MODIFIED ASSURED CAREER PROGRESSION.
Shanif S.M
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The Sixth Central Pay Commission in Para 6.1.15of its report, has recommended Modified Assured Career Progression Scheme(MACPS). As per the recommendations,financial upgradation will be available in the next higher grade pay.
The Government has considered the recommendations of the Sixth Central Pay
Commission for introduction of a MACPS and has accepted the same with further
modification to grant three financial upgradations under the MACPS at intervals of 10,
20 and 30 years of continuous regular service.
we should also fight for the same.
shanif
plz see the link below
http://persmin.gov.in/WriteData/CircularNotification/ScanDocument/35034_3_2008-Estt.(D).pdf |
saikat ghosh
Employees only and not applicable for employees of CPSEs covered under
IDA.
However, we may encourage our CDA Scale Officers/Staff to fight for
this and support them wholeheartedly.
Saikat Ghosh
2009/5/20 Shanif S.M <sm_s...@yahoo.com>:
saikat ghosh
14. The MACPS is directly applicable only to Central Government
Civilian employees.
1t will not get automatically extended to employees of Central
Autonomous/Statutory
Bodies under the administrative control of a Ministry/Department.
Keeping in view the
flnancial implications involved, a conscious decision in this regard
shall have to be taken
by the respective Governing Body/Board of Directors and the
administrative Ministry
concerned and where it is proposed to adopt the MACPS, prior
concurrence of Ministry
of Finance shall be obtained.
Thus even for the CDA employees of FCI, it would be a long fight ahead.
Shanif S.M
No doubt,the scheme is applicable to Central Govt. Employees. What i would request the association is to strive to achive the same in FCI also through our concerted efforts.
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m mohammed zakkiruddeen
Shanif S.M
Let OA make a fervent attempt --- On Thu, 5/21/09, m mohammed zakkiruddeen <zakir...@gmail.com> wrote: |
Shanif S.M
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"A person should not be too honest. Straight trees are cut first and Honest people are screwed first." Chanakya quotes (Indian politician, strategist and writer, 350 BC 75 BC) ************ ********* ********* ********* ********* ***
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Swarup Mukherjee
The promotional prospect in FCI is grim mainly because of the following reason:
1. Absence of singular entry level post: It has become a standard policy of all major PSU to fill up most of the direct recruitment in the officer cadre only in Management trainee level. In FCI As per staff regulation, direct recruitment is made in the AGM and DGM post @33.33% of the total post. Keeping view of the meager amount of posts, in ED, GM or DGM level, there is heavy blockage in all along the manaegerial ladder due to the higher career span of direct recruits in these posts.
2. Absence of all scales recommended for A category PSUs i.e. E0 to E9: More scales means more promotional avenues. It is seen that most of the Leading PSUs are having 10 executive level scales from E0 to E9, some of them was having even more by creating sub-scales, such as E2/A and so on. Compare this with FCI and you will get the root cause of Stagnation.
3. Absence of well defined lower, middle and higher management posts/scales: In PSUs, Generally the three tier of management is well defined and each tier is having at least 3 posts/scales. Ideally, scales should be distributed as
i. Lower Management:-E0 to E3
ii Middle Management:-E4 to E6
iii Higher Management:-E7 to E9
4. Screwed and disproportionate ratio of posts within the managerial ladder: In FCI Category II post is having a ratio of approximately 10:1 against entire band of Category I. The top of the pyramid is too sharp to allow any time bound promotion.
5. Abolition of higher management post through VRS.
6. Widespread deputation in higher management posts.
7. Culture of appointment in ad-hoc, deployment and temporary basis at higher posts keeping post without regular appointment/promotion for years.
I think there should be a drastic change in the HR policy in FCI. I appeal to FCIOA to persue for this change. The need of the hour is to introduce newer scales which is presently absent in FCI. There should also be a policy for awarding of scales in time bound manner, even if the post is not vacant. Thus, even if a person is not getting promotional post, he should be entitled to the scale in a time bound manner.
Assistant General Manager STG
saikat ghosh
1. Absence of singular entry level post: It has become a standard policy of all major PSU to fill up most of the direct recruitment in the officer cadre only in Management trainee level. In FCI As per staff regulation, direct recruitment is made in the AGM and DGM post @33.33% of the total post. Keeping view of the meager amount of posts, in ED, GM or DGM level, there is heavy blockage in all along the managerial ladder due to the higher career span of direct recruits in these posts.
The direct recruitment in FCI may actually be a blessing for many. In the present Direct Recruitment process, 100% of DGM(G) & DGM(L) selected were from existing AGMs. Similarly, about 50% of the AGM(G) & AGM(A/cs) are from existing Managers. So effectively it gave the opportunity of a fast track promotion to many. The FCI employees are second to none. Given the right opportunity, they can compete with any external candidates and come out on top.
2. Absence of all scales recommended for A category PSUs i.e. E0 to E9: More scales means more promotional avenues. It is seen that most of the Leading PSUs are having 10 executive level scales from E0 to E9, some of them was having even more by creating sub-scales, such as E2/A and so on. Compare this with FCI and you will get the root cause of Stagnation.
3. Absence of well defined lower, middle and higher management posts/scales: In PSUs, Generally the three tier of management is well defined and each tier is having at least 3 posts/scales. Ideally, scales should be distributed as
i. Lower Management:-E0 to E3
ii Middle Management:-E4 to E6
iii Higher Management:-E7 to E9
4. Screwed and disproportionate ratio of posts within the managerial ladder: In FCI Category II post is having a ratio of approximately 10:1. against entire band of Category I. The top of the pyramid is too sharp to allow any time bound promotion.
5. Abolition of higher management post through VRS.
6. Widespread deputation in higher management posts.
7. Culture of appointment in ad-hoc, deployment and temporary basis at higher posts keeping post without regular appointment/promotion for years.
8. I think there should be a drastic change in the HR policy in FCI. I appeal to FCIOA to persue for this change. The need of the hour is to introduce newer scales which is presently absent in FCI. There should also be a policy for awarding of scales in time bound manner, even if the post is not vacant. Thus, even if a person is not getting promotional post, he should be entitled to the scale in a time bound manner.
The present situation has arisen due to the fact that for almost three decades, FCI did not follow any policy of regular recruitment in small batches. As a result, when recruitment at major scale were started some 10 years back people of almost similar age group got selected at different levels and naturally there is bound to be stagnation. A pragmatic approach perhaps would be to follow the system of banks who have a system of filling up direct recruitment vacancies at higher levels through departmental examinations. So deserving candidates get fast track promotion while the others also get promotion as per seniority and vacancy position.
Saikat Ghosh
Swarup Mukherjee
Thanks to Saikat Sir for giving such a good insight on FCI HR policy. However, in my view, FCI is not following the best of HR practices,regarding DR in AGM, DGM or GM, keeping view of huge stagnation existing already and dissent among officers on this. FCI should follow a policy wherein, part of this 33% could be recruited through Departmental exams, and rest through normal promotion, making it almost 100% promotional opportunity for FCI people.
Regarding creation of scale, logic is very simple: “more the scales, more the opportunity for promotion”. Let us have a look at the demanded up gradation of scale by OA:
|
Scale |
Initial Scale |
Present Designation |
Designation after proposed Up gradation |
Remarks |
|
E0 |
12600 |
None |
None |
|
|
E1 |
16400 |
Manager |
None |
May be created and re-designated as Asstt. Manager (Can be the scale for management trainee/ or entry level scales in Executives, as done in many PSUs with a time bound promotion prospect of 3 years) |
|
E2 |
20600 |
AGM |
Manager |
|
|
E3 |
24900 |
DGM |
AGM |
|
|
E4 |
29100 |
None |
None |
|
|
E5 |
32900 |
GM |
DGM |
|
|
E6 |
36600 |
None |
None |
|
|
E7 |
43200 |
CGM |
GM |
|
|
E8 |
51300 |
ED |
CGM |
|
|
E9 |
62000 |
None |
ED |
|
i. Thus, there would still be two scales gap between AG-I and Manger.
FCI OA had proposed an intermediately scale for selection grade to Managers i.e. 22400-47800. It will be very interesting to see how the Managers get accommodated in the selection grade scale in view of DPE guideline.
iii. There will be still two more gaps in E4 and E6. Therefore total gap in scales will be Five (E0, E1, E4, E5 and E8 (which is available to only A/Cs cadre). Thus out of total ten scales, we are effectively having only five namely- Manager, AGM, DGM, GM & ED. If we take the likely unavailability of E1/A scale, we will have more than 50% scales as none existence.
There is certainly an effect of Direct Recruitment policy in higher management posts on promotion prospects. The 33% AGMs recruited directly will fill up the vacant posts at DGM level on promotion for comparatively longer period, making it difficult for AGMs recruited on promotion to have further promotion. Similarly, 33% DGMs recruited directly will fill up the vacant posts at GM level for comparatively longer period, making it difficult for DGM recruited on promotion to have further promotion and so on. Thus there is a complete dead lock in the system. The facts that Officers, taken on deputation basis, especially at GM level is also not helping the situation, since a handsome nos. of posts are always unavailable to FCI officers. Therefore, in the present situation, time bound promotion or assured nos. of promotions seems impossible.
A more pragmatic approach will be to have three tier promotion policy, i.e. a. Open direct recruitment (say 10% of the total Posts), b. Departmental Examination (say 20% of the total Posts) and c. Recruitment on promotion (remaining 70% of the total Posts)
Regarding appointment as per ad hoc/deployment basis, problem is that Management becomes reluctant to fill these posts up through the recruitment process. More disappointing fact is that a sizeable posts, especially at AGM level is being run by Managers with i/c tag without any financial benefit even after having the extra burden. There is instance of being i/c for the last six years. In such situation, who cares for recruitment or promotion?
In a nut shell FCIOA should press for a strategy based on three assumptions in order to have at least some sort of assured career advancement for Officers and staff:
1. Make available at least 90% of the posts to FCI Employees only.
2. Introduce Newer Scales which are none existence and create new posts.
3. Abolish deputation or to have limited deputation in higher posts.