TRAINING POLICY FOR NON-TEACHING STAFF MEMBERS OF CAM

INTRODUCTION The aim of the policy is to make all non-teaching employees and management staffs aware that the CAM is committed to developing staff and organizational capacity in order to improve processes and services provided. However, training and development interventions shall also be planned so as to develop individual employees career and personal potential in order to meet their growth needs as well as the future human resource needs of the Mandal. PURPOSE The organization recognize that, organization efficiency and effectiveness in provision of quality goods and services to customers to a large extent depends on the greatest organization assets staff. Thus a well trained workforce is fundamental for future organization sustainability, and to enhance the ability to face challenges induced by an ever changing world The organization is committed to creation of a learning culture that builds multidisciplinary teams, which ensures that each employee is valued for the contribution he/she makes for organizational prosperity. SCOPE This training policy applies to all non-teaching employees of the organization, covering internal and external training and development opportunities, except the verbal employees and external contractual employees. This document also describes reimbursement policy to provide financial assistance to employees who wish to undertake any kind of development initiative in areas related to the Mandal's business interest and vision. ROLES AND RESPONSIBILITIES - A description of what each person within the organization does in relation to staff training and development EMPLOYER: The employer undertake to provide a broad range of education, training and development opportunities that encourage continuous professional development and lifelong learning. GENERAL MANAGERS, MANAGERS AND TEAM LEADERS: Declared responsibility to support staff in identification of training and development needs and ensure that solutions are offered. Commitment to review on a regular basis training and development needs in relation to the role, Knowledge Skills Framework (KSF) outlined for the job. EMPLOYEES: Statements that encourage staff to define their own training and development needs Staff made to take ownership of any learning relevant to their current roles; for example those of professional regulatory bodies. ANNUAL TRAINING PLAN - Development of a training plan that identifies the staff training and development needs which reflects organization development and work force

planning and competence framework or occupation/professional standards. STAFF APPRAISAL AND DEVELOPMENT REVIEW - An annual review of members of staff to determine needs arising from personal objectives and deficiencies arising from meeting their knowledge skills framework (KSF); Refer to performance appraisal techniques. Performance appraisal results into a personal development plan agreement between member of staff and his/her manager. The policy should clearly outline that all learning and development be focused on key organization requirement. Identified training needs through performance appraisal must be assigned a priority level; Statutory/Mandatory Essential Desirable

The organization indicates in this section its commitment to funding education and training under the statutory/mandatory or essential to the requirement of employees job Specific training undertaken by an employee for personal/career developmentDESIRABLE- require employee financial contribution and should be in line with study leave policy. EVALUATION OF TRAINING - Processes to ensure that the outcome of education and training add value to service delivery. Further, assessment of outcomes should be undertaken by testing the objectives through established measurable indicators such as Increased efficiency, Increased effectiveness, Increased competencies and reduced risk levels. TRAINING BUDGET Identify and list the training costs that should be covered by the budget at departmental and institutional level. Calculate the cost of training interventions. Based on the annual plan from the departments and the needs identified centrally by the HR department, HR department would have a complete list of training needs. These needs can then be bifurcated into those which can be addressed by in-house programmes and those which people need to send out to be trained. Annual training calendar shall be prepared be based on all needs being addressed in-house. There needs to be a budget prepared for both in-house and extra-mural programmes on an annual basis. IDENTIFICATION OF TRAINING NEEDS Job-related training needs will be identified at a number of stages: At recruitment stage any immediate training needs will be identified and discussed with HODs and Person in-charge for training. This is applicable only if the recruit is fulfilling competency requirement up to around 70 % for the role. Such training can be

organized after completion of six months. During the employment when the HOD/ Reporting officer and employee are setting targets and objectives. At appraisal when training needs will be identified with the following years objectives and will factor in with the annual training budget considering responsibilities or projects to be undertaken in the following year. It will help to ensure competency and skill levels required for accomplishing the goals. At the time of an employee being promoted or given additional responsibility either on a temporary or permanent basis, or being given responsibility for a particular project. PROCESS OF APPROVAL The request for attending the program will be forwarded to HR department with HOD's comments establishing the need for the intervention. The person in-charge for trainings in the department will analysis the requirement and write his/her comments on the request and forward it to the Head of HR Department. The Head of HR and Mentor of the HR department will collaborate and approve the type of financial assistance to be given to the person. If instead of an employee making the request for the training, the need is identified by the organization, it will be discussed with the department head of the concerned department and the candidate to be sent will be identified with the HOD's help. Reimbursement shall be made / bill clearance shall be done only when the registration card or certificate that the programme has been attended is produced and a report summarizing learning and how the person plans to share the knowledge and skill acquired, with the department/organization is submitted. In the cases, where the payment has been made in advance, next salary shall be released only if the above is received. ELIGIBILITY, ENTITLEMENT AND BOND REQUIREMENTS FOR VARIOUS LENGTH OF TRAINING AND OTHER EDUCATION PROGRAMMES ARE AS FOLLOWS Eligibility Criteria: Those employee who are on probation or trainee-ship are not eligible for the any external training request. Entitlement: Only one request for reimbursement of TA/DA and registration or course fee as detailed in the annexure for per staff during a calendar year for Training to be granted. If the entire special leaves are not utilized in one training period, the remaining leaves can be approved by competent authority only to the extent of granting leave without entertaining reimbursement. Special Leave: Special leave can be availed of as per entitlement listed in the annexure I. These leaves can not be carry forwarded to the next year.

ANNEXURE I Nature of Duration Eligibility Course fee Type of Terms & Remarks Appointment of Leave Entitlement Leave Conditions 11 months of contract 3 special Contract leave should have been renewed atleast twice. Actual Full pay training cost once in subject to a year. maximum ceiling of monthly contractual remuneration Mutual agreement of at least three months of continuous service after the training. Mutual agreement of at least six months of continuous service after the training. Mutual agreement of at least one year of continuous service after the training. Mutual agreement of at least one & half year of continuous service after the training. If he/she leaves the organization before serving the said period, training cost will be recovered. If he/she leaves the organization before serving the said period, training cost will be recovered. If he/she leaves the organization before serving the said period, training cost will be recovered. If he/she leaves the organization before serving the said period, training cost will be recovered.

Min. 1 year of contract

5 special Contract leave should have been renewed atleast once.

Actual Full pay training cost once in subject to a year. maximum ceiling of monthly contractual remuneration

Min. 3 yrs of contractual period

10 special leave.

At least one year continuous service.

Actual Full pay training cost once in subject to a year. maximum ceiling of monthly contractual remuneration ,excluding HRA/TA. Actual training cost subject to maximum double ceiling of monthly contractual remuneration ,excluding HRA/TA. Full pay twice in a year.
Cost of both the training should not exceed the entitled remuner ation.

At least two years continuous service.

Min. 5 yrs of contractual period

15 special leave

At least one year continuous service.

Actual Full pay training cost once in subject to a year. maximum ceiling of monthly contractual remuneration

Mutual agreement of at least six months of continuous service

If he/she leaves the organization before serving the said period, training cost

,excluding HRA/TA. At least two year continuous service. Actual Full pay training cost once in subject to a year. maximum ceiling double of monthly contractual remuneration ,excluding HRA/TA. Actual training cost subject to maximum ceiling thrice of monthly contractual remuneration ,excluding HRA/TA. Full pay twice in a year.
Cost of both the training should not exceed the entitled remuner ation.

after the training. Mutual agreement of at least one year of continuous service after the training. Mutual agreement of at least one & half year of continuous service after the training.

will be recovered. If he/she leaves the organization before serving the said period, training cost will be recovered. If he/she leaves the organization before serving the said period, training cost will be recovered.

At least three year continuous service.

STUDY LEAVE for continuous PROFESSIONAL DEVELOPMENT

In order to make the rules related to Study Leave of non-teaching employees to be remain same as per given guidelines for the teaching cadre. A whole time employee who has put in a continuous three/five years of service would be permitted study leave of one year (in special cases not exceeding three years) based on certain criteria and conditions as follow: ANNXURE II
Course Certificate course diploma Eligibility Duration Leave to of Type Leave 1 Full Pay of Bond Period Remarks

Min. 3 years of i) up / continuous month service OR

One year after Once in 3 years joining from leave

ii) More than 1 Half Pay month up to 3 months Certificate course diploma Minimum 3 years i) More than 3 Half pay / of continuous months and up service to 6 months OR ii) More than 3 Minimum 5 years months & up to of continuous six months Full pay One and a half years Once in three years

service OR iii) More than 6 months and up to 1 year OR iv) More than 6 Half pay months & up to 1 year

Three years after joining from leave

-do-

-doFull pay

Two and a half years after joining from leave Five years after joining from leave

For diploma/ degree Course

Minimum five years of continuous service

i) Up to one year

Half pay

Two and a half years after joining OR Five years after joining Five years after joining

Once in whole service period

OR Full pay - doHalf pay

ii) More than one year not exceeding two years More than two years not exceeding three years

Phd or Mphil or other courses

Minimum five years of continuous service

Half pay

Seven years

Once in whole service period