Mission Karmayogi aims to prepare Indian civil servants for the future by making them more creative, constructive, imaginative, proactive, innovative, progressive, professional, energetic, transparent and technology-enabled so that they remain intact in Indian culture while they learn from best practices across the world.
Institutional Framework Approved to Implement & Monitor the Program:
- Prime Minister's Public Human Resource Council (PMHRC) chaired by PM to drive and provide strategic direction to civil service reforms and capacity building.
- Cabinet Secretariat Coordination Unit to monitor Implementation, align stakeholders and provide mechanism for overseeing capacity building plans.
- Capacity Building Commission:
- Exercise functional supervision over central training institutions for capacity building
- Assist Human Resource Council to prepare and approve Annual Capacity Building Plans
- Create shared learning resources internal and external faculty and resource centres.
- Coordinate and supervise the implementation of the Capacity Building Plans with the stakeholder Departments.
- Recommend on standardization of training and capacity building, pedagogy and methodology.
- Set norms for common mid-career training programs across all civil services.
- Special Purpose Vehicle (SPV, an autonomous company) under Companies Act, 2013: It will own and operate all the digital assets created for the capacity building.
- Program Management Unit (PMU)- provide program management and support services to the department.
Benefits of Mission for civil servants:
- The transition from Rules Based to Roles Based Human Resource (HR) Management – The focus is to allocate jobs to the civil servants based on their competencies.
- An ecosystem of shared training infrastructure – Civil servants to adapt to an ecosystem of shared learning materials, institutions and personnel.
- Framework of Roles, Activities and Competencies (FRACs) approach – All civil services positions to be calibrated under this approach. Also based on this approach, all learning content will be created and delivered to every single government entity.
- Behavioural, Functional and Domain Competencies – Civil Servants to build their competencies in their self-driven and mandated learning paths.
- Partnership with learning content creators – Public training institutions, universities, start-ups and individual experts will be enabled to be a part of this capacity-building measure.
Reform awaited:
- The Hota Committee Report, 2004, made recommendations for the introduction of aptitude and leadership exams for selection as well as for giving probationers one month after the start of training to exercise their option for services.
- The Basawan Committee (2016) advised doing a genuine assessment of the need for IAS officers annually in order to make the government a realistic request for Direct Recruits each year and to keep track of the openings below the promotion ceiling.
- Three mid-career training programmes should be offered during the 12th, 20th, and 28th years of service, according to the Yugandhar Committee’s 2003 recommendation. At these three points in the officer’s career, there is a “significant transition” in the nature of their work, hence training was recommended.
- Ensure stability of officers by constituting autonomous civil service board to address Politicisation of Bureaucracy.
Need of Civil Services in 21st Century
- Skilled Bureaucracy: Digital Skills to be used for improved service delivery. There should be increased reliance on e-governance and mobile governance.
- Converged Bureaucracy: Greater thrust should be accorded on cross departmental working, interdepartmental engagements, and lateral communication among and within departments.
- Open Bureaucracy: Culture of openness needs to be adopted for new forms of partnership with private sector.
- Connected Bureaucracy: There is a need for the Bureaucracy to be connected within and globally to imbibe the best practice. Need to be globally connected with the counterpart organizations and have horizontal networks across the world. Understanding global best practices will help our bureaucracy to develop world class acumen.