Talks about Capacity Building and importance of Training
National Training Policy which should focus on responsiveness, commitment,
awareness, accountability
Discusses Weaknesses in the Present Training System
States about stress management
Institutional arrangements: Service-specific lead institutes like the LBSNAA
for the IAS, the (SVPNPA) for the police, Staff College for the IA & AS, the
NADT for the IRS, etc. (The Railway Staff College in Vadodara was a lead
institute for all the Railway Services, but separate lead institutes have
now been set up for each of the technical services)
General-purpose training institutions owned or primarily funded by the
Government, such as the IIPA.
General purpose training privately-owned institutions such as the
Administrative Staff College of India (ASCI), TERI, etc.
Educational institutions also serve as training institutions as part of
their management development activities, such as the Indian Institutes of
Management, IIFT, etc. Sector-specific lead institutions such as the
National Institute of Rural Development, Central Institute of Road
Transport, etc.
State-level Institutes that are general purpose or sector-specific, e.g.,
YASHADA in Pune, HCMRIPA in Jaipur, and the Centre for Good Governance in
Hyderabad. Etc
Funding
Every government servant should undergo mandatory training at the induction
stage and also periodically during his/her career.
Successful completion of these training should be a minimum necessary
condition for confirmation in service and subsequent promotions.
Mandatory induction training should be prescribed for Group D staff also
before they are assigned postings.
A monitoring mechanism should be set up for overseeing the implementation of
the National Training Policy (1996).
The practice of having a ‘Common Foundation Course’ for all Group ‘A’
Services – generalist, specialised and technical, should continue.
For Group ‘B’ and ‘C’ Services, the Institute of Secretarial Training and
Management (ISTM) may be developed as the nodal agency for design and
delivery of common Foundation Courses.
All civil servants should undergo mandatory training before each promotion
and each officer/official should be evaluated after each training programme.
The objective of mid-career training should be to develop domain knowledge
and competence required for the changing job profile of the officer.
Public servants should be encouraged to obtain higher academic
qualifications and to write papers for reputed and authoritative journals.
A strong network of training institutions at the Union and State levels
needs to be built up to cater to the training requirements of civil
servants. However, instead of spreading resources over a large number of
institutions, a few institutions should be identified for capacity building
and upgradation.
A national institute of good governance may be set up by upgrading one of
the existing national/state institutes. This institute would identify,
document, and disseminate best practices and also conduct training
programmes
Training for Group B and Group C services
Placement at Middle Management Level
Placement at Top Management Level
Deputation of Civil Servants to Organisations Outside Government
Performance Management System
Motivating Civil Servants: There is a need to recognise the outstanding work
of serving civil servants including through National awards. Awards for
recognizing good performance should also be instituted at the State and
district levels.