National Training Policy 2012
| DOI | 10.1177/0019556120120325 |
| Date | 01 July 2012 |
| Published date | 01 July 2012 |
| Subject Matter | Article |
DOCUMENTl
NATIONAL
TRAINING
POLICY 2012
BACKGRQlTND
The National Training Policy was issued in April 1996 througn a set
of
Operational Guidelines for the development
of
the human resources
of
the
Government. This followed the process
of
liberalization
of
the economy through
de licensing and deregulation began in 1991 and the 73rd and 74th Amendments
tc
the Constitution, which took. effect in 1993 thereby creating the third tier oi
Government at the Panchayat and Municipal levels. 1.2 These, along with other
changes since then, such as rapid economic growth, devolution
of
funds, functions
and functionaries to the Panchayats and Municipalities, enhanced transparency
through the right to information, globalization, climate change and extremism have
created a complex and challenging environment in which the civil service has to
function at a time when there are increasing expectations
of
its performance and
ability to respond more efficiently and effectively to the needs
of
the citizens. 1.3
Over this period, the Human Resource Management function has also undergone
a significant change.Organisations are attaching tremendous importance to the
management and development
of
their people. There is increasing recognition that
the individual in an organisation is a key resource and should not be simply looked
upon as a cost. 1.4 Government systems
of
personnel administration continue to
focus largely on the rules and procedures governing the recruitment, retention
and career development
of
the civil service. Systematic training
of
civil servants
has continued to be mainly for the higher civil services with a large number
of
Group B and C employees receiving sporadic training,
if
any at all. With the creation
of
the third tier
of
Government, the training
of
functionaries in the Panchayat and
Municipal bodies has become a critical concern. 1.5 For transforming the civil
service, it is imperative to move to a strategic human resource management system,
which would look at the individual as a vital resource to be valued, motivated,
developed and enabled to achieve the Ministry/Department/Organisation's mission
and objectives. Within this transformational process, it is essential to match
individuals' competencies with the jobs they have to do and bridge competency
gaps for current and
futu~
roles through training.
Competency Framework
Competencies encompass knowledge, skills and behaviour, which are required
in an individual for effectively performing the functions
of
a post. Competencies
may be broadly divided into those that are core skills which civil servants would
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