CBR TRAINING STRATEGY

CBR TRAINING STRATEGYConcept Paper : 

5/13/2009 HRM Wing 1 CBR TRAINING STRATEGYConcept Paper HRM Wing February 2006

Training policyConcept paper : 

HRM Wing 2 5/13/2009 Training policyConcept paper Strategy Paper 2003 Recommendation Training Policy Selection of Training Types of Training Training Resources Human Resources & Facilities

Strategy Paper 2003 (Page 196, Section 7.2) : 

HRM Wing 3 5/13/2009 Strategy Paper 2003 (Page 196, Section 7.2) Three separate facilities need to be a unified entity (TDD) Single DG TDD under Member HRM Specialist nature Training through external providers Select and train in-house trainers through trainer development programs

Training Policy : 

HRM Wing 4 5/13/2009 Training Policy All training & development must have a clear benefit for CBR CBR will support self development or life-style training through Study leave & no funding for programs with no demonstrable benefit for CBR All Revenue and non-Revenue Training of Officers (BS 17 & above) will be managed and centrally coordinated by HRM Wing Training Capability within CBR must be sustainable beyond TARP support. It is critical that CBR has an integrated Revenue Services Academy with training staff capable of developing and delivering both revenue and non-revenue training interventions

Selection for training : 

HRM Wing 5 5/13/2009 Selection for training On recruitment General reform related development Specifically identified needs Ad-hoc nominations

Types of Training : 

HRM Wing 6 5/13/2009 Types of Training Revenue Training Core technical & functional skills Management Training Communication / Interpersonal Skills Training Computer Skills Training Staff Training Ad-hoc Events

Structure of Training Strategy : 

HRM Wing 7 5/13/2009 Structure of Training Strategy Objectives Achieve significant shift in the culture, mind set, and professional competence relevant to modern CBR Building synergy / consistency – CBR as one organization Achieving economies of scale

Structure of Training Strategy : 

HRM Wing 8 5/13/2009 Structure of Training Strategy Broad Categories Induction training Capacity building Reform specific training Technical skills Professional Development (Qualification Enhancement Programs) Management IT Foreign Training Business sector analysis/ industry attachment Staff Training Communication skills IT

Structure of Training Strategy : 

HRM Wing 9 5/13/2009 Structure of Training Strategy Delivery Platforms Internal DOTS In-house programs, seminars & workshops by HRM External Business schools – IBA, LUMS, NUST, CBM etc. Professional institutions – PIDE, PIM, IBP, ACCA GOP facilities NIPA / PASC / NDC Foreign Training programs Academic Professional e.g., conferences, seminars

Present Structure of Training Strategy : 

HRM Wing 10 5/13/2009 Present Structure of Training Strategy Infrastructure Income Tax / Customs Directorates Karachi Capacity Staffing Lahore Capacity Staffing Islamabad Capacity Staffing

Structure of Training Strategy : 

HRM Wing 11 5/13/2009 Structure of Training Strategy Staffing / Human Resources Current profile Proposed Financial Resources CBR budget funding Capacity Building allocation from ED Capacity building funds under WB project TARP funding

ELEMENTS OF TRAINING STRATEGY : 

HRM Wing 12 5/13/2009 ELEMENTS OF TRAINING STRATEGY An integrated training department would be created within the HRM function and a comprehensive training plan based on a systematic assessment of needs at all levels will be developed. Special emphasis would be given to train middle level managers through reputed institutions in the country and abroad CBR will develop its own National Training Academy for high quality training to new inductees at different levels Training will also be delivered in regions

WORLD BANK PUBLIC SECTOR CAPACITY BUILDING PROJECT : 

HRM Wing 13 5/13/2009 WORLD BANK PUBLIC SECTOR CAPACITY BUILDING PROJECT Officers Training Programs Strategic Planning Negotiations with LUMS Leadership Negotiations with LUMS Strategic Change Management Negotiations with LUMS Change Management Negotiations with LUMS Team Building Started at IBA _ Completion by Sept 06 Management Skills Started at IBA _ Completion by Sept 06 Communication & Presentation Skills Completed by IBA at KHI PC skills Completed by IBA at KHI Staff Training PC skills Separate concept with Workforce Business communication skills Rationalization Plan English language

Training Under TARP : 

HRM Wing 14 5/13/2009 Training Under TARP Training will cover Management competencies Interpersonal competencies Culture & Ethics Induction Risk Management Operations & service functions Re-engineered operational processes / systems Information & communication technology Specialist subjects Intelligence Internal affairs Investigation

Revenue Training : 

HRM Wing 15 5/13/2009 Revenue Training Tax Law Accounts Case Law Accounts Analytical Skills Audit Skills

Revenue Training : 

HRM Wing 16 5/13/2009 Revenue Training Technical Audit Program Practical Accounting Computerized Accounting – UBS Costing Accounting System & Internal Control Trade finance facilities – documentation and accounting treatment Implementation of Tax Audit & use of Tax Manual Tax Auditing Techniques (Company Cases)

Revenue Training : 

HRM Wing 17 5/13/2009 Revenue Training Tax Audit Course (case analysis, identification of audit focus & checking of Company’s records) Tax Audit (Business) GP ratio, Production cost, cash basis, means test & study of actual audit cases) Tax Audit (Companies) auditing techniques in sales, purchase and stock) Tax Audit (companies) case settlement Tax Audit: manufacturing industry (how the industry operates, system of Accounting, area of audit focus and audit techniques.

Revenue Training : 

HRM Wing 18 5/13/2009 Revenue Training Preparation & Audit planning Business Audit Mergers & Acquisitions (tax implications) Taxation of international transactions Financial investigative techniques UBS computerized accounting course Capital Statement course Audit of multinational enterprises

Management Training : 

HRM Wing 19 5/13/2009 Management Training Management theory & practice Strategic Management Leadership & Motivation Managing Change Functional Organization Supervisory Skills Setting & Monitoring Performance targets Performance Management Coaching & Counseling

Interpersonal Skills Training : 

HRM Wing 20 5/13/2009 Interpersonal Skills Training Effective Communication Effective Report Writing Effective Presentations Media Skills (for senior officers) Customer Relations Negotiating & Influencing Team Building Effective Telephone Skills

Computer Skills Training : 

HRM Wing 21 5/13/2009 Computer Skills Training Being Covered by IBA Need to do Refreshers’ Courses

Ad-hoc Events : 

HRM Wing 22 5/13/2009 Ad-hoc Events Conferences Seminars Workshops Open days Video conferences Road shows

Staff Training : 

HRM Wing 23 5/13/2009 Staff Training Covered under Workforce rationalization plan

Procedure for Handling Foreign Training : 

HRM Wing 24 5/13/2009 Procedure for Handling Foreign Training A committee should be constituted, comprising of Member (HRM), relevant line Members and Member (TP&R). This committee should consider and short-list the candidates on the basis of prescribed criteria. A complete data base of foreign training, workshops, conferences, or seminars will be prepared/maintained by the HRIS Division of HRM Wing with the support of Training Directorates (HRIS). All training/scholarships will be received by HRM Wing of the CBR and HRD Division will be responsible for initiating action. HRM will disseminate information to the CBR and field formation within 3 days of the receipt of training information. Heads of respective field units will ensure circulation of the training/scholarship facility to all the officers and send back the applications within the stipulated period or the deadline set by the Headquarters. Selection will be made by the HRM on the basis of recommendations of the committee. Final approval will be made by the Chairman.

Nomination criteria : 

HRM Wing 25 5/13/2009 Nomination criteria Relevance of training with the existing job description/contents of the nominee. Relevance of training with future career goals of the officers Qualifications should match with the requirements of the Institute or the sponsor. Priority would be given to those who have never availed a foreign training facility. Second priority will be given to those who have not availed a foreign training facility during the last ten years Those having availed the training/scholarship during the past 10 years may be considered only if we fail to obtain a suitable candidate as per the above criterion. However the above two conditions shall not apply to seminars, conference. Age limit for degree program will be 45 years. However, in case there is no suitable candidate below this age, the Committee may relax the condition to identify a suitable candidate.

GUIDELINES : 

HRM Wing 26 5/13/2009 GUIDELINES It would be ensured that the retuning officers are assigned a position which is relevant to their training. Each trainee will submit a report giving an action plan of utilizing the training in his job situation Those proceeding abroad on PhD, Masters Degree, Diploma courses shall furnish surety bonds to serve Government/CBR for 5, 3 and 1 years respectively. They will be posted to DoTs for a period of at least 2 years on return from overseas No officer will serve foreign government or organizations after the training outside Pakistan without the prior permission of GOP. No extension will be granted in training period on the request of the trainee except if recommended by the course in-charge with valid reasons. Instructions issued from time to time by the Federal Government shall also be binding upon the trainee.

Slide 27: 

HRM Wing 27 5/13/2009 Training Organization Structure

First stage transition : 

HRM Wing 28 5/13/2009 First stage transition Key Features Three DoTs combined into one national College run by one DG reporting to Head of HRM. Each campus managed by a Director. Each site has DT faculty, Customs & ST faculty, IT Skills training & Admin function Induction (ie non-tech orientation into culture & ethos of the post or Unit) for all new officer grade recruits & transferees and promotees takes place at Lahore (best residential facilities?) Basic Management Skills training is managed by a Manager reporting to the Director in Islamabad, and training is delivered at Islamabad (most convenient for networking with Head Office senior officers) New post of Director, Non-Revenue Training established as soon as possible. Grey dotted lines indicate transition between 1st & 2nd Stages

Second Stage Transition : 

HRM Wing 29 5/13/2009 Second Stage Transition Key Features Non-Revenue Training (basic management & interpersonal skills and IT User training) fully established under a single Director (ideally recruited as a training specialist). Induction training (= non-tech orientation of new jobholders into culture & ethos of post or Unit) is conducted by traveling team(s) at most convenient locations for trainees IT user skills training is run from Islamabad, but computer labs and skeleton training staff maintained at all three campuses Note: international job titles have been used to avoid comparison with current posts.

Point of Arrival Structure : 

HRM Wing 30 5/13/2009 Point of Arrival Structure Key Features Revenue (ie Technical) training from all three campuses now combined under one Director. Revenue Training Faculty staff to be managed as one pool, but allocated across three campuses, each with a Faculty Manager to deal with day-to-day affairs; (this approach will encourage flexibility, co–operation & sharing of content, materials & methods) Induction, computer skills and basic management skills training program are managed centrally to ensure relevance and consistency, but delivered by traveling teams at most convenient location, The Director, Non-Revenue Training will work in close co-operation with the HRM Director of HR Development who will be responsible for commissioning Management Training & Development courses (mainly sourced from external suppliers - local & international) Venues for courses will be determined flexibly for maximum convenience and economy of resources