sUGGESTIONS FOR Proposed
Reply by AIOBC
to 7th CPC Questionnaire
(Circulated
by Secretary, Pay Commission)
(vide
her letter no.7th CPC/15/questionnaire dated 9-4-2014)
(NOTE:
Proposed comments be sent to gs AIOBC-REA by FACEBOOK OR email latest by 24-4-2014)
Qusn.
No.
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7th CPC Questionnaire
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Suggestions for Proposed Reply to 7th CPC
Questionnaire
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1
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1.
Salaries
1.1 The considerations on which the minimum
salary in case of the lowest Group ‘C’ functionary and the maximum salary in
case of a Secretary level officer may be determined and what should be the
reasonable ratio between the two.
1.2 What should be the considerations for
determining salary for various levels of functions falling between the
highest level and the lowest level functionaries?
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2
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2.
Comparisons
2.1
Should there be any comparison/parity between pay scales and perquisites
between Government and the private sector? If so, why? If not, why not?
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2.2
Should there at all be any comparison/parity between pay scales and
perquisites between Government and the public sector? If so, why? If not, why
not?
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2.3
The concept of variable pay has been introduced in Central Public Sector
Enterprises by the Second Pay Revision Committee. In the case of the
Government is there merit in introducing a variable component of pay? Can
such variable pay be linked to performance?
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3
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3.
Attracting Talent
3.1 Does the present compensation package
attract suitable talent in the All India Services & Group A Services?
What are your observations and suggestions in this regard?
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3.2
To what extent should government compensation be structured to attract
special talent?
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4
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4.
Pay Scales
4.1
The 6th Central Pay Commission introduced the system of Pay Bands and Grade
Pay as against the system of specific pay scales attached to various posts.
What
has been the impact of running pay bands post implementation of 6th CPC
recommendations?
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4.2
Is there any need to bring about any change?
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4.3
Did the pay bands recommended by the Sixth CPC help in arresting exodus and
attract talent towards the Government?
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4.4
Successive Pay Commissions have reduced the number of pay scales by merging
one or two pay scales together. Is there a case for the number of pay scales/
pay band to be rationalized and if so in what manner?
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4.5
Is the “grade pay” concept working? If not, what are your alternative
suggestions?
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5
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5.
Increment
5.1 Whether the present system of annual
increment on 1st July of every year uniformly in case of all employees has
served its purpose or not? Whether any changes are required?
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5.2
What should be the reasonable quantum of annual increment?
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5.3
Whether there should be a provision of variable increments at a rate higher
than the normal annual increment in case of high achievers? If so, what
should be transparent and objective parameters to assess high achievement,
which could be uniformly applied across Central Government?
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5.4
Under the MACP scheme three financial up-gradations are allowed on completion
of 10, 20, 30 years of regular service, counted from the direct entry grade.
What are the strengths and weaknesses of the scheme? Is there a perception
that a scheme of this nature, in some Departments, actually incentivizes
people who do not wish to take the more arduous route of qualifying
departmental examinations/ or those obtaining professional degrees?
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6
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6.
Performance
What kind of incentives would you suggest to
recognize and reward good performance?
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7
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7.
Impact on other organizations
Salary
structures in the Central and State Governments are broadly similar. The
recommendations of the Pay Commission are likely to lead to similar demands
from employees of State Governments, municipal bodies, panchayati raj
institutions & autonomous institutions. To what extent should their
paying capacity be considered in devising a reasonable remuneration package
for Central Govt. employees?
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8
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8.
Defence Forces
8.1
What should be the considerations for fixing salary in case of Defence
personnel and in what manner does the parity with civil services need to be
evolved, keeping in view their respective job profiles?
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8.2
In what manner should the concessions and facilities, both in cash and kind,
be taken into account for determining salary structure in case of Defence
Forces personnel.
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8.3
As per the November 2008 orders of the Ministry of Defence, there are a total
of 45 types of allowances for Personnel Below Officer Rank and 39 types of
allowances for Officers. Does a case exist for rationalization/ streamlining
of the current variety of allowances?
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8.4
What are the options available for addressing the increasing expenditure on
defence pensions?
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8.5
As a measure of special recognition, is there a case to review the present
benefits provided to war widows?
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8.6
As a measure of special recognition, is there a case to review the present
benefits provided to disabled soldiers, commensurate to the nature of their
disability?
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9
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9.
Allowances
9.1
Whether the existing allowances need to be retained or rationalized in such a
manner as to ensure that salary structure takes care not only of the job
profile but the situational factors as well, so that the number of allowances
could be at a realistic level?
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9.2 What should be the principles to determine
payment of House Rent Allowance?
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10
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10.
Pension
10.1
The retirement benefits of all Central Government employees appointed on or
after 1.1.2004 a re covered by the New Pension Scheme (NPS). What has been
the experience of the NPS in the last decade?
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10.2
As far as pre-1.1.2004 appointees are concerned, what should be the
principles that govern the structure of pension and other retirement
benefits?
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11
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11.
Strengthening the public governance system
11.1
The 6th CPC recommended upgrading the skills of the Group D employees and
placing them in Group C over a period of time. What has been the experience
in this regard?
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11.2
In what way can Central Government organizations functioning be improved to
make them more efficient, accountable and responsible? Please give specific
suggestions with respect to:
a)
Rationalisation of staff strength and more productive deployment of available
staff;
b)
Rationalisation of processes and reduction of paper work; and
c)
Economy in expenditure.
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12
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12.
Training/ building competence
12.1
How would you interpret the concept of “competency based framework”?
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12.2
One of the terms of reference suggests that the Commission recommend
appropriate training and capacity building through a competency based framework.
a) Is the present level of training at
various stages of a person's career considered adequate? Are there gaps that
need to be filled, and if so, where?
b)
Should it be made compulsory that each civil service officer should in his
career span acquire a professional qualification? If so, can the nature of
the study, time intervals and the Institution(s) whose qualification are
acceptable, all be stipulated?
c)
What other indicators can best measure training and capacity building for
personnel in your organization? Please suggest ways through which capacity
building can be further strengthened?
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13
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13.
Outsourcing
13.1
What has been the experience of outsourcing at various levels of Government
and is there a case for streamlining it?
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13.2
Is there a clear identification of jobs that can be outsourced?
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14
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14.
Regulatory Bodies
14.1 Kindly list out the Regulators set up
under Acts of Parliament, related to your Ministry/ Department. The total
number of personnel on rolls (Chairperson and members + support personnel)
may be indicated.
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14.2
Regulators that may not qualify in terms of being set up under Acts of
Parliament but perform regulatory functions may also be listed. The scale of
pay for Chairperson /Members and other personnel of such bodies may be
indicated.
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14.3
Across the Government there are a host of Regulatory bodies set up for
various purposes. What are your suggestions regarding emoluments structure
for Regulatory bodies?
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15
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15.
Payment of Bonus
One
of the terms of reference of the 7th Pay Commission is to examine the
existing schemes of payment of bonus. What are your suggestions and
observations in this regard?
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Proposed by:
Name:
Designation:
Address:
Contact No:
Email ID:
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