Training Strategy: Management and Professional Development Department
Training Strategy: Management and Professional Development Department
Training Strategy: Management and Professional Development Department
TRAINING STRATEGY
MANAGEMENT AND PROFESSIONAL DEVELOPMENT DEPARTMENT
Government of the Punjab
FOREWORD
The area which needs immediate focus, is an integrated approach to the government's
training policy that covers matters pertaining to, sensitization of departments, an
assessment of training needs, development of demand based trainings, up-gradation of
institutional infrastructure for both specialized and managerial trainings, introduction of
employee incentives, formalizing standards of training and a regularly updated database
of trainings. This requires a functional overarching Training Strategy for the Government
of Punjab.
The Training Strategy has been developed after a comprehensive process of stakeholder
consultations. MPDD would like to acknowledge, the contribution of all the
administrative departments, district governments; representatives of public and private
sector training institutions, human resource development practitioners / experts and the
dedicated professionalism of the training strategy preparatory team which included the
Additional Secretary, Deputy Secretary (Academics), Consultant team and support staff
of MPDD.
RASHIDA MALIK
Secretary MPDD
TABLE OF CONTENTS
ACRONYMS
01
INTRODUCTION
03
07
08
09
09
10
10
10
10
12
2.1 Objectives
12
2.2 Principles
13
14
14
15
15
16
17
17
18
18
18
19
19
19
20
20
21
21
21
22
22
23
23
24
24
25
26
27
27
28
28
29
30
31
CONCLUSION
33
ACRONYMS
01
BS
Basic Scale
C&W
CSCI
CSR
DO
District Officer
EDO
FBR
GEAP
HDI
HRD
HRM
HUD&PHED
IBA
ICT
IT
Information Technology
KSA
LDD
LFA
LG&CD
LUMS
M&E
MDGs
MPDD
NIP
NUST
P&DD
PBR
Payment-by-Results
PIHRD
PIMPD
PLGAL
PMS
PMU
PPP
PPSC
PTCC
R&D
R&TD
S&GAD
TEVTA
TNA
TOT
Training of Trainers
TOW
Training on Wheels
Note:
Department: Department means Department, Attached Department, Autonomous Institution or Semi Autonomous Institution
02
INTRODUCTION
03
There is a great deal of disenchantment amongst the general public against the
civil service of the country. The causes for the prevailing mistrust range from
improper attitudes and inefficiency; nepotism and corruption; patronage and
politicization; to ineffectiveness and lack of capacity to deliver top class services.
Proponents of civil service reform trace the multifarious short comings of the
system to its origins, in colonial India, arguing that the British architects of the
system designed the civil services for people they meant to rule and not to serve.
While some believe that the entire system needs to be reengineered, others argue
that it can be modified to adapt to the needs of an independent sovereign state
through incremental changes. However, it is a generally agreed principle that in
order to achieve the goals of development and good governance, the element of
capacity building and human resource development is the key towards bringing
about actual change within the public servants and the society at large.
Background
Since the day of Independence, Pakistan has brought about many reforms in its core
civil services, the most prominent among them were introduced in 1973 and later in
2001. Despite all these initiatives, the emphasis on developing a service culture was
at best vague and lukewarm. There is an ever increasing gap between the public
services being provided by the government and the expectations of the society. It is
the need of the hour for the government to transcend the ruler or administrator
facade and embrace the role of an enabler, a facilitator, a stakeholder and a
regulator. This transition would pertinently encompass a service oriented culture
dovetailed with the best practices of Human Resource Management. This can be
materialized through development and capacity building of human resources
available in the public sector.
133rd
124th
158th
127th
Singapore, a city state, has achieved the status of Asian tiger through a
dynamic, forward looking civil service. In the mid 1990s, PS21 (Public Service for
the 21st Century) was introduced to catalyze the economy and push it forward
to become the preferred centre of investment in Asia. According to Mr. Eddie
Teo, Permanent Secretary to Prime Minister's Office, If you have 120,000 people
always on the look out to improve things, you will have an awesome public
service. Through continuous improvement of the civil service, the goal of
sustained development was achieved.
Malaysia has undergone major transformations in the past two decades. It has
transitioned from an underdeveloped economy to a vibrant forward looking
investor friendly economy. According to Dr. Mahatir Mohammad, the engine of
change has been the public service of Malaysia in which the spearheading role
has been that of the Malaysian Administrative Modernization and Management
Planning Unit.
Despite Thailand's commercial and economic success, the Thai Civil Service
These statistics indicate a very big gap which needs to be rectified and improved at
both national and provincial level. People are the major asset of the province and
their development would automatically lead to value additions, channelizing quality
in products and effective services. Without Human Resource Development (HRD),
the objectives of social, economic, cultural and political development cannot be
achieved. A competent and trained civil service is crucial and central to
development of a country. The success of numerous resurgent Asian economies
hinged upon the performance of their civil services, e.g:
04
attracts the most promising young men and women of the country. The Thai
Civil Service has been the main anchor for development and progress of
Thailand.
Punjab therefore, needs to develop and train its public servants in such a manner
that they become an engine of change. Hence, the Government, needs to formulate
effective strategies to develop a dedicated, merit oriented and empathetic public
service through appropriate trainings at all levels.
Issues of Service Delivery in Punjab
There is a general lack of awareness among the public officials about the
importance of service orientation and professionalism. The most fundamental issue
in the public service is the development of a culture which is service-oriented and
inculcates the spirit of meeting the expectations of the people of Punjab. The major
issues hampering effective service delivery are: The current attitude of the public officials lacks the right set of values and ethos
and is embedded in a framework of a ruler / administrative mindset i.e., they are
there to govern the people rather than serve them.
The civil servant's mindset is ingrained with the psyche that he has only to
please the influential classes in order to sustain his position and therefore,
service to the general public is very low on his priority list.
Systemic corruption, lack of accountability, inefficiency, patronage, nepotism
etc, are major hurdles in effective service delivery.
Lack of motivation, due to poor compensation and limited career development
opportunities, leads to indifference to the demands of the general public.
Though the civil servants are mostly recruited on merit and are appropriately
qualified, but once selected, hardly any training is imparted to them to meet the
challenges of professional service delivery.
The lack of professionalism and lack of knowledge about organizational
systems, processes, laws, rules and regulations results in arbitrary action and
decision making with inconsistent and unequal application.
Wherever training is being given, it is generally of poor quality and is not taken
seriously.
The aspect of changing the mindset and psyche is not truly a part of the
trainings being conducted (modules on professional ethics, general etiquette,
service oriented behavior, etc, are not a part and parcel of most trainings).
Challenges of Capacity Building in Public Services of Punjab
The Punjab civil service is facing challenges in the execution of desired
standards of service delivery and has not been able to take on the role of
facilitator of change and development, as has happened in many developing
countries. The incapacity to achieve this goal can be rectified with focus on HRD
and training in the public sector. Limited capacity continues to impact
government's performance and its ability to realize its developmental
objectives. Addressing the capacity challenge in the public service requires
dedicated leadership from the executive and senior management levels, having
the ability to build on existing legislative, normative and regulatory systems and
processes. The major capacity building challenges are:05
Iii. 130 Nos. training strategy survey forms were collected, tabulated and
analyzed.
Iv. 59 Nos. feedback forms on MPDD recommendations pertaining to the training
strategy were collected, tabulated and structured.
V. 17 Nos. study visits were conducted along with 32 interviews / discussions
with different stakeholders.
Vi. Two TNA workshops were conducted in which over 30 departmental
representatives participated.
Vii. Different reports, articles, books, journals and research articles in training
fields have been consulted.
Viii. Visits were conducted to different training institutes / departments / districts
for training related data compilation.
06
01
DIAGNOSTIC ANALYSIS
AND RATIONALE FOR THE STRATEGY
07
Pay Scale
BS-1
BS-2
BS-3
BS-4
BS-5
BS-6
BS-7
BS-8
BS-9
BS-10
BS-11
BS-12
BS-13
BS-14
BS-15
BS-16
BS-17
BS-18
BS-19
BS-20
BS-21
BS-22
Unallocated
Total
Positions
216,212
Percent of total
21.23%
16,228
9,790
155,968
39,405
50,116
154,902
4,518
114,646
4,434
19,917
10,802
617
45,242
5,348
53,197
42,186
13,971
4,920
978
38
15
55,129
1,018,579
1.59%
0.96%
15.31%
3.87%
4.92%
15.21%
0.44%
11.26%
0.44%
1.96%
1.06%
0.06%
4.44%
0.53%
5.22%
4.14%
1.37%
0.48%
0.10%
0.00%
0.00%
5.41%
100.00%
Large Size of the Civil Service: Punjab has 1,018,579 sanctioned positions for
government employment. Out of these, 362,175 posts are at provincial level, whereas
657,824 posts are in the 36 district governments. In the first category, namely the civil
servants assigned to provincial departmental positions, 12.6 percent positions are in BS16 to 22 and 87.4 percent are in BS-1 to 15. In the district governments, 18.8 percent
positions are in BS-16 to 22 and 81.2 percent are in BS-1 to 15. For the province, 83.4
percent civil servants work in BS-1 to 15. The following table shows the scale wise
division of the structure of civil service.
08
Supply Driven Training: Trainings that are presently being conducted are mostly
supply driven. Short-term training often a day or half-day is also used in different
fields/departments for orientation and for introducing new policies, programmes,
and procedures which has very little impact. It is therefore necessary that training
activities should be demand driven, tailored to the needs of a particular post or
organization.
Non-availability of Training Data: No consolidated data of local and foreign
trainings is available in departments and district offices. Even the training institutes
of Government of Punjab are neither compiling nor sharing the training data, with
the exception of MPDD, which started data compilation in 2007.
Negative Attitude towards Training: There is a mind set of public servants that
training is a useless activity, so they do not give importance to it. Non serious
attitude towards training also exists among seniors as well as subordinate officials.
Seniors also do not give due importance to training and capacity building for their
junior officers, and there is a tendency of not sparing them for training courses.
10
11
2.1 Objectives
From the diagnostic analysis and rationale the objectives of training strategy flow, which
are summarized as under: Develop and maintain a learning culture within the Civil Services of Punjab.
Assisting in ensuring optimum performance at individual, organizational,
department and district levels.
Develop knowledge, skills, attitudes and behaviors appropriate to current / future
role of government servants.
02
12
2.2 Principles
The strategy is based on fundamental principles which reflect internationally recognized
best practices. Some of the guiding principles of the training strategy will include:
Emphasis on transition from supply-driven to demand-driven training.
Introduce a shift from existing closed training system to well coordinated/linked
training system amongst various institutions through public Public and PublicPrivate partnerships.
A culture of continuous learning will be promoted in all the departments.
Strengthening public sector institutions for the core subjects.
Promoting private sector participation for non-core subjects.
Enhancing the role of employees / departments to undertake training related
planning, facilitated by MPDD.
Allocating appropriate budgets to departments / districts for demand driven
trainings.
Motivating staff for training and making training a tool not only for improving
capacity and performance but also of self actualization.
Changing attitudes towards training so that it is perceived as a reward in itself.
Trainings for all providing training opportunities to all employees including the
support staff in BS1 15.
13
03
STRATEGY FRAMEWORK
AND INSTITUTIONAL DEVELOPMENT
14
consultation with the concerned departments and training institutes. Its mandate is to
function as a research house for policy matters and conduct surveys and research work
pertaining to civil service development. Its functions include undertaking resource
generation through extending suitable, useful and acceptable training and project
consultancy. MPDD is planning, organizing, designing and conducting training
programmes to improve the human resource potential of Punjab Government.
The training imparted by MPDD is practitioner focused and aims at improving the
current and future performance of public servants and to enable them to acquire job
related skills, attitudes, knowledge and behaviours in order to achieve the ultimate goal
of better service delivery for the people.
15
However, all of the above functions are not being executed by MPDD as it is a newly
created department. It is gradually taking on the responsibilities assigned to it as per
rules of business. So far the focus has been on training, infrastructure development and
resource generation. Before the creation of MPDD, some of the aforementioned
functions were performed by other departments, which could not be transferred to
MPDD. These functions are still within the domain of other departments / PMUs.
To enable MPDD to perform its overarching role as an umbrella training department, it
would be necessary that all functions relating to internal and external training are
transferred to MPDD. Furthermore, it is necessary to link all of the training institutions in
Punjab with MPDD for coordinating, monitoring and evaluating their training activities.
Year
No. of courses
conducted
Total Days
No. of
Participants
Man
Training Days
Increase %
2005
30
394
633
7867
2006
24
256
575
6304
-19.8
2007
34
437
963
18271
190
2008
2009
115
111
715
609
4265
3930
31241
18937
71
--
Other achievements of MPDD include: Development of a conducive, congenial, world class infrastructure for training by
upgradation and refurbishing of class rooms, seminar halls, library, hostel, etc.
Due to improved standards of service delivery over the past two years, Departments
and organizations now prefer to hold their training programmes and
workshops/seminars at MPDD, instead of other venues, such as hotels / clubs.
The host organizations not only saved costs and expenses, but MPDD also
generated substantial revenue and deposited Rs 6,889,488/- in the government
treasury.
To improve the quality of training, MPDD has developed modules for long (post
induction/promotion related courses) and short courses in the areas of public sector
management, financial management, land revenue, human resource management,
office management, planning & development, information technology skills, etc.
MPDD has also conducted customized courses according to the needs of the various
departments, after carrying out training needs assessment in consultation with the
client organization / department.
During the period from July 1, 2008 to July 31, 2009, a total of 98 paid programmes
and workshops were conducted at MPDD premises.
16
MPDD is essential. The R&TD wing would perform the following functions: Training Needs Assessment.
Training Design and Module Development and its continuous improvement.
Research & Training Surveys.
Case Study Development and other materials like development of exercises,
syndicate and research topics etc.
Training Impact Studies.
Development of Business Process Reengineering Guidelines.
Development and Maintenance of Provincial Training Database.
PPP Management.
MPDD cannot cater for training needs of all employees of the province at Lahore with
existing infrastructure and resources. Moreover, it is not cost effective for the
government to send the employees for training at Lahore. Therefore, need for
establishing regional campuses of MPDD arises.
Two regional campuses of MPDD would be established at Multan and Rawalpindi. It will
ensure provision of uniform training facility to the public servants nearer to their offices
of the same standard as offered by MPDD in the main campus at Lahore. In this way,
training needs of a large portion of public servants would be catered to. If required more
campuses at divisional level can also be established later on.
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19
Annual Trainings: There should be at least six man training days as mandatory
training on an annual basis for all employees in management and specialized cadres
in BS-16 and above. The officers in consultation with their supervisors should have
the choice to define their own skill-set/competency deficiencies and enroll in
If they are shifted from the technical assignment to a management job then they
should be given specific management training prior to their appointment.
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objectives enumerated in this strategy. The departmental strategy should consider the
existing level of skills of the staff and prepare demand driven training programmes.
Departments should contact the concerned training institutes or MPDD to train their
employees according to their needs in management or technical fields.
The officers and staff of Training Institutes be allowed to retain 30% of revenues
collected from training and out-sourcing. This employee fund can then be
distributed as honorarium.
Master trainer allowance of rupees one thousand per month may be provided.
Best training institute award can be given by the Chief Minister on an annual basis.
The system of incentives can be further fine tuned on case to case basis, once the idea is
approved in principle.
Plan and make arrangements for the conduct of training courses for employees of
the department according to Training Needs Assessment.
Prepare, maintain and update complete database of service record and trainings of
all the employees of the department on regular basis.
Make arrangements for On the Job Training of employees of the department.
Training Wings of various departments should coordinate, facilitate and share
information amongst each other.
Provide nominations for training courses to MPDD / other training institutions
according to their training calendar.
Head of department will ensure that after being nominated for a training, public
servants must attend the training.
Provide training data to MPDD /Training Institutions on regular basis or as and when
Every department must keep training on a high priority agenda and shall establish a
separate wing / section as per requirement to deal with training matters. This wing /
section will be provided all facilities and support by the head of the department. It will
act as a focal point for liaison with MPDD and other related training institutions. It will
coordinate and manage all internal and external trainings for the departments and
would have the following responsibilities:-
22
23
MPDD and all other training institutes shall prepare their annual training plans and
circulate to all departments and districts in the 1st week of December every year.
Plans will also be uploaded on the portal of Punjab government.
All departments and districts must prepare their demand based training plans on
the basis of TNA in consultation with concerned training institutions. They will send
it to the concerned training institutions by the month of September every year for
making arrangements of the training.
Departments, districts and training institutions will prepare training implementation
reports every year and send to MPDD.
Annual review of training plans and implementation status would be conducted by
the department/district and the concerned training institutions for making
improvements.
Review reports shall be submitted to MPDD.
MPDD will examine and advise the departments/districts and training institutes
regarding their annual plans and its implementation process.
Most of the training institutions have been provided vast areas but the infrastructure
is limited and needs renovation.
Internal capacity building of staff is lacking and there are no processes or systems to
motivate the employees of the training institutions.
The remuneration, benefits and facilities for the employees of training institutions is
far below than the market standards. There are hardly any special incentives to
encourage officers to serve in the training institutions.
The training institutions lack the technology based facilities which could support
their delivery mechanisms.
There are limited career prospects in the training institutions.
Most of the training institutions do not have local and international linkages.
The training institutions of government of the Punjab have a non conducive training
environment lacking basic training facilities.
24
Most of the training institutions do not have annual training plans and proper
training evaluation systems.
Following are the major areas of training which are being covered by training institutions
of different departments in Government of the Punjab:
Department
Management
LG&CD Department
Law Department
Health Department
TEVTA
Technical training
Teacher training
C&W Department
Testing laboratories
Irrigation Department
Irrigation system
Agriculture Department
L&DD Department
Livestock production
Tourism Department
Forest Department
Courses in forestry
Fisheries Department
Fish farming
IT Department
IT related courses
Cooperative Department
Home Department
Labour Department
Fixing rent rate of different facilities periodically and conveying it to all departments.
26
As the CSC, Singapore provides trainings to the Government Officers on Public Policy
and Public Management based upon their own country based case studies, similarly
Management and Professional Development Department and training institutions may
also change/mould its training modules in such a way that they can train the officers by
initializing real case studies of the country.
INTAN model of Malaysia can be benchmarked by Management and Professional
Development Department to define the different categories of training and then divide
the training responsibilities according to each category.
28
29
The human resource of MPDD, GEAP, PLGAL and other training institutions be
expanded as per their requirements on attractive salary packages. They must be
given better pay structures coupled with appropriate transport facility.
A special training allowance should be sanctioned for officers and officials in the
department / district dealing with training matters.
The employees of all the training institutes, based upon performance can be sent for
foreign trainings after every three years (example: Philippines Civil Service). They can
be given a certain percentage in the revenues generated both from infrastructure
utilization and training consultancies.
In the context of budgets and financing for civil service training there are two
prevailing models i.e. Supplier Funded Model and Buyer Funded Model. In view of
the current capacity building scenario in Punjab, it is recommended that the
government should adopt a mixed system, whereby the government directly funds
the basic overheads of the institution (supplier-funded model), but the training
institution covers operating and direct training costs from training course delivery
(buyer funded model). This overcomes some of the difficulty of outsourcing i.e. a
notion of compromising on dependability and over reliance on private sector and
provides a greater measure of security without disabling the benefits of an internal
training market. So, there is some direct government funding, but training activity
and performance generate the additional income required. It would also create
competition within the training market and more options for government
employees.
Each department / district should have separate budgetary allocation. They should
be given funds for different types of trainings by the Finance Department. It is
necessary that a separate head of account for training be created and funds be
allocated under this head to each department, district and organization. This will
automatically generate a demand for training. The fund allocation can be
proportionate to the number of employees and their collective pay-roll. Initially 4%
of the collective pay-roll can be designated as the allocated training fund which can
be increased further as the opportunities of training increase.
Incentives and rewards for participants are also necessary to promote a training
culture for which necessary budget may be allocated.
It would be reviewed annually by all the departments and districts after which they
would send recommendations to MPDD for placing before the Provincial Training
Coordination Committee for consideration.
Review will be based upon the annual plans and implementation reports of
departments/districts to be submitted to MPDD by all administrative
departments/districts by last week of February, every year. Based upon the review,
the training strategy can be realigned to ensure better implementation and
adherence to functionality.
Provincial Training Coordination Committee will review the strategy in consultation
with the stakeholders at least once every three years and incorporate improvements
on the basis of recommendations of stakeholders.
30
Responsibility
Restructuring of MPDD
MPDD
P&D Department
2.
3.
Finance Department
Board of Revenue
MPDD
All Administrative Departments
All District Heads , MPDD Regulations Wing,
S&GAD
4. Creation of Management Cadres in
Education & Health
Education Department
Health Department
S&GA Department
S&GAD
All Administrative Departments
All District Heads
31
Responsibility
Irrigation and Power Department
GEAP
P&D Department
Finance Department
MPDD
LG&CD Departments
PLGAL
P&D Department
Finance Department
MPDD
MPDD
All Training Institutions
All Administrative Departments
All District Heads
MPDD
P&D Department
Training Institutions
32
CONCLUSION
Pakistan in general and Punjab in particular is attempting to bring about change in the
civil service attitudes, behavior and efficiency for achieving the goal of good governance
and improved service delivery. However, despite numerous reforms this goal has
remained ever evasive. Other countries who were much behind Pakistan have developed
in leaps and bounds, and the engine for development has been their civil services. The
much maligned bureaucracy is the backbone of any administration and provides the
steel frame around which the administrative edifice is built. The stronger the steel frame,
the stronger the edifice. Weaker the steel frame and the structure will collapse sooner
than later.
The capacity building issue has not been given due importance and has not been
addressed in a befitting manner due to lack of uniform, cohesive and workable training
strategy. This capacity gap has resulted in poor service delivery and poor governance.
In order to address the issue of capacity building/training of public servants,
Government of the Punjab has formulated this training strategy for all of its
departments and districts. The strategy provides the umbrella guidelines for training of
all public sector employees.
It is understood that often strategies and policies are formulated and not implemented
by concerned authorities due to lack of interest and willingness on the part of
stakeholders. The present strategy is designed to deal with the training issues and to
realize the full potential of the public service of the Punjab. Full commitment and
ownership for this strategy by the concerned authorities in departments/districts is a
necessary prerequisite for its success as they are on the driving seat as far as its
implementation is concerned.
In order to meet the challenges of change and to ensure sustainability of system
improvement, it is imperative that appropriate skills and expertise of the public servants
is enhanced to enable them to perform their functions and discharge their
responsibilities efficiently. Therefore, the Government of Punjab's focus on building a
vibrant, professional, progressive and responsive public service having a holistic
appreciation of public sector environment and capable of advancing the strategic
agenda of the government.
33