Kerala State Training Policy: As Approved by The State Training Council On November 5, 2002
Kerala State Training Policy: As Approved by The State Training Council On November 5, 2002
Kerala State Training Policy: As Approved by The State Training Council On November 5, 2002
WITH THE
OCTOBER 2003
VISION AND MISSION
STATE TRAINING POLICY
but a permanent and continuing one that extends through the career of the
employee. For the employees of the Government and other Government agencies
and organizations, training is equivalent to a natural right. This stems from the
them both towards the public and to others in their own work organizations.
and Government agencies and organizations into fully developed, duty conscious,
teams who are committed to the promotion of public welfare. This implies that in
any given time, will be imparted to the employees. The expected outcome is a
Public Service System for the State, the edifice of which will be built on people
2
continuous innovations towards the relentless pursuit of total quality in
governance.
I THE NEED
Major changes have been taking place, in recent years, in the economic,
political, social and technological spheres and in the State-Citizen
interface in Kerala, elsewhere in the country and in the world at large.
These changes are briefly recapitulated below:
3
people, non governmental organisations and pressure groups for
transparency, accountability, and Right to Information relating to
government transactions.
There has also been a paradigm shift in the role of the government
from an omnipresent and omniscient entity with a unique governmental
solution for every problem affecting the people. There has been an
increasing trend to have consultative decision making with the
stakeholders and activist action groups.
4
III TRAINING OBJECTIVES
IV TRAINING COVERAGE
• The lowest operative level at the cutting edge, where the focus
is on functional skill and attitudinal orientation.
5
• The middle management/administration level concentrating on
professional excellence, leadership and a sharp perception of inter
relatedness of issues.
The ARC Report in its Chapter on Capacity Building (Vol.I, Ch.3, Pp.
130-131) has already provided a framework for the training of government
employees in Kerala. The following types of training are clearly provided
for:
In all cases of long term training within the country, specialised training
and training abroad, a method should be evolved for the trainees to share
the knowledge and insights gained by them during training with the
relevant groups on their return, by serving in a training institution, by giving
seminars and by bringing out publications. This would ensure a multiplier
effect of the expensive training programme.
6
A module on ethics and values in civil service and value based
administration can be part of every training programme, consisting of
audio visual presentations, case studies and caselets and specific problem
situations in the work context, to assess the reactions of trainees and
address them appropriately.
It is very important that based on the training policy of the State each
Government Department should have a training schedule to suit its
specific requirements resulting in a Training Plan. This training plan is to
be prepared on the basis of a detailed analysis of the training needs of
each department, focusing on the separate training needs of the policy
making apex officers, controlling officers, the supervisory officers, and the
operational staff.
VI TRAINING METHODOLOGY
The Apex Training Institute (the IMG) shall function as the central
trainer development centre for the faculty of the other training institutes in
the State. Programmes shall be periodically conducted for improving the
training management skills of these faculty members.
8
2000. The Chapter on Capacity Building in Volume I, (No.3.4.ii, Pp.130-
131) states as follows: “ For operationalising this policy, an instrumental
mechanism is needed. The post of Director-General of Training equivalent
to Secretary to government may be created who would also be the ex-
officio Director of the Institute of management in Government (IMG). It
should be the endeavor of this functionary to co-ordinate the
implementation of the training policy”).
To begin with, a total of 0.5% of the Annual Plan of the State would
be set apart for training for Government departments. This would be
progressively increased to 2% of the Annual Plan. These funds would be
allocated to the departments on the basis of the following factors:
The State Training Council may decide its own agenda and
procedure of work, and co-opt other members.
X OPERATIONAL DETAILS
10
books and monographs etc. with the ultimate objective of quality
improvement in the training activities
XI THRUST AREAS
a) Information Technology
c) Governmental Machinery
d) Management Topics
e) Departmental Topics
11
training programmes specifically focusing on the innovation needs of
individual Departments, including a focus on the understanding and
application of innovation mechanism such as Total Quality Management
and Quality Circles.
f) Frontier Areas
The State Government should have a well, defined policy for the
recruitment, development and utilisation of the faculty members needed by
the training institutions in the State Adequate consideration should be
given to the need for proper creative qualifications, competence, aptitude,
motivation and experience in all decisions relating to the faculty members
and administrative officials. Rather than victimising them for being in the
training institutions, the policy should be to treat them as special experts
deserving special rewards and developmental assistance.
13
ANNEXURES TO STATE TRAINING POLICY
ANNEXURE I
CAPACITY BUILDING
(Reproduced from the Original)
3.1. An important reason for the deterioration in the quality of public service
is the lack of training at the pre-service and in-service levels. In the days of
yore a fresh recruit used to learn from his peers and superiors. This on the job
learning system has some how collapsed for various reasons. Lack of regular
training inputs has affected modernisation and upgradation of skills.
Ignorance leads to fear of new things and builds resistance to change.
3.2. Over the years, several training institutes have sprung up. Many of
them have excellent infrastructure facilities and capable professional talent
but unfortunately a systematic plan of action for capacity building of
government staff in an integrated manner is absent. As government has
expanded training is becoming less effective. Increase in number of
institutions has sometimes resulted in duplication also and training cannot
succeed without concurrent evaluation and research. Not much has been
produced in the State as feedback to the government based on empirical
evidence of what is happening to the administration and what is required to
improve it.
3.3. The attitude to training also needs a change. Government often
considers it as an avoidable activity; this attitude is best evidenced by the
economy orders, which strike first at the training programmes. A training
policy for the staff has not been formulated. Similarly, there have been only
feeble attempts at co-coordinating several training programmes now in
existence in the various institutions of the Government. On the part of
officials, training, when it is compulsory and linked to career development is
seen as a burden. Refresher courses and other short duration training
programmes are taken as paid holiday or as an opportunity to visit places or
of going home, if the training institution is in the home district.
3.4. Capacity Building of staff is justified by the fact that the State invests a
significant portion of its resources on its staff by way of salaries and related
expenses. Therefore, for progress, there is every need to increase the return
14
from this investment. Improving the capacity of the government staff and
making useful human resource can alone achieve this. In order to achieve
this, the following recommendations are made:
i) A training policy has to be announced by the Government. It
should be a comprehensive policy aimed at capacity building of each category
of staff and mentioning the kinds of training required, period, phasing, costing,
outputs expected etc.
ii) For operationalising this policy, an institutional mechanism is
needed. The post of Director General of Training equivalent to secretary to
Government may be created who could also be the Ex-officio Director of the
Institute of Management in Government (IMG). It should be the endeavour of
this functionary to co-ordinate the implementation of the training policy,
utilising the existing resources. This functionary would be responsible for
preparing an annual plan of action.
iii) As a next step in the operationalisation of the training policy, it is
necessary to conduct an in-depth training needs assessment for professionals
as well as general categories. This study should focus merely on the
numbers, but also on the kind of training required for each category - how
much of skill development is required, how much of knowledge imparting is
needed, how much of sensitisation is essential, and how much of practical
exposure is helpful. In the case of professionals a continuing education
programme would be needed.
iv) The curriculum for different target groups needs to be drawn up
in detail. Course material may be prepared by experts and vetted by a group
of peers and validated after field tests. It may not be possible to develop in-
house expertise in training institutions to cater to all the requirements of the
curricula. A panel of experts may be identified for each subject and they could
be used as guest lecturers to handle classes whenever required.
v) A State Training network has to be formed with IMG as the
nodal institution networked to various training institutions in the State and also
to the Universities and some of the educational institutions of excellence. Only
such a network can take care of such a gigantic task.
vi) For operationalising the policy, funds are required. At least 2 %
of the Plan Budget should be earmarked for Human Resource Development.
The TA/DA required should be met from the normal salary head of the
trainees.
vii) For every category of staff induction training is required. This
training would consist of on-the-job training through office attachments and
field level training sandwiched between appropriate periods of institutional
training. The suggestion of the Committee for induction training for various
categories of posts is given in Annexure IV.
15
viii) This kind of induction training is also required at certain levels
when persons are inducted by promotion. An illustrative list is given in
Annexure V. Satisfactory completion of training and passing the test at the
end of induction training would be a condition for declaration of probation. Of
course, the period of induction training would be treated as duty.
ix) At the level of entry to a post either by direct recruitment or on
promotion an employee should be given the important Acts, Rules, Manuals,
Orders etc., which he has to use in his official capacity. The examination at
the end of the induction training could test the knowledge of the officer on the
application of the laws and procedures.
Annexure II
Annexure III
17
Modernising Government Programme (MGP)
Initiative
Annexure – IV
STATE TRAINING COUNCIL
ANNEXURE V
19
3 State Institute of Rural 16 Industrial Training Centre
Development Harippad
Kottarakkara
4 Centre For Management 17 Pre-Examination Training Centre
Development Kozhikode
Thycaud, Thiruvananthapuram
5 Extension Training Centre 18 Pre-Examination Training Centre
Mannuthy, Thrissur Trivandrum
6 Extension Training Centre 19 Pre-Examination Training Centre
Kottarakkara Ernakulam
7 Extension Training Centre 20 Coaching -cum-Guidance Centre
Thalipparamba, Divisional Employment Office
Kannur Kozhikode
8 Kerala Institute of labour and 21 Production-cum-Training Institute
Employment Cherthalai
Thycaud, Thiruvananthapuram
9 Dairy Training Centre 22 Production-cum-Training Institute
Kottayam Kalavoor
10 Livestock Management Training 23 Production-cum-Training Institute
Centre Azekode
Aluva Kannur
11 Livestock Management Training 24 Police Training College
Centre Thycaud,
Mundayad Thiruvananthapuram
Kannur
12 Livestock Management Training 25 Kerala Forest School
Centre Walayar
Thiruvananthapuram
20
27 Kerala Forest Research and Training,
Instittute Pathanamthitta
Peechi, 43 District Institute of education and
Thrissur Training, Allapuzha
28 L B S Centre for Science and 44 District Institute of Edyucation
Technology and Training,
Thiruvanathapuram Kottayam
29 Academic Staff College, 45 District Institute of Education
University of Kerala, and Training,
Thiruvananthapuram Thrissur
30 Demonstration-cum-Training 46 District Institute of Education
Centre and Training,
Nalanchira Malappuram
Thiruvananthapuram 47 District Institute of Education
31 Model Welfare Training Centre and Training,
Chengannur Waynad
32 Poultry Training Institute 48 District Institute of Education
Chengannur and Training,
33 Central Training Centre Palakkad
Mannuthy 49 District Onstitute of Education
34 Co-operative Training Centre and Training,
Kuravankonam, Kozhikode
Thiruvanahtapuram 50 District Institue of Education and
35 State Council of Education Training, Kannur
Research and Training 51 District Institute of Educatrion
Poojappura, and training, Kasargod
Thiruvananthaopuram 52 District Institute of Education
36 Family Welfare Training Centre and Training, Idukki
Thycaud, 54 Distirct Institute of Education
Thiruvananthapuram and Training,
37 Power Engineers Training and Ernakulam
Research Centre
Moolamattam, Idukki
38 Institute of Labour Management
P T P Nagar,
Thiruvananthapuram
39 Police Training Centre
Thycaud,
Thiruvananthapuram
40 Ditrict Institute of Education and
Training,
Thiruvanathapuram
41 District Instritue of Education
and training,
Kollam
42 District Instittue of Education
19
ANNEXURE VI
Operational Guidelines
1. Types of training:
3. Guidelines
20
(i) In all departments with total strength of over 1000 but below 5000 a
compact training cell will be set up by redeploying the existing staff. This
training cell will be under the direct control of the Head of the Department / his
next level officer who is in charge of Personnel Administration. This cell will
asses the training needs, processing of deputation of officers to various
institutes, review of programmes, annual updating of curriculum with special
reference to the training needs of the department.
(ii) To make one time assessment of training needs, each major
department with strength of 5000 or more will form a committee consisting of
three or four officers and evolve the blue print for training in the next five
years.
(iii) The above Committee will also assess the infrastructure and other
facilities of the concerned Departmental Institutes. Where no such institute
exists, the need for the same will be examined. Wherever possible, existing
facilities and institutions will be made use of.
(iv) Such committees will give their reports in a period of two months to
their respective Heads of Departments who in turn with their views submit
them to government in their respective Administrative Departments for issue
of orders.
(v) The Training Cells / Committees will then effectively follow up the
recommendations of the Committee and Government orders thereon as
referred to above. In any case, THE TRAINING NEEDS OF ALL
GOVERNMENT DEPPARMENTS MUST BE ASSESSED, FINALISED AND
CLEAR ACTION PLAN EVOLVED every three years before March 31st
(vi) The class 1 officers, except All India Service officers, immediately on
promotion will undergo management orientation in the Institute of
Management in Government in an overall Management Development
Programme and if possible once more during their career in any other specific
management areas like Human Resource Development , Financial
Management, Project Management etc. They will also undergo training in the
all India Training Institute of concerned profession / speciality, if any.
(vii) In addition to induction training, all class III officers will undergo
functional training in the respective departmental institute's atleast once in
their career. Maximum number of Class II officers will undergo one
management course in the Institute of Management in government during
their career.
(viii) To ensure overall Human Resources Development in each
department, the Class I and Class II officers will undergo training in Institute of
Management in Government. The trainers in the various departmental
training Institutes and officers posted to Training Cells, will have to pattern
themselves as Trainers to effect steady improvement in their respective
21
departments Class I and Class II officers will disseminate knowledge to class
III and class IV staff in all departments.
(ix) The Class III personnel will be trained in their respective departmental
training institutes / wings wherever they exist; in other cases they will be
trained in the IMG
(x) Heads of Government Departments are to be empowered to nominate
their officers for the programmes organised by Institute of Management in
Government irrespective of the course fee charged.
(i) Due care must be bestowed in selection and deputation of officers for
training. The Training Cell mentioned earlier in each Department shall
maintain up-to-date data on all personnel with reference to the training they
have undergone and further training required. This inventory of trained
persons will be computerised, wherever possible, to facilitate quick reference
and ensure up-to-date information.
(ii) In prestigious assignments of training, special care will be bestowed in
selection of candidates, job requirements, the attitude and aptitude of an
incumbent etc.
7. Training abroad
23