs.1620 per month) for life time or the date of remarriage of the widow. In addition, burial expenses, at uniform rate of Rs.3000, are also paid to the Railway employees who die during service.

Monthly contribution towards Benevolent Fund by the regular Railway Servants is being recovered from their salary bills as under. Employees in BS 1 to 16 3 % of pay with a maximum ceiling of RS.200 per month 12

Employees in BS 17 to 22

4 % of pay with a maximum ceiling of Rs.300 per month

During the year 2006-07, a sum of Rs.122.046 million was paid to the beneficiaries towards monthly grants out of Benevolent Fund. These grants are met with the monthly contribution by Railway Employees as well as profit on investments, rented from a plot at Sukkur and Pakistan Railways Servants Benevolent Fund Building, Lahore.

9.6

STAFF BENEFIT FUND Staff Benefit Fund is maintained for running welfare schemes. This

fund is financed through General Revenue, Forfeited Provident Fund, Bonuses and Fines etc., and no contribution is received from the employees for this fund. This fund is managed by the Headquarters Staff Benefit Fund Committee and Divisional Committees of representatives of administration and workers. An amount of Rs. 8.3 Millions was generated during 2005-06 and 2006-07 for this fund. The fund was spent on the following welfare activities. Rs. a b c d e f g h 9.6 Grant to distressed employees Grant to TB, cancer, heart patients etc Award of sewing machines to the widows of employees who died during service Cash Award to the children of the railway employees who learn the Holy Quran by heart Merit Scholarships Subsidy for purchase of text books for the sons / daughters of railway employees studying in the post graduate classes Grant for railway industrial / vocational schools Grant to PR Boy Scouts Association 2547,120 310,000 252,000 488,000 129,000 168,000 560,000 10,000

RAILWAY EMPLOYEES CO-OPERATIVE CREDIT SOCIETY During July 2006 to June, 2007, the Pakistan Railway Employees CoOperative Credit Society, Ltd, Lahore entertained 6140 applications for loan; and advanced a sum of Rs.70.09 millions to Railway Employees. The society carries out its normal business with care and financial 13

prudence. It assists the Railway Employees to meet with their financial commitments.

9.7 FREE AND PRIVILEGE PASSES TO RAILWAY EMPLOYEES AND THEIR DEPENDENTS The Railway Employees and their dependents during service as well after retirement are provided Privilege Passes, free of cost or Privilege Ticket Orders, after a part payment of the fare as laid down in the Rules to travel in the trains.

10.

DIRECTORATE OF LEGAL AFFAIRS The Directorate of Legal Affairs is an independent legal wing of Pakistan Railways to provide legal services to the organization at all levels. The directorate is headed by Director of BS-20 engaged on contract basis and is always a lawyer by profession. He is assisted by a Deputy Director, a Law Officer and other legal staff. The Directorate: Supervises the legal matters on the entire network concerning land, property and marketing Keeps a liaison with superior courts as well as manages and resolve the litigation issues Vets agreements, Coordinates and provides compensation to the persons who sustain injuries or die in railway accidents, according to the rules and regulation governing the same. Tries to minimal litigation Coordinates with other railway departments and provides legal guidance and assistance

11.

MANAGEMENT SERVICES CELL The Management Service Cell earlier known as Organization and

Method Cell was initially set up on Pakistan Railways in November, 1964 to do away bottlenecks / delays; ensure better utilization of manpower and cutting down unnecessary expenditure. This cell is also responsible for 14

scrutiny of all proposals for creation of new posts, extension of temporary posts, transfer of posts from one cost centre / unit to another cost centre / unit, placement of temporary posts on permanent footings, filling up of vacant posts and conversion of posts etc.

The recommendations made by this cell are normally examined by a committee of Senior Officer of Finance, M.S. Cell and the representatives of concerned department to accept or reject the same. A proper follow up and periodical reviews of the recommendations accepted by the committee is made to ensure implementation.

As a result of an exercise, Restructuring and Rightsizing of Pakistan Railways was finalized during March 2003, and a document entitled Restructuring and Rightsizing March, 2003, was issued containing revised sanctioned strength of each unit for reference and record.

15

POLICY RECOMMENDATIONS
Dealing with employees of any organization may be a dream or a nightmare depending upon the management of the HRD functions. Once an organization develops its HR strategy, management should create Human Resources Policies and Procedures Manual, detailing organization values, hiring procedures, compensation and benefits, employee rules and regulations, disciplinary procedures, termination procedures, etc., for use by the managers at all levels. The important thing is not to ignore the creation of solid HRM policies and procedures until it is too late and the organization involved in situations and raises issues and problems which become difficult to resolve and solve at later stages. In the preceding pages, Pakistan Railways has been looked at from the Human Resource Development perspective; and noticing the inadequacies, here and there, some Policy Recommendations have been made to improve it further. To add values to the department the best use of the limited resources including Human Resources to maximize its output and improve image as expressed Mission Statement has to be made MISSION STATEMENT According to its Mission Statement, Pakistan Railways has to provide a Mode of Transport which is: Competitive Safe Reliable Market Oriented Efficient and Environmental Friendly This statement which is quite ideal, for its actualization, should be the target to be Achieved for all its members including officers and staff. For this purpose even publication of a brief Manual for every body should be made basic document for all to keep it always with them. 16

MANAGEMENT SERVICE CELL The Management Service Cell has been assigned very important assignment to continuously review the organization to keep the human resource strength on the basis as is required rather than what is available. This Cell should also be made the part of Human Resource Development Department to make best use of it.

.WORKING ENVIRONMENT Railway is considered to be an environment friendly mode of transport. However, the working environment of Pakistan Railways, especially of its offices at the staff level; and ultimate public service provider units like booking, parcel and goods offices, way side stations, common passenger facilities, including cleanliness etc., lack the same which tarnish the image of the organization. In this regard, Pakistan Railways needs complete overhaul and requires its face lifting modestly but close to the outlook of surrounding corporate culture of similar Market Oriented organizations. HRD DEPARTMENT Presently, the Personnel Branch of Pakistan Railways is functioning as the Human Resource Development Department within its limited sphere, resources and scope. Without overemphasizing the importance of HRD, Pakistan Railways should have an HRD Department fully backed by an IT based MIS to ensure overcome issues and problems as mentioned earlier and make the human as the most productive source. Therefore, an HRD department should be established under the umbrella of the newly created position of General Manager (Welfare & Training) to play its role effectively in the larger interest of the organization.

17

TRAINING OF OFFICERS OTHER THAN OCCUPATIONAL GROUP The officers of the Occupational Group allocated to Pakistan Railways (Traffic & Commercial) undergo 6 10 months Common Training at Civil Services Academy where they are exposed to basic administrative training and other public service environment which the officers of other disciplines joining Pakistan Railways lack. To bring them on the equal footing of their counterparts, they should also be provided a short course on the similar line at Pakistan Railways Training Institution or at any other reckoned institution in this field.

LEGAL DIRECTORATE Pakistan Railways is a multidiscipline department having a workforce of + / - 90000 persons, faced with multifarious problems, issues and disputes to be solved and resolved. As against the agency to deal the same i.e., the Legal Directorate is not as equipped as it ought to be. Therefore, PR is suffering heavily on this front, in addition to dissatisfaction and frustration in its workforce. Therefore, there is every need to strengthen the legal set up to meet with the challenges of increasing trend of litigation and contract regime due to public private partnership.

ENGAGEMENT OF FINANCIAL EXPERTS The Railway Employees Co-Operative Credit Society, Benevolent Fund Scheme and Staff Benefit Fund are Pakistan Railways schemes and organizations which generate or deal with funds for the welfare of its employees. However, on their panel they lack the expertise dealing with the investments plans and bank on the conventional methods. In view of the importance and magnitude of the funds, the services of the professional financial advisors should be hired for better generation of funds for the welfare of the railway employees.

INSURANCE POLICY

18

The present Group Terms Insurance Scheme though compensates the employees but in no way can be considered sufficient enough in the todays world to meet with the financial requirements in a respectable manner. Instead, the Pakistan Railways should consider a proper Insurance Scheme with a Life Insurance Company, partly sharing the premium with the employees and the officers. MEDICAL AND EDUCATION POLICY Pakistan Railways has an elaborate medical structure but as per feedback, PR does not have a sustainable policy towards this facility which, continuously create a feeling of distress and unrest amongst the employees. Same is the case with education facilities; that, inspite of having a huge infrastructure, the number of dependent sons and daughters of Railway Employees is quite low to avail this facility. These two facilities coupled with other facilities provided by Pakistan Railways can considerably boost the morale of the employees of this organization; if exploited effectively. Therefore, Pakistan Railways should reframe its policy towards this end and reap the best results accordingly.

RECRUITMENT POLICY OF STAFF As noticed and feedback received, the recruitment policy of the staff suffers from some inherent defects. The recruitment is not regular and planned in accordance with the requirement and fallen vacancies The selections are held and subsequently cancelled Intermittent bans on recruitment are not very uncommon for political reasons Corruption is also referred to while recruitments are made.

The result is non-availability of right type of workforce at right time, hence adversely affecting the organization on this account alone. 19

A dispassionate Recruitment Policy, purely on the need basis and on time, is the only solutions to this serious problem; otherwise the railway operations are likely to be halted for want of right type of work force. EQUAL / JUDICIOUS OPPORTUNITIES At present there are 2 posts of BS-21 for the Civil Engineers, 2 for Mechanical Engineers, 0 for the Traffic & Commercial officers and none for others. The chances of horizontal posting / vertical promotion for Civil and Mechanical Engineers are comparatively more for having more quantitative strength; and a number of development projects are operative to absorb the officers of these branches. To quote a few, Track Rehabilitation, Doubling of Track, Track Conversion etc., for Civil Engineers; and Rehabilitation, AVLB, High Capacity Wagon Projects for Mechanical Engineers. However, there are no such projects for the officers of Traffic and Commercial Group with the result that they remain in the same grades for longer periods as compared to their colleagues in the Railways as well as in the other occupational groups selected through CSS. Same is the case with other departments of Railways. This state of affairs, sometimes, gives rise to situations where junior officers (late entrants in Grade-17) of one cadre become superior to the earlier entrants of other cadres irrespective of their abilities and capabilities, only due to lack of opportunities available. Therefore, the present state of affairs is a cause of concern amongst the affected ones. The judicious policy, in such situations, would be to promote the officers / staff, in the next grade, on the completion of length of service required for promotion, even by up-grading the same position to the next higher grade / scale / without disturbing the organizational structure; and fulfilling other conditions, required for this purpose.

TRAINING OPPORTUNITIES FOR ALL

20

The training offers a way of developing skills, enhancing productivity and quality of work, building employees loyalty to the organization, increasing individual and organizational performance to achieve targeted results. Training is widely accepted as an employees benefit and a method of improving their morale, and enhancing their skills which are imperative and key to business growth. The requirement for training becomes beneficial for the employees and the organization for the reasons like increasing complexity of the working environment, rapid organizational and technological changes and growing job requirement for new knowledge and skills. In case of Pakistan Railways, most of the opportunities of training, especially of specialized training abroad, are availed by the officers belonging to technical cadres. These become available through sponsorships as part of technology transfer and assistance, where specific man-days of training are part of the procurement of material and technology. Whereas the officers of non-engineering branches are restricted to the mandatory training courses like NIPA, Staff College ( NMC), NDC ( NDU) etc., on their turn; or sometime local training offered by local Management Institutes or windfall opportunities as are being offered by the Government of Pakistan under Public Sector Capacity Building Project (PSCBP) or through open competition offered by Higher Education Commission (HEC). In this regard it is suggested that in view of the importance of training in achieving the objectives discussed earlier, all the disciplines, including medical, should be given equal and judicious opportunities for higher, specialized, post graduate, M.Phil, Ph. Ds level training in their respective disciplines, both at home and abroad, even on PRs expenses, to keep them updated and play their role effectively. Moreover the only training institute (Pakistan Railways Academy) exists for training Railway staff and officers, should be upgraded to the level of a college, like Indian Railways, before it is converted into a university, a subject, much 21

talked about in the Railways. UTILIZATION OF OFFICERS ON DIFFERENT POSITIONS / LOCATIONS Career Planning is an integral part of Human Resource Development / Management; and its importance is recognized both in Public and Private Organizations Right man for the right job is the most important principle of all the successful organizations in the world. This objective can be achieved either by grooming an employee to be universally acceptable for most of the positions; or completely specializing him in a particular field with opportunities to allow him grow vertically. Presently, there are no facilities available on Pakistan Railways for Human Resource Development. However, the management part is partly being handled by the Personnel Branch both at the Headquarters and Divisional level separately, in coordination with the concerned executives, normally temporarily till further orders ignoring even the tenure and other conditions. Therefore, to achieve this objective, strict implementation of the policy in vogue and principle of rotation should be adhered to. The officers and staff should be given opportunities to work at various positions and locations i.e. in the field on important Railway operating divisions (Lahore, Karachi, Quetta and Multan), on development projects, staff positions at Headquarters and Railway Board / Ministry.

INCENTIVE SCHEMES TO KEEP THE DIRECT OFFICERS WITH PAKISTAN RAILWAYS Due to gloomy prospects of promotion, low salary package and condition of work, direct officers of almost all the disciplines, either do not join the service or they tend to leave the job on the availability of better opportunities in the open market. It would not be out of context to mention that the fresh Engineers are getting almost 22

(+ / -) Rs.40, 000/- PM, in the private sector in addition to other perks and privileges whereas same are not attractive enough to keep / attract them in the Railways. This is a grey area and needs coluring. OBJECTIVE PERFORMANCE EVALUATION REPORTS. Performance Evaluation Reports (PERs) should be written as objectively as possible, even by changing the present format as outlined by the Establishment Division, for an operating department like Railways.. Therefore, the PERs should be redesigned on the basis of quantifiable criteria to make these as objective as possible. PROMOTION IN OWN PAY SCALES According to the Civil Servant Act 1973 there is no provision for promotion in own pay scale. The promotion rules 8 & 8-A of the Act recognize Current Charge / Acting Charge Promotion only, if the regular promotion is not possible for any reasons. But in Railways, due to exigencies of service, officers are promoted in next grade with salary of their substantive post. This state of affairs is resulting into lawsuits for claiming back benefits which keep on piling up day by day; and ultimately are referred to the Finance Division for decision. This is leading to litigation by the officers / officials, whose cases for the back benefits, are not decided in their favour. It is therefore suggested that promotion in own pay scale be avoided and if at all it is inevitable, the pay of the officer be fixed at the stage in the next grade. This will help boosting up the morale of those officers who keep on working in higher grades without any financial benefits but also would minimize the litigation on this account. COMPUTERIZED RECORD OF RAILWAY OFFICERS AND STAFF To take full benefits of the information technology and better management of the available officers and staff, a computerized data bank should be developed in the Personnel Branch which is recommended to be developed as Human Resource Development and Management Branch of Pakistan Railways to facilitate promotion, 23

postings, trainings and other allied matters, which can be made available through a push button operation. The service record may include history of service, appointments, transfers / postings, seniority, promotion prospects, Performance Evaluation Reports, disciplinary actions, leave accounts, General Provident Fund, Income Tax, post retirement details like pension, gratuity etc. The data bank thus created would facilitate the administration to make decisions judiciously, quickly and effectively. FORMATION OF RAILWAY MANAGEMENT SERVICE Keeping in view the present day requirements, there is need for the establishment of Railways Management Service, responsible for human resource development and career planning. This service preferably should be manned by the officers of the cadre who have the background of training in general administration. RAILWAYS ENGINEERING SERVICE Civil, Mechanical, Electrical, Signaling, Telecommunication, Store, Purchase Departments of Pakistan Railways are manned mainly by the Graduate Engineers. They are the back bone of the Railways and need attention more than what they are drawing today The major steps includes provision of opportunities for higher education (M. Phil, PhD) and higher specialized training, removal of anomalies among themselves, special professional allowances, and up gradation of the under privileged groups by raising their present positions to higher grades and scales. REPRESENTATION OF JUNIOR STAFF TO THE OFFICERS GRADE To give representation to the senior supervisors to the officer grade, for integration of long field experience with management, they may be provided 40 % share for promotion, after fulfilling the necessary requirements. This would also ease the alarming situation, which, the PR is presently facing, to man the junior officers position for want of direct officers. 24

UP GRADATION OF CERTAIN POSITIONS - TO OPEN UP AVENUES TO MOVE VERTICALLY Certain positions in the Railways may be upgraded from the grade and salary point of view to open up avenue for the cadres which are underprivileged and facing difficulties for promotion in their own departments, to avoid any negative impact on their productivity. This state of affairs is prevalent in cadres like Traffic) & Commercial Group, Electrical Engineering, Signalling, Telecommunication, Stores, Purchase and Medical.

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