Annexure-I: Changes agreed by DAY-NRLM, Ministry of Rural Development, New

Delhi
SN Committee recommendation Observations of MoRD
1 Posts mentioned in the manual are based DAY-NRLM will circulate the approved
on the future needs of the Mission, thus revised Model HR Manual requesting
it should be mandatory for the States to States to customise it as per their
adopt this manual for smooth requirements and adopt accordingly.
functioning of the programme
2 State/UT that does not adopt the manual DAY-NRLM will facilitate States to
should not be supported for the incorporate the ‘HR Committee
programme budget from DAY- NRLM recommendation’ in the annual action
till it adopts & hires/takes services of the plan of the States to improve the HR
requisite agreed staff for the program practices for quality programme
implementation implementation and will provide
continuous handholding support
3 The pay for the new joinee should be Understanding the nature of employment
fixed as not to get more than two and number of candidates opting for a
increments from the base structure of particular position, such restriction may
the advertised post and/or one increment not be appropriate.
from the last salary drawn from her/his
previous employer. However, the salary DAY-NRLM is suggesting the range for
fixed initially shall not be more than the initial remuneration fixation based on
maximum of the band candidate suitability as decided by the
recruitment committee of the State.
4 Whichever State is following a structure
higher than the one recommended by
this committee may continue with the
same structure.
State is advised to adopt a staffing
5 The above recommendations are for
structure based on target rural households
states having more than 20 districts
into SHGs for their livelihoods
and ₹ 225 crore NRLM AAP budget
strengthening.
allocation in 2023-24, including state
Share. (as of 2023-24, these states are
Haryana, Punjab, Goa, Hill states, and
the Northeast states except Assam)
6 Programme Division (PD) is Considering the changes proposed for
synchronized with proposed salary remaining positions in line inflation cost
range except; over the years, following changes are
a. Mission Executive- Rs. 36,000-75,000 proposed for consideration-
per month a. Mission Executive- Rs. 50,000-75,000
b. Cluster coordinators- Rs. 20,000- per month
25,000 per month b. Cluster coordinators- Rs. 20,000- 35,000
c. Data Entry Operators/MIS per month
Assistant/Accountant/office Assistant c. Data Entry Operators/MIS
[state/ District level]- 20,000-25,000 Assistant/Accountant/office Assistant
per month [state/District level]- 20,000-35,000 per
d. Junior Data Entry Operators/MIS month
Assistant cum Accountant [block
level]- 12,000-18,000 per month
 d. Junior Data Entry Operators/MIS
Assistant cum Accountant [block level]-
15,000-25,000 per month
7 HR committee has kept the same amount
Fixed Travel Allowance (FTA) for
of Model HR Manual circulated in the
district/block team
year 2016.
i. District staff - ₹ 3,500 per month for 15
days of field visits
Understanding the changes in fuel cost
ii. Block staff - ₹ 2,500 per month for 20
days of field visits from year 2016 to 2024, programme
division is in view to revised such as-
i. District staff - ₹ 6,000 per month for 15
days of field visits
ii. Block staff - ₹ 4,500 per month for 20
days of field visits

Annexure-II: HR Committee report

Copy attached
 Annexure-II

HR Committee Report

Model
Human Resource Manual
For State Rural Livelihoods Mission

Deendayal Antyodaya Yojana-National Rural

Livelihoods Mission (DAY-NRLM) – AAJEEVIKA

Ministry of Rural Development, Government of India

30th November 2023
Contents
1. Introduction ...................................................................................................................... 6
Background............................................................................................................................... 6
Recommendations of the Committee.................................................................................. 8
2. The Organization-Mission, Vision, and Core Values ................................................... 9
State Rural Livelihoods Mission (SRLM), ............................................................................. 9
Mission, Vision, and Core values .......................................................................................... 10
a. Mission ........................................................................................................................ 10
b. Vision........................................................................................................................... 10
c. Core values ................................................................................................................. 10
3. Institutional Arrangements and Staff Structure ......................................................... 12
Institutional Arrangements ............................................................................................... 12
Staff Structure .................................................................................................................... 12
Reporting Relationships .................................................................................................... 23
Staff Qualifications and Years of Experience.................................................................. 24
4. Staff Categories, Recruitment/Sourcing ...................................................................... 28
Institutional Arrangements and Staff Structure ................................................................. 28
Recruitment, selection, and appointment ............................................................................ 29
Selection .............................................................................................................................. 29
Process ................................................................................................................................. 30
Staff Engagement and Appointment ................................................................................ 31
Staff Roles and Responsibilities ........................................................................................ 32
Staff Induction .................................................................................................................... 32
Probation............................................................................................................................. 33
De-selection, separation, and exit ..................................................................................... 33
Remuneration, Allowances and Benefits ............................................................................. 33
Travel Allowance (TA) ...................................................................................................... 34
Notes: ................................................................................................................................... 36
Other Allowances and Benefits ......................................................................................... 36
Leaves for Staff................................................................................................................... 37
Staff Training and Capacity Building .............................................................................. 38
Staff Code of Conduct............................................................................................................ 38
Grievance Redressal .............................................................................................................. 40
Redressal mechanism ............................................................................................................. 40
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Human Resource Management and PMS ............................................................................ 41
HR Database and HR MIS .................................................................................................... 41
Performance Management System ................................................................................... 41
Review of HR Processes/Practices, HR Hygiene and independent HR Audit .............. 42

Tables
Table 1- Number of Staff Positions at SMMU/DMMU/BMMU ............................................ 19
Table 2 - Staff Summary .......................................................................................................... 23
Table 3- Reporting Relationships ............................................................................................ 23
Table 4 - Qualifications and Experience .................................................................................. 24
Table 5 - Outstation Travel Norms .......................................................................................... 34
Table 6 - Timing restrictions .................................................................................................... 35
Table 7 - Other Allowances ..................................................................................................... 36
Table 8 - Leaves for Staff ........................................................................................................ 37
Table 9 - Types of CRPs .......................................................... Error! Bookmark not defined.
Table 10 - Delegation of Powers.............................................................................................. 43
Table 11- Training Modules .................................................................................................... 54
Table 12 - Block-level PMS Weightage and Assessment........................................................ 56
Table 13 - District-level PMS Weightage and Assessment ..................................................... 57
Table 14 - Measurable parameters for Key performance areas ............................................... 61
Table 15 - Rating Scale ............................................................................................................ 62

Figure
Figure 1- Framework for Implementation ................................................................................. 9
Figure 2 – Livelihood Model ................................................................................................... 11

Annexure
Annexure - 1
Delegation of Power ............................................................................................................ 44
Annexure 2
Job- Descriptions ................................................................................................................. 48
Annexure- 3 .................................................................................................................................
Induction Schedule............................................................................................................... 55
Annexure- 4
Performance Management System ...................................................................................... 57
Abbreviations
AAP Annual Action Plan
AEP Agro-ecological Practice
BCE Block Community Executive
BDO Block Development Officer
BDSP Business Development Service Provider

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BM Block Manager
BMMU Block Mission Management Unit
BPM Block Project Manager
CBO Community Based Organization
CC Cluster Coordinator
CEO Chief Executive Officer
CIF Community Investment Fund
CLF Cluster Level Federation
COO Chief Operating Officer
CRP Community Resource Person
DAHD Department of Animal Husbandry
DAY-NRLM Deendayal Antyodaya Yojana- National Rural Livelihood Mission
DDU-GKY Deendayal Upadhyaya Grameen Kaushal Yojana
DEO Data Entry Operator
DM District Manager
DMM District Mission Manager
DMMU District Mission Management Unit
DPM District Project Manager
DRDA District Rural Development Agency
EC Executive Committee/ Empowered Committee
FI Financial Inclusion
FL Farm Livelihoods
FNHW Food Nutrition Health and Wash
FPO Farmer Producer Organizations
FTA Fixed Travel Allowance
GB General Body
HR Human Resource
HRM Human Resource Management
IBCB Institution Building and Capacity Building
Jt. MD Joint Managing Director
KMC Knowledge Management and Communications
MCP Microcredit Plan
ME Mission Executive
MED Micro Enterprise Development
MGNREGA Mahatma Gandhi National Rural Employment Guarantee Act
MKSP Mahila Kisan Sashaktikaran Pariyojana
MoAFW Ministry of Agriculture and Farmers Welfare
MoFPI Ministry of Food Processing Industries
MoRD Ministry of Rural Development
NABARD National Bank for Agriculture and Rural Development
NFL Non-Farm Livelihoods
NHAI National Highways Authority of India
NIRD&PR National Institute of Rural Development and Panchayati Raj
NRETP National Rural Economic Transformation Project
NRLM National Rural Livelihoods Mission
NRP National Resource Person

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OSF One Stop Facility
PE Producer Enterprise
PG Producer Group
PMS Performance Management System
PRI Panchayati Raj Institution
RCs Retainer Consultants
RD Rural Development
RF Revolving Fund
RP Resource Person
RSETI Rural Self Employment Training Institute
SHG Self Help Group
SI&SD Social Inclusion and Social Development
SMD State Mission Director
SMM/SPM State Mission Manager/ State Project Manager
SMMU State Mission Management Unit
SNA State Nodal Agency
SRLM State Rural Livelihoods Mission
SVEP Start-up Village Entrepreneurship Programme
VO Village Organization
VRF Vulnerability Reduction Fund
YP Young Professional
ZP Zila Panchayat

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 1. Introduction

Background
1. The Government of India is committed to the welfare of the people. Deendayal
Antyodaya Yojana- National Rural Livelihood Mission (DAY-NRLM) is a flagship
centrally sponsored scheme that creates prosperity by supporting rural women
associated with Self Help Groups and their federations. The Mission, launched in
2011 as a poverty alleviation programme, has, over a decade, become the largest
programme for women's empowerment and livelihoods in the World. More than 87
lakh (8.7 million) SHGs cover about 9.88 Cr (98.8 million) women. These women
initiated their activities by saving a nominal amount of ₹ 10 per week, but are now
involved in multitudes of activities, including financial facilitators, entrepreneurs,
training experts, progressive farmers, value chains, and Agri-entrepreneurs. While
social mobilization has reached near saturation in almost whole of the country, the
interventions on livelihood are yet to reach the same level and scale. Therefore, the
work on livelihoods, especially higher order value chain interventions, needs to be
ascended.

2. To fulfil the objectives of supporting livelihoods, assisting for the interventions of

higher order along the value chain, the personnel must possess exceptional abilities
to mentor and facilitate the growing needs of these SHG women. As a result, the
Ministry of Rural Development, Government of India formed a Human Resource
(HR) Committee vide its order of even number dated 12th October 2022, under the
chairpersonship of senior and experienced livelihood project leader. The committee
comprised of specialists from diverse disciplines within and beyond SRLMs to
review the Human Resource systems in Livelihoods and give its recommendations.

3. The committee held its first meeting on 31st October - 01st November 2022 at the
National Institute of Rural Development and Panchayati Raj (NIRD&PR),
Hyderabad, Telangana. This meeting was held in a hybrid mode, where the strategy
and need for preparation of the livelihoods focused Human Resource Manual for the
states were discussed and decided.

4. The committee's next meeting was held on 20th January 2023 in New Delhi. The draft
document prepared by the committee with critical remuneration points were
deliberated. A comparative chart of the remuneration and posts was delved into, and
the first draft of the manual was developed.

5. After that, a two-day meeting to finalize the document was held on 24th- 25th January
2023at Bhopal, Madhya Pradesh. The draft document was finalized in the meeting. It
was decided that the document will be curated and presented before the Ministry by

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 20th February 2023. However, the presentation could be made before the Ministry
officials on 22nd November 2023.

6. It is mentioned that the committee considered and recommended only on the

livelihood and other activities of DAY-NRLM. It has not taken any view of the Deen
Dayal Upadhyaya Grameen Kaushalya Yojana (DDU-GKY), and that remains a
separate programme for the staff's purposes.

7. The committee undertook the discussion considering the present challenges and
priorities of the programme that have undergone massive change now. The key points
kept while preparing the document are:

a) DAY-NRLM, with its community base, has increased the expectations of the
Central and State /UT Governments, and it is seen as a launch vehicle for various
initiatives and schemes of the governments.

b) With increased focus, various ministries, and departments, e.g. Ministry of

Agriculture and Farmers Welfare (MoAFW), Department of Animal Husbandry
and Dairying (DAHD), Ministry of Food Processing Industries (MoFPI),
National Highways Authority of India (NHAI), Ministry of Small and Medium
Scale Enterprises (MSME), Ministry of Fertilizers, and other such
Ministries/Departments in Central government have entered in Memorandum of
Understandings (MoU) with MoRD/DAY- NRLM and it is now more relied
upon for action of change. Similar initiatives of MoU have been done by the
States/UTs.

c) The expected work cannot be undertaken alone with the existing staff; the
capacity and knowledge are also limited; hence, investment in enhancing the
capacity is needed.

d) Based on the present thrust area of the Mission on livelihood, sector experts are
to be hired across various themes, and hence, the existing manual needs to be
reworked.

e) Work on higher order institutions in farm sector like - Producer Groups (PGs),
Producer Enterprises (PE), Farmers' Producer Organizations (FPOs) and non-
farm interventions like Start –Up Village Entrepreneurship Programme (SVEP),
One Stop Facility (OSF), Clusters etc. and other new livelihood initiative which
have to be undertaken.

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Recommendations of the Committee
1. The posts mentioned in the manual are based on the future needs of the Mission; thus,
it must be made mandatory for the states to adopt this manual for the programme to
function smoothly.

2. The Ministry may adopt a suitable process to encourage the adoption of the manual
by the State/UT. Any State/Union Territory (UT) that does not adopt the manual
should not be supported for the programme budget from DAY-NRLM (i.e. no funds
should be released from the Day-NRLM) till it adopts and hires/takes services of the
requisite and agreed staff for the programme implementation. In case any State/UT
decides not to implement this manual, then the Chief Secretary should communicate
the State’s decision not to implement this manual, citing reasons to the Secretary,
Ministry of Rural Development, Government of India, and funds release shall happen
only after the receipt of this letter.

3. The State may conduct an in-depth review of existing staff performance and consider
their appropriateness and fitment before giving them the financial benefits of the
revised salary.

4. Whenever a new staff is hired, they should essentially be attached/sent on an

immersion to the field for a period ranging from 07 to 15 days, depending on the
person's experience and the decision of the state.

5. The new State Mission Director (SMD) / Chief Executive Officer (CEO) should plan
for an exposure visit to the National Mission Management Unit (NMMU) and a few
advanced states for 37 days within one month of joining.

6. Any existing personnel joining the new posts may be given pay/fees protection of the
previous pay/fees drawn if s/he is selected. The new joiners’ pay should be fixed so
as not to get more than two increments from the base structure of the advertised post
and/or one increment from the last salary drawn from her/his previous employer. The
fixed salary shall not be more than the maximum of the band initially. However, the
State (if it feels) may provide more increments fully substantiating the change for the
same.

7. In case an existing employee of the SRLM is selected for a higher position in the
same SRLM after following a due selection process, then her/his existing pay should
be protected, and increments provided on it to decide the salary in the new position.
(Applicable in case her/his salary exceeds the base advertised salary plus two
increments).

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 8. Whichever state is following a salary structure higher than the one recommended by
this committee may continue with the same structure. The existing pay structure of
the SRLMs personnel should be protected.

9. The staff must be given increments on an annual basis linked to inflation and
performance. In case the employee crosses the maximum upper limit of the band.
S/he will continue to get the annual increment irrespective of the band's upper limit,
subject to satisfactory performance.

2. The Organization-Mission, Vision, and Core Values

State
Figure 1- Framework for Implementation

Rural Livelihoods Mission (SRLM),

10. The States have a registered society/ company/trust, - an autonomous implementing

agency for smooth implementation of DAY-NRLM.

11. The Framework for Implementation is as follows

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 Mission, Vision, and Core values
a. Mission
12. To reduce poverty by enabling poor households to access gainful self-employment and
skilled wage employment opportunities, resulting in an appreciable increase in their
incomes, on a sustainable basis through building solid grassroots institutions for the
poor. These institutions empower poor households to build up their human, social,
financial and other resources, solidarity, voice, and bargaining power. They, in turn,
enable them to access their rights, entitlements and opportunities.
b. Vision

13. The DAY-NRLM’s agenda is to reach out, mobilize, and support all poor rural areas
in the state into their self-managed SHGs, their federal institutions and bring them in
livelihoods collectives. Its long-term dedicated and sensitive support would be with
them and extend facilitation support in all their efforts to get out of poverty. It
transforms from ‘for the poor’ to ‘of the poor and by the poor’.
It works on three pillars:
(i) Enhancing and expanding existing livelihood options for the poor,
(ii) Building skills for the job market outside and nurturing self-employed and
Entrepreneurs (for micro-enterprises). And
(iii) Facilitating them enter larger enterprises.

14. In addition, the poor would be facilitated to achieve increased access to their rights,
entitlements, public services, diversified risks, and better social indicators of
empowerment.
c. Core values
15. The following core values guide all activities and staff in the state:

a) Hope and belief (that poverty is eradicable) and Faith (in the innate capacity of
the poor);
b) Inclusion, Participation and Ownership (and meaningful role for the
poorest/poor and their institutions in all project processes – planning,
implementation and monitoring);
c) Transparency and Accountability (of all processes and institutions);
d) Community self-reliance and self-dependence.
e) Integrity (of the highest order);
f) Sustainable Livelihoods Provision.
g) Staying, being and working with the poor (ensuring most/majority of their time
with the community) is non-negotiable for all staff.

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` Increasing complexity of activities,
engagement of stakeholders
Maturity of CBOs

Figure 2 – Livelihood Model

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 3. Institutional Arrangements and Staff Structure

Institutional Arrangements
16. State Society: The state implements the Mission under the guidance of an
autonomous engine that has its Governing Body and State Executive Committee.

17. General Body (GB): The Chief Minister/Minister-Rural Development/Chief

Secretary (as the case may be) of the State is the Chairperson of the Governing Body.
Other members of the Governing Body include Ministers/Chief Secretary/Add. Chief
Secretaries/Principal Secretaries (as the case may be) of other relevant
ministries/departments/government bodies, representatives of training institutes,
academic institutions, Civil Society Organization, Experts and Banks. The State
Mission Director (SMD)/Chief Executive Officer (CEO) of the State Rural
Livelihood Mission is the Convener. The Governing Body provides strategic advice
and oversees the overall functioning of DAY-NRLM in the state.

18. Executive Committee (EC): The Executive Committee members may comprise of
the Chief Secretary/Additional Chief Secretary/Secretary Rural Development (RD),
Secretaries of relevant ministries/departments, representatives of Banks and
NABARD, representatives from Civil Society Organizations, Non-Government
Organisations (NGOs), the community, and SMD/CEO as the Convener. The
Executive Committee is entrusted with the responsibility of taking all critical
decisions, including finalizing plans of State Mission, Monitoring project
implementation and achievement of performance indicators, coordinating with
different government departments and agencies, approving overall human resource
policies and redefining, including reformulating Mission strategies (in line with
Government of India overall policies) based on emergent experience from Mission
implementation.

19. Delegation of Powers: For smooth and efficient operations in general and in the field
in particular, EC/GB assigns/delegates required powers to the CEO/SMD, who in turn
delegates appropriate Financial and Administrative powers to the respective State
Mission Management Unit (SMMU), District Mission Management Unit (DMMU)
and Block Mission Management (BMMU) functionaries. Detailed Delegation of
Powers is shown in Annexure 1.

Staff Structure
20. SRLM and its sensitive support structures with dedicated professionals/staff at the
State, District and Block/Sub-block levels and its community institutions operate as a
non-hierarchical learning and implementation team. SRLM will enable the setting and
implementing of appropriate human resource systems to create a healthy and positive

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 work environment to achieve the desired results. SRLM adapts the policies, systems,
processes, etc., required to implement the programme professionally.

21. The Mission will usually have three tier implementation structure in the State/UT:

a) State Level -State Mission Management Unit (SMMU)

b) District Level -District Mission Management Unit (DMMU)
c) Block Level -Block Mission Management Unit (BMMU)

22. The SMMU deploys resources, plans, and monitors and guides the District and Block
units in implementing and achieving Annual Action Plan (AAP) targets.

23. State’s dedicated professionals/staff are positioned in SMMU, DMMUs and

BMMUs. The staff in these units, mostly full time, include professional and support
staff. The professional staff in these units broadly fall into two categories: programme
staff and systems staff.

24. The staff levels in SRLM will be:

a) L0 : Chief Executive Officer-CEO/State Mission Director-SMD

b) L1 : Additional. CEO/ Joint MD/Chief Operating Officer (COO)/Finance

Controller/Deputy CEO and equivalent Government Officials

c) L2 : State Project/Mission Managers (SPM/SMM)

d) L3 : District Programme manager/Additional State Project (Mission)

Manager (ASP/M/M/ Young professionals (YP) in Category A

e) L4 : District Functional Manager/Mission Executive/Block Project

(Mission) Manager /Block manager/ Young Professionals (Category B and C)

f) L5 : Cluster Coordinator; Support staff (Data Entry

Operators/Management Information System (MIS) Assistants + Accountants
and Assistants; Data Entry Operator (DEO)/MIS cum Accountant)

g) L6 : Office Support

h) L#-Retainer Consultants, Interns, Short-term and on call consultants/Resource

Persons

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 Figure 3- SMMU Structure

SMMU Structure

CEO/SMD

COO/DYCEO JMD/Addl CEO CFAO/Controller

Programmemes Admin/Systems Finance

SPM
SPM - SPM SPM SPM
SPM- Farm SPM SPM SPM SPM SPM HR&
Non-Farm Dy CEO
Livelihoods VA, CD, ML SISD SIIB FI MIS/IT/M&E Procurement KMC Establishmen Finance
Livelihooods
t

Addl. SPM Addl. SPM Addl. SPM Addl. SPM Addl. SPM Addl. SPM Addl. SPM Addl. SPM Addl. SPM Addl. SPM Addl. SPM Addl. SPM

Mission
Executive Mission Mission Mission Mission Mission Mission Mission Mission Mission Mission Mission
Executive Executive Executive Executive Executive Executive Executive Executive Executive Executive Executive

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 Figure 4- DMMU Staff Structure

DMMU Structure

DM/CDO/
PD/DPM
CEO-ZP

DMM DMM DMM DMM DMM DMM DMM

DEO/MIS Asst Account Asst
FL Non-Farm VA, CD, ML IBCB & SISD FI MIS & PM&E Admin & Acc

YP- IBCB &

SISD
YP-Farm

YP-Non Farm

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 Figure 5- BMMU Staff Structure

BMMU-Structure

BDO/BMM

BM BM BM BM BM BM
DEO/MIS Asst
Farm/ Non-Farm VA, CD, ML IBCB & SISD Financial Inclusion Livestock

Block Community Executive

/CC;
1 / CLF

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 Cluster Coordinators as per need may be taken

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 25. While the structure remains intact with the progress of the SRLM, the number of staff
ramps up gradually as the expansion and deepening progresses. The number of staff
within the thematic areas also changes with the changing emphasis from mobilization,
inclusion, and saturation to deepening social development, livelihoods,
collectivization and convergence. Initially, the programme staff had to focus on
Institution and Capacity building. As the Mission progresses and the scope and scale
of operation increases, the staff specialization comes to the fore. Some of the initial
staff may fit the new role(s). Others may have to be added subsequently as the need
arises.

26. Accordingly, the staff at the state-level anchor select districts/blocks; the staff at the
district level anchor select blocks/clusters; and the staff at block level anchor
clusters/GPs/villages.

27. Also, the staff are initially recruited in advance and placed in mature blocks as interns
or apprentices to be placed in new blocks/districts or at the state-level.

28. CEO/SMD will be fully responsible for implementing the approved HR manual. An
HR Committee (COO and Additional CEO/In charge for HR/Deputy CEO and
Finance Controller/Chief Financial Officer (From them as members) may advise the
CEO within the scope of the approved HR guidelines.

29. The three units of mission in the State namely SMMU, DMMU and BMMU will have
staffs to function in cells with key being as under: -

a. Administration and Human Resource Development

b. Finance, Accounts and Procurement
c. Livelihoods (Farm Non-Farm Value Chain and Marketing)
d. Institution, Building and Capacity Building and Social Inclusion and Social
Development
e. Monitoring Learning and Knowledge Management/MIS

30. At the level of Additional CEO/JMD/COO (Programmes), candidates with the required
technical skills and experience may be hired from the open market or wherever
possible, the candidates can be taken on deputation from the other relevant departments
like Animal Husbandry, Agriculture, Rural Development etc. subject to the overall
number budgeted for the position.

31. The government employees deputed should also be selected following the prescribed
selection, including competition from candidates from the open market.

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 32. Additionally, across levels, SRLM may take the services of advisors, consultants, and
Resource Persons as required, subject to a financial budget approved in the AAP. This
will be over and above the prescribed posts.

33. Security, peons, drivers, housekeeping, etc., will be done through outsourcing agencies
per SRLMs requirements at all levels (SMMU/DMMU/BMMU) subject to state
government norms.

34. The number of posts at various levels are with designated names are mentioned in the
Table-01 below:

Table 1- Number of Staff Positions at SMMU/DMMU/BMMU

Position Numbers
*
SMMU
1. Administration, Programme and Human Resource Development

Chief Executive Officer/State Mission Director 1

Administration, Programme and Human Resource Development
Additional CEO/ Jt. CEO-Systems 1
Dy. CEO/ Joint Mission Director (System -1 and Livelihoods -1) 2
Chief Operating Officer (COO)-(Programme Function)

State Project Manager- Admin and HR 01

Additional state Project Manager- Admin/HRM/Staff Training and 03
Development
Mission Executive -All Admin, HR, Right to Information (RTIs), Complaints, 05
Assembly and Parliament Questions
Legal Officer/consultant 01
Sub-Total 10
2. Livelihoods – Farm, Non-Farm, Value Chain Development and
Marketing
a. Farm Livelihoods (FL)
State Project Manager (Agriculture (AEP), Organic farming/Natural Farming 2
and Livestock Development/Fisheries)
Additional state Project Manager (Agriculture (AEP)/NTFP, Livestock 3
Development /Fisheries and Livelihood Capacity Building (CB) and
Documentation)
Mission Executives (Livestock/Fisheries, Livelihood CB and Documentation, 4
Livelihood MIS)

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Position Numbers
*
Sub-Total (2-a) 9
2 (b) Non-Farm Livelihoods (NFL)
State Project Manager (Non-Farm and Micro Enterprise Development) 2
Additional state Project Manager (1 for Non-Farm convergence, one or more 2
for SVEP and OSF (1 per ten active SVEP/OSF block), 1 for Micro Enterprise
Development – to be hired only after implementation of 20 MED blocks in the
state)
Mission Executives (1- Knowledge management, 1- MIS, one for MED -One 3
each for 25 active MED blocks)
Sub-Total (2-b) 7
2 (c) Value Addition, Cluster Development, And Market Linkage
(Farm And Non-farm)
State Project Manager (Project Development and implementation)- VCD 01

Additional State Project Manager -1 - Production and Quality control/ 1- 03

Supply Chain/1- Market Linkages/ 1- Online Markets
Mission Executives 03
Sub-Total 2-c) 07
Total (2.) -a + b + c) 23
3. Institution Building and Capacity Building
a) Institutional Building
State Project Manager- IBCB 01
Additional State Project Manager- Institution Building/Model CLFs/ 03
community institution Capacity building
Mission Executive- MIS 01
Sub-Total (3 a) 05
b) Social Inclusion and Social Development
State Project Manager- Social Inclusions and Social Development (SI&SD) 01
Additional state Project Manager- SI and SD and Convergence 01
Mission Executive (FNHW /Gender) 03
Sub-Total (3 b) 05
Total -3 (a+b) 10
4. Financial Inclusion
State Project Manager- Financial Inclusion 01
Additional State Project Manager – Bank Linkage and Interest subvention/ 03
Digital Finance/ Insurance and Pension/ Community Funds Management
Mission Executive - Including one for Enterprise financing 04
Total (4) 08

5. Monitoring and Knowledge Management

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Position Numbers
*
] (a) Monitoring, Evaluation and Learning 01
State Project Manager (SPM) Monitoring, Evaluation and Learning 01
Additional State Project Manager - community Process Monitoring/ Research, 03
Data analysis and documentation/ Community Financial Audit
Mission Executive 02
Sub-Total (5 (a) 06
(b)Knowledge Management and Communications (KMC)
State Project Manager – KMC 01
Additional State Project Manager- Digital content 01
Mission Executive 01
Sub-Total (5-b) 03
(c) MIS And IT
State Project Manager – MIS 01
Additional State Project Manager and IT 01
Mission Executive 02
Sub-Total 5(c) 04
Total 5 (a+b+c) 13
6. Accounts and Finance
Chief Finance Officer/Finance Controller 01
Deputy Finance Controller 01
State Project Manager - Accounts and Finance 01
Chartered accountant (Full time or need-based) 01
Additional State Project Manager-Accounts and Finance-2/Audit/convergence 04
and Special Projects
Mission Executive 03
Accountant 03
Total (8) 14
7. Procurement
State Project Manager -Procurement 01
Additional State Project Manager-Procurement Goods/ Procurement Services 02
Mission Executive 02
Total 05
Office Of The CEO/SMD
Staff officer for CEO/SMD 01
Personal Secretary- CEO/SMD 01
Mission Executive 01
Steno/ Typist 02
Total 05

Retainer Consultants (To be taken as per need)

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Position Numbers
*
Company Secretary/Lawyer-cum-legal advisor 0102
SMMU-Support Staff
Personal Secretary 04
Office Assistant and Computer Operator 12
Office Maintenance Assistants 10
Total 26

Position Numbers

District Mission Management Unit (DMMU)

Project Director /District Programme manager (government/ open market) 1
District Manager- FL/ NFL/Value chain Development and market Linkage 7
/IBCB and SISD /MIS and M&EL/ FI/Admin and Accounts
Young Professional- Farm / Non-Farm/ IBCB and SISD 3
Data Entry Operator (DEO)/ MIS Assistant 3
Account Assistant 1
Total 15

Block Mission Management Unit (BMMU)

Block Programme manager 1
Block Manager -Farm/ Livestock/ IBCB and SISD/ FI/VCD and market 5
Linkage (Non-Farm)
Data Entry Operator – Livelihood /Gen MIS 2
Block Community Executive/Cluster Coordinators 3

Total 11

35. In case of an increase in the number of components being implemented by DAY-

NRLM, there may be the need to increase the number of positions over and above the
ones mentioned in the table above. DAY-NRLM should approve any such increase,
and the difference in cost should be highlighted at the time of approval of the AAP.
36. Budget and Posts
a) Administrative expenditure should be within the prescribed ceiling.
b) The above recommendations are for states having more than 20 districts and
₹ 225 crore NRLM AAP budget allocation in 202324, including state Share.
(as of 202324, these states are Haryana, Punjab, Goa, Hill states, and the
Northeast states except Assam)
c) All other states/UTs with annual AAP budget allocation may modify the
recommended HR downwards, subject to having at least two people each in the

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 SMMU in the programme verticals (IB and CB, FI, Farm and Non-Farm
Livelihoods, Value Chain and Marketing) and one person each in the support
verticals. The staff at the DMMU and BMMU should remain the same for all
states.
d) The Staff Summary is given in Table-02 below:
Table 2 - Staff Summary

Level Executive Support Total

Government Programme/Professional/ Staff
Technical staff
SMMU 7* 89 28 124
DMMU 1** 10 4 15
BMMU 1** 9 2 11
*The State may decide on some key posts from the open market.
**Can be from the open market too, will accordingly shift to programme staff

Reporting Relationships

37. BMMU facilitates community institutions. BMMU, through its unit head, BPM/BMM,
reports to DMMU and DMMU, through its unit head, DPM/DMM, reports to SMMU.
All the functional anchors at DMMU will report to their unit heads and work in close
coordination with their functional heads at the state-level in a matrix responsibility.

38. Specific indicative reporting relationships can be seen in the table-03 below.

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 Table 3- Reporting Relationships

Position Reporting to
SMMU
Chief Executive Officer/State Mission Director As Per the State government
Addl. CEO/Dy. CEO/ Jt. Mission Director (System CEO/SMD
Functions), COO (Programme)
State Project Manager (Programme Functions) SMD/COO/Add. CEO/
State Project Manager (Systems Functions) SMD/COO/Addl. CEO/Dy. CEO
Additional State Project Managers/Mission Executive Respective State Project Manager
and Concerned Government Lead
Retainer Consultants CEO/COO/Addl. CEO/Dy. CEO
Data Entry Operators/MIS Assistant + Accountant SPM/ Functional Head
DMMU
District Programme manager Addl. CEO-SRLM/CEO-ZP/PD-
DRDA; and COO/Addl. CEO/Dy.
CEO/Jt.MD
DMMU Members DPM (Team Leader of DMMU) and
CEO-ZP
Young Professionals DPM
BMMU
Block Programme Manager DPM
Block Manager BPM
Young Professional BPM
Staff Qualifications and Years of Experience
Indicative details of qualifications and experience for various positions and indicative
remuneration/ salary range can be seen in the Table below.
Table 4 - Qualifications and Experience

Starting
Remuneration
per month at
Level Qualifications Experience
Joining
/restructuring*
(₹ )
Chief Executive Officer/state Mission Director on Deputation from As per Govt.
government norms
Post Graduate
15+ years
degree or
COO (Programme post
Diploma in rural 1,60,000 -
Functions) (from open qualification
management/ 2,50,000
market) relevant
social science/
experience
RD

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 Starting
Remuneration
per month at
Level Qualifications Experience
Joining
/restructuring*
(₹ )
Additional CEO 15 1. As per norms
and Deputy CEO 10 of government.
Post Graduate years post 2. Deputation
degree or qualification allowance- 25 %
Addl. CEO/Dy. CEO Diploma, relevant experience 3. House Rent
deputation of government Graduation for in Govt services Allowance
deputation from RD (HRA)- As per
personnel Central
government
norms
State Project Managers
Post Graduate 7+ years post
(from the open market or 1,25,000-
degree or qualification
Class 1 Govt officer with 5 1,75,000
Diploma relevant experience
years of experience)
Additional State Project
Post Graduate 5+ years post
Managers/ District
degree or qualification 70,000-1,00,000
Programme Managers
Diploma relevant experience
(from the open market)
Mission Executive (Internal Young professional
Post Graduate
movement to SMMU) with two years of 36,000-75,000
degree or
experience in
Diploma
SRLMs
District Programme Manager If Govt- the
- DMMU head (from the Post Graduate 5+ years post existing
open market or Class II Govt degree or qualification structure,
officer) Diploma relevant experience 70,000-1,00,000

District manager (from open Post Graduate 3+ years post

45,000
market) degree or qualification
-65,000
Diploma relevant experience
Preferably Post 2+ years of Post
Block Programme manager Graduate degree Graduate and post
40,000-60,000
(from the open market) or Diploma qualification
relevant experience
Preferably Post 2+ years of Post
Block manager (from open
Graduate degree Graduate and post 35,000-50,000
market)
or Diploma

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 Starting
Remuneration
per month at
Level Qualifications Experience
Joining
/restructuring*
(₹ )
qualification
relevant experience

Young Professionals (from Post Graduate

the open market) - degree/ diploma
0-2 years post A- 65,000
from select
qualification B- 50,000
institutes
experience C- 30,000
(Categorized as
A, B, and C)
Staff officer/ Personal If from Govt as
Secretary/ Steno/ Typist per state salary
structure. If from
market 25,000-
35,000
Data Entry Operators/MIS
Assistant/Accountant/office
2+ years 15,000-25,000 *
Assistant [state/District
level]
Junior Data Entry 1+ year
Operators/ MIS Assistant
12,000-18,000 *
cum Accountant [block
level]
Cluster coordinators 2+ years from 20,000 -25,000 *
among the
community
Retainer Consultants 10+ years post As per
(Category A1 to D1 qualification Government of
Response person /Level relevant experience India (GOI)
Postgraduate
Wise) norms -₹ 12,000
(Minimum)
per day -
maximum 15
days in a month
Consultant- Regular 1,25,000-
2,00,000
Office Assistant As per the
Minimum wages
of the state

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 39. For all the above positions, States may depute suitable personnel with experience in
relevant fields following a due selection process.
40. States having a higher pay structure than recommended in the above table may
continue with the existing structure.
41. Given the differences in the cost of living in different state capitals where SRLMs are
headquartered, these recommendations for SMMU staff may be considered the base
using Y category as defined by Govt of India for HRA as the headquarters. Other
states may make suitable adjustments based on the comparative cost of living in the
state capital.
42. No staff should be paid less than the minimum wage of the State.
43. Notes -
a) In general, SRLM may not hire consultants/contractual staff above the age of
55 years except Retainer Consultants.
b) The staff on deputation shall be eligible for a 25% deputation allowance of the
Basic Salary in addition to the salary and allowance of the parent department.
c) SRLM may appoint advisors/Mentors to CEO/SMD on one or more aspects of
SRLM on terms EC/GB or an official with delegated powers deems fit. The
remuneration and maximum number of monthly days for these
advisors/mentors shall be as per these norms for retainer consultants mentioned
above.
d) SRLM may also engage Resource Persons on call, assignment-based
consultants, and Interns on a need basis.
e) Further, SRLM may hire support services like data entry operators, multi-
purpose workers, etc., on their own or through a service provider/agency.
f) State may recruit field-level staff from within the community by relaxing
qualifications emphasizing community work experience thus empowering
community institutions and transferring BMMU responsibilities to them as
soon as possible.
g) Professionals from premium and technical institutes will be given a 15% higher
base salary fixation from the base salary of the post or as compared to a similar
candidate from a non-premium or non-technical institute at the time of joining.
h) * State Specific
Institutes/ Programme for campus placements
SN Institutes/University Category
1 IIT, IIM, IRMA, XLRI, IIFM, FMS – Delhi, MDI- Gurgaon, BITS, A
2 XIMB, TISS, MANAGE, Symbiosis, NIFT, GB Pant Agriculture B
University, BHU, NIAM, IMT, NIRD&PR, EDII, DMI, NDRI,
KIIT, VAMNICOM, VIT and others as decided by the state
government.
3 XISS, IIRM, XIDAS, Delhi School of Social Work, other state C
Universities and others as decided by the state government.

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 4. Staff Categories, Recruitment/Sourcing

Institutional Arrangements and Staff Structure

44. The State Missions may hire its full-time staff on long-term contracts, short-term
contracts, retainer consultant, temporary, volunteer and intern basis, either on
deputation or from the open market. It may also take part-time, assignment/task-based
consultants and on call Resource Persons. It may also take high-end advisors on
appropriate terms.

45. The staff are sourced in various ways. These include –

a) Staff placed by Government: CEO/SMD; Additional/Joint CEO/Deputy
CEO/ Joint MD/Finance Controller from state Government (Maximum four
positions).
b) Staff on Deputation: Any other position in the staff structure from the
Government, provided they go through a prescribed selection process.
c) Staff from Open Market: All other Professional position in the staff structure;
the contractual appointment may be on a long-term or short-term fixed tenure
basis, further extendable on satisfactory performance and mutual agreement
d) Young Professionals (YPs): Young (not more than 32 years of age) fresh
postgraduates (degree or diploma) with experience of not more than two years
from reputed academic and training institutes across the country and outside;
their recruitment could be through campus selection or special selection process
limited to alums of the selected institutes. They would receive a fixed pay;
experience would matter only till the point of selection. They would be drawn
from disciplines like rural management, Business Management, Social work,
agriculture, forestry, engineering, marketing, finance, HR, law, etc. The tenure
of a YP would be three years in general, extendable by two years in exceptional
cases. Instead of District Managers/block Managers, YPs may also be
positioned. In the case of special projects, the YP taken may continue for the
duration of only up to the specific project period but not in perpetuity. The state
may take a decision to fit them as member as per its qualification.
e) Data Entry Operators/MIS, Accountants, Office Assistants, Assistants,
etc.: Support staff recruited from the open market or through an HR agency, or
on deputation.
f) Retainer Consultants (RCs): Short-term, specific assignment/task-based, or
part-time experienced consultants, recruited against a Terms of Reference;
services of retired persons may be taken; consultants with < 5 years of
experience should not be considered. The fee structure for RCs and Resource
Persons (RPs) should be the same.
g) Advisors: High-end long-term RCs, positioned by EC/GB on terms they deem
fit, to advise EC/GB, CEO/SMD and/or SMMU. The remuneration and

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 maximum number of days per month for these advisors/mentors shall be as per
these norms for RCs mentioned above.
h) RPs, Interns, etc., as per need, as and when needed: RPs: RPs on call from
a dynamic and regularly augmented Pool of empaneled RPs [includes
freelancers, professionals working in livelihoods field and ex-staff and
associates of DAY-NRLM] on various livelihoods areas both programme and
systems; engaged as and when required (ranging from a day to a few
weeks/months) bases. The fee payable, apart from travel and related costs, is
according to the category of Resource Person. Categories are as per the NIRD
& PR norms of the National Resource Person or as under
 Category A1 [eminent persons with relevant experience exceeding 20
years] – ₹ 12,000 per day
 Category A [relevant experience at least 15 years] – ₹ 9,000 per day
 Category B [relevant experience at least 10 years] – ₹ 7,000 per day
 Category C [relevant experience at least 05 years] – ₹ 4,000 per day
 Category D [grassroots professionals, Senior CRPs] – ₹ 2,000 per day
i) Interns: Postgraduate degree/diploma/M.Phil. /PhD students, researchers,
freelancers professionals, etc., from diverse disciplines, as per need and
availability, from the fields of development, law, management, social sciences,
etc., on a full time, short-term basis; duration of engagement of interns and
stipend (₹ 10,000-₹ 20,000/month total, apart from actual travel and related
costs), may be as decided by SRLM. Interns from international institutes of
repute may be paid ₹ 60,000/month.

Recruitment, selection, and appointment

46. SRLM takes up staff recruitment at all levels in a phased manner, in sync with the
progress of the Mission. Recruitment may be taken up directly by SRLM or HR
recruitment agency(ies).
47. Recruitment in SRLM begins with the overall HR/staff structure and the recruitment
plan agreed to by EC as part of the AAP. This includes engaging community
professionals in suitable positions at sub-block, block, district and state levels. CEO
may initiate additional recruitment or modify the plan.

Selection
48. The elements of recruitment and selection include – the Agreed Job Description or
Terms of Reference for the Position; this includes the position level, qualifications,
experience profile, competencies required, etc. All staff should have the following
competencies and skills –
a) Essential Competencies – 3R (read, write, arithmetic); demonstrated
willingness to stay, be with and work with the poor; pro-poor facilitation
orientation; tenacity; self-control; strategic influencing; concern with impact;
de-learning and learning orientation; understanding and experience of poverty,
vulnerability, and livelihoods of the poor; specific domain expertise.

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 b) Desirable Skills - Management, Leadership, Mentoring, Mobilization,
Communication, Training, Presentation, Language, etc.

Process
49. The mode of selection should be transparent to hire a best talent through a fair and
transparent selection process. The process of selection must be duly recorded. The
selection process may include any or all of the process mentioned below:-
a) Advertisement (print advertisement, e-advertisement, posting on the website,
etc.); e-group announcement; intimation to HR Agencies/consultants, etc.
b) Receiving Applications against advertisement/announcement, or otherwise
[existing staff, possessing requisite qualifications and experience, are eligible
to apply]
c) Screening and first shortlisting of Applications
d) Indicative Selection/Pre-selection Methods (with/without stage-wise
shortlisting)
e) Aptitude and/or Written test (if the number of first shortlisted applicants is
high);
f) Village stay/fieldwork with/without agenda/checklist.
g) Group discussion, presentation, write-ups.
h) Behavioural Competency Interview/Psychometric test; and
i) Any other techniques are helpful in screening, shortlisting and knowing
candidates.
j) Interview(s) of the final shortlisted candidates (by a panel that includes an
independent professional(s), SMD/CEO or her/his representative(s),
community representative(s), one NMMU member (for senior positions) etc.;
panel to have a senior woman and a senior SC/ST

50. SRLM may de-select a candidate due to poor performance during the induction and
probation periods.

51. SRLM may take experts from existing staff within mission activities following due
procedure.
52. SRLM may modify the selection process suitably to ensure community professionals
take up SRLM positions. However, the quality of skills required for the position
should not be compromised. The Fellows or YPs can also be selected through campus
placement. SRLM may outsource some or all selection elements to an HR
Recruitment Agency. In any case, the appointed interview panel takes the final
selection call.

53. SRLM may need to follow reservation policy as per state norms. And must ensure
equity in staff selection.

54. Individual Consultant selection, if the estimated consultancy value is less than ₹ 50
lakh, may be limited to approved Terms of Reference (ToR), e-advertisement,

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 receiving applications, screening, and shortlisting not less than three potential
consultants, and selecting the suitable one using appropriate selection tools, including
presentation and interview as per the extant provisions of the General Financial Rules
(GFR).
55. For RPs, SRLM employs a dynamic and regularly augmented pool of RPs to use their
services as and when required. The process includes –
a) E-advertisement or identifying from 03 CVs/seeking applications/nominations
for empanelment.
b) Developing a primary list of potential RPs at various levels
c) Mapping expertise, thematic area of interest and geographic area of interest and
observing the suitability in terms of attitude, articulation, and willingness for
the tasks in SRLM in an orientation workshop (that introduces NRLM
framework, Protocols, and processes) and field visit -
i. Classroom sessions (2-5 days; as per requirement)
ii. Field visits (3-5 days; as per requirement)
d) Selection, listing and grading of the RPs (by SRLM appointed panel that
includes an independent professional(s), SMD/CEO or her/his
representative(s), community representative(s), one NMMU member (for
senior positions), etc.; panel to have a senior woman and a senior SC/ST; panel
participates in the orientation and screens the potential RPs)
e) Intimation and publishing of the pool
Empaneled RPs with NMMU, NIRD, SRLMs and other NRLM partner
organizations are automatically included in the SRLM pool of RPs.

Staff Engagement and Appointment

56. Selected candidates are either engaged on a deputation, contract basis, or through an
outsourcing agency. The deputation or contract is generally long-term till the project
tenure as per the government norms, whichever is less, subject to annual renewal
based on satisfactory performance. For YPs, the tenure is three years, extendable by
two more years.
57. The internal selection process can absorb the willing and apt YPs into the regular
staff.
58. For consultants, ToR governs the tenure.
59. EC decides the tenure of advisors.

60. The steps leading to the selected candidate joining and continuing in SRLM are –
a) Seek feedback from references.
b) Issue an offer letter duly signed by the Authorized Signatory [if the feedback
from references is not negative] and seek acceptance of the candidate
c) Accept the joining report of the new staff member on the date of joining and
issue a contract/appointment letter (a copy to be returned accepting the contract/

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 appointment); the following documents may be collected along with the joining
report -
 Updated personal particulars/CV, including permanent account number
(PAN), Aadhaar card.
 Details for Provident Fund, Insurance etc. (As applicable)
 Details for Identity Card, Details of Bank Account
 Undertaking for Conflict of interest, confidentiality, etc.
61. An appointee is transferable across the thematic and geographical areas during the
contract/deputation tenure. S/he can also be deputed to a community institution. Also,
an appointee may be terminated from service if it is found that s/he has furnished
wrong information during the selection and appointment time or subsequently.

Staff Roles and Responsibilities

62. Indicative Job Descriptions (JDs) of the above positions' roles and responsibilities
are placed in Annexure 2. These could be customized based on the local context and
stage of the NRLM implementation in the state.

Staff Induction
63. All new staff members, including consultants, RPs and Interns, must undergo
induction immediately upon joining SRLM. However, the induction Module may be
customized to each staff or individual staff member category. The primary
documents, including manuals, reports, training materials, etc., are provided in print
and e-form as an induction kit to the new staff member.
64. Induction takes the new staff member through SRLM’s Vision, Mission, Core Values
and Nonnegotiable Principles, NRLM framework, Processes, Protocols, Community
Operational Manual and field reality/situation so that s/he fully appreciates the
programme and systems and her/his roles and responsibilities, job description, Key
Result Areas and Key Performance Indicators therein.
65. Indicatively, Block staff, District staff, Executives and YPs are in induction for up to
15 days, and DPMs/DMs, Managers, COOs/Additional CEOs are in induction for up
to 5-7 days. Depending on the background, the CEO also needs to be in induction for
2-5 days in the area notified by Ministry of Rural Development. Support staff may be
in induction for 1-3 days.
66. The consultants, RPs and interns undergo a short induction programme to internalize
the NRLM framework, processes, and core values.
67. Induction, a mix of fieldwork (60-75%) and classroom training (25-40%), is in four
phases: Understanding the Context - Poverty, Vulnerability and Livelihoods;
Understanding community institutions and Participatory Assessment; Beyond the
Institutions; and Planning. A detailed indicative schedule is in Annexure 3.
68. During the induction process, the participants are observed closely and graded on
indicators like their active participation, unlearning and learning, approach towards
dealing with the poor, and other necessary attributes for a development professional.

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 Participants who fail to meet or obtain at least the minimum score on the above
requirements during the induction are deselected forthwith.

Probation
69. All new staff members at all levels, other than consultants, RPs and interns, are on
probation for the initial three months. During probation, services may be terminated
with shorter/no notice. Learning and performance of the staff member during the
probation is assessed periodically, and feedback is provided. By the end of the
probation, if the performance is not up to the mark, the probation may be extended
for a further period of up to 6 months. If the learning and performance are very poor,
and attitude, behaviour and orientation are found not appropriate to SRLM during the
initial probation period, or learning and performance do not improve significantly
during the extended period of probation, deputation/contract is terminated.
Otherwise, the probation is deemed over and completed satisfactorily upon
completion of the initial/extended probation period.

De-selection, separation, and exit

70. A staff member is deselected and disengaged from SRLM's services if the staff
member does not display a minimum level of unlearning/learning and performance
during the induction period. A staff member is terminated if the learning and
performance during the initial/extended probation period are not up to the mark
and/or attitude, behaviour, and orientation are found inappropriate to SRLM. Apart
from these, any staff member found not adhering to or violating any SRLM core
values/nonnegotiable principles is deselected forthwith. Further, s/he may be
deselected if performance during annual performance as part of the Performance
Management System is not satisfactory on a recurrent basis. Disengagement is
affected by giving notice (as per terms of engagement in the contract/ appointment
letter) or paying remuneration in lieu thereof.
71. Any staff member may also separate from SRLM voluntarily by resigning and serving
a notice period or on completion of the tenure or on attaining 60 years or as decided
by the State Government (in the case of full-timers other than advisors, consultants,
and RPs).
72. SRLM, for its records and use, mandatorily documents the feedback of the staff
member separating from SRLM. A separation letter/relieving letter and an experience
certificate are issued to the outgoing staff member after settling all dues and handing
over to the assigned successor on the date of relieving.

Remuneration, Allowances and Benefits

73. Staff on deputation are paid as per their remuneration package in the parent
organization/ department. They are also paid an additional increment/deputation
allowance of at least 25% of the basic salary. Other allowances are payable as per the
SRLM norms herein. They will be entitled for HRA as per GoI norms.

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 74. For staff on contract, SRLM pays remuneration as a professional fee or salary
package. All the statutory requirements applicable in the context of remuneration
structure would be duly met. Hence, the remuneration would be paid subject to Tax
Deducted at Source (TDS) deduction, calculated on a fee or salary, as per the details
provided by the staff member. Indicative total remuneration payable to each level in
SRLM is in Table 3 above. Annual Increments (5-10 percent) are provided for all
categories of staff on contract based on the performance management system (PMS).
75. If SRLM outsources support staff services through an HR agency, the remuneration
payable and the annual increment to them are as per the agreed terms with the HR
agency.
76. For all staff, SRLM disburses the remuneration on the last working day of the month
or on the first working day of the following month.

Travel Allowance (TA)

77. Given the nature of SRLM’s agenda, the process of approval of the travel plan of
field functionaries by the competent authority needs to be quick and timely.

78. All travel claims must be submitted to the Accounts Division in the prescribed format
(claim form) along with supporting documents (bills) within a week of return from
the tour. After scrutiny by the account’s division, claims are settled within a week of
receipt. A staff member is entitled to:
i. Fixed Local TA (FLTA) for District/block staff
ii. District staff - ₹ 3,500 per month for 15 days of field visits *
iii. Block staff - ₹ 2,500 per month for 20 days of field visits. *
The states' districts and blocks are very large, and the state may increase the FTA
based on the distance expected to be travelled.
79. Apart from the DPM’s four-wheeler vehicle, a vehicle can be allowed for the district
team to undertake field visits for 15 days a month as and when required.

80. For block teams, four-wheel vehicles can be hired as and when required for a
maximum of 15 days in a month.

81. Where a staff member undertakes less than 15/20 days of field visits, s/he is entitled
to pro-rata payment of FTA. However, for travel outside the district/block, outstation
TA/Daily Allowance (DA) norms are applicable.
82. Outstation Travel [Outstation Travel includes TA, Local Conveyance Charges during
outstation travel, Lodging Allowance and DA], applicable to all staff on contract.

83. If the staff for local travel are provided vehicle the FTA will not be paid to them.

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 84. The rates of TA/DA etc. along with time lines for payment has been made in table-05
and Table-06 below.
Table 5 – Allowances

Lodging –
DA (food Local Travel * -
Actual Bills
SNo. Category /level TA (travel) and Actual bills per
(exclusive of
related) day
taxes)
Addl.
CEO/COO/DCEO Air Fare – Based on actuals,
₹ 1,500 Up to ₹ 6,000
1 Finance Economy up to ₹ 2,500 per
per day per day
Controller/Retainer Class or II day
Consultant (All in L1) AC sleeper
or Bus (all Based on actuals,
SPMs, ASPMs, ₹ 1,500 Up to ₹ 5,000
2 Class)/ up to ₹ 2,000 per
DMMs (L 2/ L 3) per day per day
Taxi. (For day
District Managers outstation
/Mission Executives, within the Based on actuals,
₹ 1,000 Up to ₹ 3,500
3 YPs, BMMs, District state travel up to ₹ 1,500 per
per day per day
Thematic Experts (L – Distance day
4) up to 500
Cluster staff and other km should
Based on actuals,
support be travelled ₹ 500 per Up to ₹ 2,000
4 up to ₹ 350 per
staff/community by train) day per day
day
members
* Local travel starts from the employee's residence (Place of posting) on the date of
commencement of the tour and ends at the employee's residence at the tour's
culmination.

Table 6 - Timing restrictions

Length of Absence (Travel) Amount Payable

Less than 6 hours 30% of Lumpsum amount

Between 6-12 Hours 70% of Lumpsum amount

More than 12 hours 100% of Lumpsum amount

85. There will be no separate reimbursement of food bills. Instead, the lump sum fixed
amount up to the limit as mentioned above in Table-5, will be payable.

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Notes:
a) Advisors, consultants, and RPs/Retainer Consultants in Category A1 and A are
equated with staff Category 1 (LO and L1); in Category B and C are equated
with staff Category 2 (L2 and L3); in Category D and interns with \ are equated
with staff Category 3 (L4); in Category E are equated with staff Category 4
(L5) for TA/DA and related purposes.
b) Travel is taken up only when the competent authority approves the travel plan.
c) Air travel, where admissible, is undertaken in economy class only, utilizing the
lowest available by the shortest direct route.
d) The Ministry of External Affairs will regulate DA rates for foreign travel.
e) If admissible, an office vehicle or taxi is generally used only where it is more
economical or where direct train connection is unavailable. Using your own
vehicle for official purposes (area not covered under FLTA) is permissible, and
reimbursement would be on a per-kilometer basis (as per society/state norms).
Where state norms do not exist, all staff should be paid travel costs for all
outstation official travel (area not covered under FLTA) on personal vehicles
@₹ 12.00 per km for two-wheelers, @₹ 24.00 per km for four wheeler
f) Staff may be provided travel advance (80% of the estimated amount).
g) All advances taken for travel, or any event must be adjusted promptly. If the
outstanding advance is not settled within two months from the date of the event
for which the advance was given, the deduction will automatically be made
from salary/reimbursement.
h) SMD/CEO can allow a higher class of accommodation/mode of journey to any
staff/consultant/ resource person if s/he is so satisfied that the situation warrants
those who do not otherwise qualify for the same.
i) SMMU travel refers to travel within and outside the state.
j) SMMU staff, without access to official vehicles, may also be reimbursed local
travel costs incurred at headquarters, for travel outside the office, or travel to
residence in the late hours after normal working hour
k) The technical persons of livelihoods may be given up to 15% additional
remuneration as recommended based on their qualification and experience.

Other Allowances and Benefits

86. SRLM provides various other allowances to staff. See details below.
Table 7 - Other Allowances

Category SMD/ACE ASPM/ME/YP DEO/

O/DCEO/C / DMs/ Accountan
OO/SPM/D BPM/BM/CC t
PM
Mobile and internet allowance (actuals)- ₹ 2,500 per ₹ 1500 per ₹ 500 per
Reimbursable. month month month

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 Laptop Allowance (If laptop /desktop not ₹ 2,500 per ₹ 2,000 per -
Provided by office) month month
Mediclaim/ Medical Insurance Premium
(against proof of accident/health Premium for policy up to ₹ 20 lakh
insurance)
Group Accident Insurance Premium for policy up to ₹ 30 lakh
Education Allowance
(Up to two children till the age of 18 ₹ 500 per day pm per child
years)
Additional allowances may be considered –
i. Contribution to Provident Fund.
ii. Contribution to Gratuity as per Gratuity Act.
iii. Professional Development Allowance up to ₹ 2,500/month
iv. Reimbursement of medical expenses up to ₹ 1,000/month;

Leaves for Staff

87. The staff with SRLM can avail leaves as mentioned in the table below, subject to
approval by the competent authority. The staff on deputation can avail of leaves as
per their parent department leave policy.
Table 8 - Leaves for Staff

Leaves Days (per year)

Leaves (casual, medical/sick) 30 days
Maternity Leave (up to two living children) As per state policy
Paternity Leave (up to two living children) As per state policy
88. Leave rules, applicable for all staff -
a) Leave can be availed only on accrual of leave @2.5 days/working month.
CEO/SMD may sanction advance leave.
b) It is necessary to apply for leave in advance and essential to get the sanction
before proceeding on leave, except in emergencies.
c) No more than ten days of leave can be extended to next year. Not more than 30
leaves can be accrued. But
d) The CEO/SMD may provide a maximum of 30 days paid extraordinary sick
leave in case of severe long-term illness, including hospitalization.
e) There shall be no cash reimbursement of the leaves. However, the accumulated
leaves can be surrendered and adjusted in lieu of the notice period.
f) Any leave availed without the reporting officer's
permission/approval/ratification will be treated as an absence.
g) If not on leave or on official duty outside the office, staff members remain in
the office/field area of operation. Absence from work for more than six
consecutive working days without information entails termination without
notice. The states may consider relaxing this rule in exceptional cases like
accidents/hospitalization, etc.

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 h) SRLM observes Holidays, Workdays and Working Hours as per the norms of
the state government. It is to be noted that SRLM is a field-based organization,
and frequent field-based work exigencies must be met. Field timings and office
timings must be customized from place to place and from time to time.
i) The short-term full-time consultants can only avail the casual leave, with prior
permission of the competent authority.
j) The accumulation of leave for the consultants must usually be avoided.

Staff Training and Capacity Building

89. The State must conduct a ‘Training Need Assessment (TNA)’ of staff at various
levels periodically and annually as part of Performance Management System. Based
on this and the SRLM's needs, SRLM develops an annual staff Capacity Building
(CB) Plan. This CB Plan and CB calendars are integral to SRLM’s AAP. During the
year, SRLM rolls out the CB Plan and Calendar directly, with support from RPs,
Resource Cells within SRLM and other SRLMs, CB Agencies including institutes
like IIT, IIM, IRMA, IIFM, BITS, NIRD & PR and other national or state level
institutes of repute. The National Mission Management Unit may facilitate for
trainings and MOUs with National Organization.

90. Apart from these structured/formal programmes, various day-to-day processes/tasks

like review, planning, visioning, mentoring, and handholding also help build the
capacity of the staff. Further, each staff member must be encouraged to access a
mentor/coach/counsellor to enhance her/his understanding and sensitivity and
increase her/his efficiency and effectiveness.

91. Given the nature and focus of SRLM, its staff need to have understanding, knowledge,
tools and skills in the broad poverty reduction, Rural Development, livelihoods, and
business/entrepreneurship development arena among other required trainings.

92. The staff may be sent for international training and exposures.
93. The basic induction, monthly reviews, annual write shops and planning workshops
cover many of these aspects. The focus of the trainings must be on livelihoods and
income generating activities.

Staff Code of Conduct

94. All staff of the SRLM are expected to demonstrate exemplary personal conduct in sync
with the core values and non-negotiable principles of SRLM. This code of conduct
applies to all staff, including consultants and interns. It includes –
a) Staying, being and working with the poor the majority of the time.
b) Showing always Hope and belief (that poverty is eradicable) and Faith (in the
innate capacity of the poor).

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 c) Ensuring Inclusion, Participation and Ownership of the Poorest/Poor in all that
SRLM does.
d) Being Transparent and Accountable to the community (and public at large
through proactive disclosures and RTI or otherwise, SRLM Management,
Auditors, etc.) in all processes and activities
e) Working for community self-reliance and self-dependence in every step,
without compromise.
f) Integrity.
g) Being committed to Communitization. Staff members must be more area-
focused and participatory with integration and mentoring skills.
h) Discipline, Decorum and Decency in conduct, language and dress.
i) Avoid situations in which personal interest could conflict with the interest of
the SRLM. Conflict, if any, or potential conflict must be disclosed to the next
higher management level for guidance and action as appropriate.
j) Maintaining Confidentiality of any information related to the work and SRLM
(and not divulging to any unauthorized person or body, and no information shall
be shared with others except as per approved policies of the SRLM).
k) Using SRLM facilities for SRLM purposes only.
l) Complying with all legal and statutory requirements and supporting SRLM
in complying with the same.
m) Complying with prohibited substance abuse, including alcohol, tobacco and
other intoxicants while at work, in the field and SRLM offices.
n) Being gender Sensitive and Social Inclusive in the field and workplaces. This
includes being gender, age and ability sensitive, providing equal opportunities
to all, and following non-discriminatory (based on gender, caste, creed, faith,
age, etc.) work practices, attitudes, behaviour, beliefs, and values towards
healthy, friendly work culture and environment.
o) Anti-Sexual Harassment - No staff member, either male or female, can be
subjected verbally or physically to unsolicited, personally offensive,
unwelcome sexual overtures or conduct. Every person has the right to work in
an environment free of sexual harassment.

95. There must be zero tolerance towards sexual harassment as per the Sexual
Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act,
GOI, 2013 [see detailed policy at http://www.iitbbs.ac.in/notice/sexual-
harrassmentof-women -and-rules-2013.pdf]. Behavior that amounts to sexual
harassment may result in disciplinary action, including dismissal. Such cases would
be referred to the Internal Complaints Committee (ICC)/ Anti Sexual Harassment
(ASH) Committee formed by SRLM for the purpose. Any malicious intent on the part
of the complainant shall be dealt with seriously as per the Act. This policy is adopted
as per Government norms. .
96. Violating any element of this code of conduct may call for an explanation, show cause
notice, warning, suspension, loss of remuneration and termination. CEO/HR
Committee is the final authority on this.

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Grievance Redressal

97. In order to ensure that the work culture in SRLM reflects SRLM’s transparent,
democratic and process-driven nature, SRLM facilitates grievance redressal
mechanism/process (GRM) so that staff can express their grievances and seek
redressal. Grievances include unfair treatment, delayed/non-payment of remuneration
and allowances, and issues adversely affecting the organization’s ethos.
98. The GRM includes –
a) Grievance Redressal Committees (GRCs) at block, District and state levels with
not less than three members (one woman member with appropriate seniority,
SC/ST representative (if related to the member of that community) and another
senior member) to redress issues of the staff at the block, District and state-
level respectively. Where the number of staff is less or staff with appropriate
seniority are unavailable, the concerned unit may draw upon women/SC/ST
representatives from SMMU/DMMU/BMMU level. At each level, a Grievance
Handling Officer, nominated/designated from among the staff, supports the
GRC.
b) The Grievance Handling Officer is responsible for issuing acknowledgement
and recording the date of receipt of the grievance.
c) GRC meets quarterly. All complaints received till the current GRC meeting are
resolved during the meeting. A record of the proceedings is maintained, and
GRC's decision is implemented.
d) In the event of any emergency, GRC may meet at short notice.
e) The Grievance Handling Officer at the state-level consolidates and e-compiles
SRLM-wide GRC data, Grievances and their redressal information.

Redressal mechanism
99. In case any state does not follow NRLM guidelines for HR, which adversely impacts
the implementation of the programme, then the state’s release of funds may be
stopped as the non-adherence of the HR guidelines shall be treated at par with the
non-achievement of physical targets for the state.

100. At the time of approving the AAP of the SRLM, the SRLM shall also present a slide
on the KPIs depicting HR health of the SRLM, like
No of employees deployed vs targets (both at a consolidated level and at each
district and block level)
If the SRLM follows the following hygiene factors
a) Timely Payment of salaries and allowance
b) Timely payment of reimbursements
c) Doing annual PMS and Giving annual increments to staff
d) Coverage of staff under medical insurance

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 e) Coverage of staff under term insurance
f) Timely Redressal of grievances
g) Pending unaddressed grievances

Human Resource Management and PMS

101. Adapted/ approved HR must be printed, given to staff, and placed on the website.

HR Database and HR MIS

102. SRLM must maintains all its HR profiles and other records, including staff members,
consultants, RPs and interns. It also e-profiles them and maintains an HR
Management database. HR MIS also includes data on required, approved, planned
and filled HR positions at various levels; JDs/ToR; individual qualifications and
experience; induction details; individual CB (learning) needs, plans and
achieved/fulfilled; training/orientation in mandatory CB items for each staff member;
other training attended; CB Plan vs Achievement; CB Calendars; data of ASH
committees/ committee members and their performance; data of GRCs and members
and their performance; data on individual plans and performance assessments/scores,
recommendations etc., as part of PMSs MIS also keeps tracks of various HR Practices
and Hygiene elements.

Performance Management System

103. SRLM is committed to rolling out PMS for its staff. PMS aims to align staff efforts
towards achieving the mission objectives, recognizing performance, and addressing
the issues and challenges of poor performance /nonperformance. It enables each staff
member to know clearly what is expected from her/him, plan for unlearning, learn
and build their capacity, plan, and work to achieve planned results, and seek
recognition and reward, if any.
104. As a first step, all positions should have indicative JDs, Key Result Areas (KRAs)
and Key Performance Indicators (KPIs). The cycle of the PMS commences with
customizing the JD, KRAs and KPIs for the position jointly by the staff member and
her/his reporting officer and for the team, in sync with the SRLM AAP. The progress
on the planned KPIs is tracked regularly using MIS, and the quantitative and
qualitative achievements are assessed periodically, read as half-yearly
[September/October and March/April]. The assessment also includes progress on
teamwork and learning plan and the quality of direct support to the community,
community institutions and cadres and the field staff in the assigned area for
anchoring.
105. Thus, the assessment is on three counts – field support (40%), teamwork and learning
(20%), and progress on the planned results (40%). Each count is assessed by four
assessors – self (20%), team (30%), field/community (30%) and reporting officer
(20%). Based on the consolidated assessment and score, the staff member’s overall
performance is rated as Excellent, Very Good, Good, and Average.

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 106. Staff members who perform better are provided with recognition and non-monetary
and monetary rewards following performance. Others with low or underperformance
are asked to improve learning and performance. Staff members with recurring low or
underperformance are disengaged forthwith. A detailed description of PMS is in
Annexure 4.

Review of HR Processes/Practices, HR Hygiene and independent

HR Audit
107. CEO and/or HR Committee reviews the prevalent HR Processes/Practices and
elements of HR Hygiene in SRLM (as described in the HR manual) against
benchmarked processes/Practices and Hygiene every month and improvement plans.
HR manager/CB Anchor at the state-level anchors this agenda. Further, the HR
Committee/CEO commissions a full-fledged independent HR Audit
annually/biannually and implements the recommendations of the Audit.

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 Annexures
Annexure - 1
Delegation of Powers (Indicative)
Administrative Powers to be delegated at the State, District and Block Levels –
Term used Represents
Head of State- Head of Department/Mission State Mission Director/ Chief Executive Officer
Head of Office- State Additional CEO/Jt MD/Dy.CEO or an officer
decided by CEO
Head of District District Collector/Project Director-DRDA/ District
Project/Programme Manager
Head of Office- District District Project/Programme Manager
Head of office – Block Block Development Officer (BDO)/ Block
Programme manager

Note:
1) In the absence of SMD/CEO, the following would be Head of office at the state-
Level – Joint Mission Director/Additional CEO/ COO If from government (as
decided by SMD/CEO).
2) In the absence of a competent officer, his/her immediate senior officer may hold
additional responsibility of the Junior Officer.
3) The same rank officer may be assigned the responsibility in his/her absence.
Table 9 - Delegation of Powers

Nature of powers Authority Extent of Power delegated

To accord administrative State Mission Full powers within the approved
approval and financial Director/CEO AAP
sanction for the procurement Head of office-state* Up to ₹ 10 lakh in each case
of goods and services. Ad. CEO Up to five lakhs in each case
Dy CEO Up to ₹ 2 lakh in each case
Head of office-District Up to ₹ 10 lakh in each case
To accord administrative Mission Director/CEO Full powers within the approved
approval and financial AAP
sanction for purchasing Head of office-state Up to ₹ 0.50 lakh per month
journals, books, and Head of office-District Up to ₹ 0.25 lakh per month.
periodicals. Head of office-block Up to ₹ 0.01 lakh per month
(BMM)
To accord administrative Mission Director/CEO Full powers within the approved
approval and financial AAP
sanction for the purchase of Head of office-state Up to ₹ 10 lakh per month
consumable stores, fuel, oil Head of office-District Up to ₹ 2 lakh per month

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and repair, maintenance and Head of office-block Up to ₹ 0.30 lakh per month
hiring of vehicles on a daily
basis.
To engage temporary/part- Mission Director / CEO Full powers within the approved
time staff/ Deputation/ AAP
Contracts /YPS Head of office-state NA
Head of office-District NA
Head of office-block NA
To accord administrative Mission Director/CEO Full powers within the approved
approval and financial AAP
sanction of salary, office rent, Head of office-state Up to the approved limit
electricity, water charges, Head of office-District Actuals/Up to the approved limit
taxes, telephone, internet, etc. Head of office-block Actuals/Up to the approved limit

Sanction of recurring, Mission Director/CEO Full powers within the approved

nonrecurring contingent AAP
expenditure not specified Head of office-state Upto ₹ 5 lakh per month
elsewhere. Head of office-District Upto ₹ 2 lakh per month
Head of office-block Upto ₹ 0.30 lakh per month
To accord administrative Mission Director/CEO Full powers within the approved
approval and financial AAP
sanction for payment of legal Head of office-state Upto ₹ 5 lakh in each case
fees, other incidental charges / Head of office-District Upto ₹ 0.50 lakh in each case
legal consultancy fees for Head of office-block Nil
lawyers
To accord administrative Mission Director/CEO Full powers within the approved
approval and financial AAP
sanction on TA Bills and Head of office-state Upto ₹ 2 lakhs in each case
advance for travelling. Head of office-District Full powers (within the District) as
per approved SRLM norms
Head of office-block Full powers (within the block) as
per approved SRLM norms
To sanction reimbursement of Mission Director/CEO Full powers within the approved
cancellation charges for rail, AAP
air
Nature of powers Authority Extent of Power delegated
Ticket when cancellation is Head of office-state Full powers (For District level
made in the interest of society functionaries)
or when cancellation is made Head of office-District Full powers (For block level
on account of circumstances functionaries)
beyond the control of the Head of office-block Nil
officials
To accord administrative Mission Director/CEO Full powers within the approved
approval and financial AAP
sanction for field visits and Head of office-state Full powers within the approved
attending training/ AAP

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seminars/workshops within Head of office-District Full powers (within the District) as
the state. per approved SRLM norms
Head of office-block Full powers (within a block) as per
approved SRLM norms
To accord administrative Mission Director/CEO Full powers within the approved
approval and financial AAP
sanction for exposure Head of office-Stat Upto ₹ 5.00 lakh in each case
/immersion/ attending training Head of office-District Nil
workshops outside the state. Head of office-block Nil
To accord administrative Mission Director/CEO Full powers within the approved
approval and financial AAP
sanction for attending training Head of office-state Nil
workshops/seminars/study/ Head of office-District Nil
exposure tours abroad for Head of office-block Nil
Tour Advance.
To accord administrative Mission Director/CEO Full powers within the approved
approval AAP
and financial sanction for Head of office-state Full Powers for District level as per
expenditure on taxi fares of approved SRLM norms
distinguished visitors Head of office-District Full Powers for Block level as per
approved SRLM norms
Head of office-block Nil
To accord administrative Mission Director/CEO Full powers within the approved
approval and financial AAP
sanction for repairs/renovation Head of office-state Upto ₹ 5 lakh per annum
of office, repair of goods, Deputy CEO Upto ₹ 2 lakh per annum
equipment and furniture. Head of office-District Upto ₹ 1 Lakh per annum
Head of office-block Up to ₹ 0.50 lakh per annum
To obtain administrative Mission Director/CEO Full powers within the approved
approval and financial AAP
sanction for the one-time Head of office-state /Other Full powers
installation of office Delegated Official
equipment, telephones, Head of office-District Full powers (within the District) as
internet, electricity, etc. per approved SRLM norms

Head of office-block Full powers (within the block) as

per approved SRLM norms

To accord administrative Mission Director/CEO Full powers within the approved

approval and financial AAP
sanction for organising food, Head of office-state Nil
TA and DA for invitee VIPs/ Head of office-District Nil
EC members, Experts and Head of office-block Nil
delegates attending meetings
To accord administrative Mission Director/CEO Full powers within the approved
approval AAP
Head of office-state up to 25,000 per day in each case

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 and financial sanction for Head of office-District Nil
unanticipated activities Head of office-block Nil
Disciplinary action, including Mission Director/ CEO Full powers within the approved
suspension of staff appointed AAP
on deputation or contract Head of office-state NA
Head of office-District NA
Head of office-block NA
To accord administrative Mission Director/CEO Full powers
approval and financial Head of office-state Full powers
sanction for programmatic Head of office-District Full powers (within District)
expenditure, which is already Head of office-block Full powers (within block)
approved in the AAP.
Any other activities not State EC / Governing Body
covered above District
Block
*Head of Office –State Senior Officer of SMMU nominated by CEO

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 Annexure 2
JDs (indicative)
A. SMMU
Position 1. State Project Manager -Thematic Area (IBCB/SI&SD/Farm
Livelihood/Non-Farm Livelihood/ Financial Inclusion etc.)
Specific Responsibilities:
IB/CB- Ensure mobilization & monitoring of all community institution
including, SHG, VO, CLG, PG, PE/FPO, Cluster or any other similar community
based organizations
SI/SD: Ensure Social inclusion and Development through various policy
initiatives in coordination with other themes. Facilitating gender, ultra poor and
FNHW by deepening of initiatives in the specific areas.
Livelihoods: Ensure creating eco-system for income generating activities along
with other themes.
Financial Inclusion: Ensure proper bank linkage, insurance, digital financing,
didi banks and similar activities.
Role and Responsibilities
i. Develop relevant thematic strategy and plan for poverty alleviation; develop
and strengthen coherent approach for livelihood & entrepreneurial activities.
ii. Ensure that the thematic strategy aligns with other Govt schemes or influence
plans of Govt schemes to align with the Mission agenda; facilitate
convergence with Govt Schemes.
iii. Identify value addition opportunities and establish market linkages support
and extension services.
iv. Ensure convergence /partnerships with other government agencies and
organisations to collaborate with SRLM to achieve the Mission's goal.
v. Maximize value derived from budgetary spending.
vi. Develop policies, protocols, modules, standard operating procedures (SOPs),
training materials and guidelines for staff and cadres for activities and work
in the relevant thematic area.
vii. Set up a training calendar for staff and cadres and ensure it is implemented
successfully.

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viii. Deploy National Resource Persons (NRPs) to support the deployment of
the Mission strategy and plan.
ix. Identify and deploy best practices in the thematic area of intervention.
x. Align and leverage efforts across the state- promote learning and success
stories.
xi. Ensure that the right staff/consultants/ resources are inducted, trained and
deployed for work in the thematic area; ensure staff is engaged and motivated
to deliver results.
xii. Facilitate formation of higher order enterprises
xiii. Facilitate Lakhpati initiative
xiv. Conduct regular and periodic monitoring of the work done in the thematic
areas in the Blocks and Districts.
xv.Ensure proper documentation, and dissemination of best practices.
xvi. Meet AAP and state-defined targets.
Position 2. State Project Manager-Support functions (Finance and
Accounts/Procurement/Admin and HR)
Role and Responsibilities:
i. Provide primary inputs in the development of the annual plan.
ii. Monitor implementation of SRLM plans at District and block levels.
iii. Monitor spending through SRLM and Other Schemes.
iv. Ensure relevant resources are made available to Districts and blocks to
operate effectively.
v. Strengthen SRLM community development professionals.
vi. Ensure effective placement of staff to run operations.
vii. Strengthen capacity among cadres; Monitor cadre growth and
effectiveness of institutional platforms.
viii. Map learning and success and evaluate how learning from one area can be
successfully scaled across the state.
ix. Meet AAP and state-defined targets.
Position3. State Project Manager– Knowledge Management and
Communications (KMC)
Role Responsibilities:
i. Develop the brand identity & promote the work of the programme.
ii. Educate District and block personnel on various media means
iii. Diligently handle the social , electronic & print media

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iv. Coordinate with audio-visual agency for the creation of Missions activities in
documentaries
v. Curate the documents of various themes
vi. Facilitate the formation/development of Media Sakhis/CRPs
vii. Coordinate with various govt and private media agencies
viii. Maintain and promote an authentic public image of SMMU.
Position 4. State Project Manager (PME & L/MIS and IT)
Role and Responsibilities:
i. Ensure proper systems are in place to facilitate reporting at all levels.
ii. Develop monitoring mechanisms for tracking the performance of Projects,
CB activities, community cadres, Resource pools and training centres.
iii. Update systems to keep current with SRLM's requirements.
iv. Train staff and cadres to use the reporting systems effectively.
v. Ensure Timely submission of Weekly, monthly and Quarterly reports.
vi. Monitor practical usage of the reporting systems; ensure integration with the
NRLM reporting system.
vii. Prepare performance dashboard and circulate it to relevant members.
viii. Prepare reports to evaluate performance across the state, Districts and
Blocks.
ix. Compile data relevant to planning and budgeting.
x. Ensure the development of evaluation & analytical reports of various mission
activities
xi. Incorporate approved plan in MIS database.
xii. Ensure the integrity and security of the database.
xiii. Meet AAP and state-defined targets.
B. DMMU
Position 1. District Project Manager (DPM) -DMMU
Role and Responsibilities:
i. To ensure the SRLM plan is implemented in the district most effectively.
ii. Coordinate the allocation of resources across the district; assess and
process fund release requests/ disbursals.
iii. To facilitate convergence with government schemes in the district and to
engage with district functionaries in leveraging government schemes to
benefit the target households.

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 iv. Train and groom RPs and keep staff updated and current with best
organisation practices.
v. To align and leverage efforts across Blocks- promote learning and success
stories.
vi. To ensure that the right staff/consultants/ resources are inducted, trained
and deployed for work in the district; To drive CB of Mission staff,
community institutions and cadres.
vii. To ensure staff is motivated to deliver results in the district.
viii. To guide and support better participatory planning by panchayats
and the community organisation network.
ix. To increase the capability of CBOs to demand entitlements.
x. To develop a democratically conscious community to strengthen and
sustain local government institutions.
xi. To conduct regular and periodic monitoring of the work done in the
district.
xii. Meet AAP and state-defined targets.
Position 2: District Manager (Thematic)
Role and Responsibilities:
i. Guide and train District and block staff in the implementation of strategy
and plan in the thematic area;
ii. Ensure that the area's policies, protocols and SOPs are understood and
implemented by District and block staff.;
iii. Ensure that work integrates with other interventions in the area;
iv. Ensure inclusion of the vulnerable in Mission engagements;
v. Facilitate convergence with government schemes in the district;
vi. Identify value addition opportunities, establish market linkages support
and extension services in the district;
vii. Optimize spend on the different interventions;
viii. Set up a training calendar for staff and cadres and ensure it is
implemented successfully.;
ix. Deploy best practices in thematic area of intervention;
x. Align and leverage efforts across the district- promote learning and
success stories;
xi. Conduct regular and periodic monitoring of the work done in the thematic
areas in the Blocks;
xii. Meet AAP and / Or defined targets.

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Position 3: District Manager –ME&L/MIS & IT
Role Responsibilities:
i. Ensure proper systems are in place to facilitate reporting at District and
block levels.
ii. Train District staff and cadres to use the reporting systems effectively.
iii. Ensure Timely submission of Weekly, monthly and Quarterly reports.
iv. Monitor practical usage of the reporting systems; conduct periodic
checks on the system availability.
v. Prepare performance dashboard and circulate it to relevant members.
vi. Compile data relevant to planning and budgeting.
vii. Study data to evaluate trends and patterns and highlight outliers and
Blocks that are lagging behind.
viii. Ensure the integrity and security of the database.
ix. Meet AAP and state-defined targets.
C. BMMU
Position 1: Block Project Manager, BMMU
Role and Responsibilities:
i. To ensure the SRLM plan is implemented in the block in the most effective
way.
ii. To coordinate the allocation of resources across the block; assess and process
fund release requests/ disbursals.
iii. To facilitate convergence with Govt Schemes in the block; to engage with
Govt functionaries in leveraging Govt schemes to benefit the target
households.
iv. To review work done and make course corrections proactively.
v. To ensure staff are kept updated and current with best organisation practices.
vi. To align and leverage efforts across clusters- promote learning and success
stories.
vii. To train and groom CRPs.
viii. To drive CB of cadres.
ix. To guide and support better participatory planning by panchayats together
with the community organisation network.
x. To increase the capability of CBOs to demand entitlements.
xi. To develop a democratically conscious community to strengthen and sustain
local government institutions.
xii. To conduct regular and periodic monitoring of the work done in the block.
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xiii. Coordinate with the district on resources and plan implementation.
xiv. Ensure that SOPs and protocols set up by the state are followed.
xv.To ensure that cadre and staff report work done using the Mission reporting
system.
xvi. To use market control mechanisms to drive performance in clusters.
xvii. Meet AAP and state-defined targets.
Position 2: Block Manager
Role Responsibilities:
i. Implement block SRLM plans and priorities.
ii. Mobilise communities in the Cluster and ensure that target households are
brought into the SRLM fold through SHGs.
iii. Support CRPs in bringing women together into SHGs.
iv. Plan for livelihood activities suitable for the assigned Cluster.
v. Support SHGs to open accounts.
vi. Support SHGs in setting up and managing community resource centres.
vii. Organise and coordinate training of SHG members—Organise skill
training as relevant for members of SHGs.
viii. Enable forming PGs, producer companies and federations to bring
entrepreneurs under one umbrella and give them more bargaining power.
ix. Provide information about and enable the SHGs to access resources of other
government Schemes.
x. Form VOs and CLFs and enable them to access funds – Revolving Funds
and Community Investment Funds.
xi. Keep posted on the activities of SHGs; mentor and support them to reach a
level of vitality, confidence and empowerment.
xii. Monitor funds/ schemes accessed by SHGs, VOs, and CLFs.
xiii. Ensure that the vulnerable, Elderly, PWDs, etc, are brought into the SHG
fold.
xiv. Keep BMMU updated on activities in the field and report on success and
learning that can be shared.
xv.Update MIS on SHGs formed, members, VOs, CLF, etc.
xvi. Meet AAP and state-defined targets.
Position 3: Young Professional
Role Responsibilities:
i. Ensure that target households are brought into the SRLM fold.

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ii. Manage data of SHG households.
iii. Work on SVEP and extending learning from SVEP to all blocks through.
iv. Develop a Non-Farm database and extend the Non-farm survey to other
blocks.
v. Market SHG products.
vi. Provide training to rural women through RSETI, DDU-GKY, UPSDM,
Skills Based Guidelines and other agencies about market scenarios, current
market trends, costing, and design to make it sustainable.
vii. Set up and manage community resource centre.
viii. Promote and contribute to ODOP – One District, One Product.
ix. Enable the formation of PGs, producer companies and federations to bring
entrepreneurs under one umbrella and give them more bargaining power.
x. Meet AAP and MoRD/State-defined targets.

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 Annexure- 3
Induction Schedule (Indicative)
Training Modules in each of the phases would broadly include the following:
Table 10- Training Modules

All the staff members would undergo a field immersion visit, including field exposure, before
the commencement of the first phase of training
PHASE I: Understanding the Context - Poverty, Vulnerability and Livelihoods
Introduction to NRLM and NRLM framework; Identifying NRLM Target Group, PIP Process
Poverty, Vulnerability, gender and Livelihoods
Understanding self, qualities of a development worker
Team building – cooperation, teamwork, conflict management, negotiation skills
Poverty, Vulnerability, gender and Livelihoods
PRA/PLA Tools – introduction to tools
Initiation into documentation
PHASE II: Understanding Institutions and Beyond
Architecture of Institutions (SHGs, Federations), District and block organogram-
Administrative structure – Revenue and development (various line departments)
Gender and Social Inclusion
SHG: Mobilisation, Group Dynamics, Panchasutra
Financial inclusion beyond savings and credit
SHG: Bookkeeping, Grading, RF, MCP, CIF and Bank Linkages, Interest subvention, VRF
Livelihoods – major livelihoods of the poor, resources, issues; livelihood situation analysis,
livelihood interventions under NRLM - various schemes, their features, guidelines, etc.
Importance of feasibility, minimum income from a livelihood activity, opportunity cost of the
community (what the community gives up while taking up a suggested livelihood activity),
entrepreneur profit is a % of the sales
CB: Community Institutions/cadres, Local Stakeholders,
Leadership – problem-solving, decision-making; Team vision, Team Management and Team
Learning
Planning for interventions – feasibility, viability and cost-effectiveness
Participatory Training Methods Overview of Methods and Tools [Module Development,
Planning, Case Studies, Games, Songs, Material, non-verbal communication, etc.]
Social Security schemes, entitlements, MGNREGS, PRI CBO convergence, GPDP, FNHW
PHASE III: Thematic/Management Orientation
Introduction and Scope of themes- IBCB, SISD, Financial Inclusion, Farm and Non-farm
livelihoods
Processes at the community level – interventions, institutions, community cadres, CB, etc.
AEP, Livestock clusters, Producers group and Producer Enterprises, SVEP, MED, Clusters,
Incubators, OSF
Annual Action Plan- The various components of the AAP and the annual targets - physical and
financial

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PHASE IV: Planning
Financial Management-Fund Transfers- Start-up, RF, CIF, VRF, VLF, PG Support fund, etc.
SNA, PFMS, PDMS, CFMS, etc. GF, tender process
MIS, M&L, FM, community Procurement etc.; ICT and learning
Feasibility, viability, and cost-effectiveness of interventions
Planning for poverty Reduction, Planning for Interventions
Plan for Interventions: Business Plan, proposals, Training Plan, Integrated Plan
Convergence with various departments and Partnerships, different memorandum of
understanding (MoUs), opportunities
Phase V- Special Projects
FARM and Non-farm Value Chains projects- MKSP
Convergence Projects
Any other special Livelihood Project of the SRLM

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 Annexure- 4
Performance Management System (PMS)
State, District, Block level Teams
1) The PMS applies to the SMMU, DMMU and BMMU and would cover all those who are
drawing their salary from the society, i.e. those who are deputed from government and
those who have been recruited from the open market.
2) For each staff member, PMS involves planning for performance [to work out and finalise
JDs for all staff and agree with staff on their KRAs and Key Performance Indicators [KPIs]
in sync with AAP], supporting towards/in performance, tracking performance [the
progress on KPI regularly based on MIS], assessing/appraising performance [mid-year
review in September/October and annual appraisal in March/April, in sync with AAP of
that Financial Year], rewarding performance and planning forward. Suitable monetary and
non-monetary rewards, apart from normal annual increments, are awarded to acknowledge
and motivate superior performers.
3) PMS provides feedback to the staff on their performance, including recognition and
development through CB to fill in the skill gaps and de-selection if and when required.
Feedback enables staff to enhance efforts and make any required mid-course corrections.
4) PMS measures and captures both qualitative and quantitative performance. PMS uses
performance data in MIS and Financial reports and tracks performance against planned
AAP outcomes. Further, PMS captures an individual’s own performance, contribution to
team/collective/collaborative performance, and support in the field and in the community.
PMS captures behaviour towards the poor and team, teamwork, learning, managerial and
leadership skills, etc.
5) PMS consolidates all scores and rates the individual staff performance as Excellent/Very
Good/Good/Average. Performance facilitating and hindering factors are taken into
consideration in converting the final score into a final rating. The staff performance rating
is shared with the concerned staff member, and the HR performance system shows the
performance score and rating to the staff and her/his reporting officer. The capacity
building/development needs of the staff are decided based on the gap between expected
KPIs and actual achievement by the staff member.
6) Staff falling in the Average category are given six months’ time to show significant
improvement. If any staff member falls into the Average category more than twice on a
continuous basis, her/his services are terminated/ s/he is deselected.
7) Weightage and assessment:
Block level:
Table 11 - Block level PMS Weightage and Assessment

SN Position being assessed Weightage Assessment

Professional staff (BMM, Area Anchoring, working with the Self (20%)/
Block Thematic manager, community, Night Stays in the Team (30%)/
1 Area Coordinators/ villages and fieldwork - 40% Reporting Officer
Cluster Coordinators) at Teamwork, Behaviour and (20%)/
Block Level Learning – 20% Community and

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 SN Position being assessed Weightage Assessment
Plans vs Achievements – 40% Community cadres
(30%)

Area Anchoring, working with the Self (20%)/

community, Night Stays in the Team (30%)/
villages and fieldwork - 40% Reporting Officer
2 Support staff at Block Level
Teamwork, Behaviour and (20%)/
Learning – 20% Community (30%)
Plans vs Achievements – 40%

District and state-level

Table 12 - District level PMS Weightage and Assessment

SN Position being assessed Weightage Assessment

Area Anchoring, working with the Self (20%)/
community, Night Stays in the villages Team (30%)/
and fieldwork - 40% Teamwork, Reporting Officer
1 Staff at DMMU Level
Behaviour and Learning (20%)/
– 20% Field staff (30%)
Plans vs Achievements – 40%
Area Anchoring, working with the Self (20%)/
community, Night Stays in the villages Team (30%)/
and fieldwork - 40% Teamwork, Reporting Officer
2 Staff at the SMMU level
Behaviour and Learning (20%)/
– 20% Field staff (30%)
Plans vs Achievements – 40%
8) Accordingly, each staff member is assessed on three performance areas – Area Anchoring,
working with the community, Night Stays in the villages and fieldwork, Teamwork,
Behaviour and Learning, and Plans vs Achievements. Each set is assessed by the self
(individual staff member), the team (working together), the reporting officer, the field
staff, community cadres and the community.
9) The process of Performance Assessment -
I. The individual staff member must fill the agreed KRAs/KPIs in the prescribed format
to describe/narrate the performance (including critical achievements, additional
initiatives, challenges faced, lessons learned, etc.). Further, Individual staff members
are to fill in the achievement against the KPIs and to list contributions to the team,
learning and behaviour; and to fill the achievement/action in area anchoring, working
with the community, night stays in the village and fieldwork. ii. Based on the above,
individual staff members should score her/his assessments.
II. Community cadres, community institution leaders, and field staff in the team meeting
offer their comments and score their assessments.
III. The team (BMMU and block anchor for staff in the BMMU; for BMMs and DMMU
staff, BMMs, DMMU and District anchor; for DMMs and SMMU staff, DMMs,

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 SMMU, state anchor and CEO) goes through the individual performance formats in
the team meeting, MIS, Financial reports etc., and scores its assessments for each team
member To achieve the fair assessment, SRLM may nominate 1-2 persons from other
teams and independent professional(s) to participate in these meetings. If required, the
team may plan a combined/joint field visit.
IV. Reporting Officer/supervisor will comment on the above achievements and overall
performance write and score assessments.
V. The final scores are to be added, and consolidated performance scores are to be
obtained; looking at the score, the individual’s performance is to be rated as
Excellent/Very Good/Good/Average.
Block anchor and BMM, District anchor and DMM, Additional CEO/COO and the
representative of CEO (other than HR person) at block, District and state levels, respectively,
lead the teams and ensure the assessment is completed in time and systematically.
After initial orientation to all staff (team) members during day 1, it is expected that steps (i)
and (ii) to be completed on day 1-2 (prior to team meeting); (iii) and (iv) to be completed
during the team meeting during day 2-3; (v) and (vi) to be completed towards the end
of/immediately after the team meeting, during day 3-4. Thus, for the entire SRLM, the Annual
performance Assessment may take about 10-12 days.

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 Performance Assessment process flow chart:

Individual staff member fills KRAs/KPIs,

performance description, and
Step – 1 achievements. 1 and 2- To
be completed
on 1 to 2
Day (prior to
Community Cadres, Community
Institution Leaders, and/or Field Staff team
Step – 2 provide comments and score assessments meeting)

Team reviews individual performance,

Step – 3 MIS Status, Financial Reports, and scores
assessments.
3 and 4 - To
be completed
during the
Reporting Officer/Supervisor comments team meeting
on achievements, overall performance, during Day
writes assessments, and scores
Step – 4 assessments.
2-3

To be
Final scores are added and consolidated
performance score is obtained.
completed
towards the
Step – 5 end
of/immediate
Based on the score, individual's ly after the
performance is rated as Excellent/Very team
Step – 6 Good/Good/Average.
meeting,
during Day
3-4
Figure 6- PMS Process

Performance planning and management:

The PMS seeks to align individual and team efforts towards achieving the Missions’
objectives and plans. It provides the Mission with a structured method to:
1) Engage staff in achieving the Missions objectives and plans. Communicate goals and
priorities of the Mission; clarify expectations concerning objectives and performance.
Promote communications and work performance conversations between staff and their
supervisors;
2) Enhance staff capabilities through ongoing monitoring, feedback and support; Measure
individual performance and contribution to the Mission's growth; Identify gaps in staff
performance and plan training and development interventions to address the Mission's
growth; and their potential and sustained interest in the work of the Mission.
3) Gauge staff efficiency, productivity and effectiveness in completing tasks and achieving
objectives; Assess the quality of HR in the organisation. Note important information

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 concerning expectations and needs and clarify decisions concerning transfers or work
assignments.
4) Foster a culture of performance and accountability.

For staff members, it provides a method to

i. Plan and prioritize work;
ii. Understand what is essential for achieving Mission goals;
iii. Channelize their energies and resources effectively;
iv. Share career aspirations and professional goals and have proactive performance
supervision;
v. Evaluate performance with the responsibilities and tasks assigned;
vi. Compare achievement of targets vs actuals.;
vii. Compare the growth of the community’s capability to take over the responsibility of the
programmes.
Performance year:
The performance year for Planning and review shall run synchronously with the Financial
Year- i.e. from April to March.
Individual conversations for Annual Appraisal and Plan shall generally be held in March - April
each year.
Performance management process:
The performance Planning and Management System is anchored around informal and formal
work performance conversations between the staff/ employee and their supervisor/ Manager.
The system envisages two levels of performance conversations between a supervisor or
manager and their staff.
a) Informal: These are daily conversations that a supervisor or manager may have with a
staff member/employee on work matters. For the manager/ supervisor, it is an
opportunity to get to know and understand the staff/employee's strengths, their
approach to the work assigned, and their limitations and to guide and support them to
do the job effectively and with the desired impact. For the staff/ employee, it is an
opportunity to exchange information, report progress, and seek support and advice. No
formal records of these conversations are expected to be maintained. These
conversations serve as a means to build alignment to work priorities and to foster
collaborative and effective engagement and work practices. These conversations intend
to build a supporting and enabling work environment.
b) Formal: These are formal conversations that shall be held between the supervisor
/manager and the staff/ employee periodically and documented. It shall include the
following:
i. A monthly review through a report submitted by the staff/employee on work done
(this may be in the form of a timesheet- reporting daily activities), challenges faced,
success achieved and support requested. This report is designed primarily for self-
review by the staff/employee, giving them a method to take stock of work done and
to review performance. The supervisor/ manager shall peruse the reports submitted

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 by the staff/ employees reporting to her/him, take note of exceptional issues
reported and any requests for support, and take appropriate actions.
ii. A Quarterly review by the supervisor/ manager of the monthly reports the staff/
employee submitted. Provide feedback and guidance to address issues and
challenges the staff/ employee faces in meeting targets. The focus in these
conversations shall be to make course corrections if necessary, identify areas for
development, and explore possible future directions. The SRLM shall take steps
and identify measurable parameters for the following key performance areas.
Table 13 - Measurable parameters for Key performance areas

SN Description Levels 3 and Levels 4 and 5 Levels 6,7 and 8

above

1 Fostering a shared understanding of NRLM and SRLM Policies, SRLM Policies,

key organisation processes SRLM Policy and processes, SOPS processes, SOPS
Key Processes and Templates and Templates

2 Strengthening and Empowering the Customer Customer Customer

Community Orientation Orientation Orientation

3 Working with and through People Leadership Team Team working

Management

4 Managing Resources Planning and Project Work

Organising Management Organisation

5 Driving Outcomes and Impact and Performance Performance Results

measuring achievement of annual Orientation Orientation Orientation
and shorter-term targets vs
achievements - both on physical and
financial parameters

The supervisor/manager shall maintain a record of these conversations in the Project

Performance Management (PPM) template that will be provided to each professional to record
and update their work throughout the year. Until a relevant application is developed, the PPM
template will be deployed on Google Drive for members to fill in.
An Annual Appraisal and Plan by the supervisor/ manager with the staff /employee. These
conversations shall be held between the staff/employee and supervisor/ manager to review
performance, learn from the experience, explore what needs to change, understand the direction
for next year, identify priorities and challenges, and plan for the future.
The assessment will be done on performance against agreed objectives and targets that are
mapped to relevant NRLM indicators.
The monthly reports submitted by the employee/ staff and quarterly reports of the supervisor/
manager will be available to refer to so that the conversations are focused and productive.
A record of the conclusions of these conversations will be maintained, and an assessment of
performance will be agreed upon and signed by both the employee/staff and her/his supervisor.

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In addition to rating work performance against agreed annual targets, The supervisor/ manager
will assess each staff/employee on five competencies critical to enabling the right culture
within the organisation.
These competencies for each theme shall be defined and shared with the staff. The
competencies shall be defined based on the inputs given by the NRLM as well as the specific
programmatic activities to be done by the specific professionals.
The list of competencies should be reviewed and updated from time to time.
Rating scale:
The assessment of performance against targets will be on a four-point scale:
Table 14 - Rating Scale

4 Exceeds Requirements Outstanding. Strong evidence of achieving all assigned objectives and targets
and doing more than the assigned work to deliver goals
3 Meets Requirements| Very Good. Strong evidence of achieving more than 90% of assigned objectives
and targets
2 Meets some requirements. Satisfactory: Evidence of achieving 60 to 90% of the assigned objectives
and targets
1 Does not meet requirements| Below Standard: Meets less than 60% of the assigned objectives and
targets

Templates and formats:

Templates and formats shall be made available for staff/employees and supervisors/managers
to help guide conversations and record observations and conclusions.
Performance appraisal outputs:
The ratings provided in the Annual performance Appraisal report will be used to decide
compensation review and incentives payable to staff/ employees
The competency assessment will be used to decide on areas for the training of the employee/
staff based on roles and responsibilities.

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