• Job Responsibilities of Personal Unit
  • Designing the recruitment rules & guidelines for all executives across cadres, including
    o    Levels and cadres where recruitment will take place
    o Selection criteria, including
    oEducation and Qualification requirements
    0Age
    Soft / Hard skill requirements
    o Examination syllabus
    o Recruitment methodologies etc.
  • Designing & implementing the promotions policy for all executives across cadres
    o Defining criteria for promotion across tenure tracks, including
    -Seniority & Fitness
    -Qualifications
    -Past performance
  • Managing the promotions process for all executives across cadres
    -Maintaining seniority list and service books of all executives
    -Keeping track of promotions due across all tenure tracks
    -Dispatching promotion orders (in co-ordination with Circles)
  • Conducting Departmental Promotion Committees (DPC) process
    oLiaisoning with PGM (Electrical) – NB, PGM (BW) – NB, PGM (Arch) – NB and GM (Finance Personnel) – Fin for staff & establishment matters related to implementation of promotion policy in those cadres
  • Designing & implementing the transfer & posting policy for all executives across cadres
    oDefining transfer & posting policy for all executive positions
    o Managing the execution of the above policy for DGM and above levels from HO
    o Liaisoning with PGM (Electrical) – NB, PGM (BW) – NB, PGM (Arch) – NB and GM (Finance Personnel) – Fin for staff & establishment matters related to implementation of transfer & posting policy in those cadres

  • Maintaining, updating and managing employee data pertaining to all executives (including HRMS data)
    • Conducting affairs of Scheduled Caste & Tribe Cell (SCT)
    • Periodic review of company recruitment policy, promotion policy, transfer & posting policy, etc. for executives based on business needs and market conditions
  • Managing all affairs regarding Confidential Cell: This cell is looked after by Confidential Secretary and maintains Annual Confidential Reports (ACRs) of the absorbed and directly recruited BSNL employees

  • Trg

  • Formulation and periodic review of company policy on employee training through the Corporate HRD Committee
    o Based on strategic needs and requirements projected from business units at HO and field units
    o Policy formulation/guidelines for the training centres as expressed by field units for the optimum utilization of training resources.
    • High level design of training programs in association with apex training centres for all new recruits
    o Design of induction programs
    o Design of courses required to address key strategic needs
    o Approval of detailed design for induction courses prepared by training centers

    • Review of modern training methods and aids in order to issue recommendations to training centers
    • Operationalisation of company training policy through appropriate steps
    o Providing annual BBS targets to various training centers
    o Overseeing proper delivery of training programs at training centers through designated apex centres.
    • Co-ordinating with external parties (e.g. IIMs, IITs) to cater to training needs of BSNL personnel if required, and obtaining senior management approval for the same

  • Acting as the interface between the training centers and senior management at HO / Corporate HRD Committee for catering to their operational needs, including those requirements that may lie outside the administrative powers of the controlling circle CGM (for training centers at RTTC or below levels)

  • • Undertaking monitoring, measurement and reporting of activities related to training
    o Monitoring MoU with DoT
    o Data collection and compilation of MIS on trainings provided, including activity reports from training centres
    o Analysis of data from CMTS and BBS portals and other training MIS data and reporting of the same to BSNL senior management
    o Monitoring implementation of BBS training targets for all training centers
    o Providing guidance and ensuring quality control at all training institutes based on the above analysis
    • Formulation of annual training budget by liaisoning with PGM (Corporate Planning & Monitoring) – CA and Heads of training centers
    • Managing international relations o Managing selection and deputation of officers for long/short term training, courses, workshops, seminars & conferences, business & forum meetings (e.g. ITU-T, ITU-D, ITU-R) in India and Abroad
    o Coordination with DoT and International Organizations for participation and display of BSNL activities in various exhibitions (e.g. SUPERCOMM, CeBIT, COMMUNIC ASIA, ITU-PALEXPO, GSM Congress etc) Preparing and updating data of officer deputation abroad.