Introduction
Focus on Competencies - from Rule to Role. The government recently announced the rollout of the Mission Karmayogi, a scheme aimed at preparing civil servants for the future. Mission Karmayogi emphasises competency driven capacity building and human resource management, facilitating a shift from „rule-based‟ to „role-based‟ learning and competency building system. It is the most profound shift in the outlook of HR managers and cadre managers that will help drive the understanding that a role should be performed by an individual who possesses the best competencies for that given role. The programme ensures that all civil service officials will be able to access the competency building products and build the competencies required to efficiently discharge their roles. These competencies would typically include behavioural attitudes, functional knowledge and skills, and domain expertise.
The technology platform namely „iGOT Karmayogi‟ being linked to competency profile of officials will inspire and encourage lifelong learning and the platform will support online, face to face and blended learning. The platform will leverage upon the existing features of smart Learning Management Systems and will provide state of the art features that will help roll out the grand vision of a Digital India served by a digitally trained and enabled force.
To resolve the challenges posed across, Hon‟ble PM has listed down 6 traits that every civil servant should possess - Professional & Progressive, Energetic & Enabling, Transparent & Tech Enabled, Creative & Constructive, Imaginative & Innovative, Proactive & Polite. This will transform the Bureaucracy so that the Civil service becomes: (a) skilled (b) open (c) converged and (d) connected. 4. While this is undoubtedly a step in the right direction and will impart the necessary expertise to civil servants and equip them for the challenges during their tenure, the key question is whether expertise is the real problem. In fact, expertise can be outsourced but attitude cannot. Are we selecting the persons
While this is undoubtedly a step in the right direction and will impart the necessary expertise to civil servants and equip them for the challenges during their tenure, the key question is whether expertise is the real problem. In fact, expertise can be outsourced but attitude cannot. Are we selecting the persons 2 with the right attitude to man various positions that are so critical in governance? Are we training them appropriately for this purpose? Are we managing them properly?
What really needs to be done is to look at the manner in which recruitment takes place, the in-service training, transfers, assessment of officers, incentives, and disincentives by the way of promotions and selections to critical posts. However, before taking a call on these aspects, it would be essential to determine what is required in an officer who mans the senior civil service.
Author: Brigadier Vikram Gulati
Conceptual Background
Almost all civil servants occupy leadership positions and, therefore, have to consistently lead teams. Hence, it is imperative that they possess necessary qualities or have potential to be trained for the same, becoming leaders worthy of respect. This is and should remain the core focus of Mission Karmayogi.
Considering the selection process, it is felt that officers have the knowledge and they are capable of acquiring more of it. What is required is the transformation of the attitude of an officer, the necessity and utility of Ethical Behaviour. A periodic upgradation of skills and learning from each other should be the focus of in-service training. This is imperative in the context of a fast-changing world both in terms of technology and management. The competency Dictionary lays down the major components of Ethics as Integrity, Self Confidence, Attention to Detail and Taking Accountability. Each of these qualities is interwoven with Self Confidence being the visible output.
Although self-confidence can mean different things to different people, in reality it simply means having faith in oneself. It is an attitude about own skills and abilities. It means you accept and trust yourself and have a sense of control in your life. You know your strengths and weakness well, and have a positive view of yourself. You set realistic expectations and goals, communicate assertively, and can handle criticism.
For a Civil Servant, Self Confidence would have Professional Competence at its foundation layered with Humility, Empathy, Positivity, Irreproachable Integrity, a Zeal to ‘Make a Difference’ to the people they serve, Belief in the “Good of the Organisation’, excellent Communication Skills and the Character to Believe in & Stand for what is Right irrespective of the consequences. ‘Service before Self’ is the religion of a Self Confident civil servant. This quality is non-negotiable as Confidence breeds Confidence; it is only self confident public servants that can restore the confidence of citizens in the bureaucracy & public administration.
Discussion
Today, the Public Perception of unethical conduct of Public Servants would include the following:-
(a) Indulging in Corruption in high places by colluding with politicians, contractors, corporate groups etc.
(b) Misuse of power for personal benefits.
(c) Biased decisions to favour influential persons.
(d) Manipulation/ withholding of information.
(e) Deliberate delays in service delivery.
(f) Non-application of mind, negligence and dereliction of duty.
(g) Intellectual dishonesty.
(h) Lack of professional integrity to please the hierarchy or out of fear of reprisal.
(j) Being a party to electoral malpractices etc.
(k) Abdication of responsibility and passing the buck.
11. The related Expectations from the Public Servants in governance would be as under:-
(a) Humanism and positive thinking.
(b) Imbue purity in thought, speech and action.
(c) Realizing the dignity of being a government servant.
(d) Appreciating his/ her placement in government as an opportunity to serve society.
(e) Understanding the sanctity of Public Funds thereby providing maximum benefit to citizens.
(f) Display of „sense of justice and impartiality‟ during decision making.
(g) Ability to stand up to truth despite adversity or fears.
(h) Develop self-confidence & faith in oneself and in one‟s ideas even if contrary to popular opinion.
(j) Motivate oneself to be the change they want to see in society.
(k) Fresh thinking, renewed energy and rejuvenation to do something extra-ordinary and useful to society.
(l) Empathy for citizens, especially for vulnerable sections of society such as women, children, elderly and differently abled persons.
(m) Inculcate „Rational thinking‟, „self-accountability‟ and „self- transparency‟ which are benchmarks of ethical conduct.
(n) Motivate employees to adhere to higher ideals in life and to walk on the path of truth and righteousness, come what may, and become a role model for others in the society.
If we analyse above expectations, each one of them falls in the realm of Ethical Conduct. Work ethic is basically the belief that work is a good moral. It also refers to a set of values that are defined and characterized by diligence and hard work. Work ethic can as well be defined as the inherent ability of work to strengthen character.ii This Strengthened Character is the Self Confidence we are in search of.
Character is how others perceive someone. Much like an actor who plays a role, the character traits that one possesses portray an image in others‟ minds. One‟s character develops as Actions become Habits. These habits reveal one‟s character. Eventually, this role determines the outcome of one‟s life. Being aware of your actions and habits plus improving on faults strengthens one‟s character.
Today‟s environment is not only fast-paced, but also highly competitive. In order to keep pace and stay ahead, possession of several key work ethics is a plus for achieving a success. Holding key traits such as character, teamwork, appearance and attitude add value to both for the individual and the organization. Self Confidence is the reflection of these Work Ethics.
References
Overview
Faculty
