Revolutionizing Workforce Management in Governance through Human Resource Management Systems

by Bharathrrajan

Managing a vast and diverse government workforce is one of India's biggest governance challenges. With over 31 lakh central government employees and a varied number of employees at the state level, ranging from nearly 37,000 in Sikkim to approximately 12 lakhs in Tamil Nadu, ensuring efficiency, transparency, and accountability among this large body of workforce is no small feat. From providing seamless employee services to making crucial financial and recruitment decisions, the governments at the Central and State levels are grappling to standardise and maintain a repository of this information. In order to tackle this, various state governments have introduced their State-specific instances of E-HRMS, i.e., Electronic Human Resource Management Systems, which would help in creating a single digital source of authentic data and streamline the delivery of services to their employees.

Source: SATP

Role of HRMS Systems 

An HRMS system acts as a central repository for all human resources (HR) data, helping reduce manual data entry, paperwork, and file processing in an organisation. These systems automate services such as maintaining service registers (employment history and service-related details of an employee) and salary processing, while also providing 24-hour access to these services. The HRMS system tracks public expenditure and manpower, aiding in administrative planning. It covers the entire lifecycle of an employee in the government services, i.e., from recruitment to retirement, boosting productivity and accountability by saving on time and energy. 

Currently, the widespread usage of the Manav Sampada platform in Uttar Pradesh (UP) has deployed services such as employee records, service books, leave application, and transfers. Tamil Nadu’s IFHRMS System, Maharashtra's Sevaarth, and Odisha's HRMS platform have integrated Payroll, General Provident Fund, and Pensions with HR process, along with performing digital tracking of service history and seniority-based promotions. The eHRMS system of Punjab has included performance appraisal in the HRMS platform.

This system helps in evidence-based decision-making on the best utilisation of resources. For instance, it helps in making decisions regarding the posting of employees based on their qualifications, transferring resources who have been working in the same location for a long time, and promoting individuals based on their seniority, thereby increasing the transparency of the administrative processes. This system also increases job satisfaction, increasing efficiency and effectiveness of employee services like the Singapore Human Resources and Payroll (HRP) system, which automates payroll, leave, and performance management for civil servants, reducing processing time by 40% and improving employee satisfaction.

Image: Integrated HR Lifecycle Framework for Government E-HRMS Reforms

Challenges in the Implementation of E-HRMS 

Despite the progressive implementation of the HRMS in various states, several challenges remain:

1. Fragmented and Incomplete Digitization: All the processes haven’t been fully digitized through the E-HRMS. Approvals still require processing through E-office (a digital file management system implemented by the National Informatics Centre for government ministries and other government bodies) or department-specific portals, which manage the workflow of electronic documents with version history. Additionally, data entry into the E-HRMS system adds to the employees' workload, undermining the goal of digitization and offering a single-window service.

2. Inconsistent Nomenclature and Processes: Due to varied hierarchical structures across government departments, E-HRMS reflects different job titles for similar roles (like "Section Officer" vs. "Assistant Secretary"). This inconsistency affects the standardisation of processes such as leave approval, salary and payroll processing, and recruitment.

3. Training and Certification Tracking: The Human Resources department provides initial training for employees on rules and general government orders during the probationary period. However, the training details and individual certifications of employees are neither tracked in the service record nor the HRMS system - given there are no policies that mandate the tracker and thus no accountability . Additionally, there are challenges in receiving updated government orders related to employee rules and departmental directives.

4. Lack of Accountability Monitoring: The system lacks mechanisms to ensure the accountability of officials. There is no monitoring system for immediate higher officials to oversee pending and completed processes. While a grievance redressal mechanism exists, there is no time-bound resolution of grievances.

5. Multiple Apps and Portals: Employees use different apps and portals for carrying out various processes such as income tax filing, health insurance claims, and provident fund claims, each requiring separate usernames and passwords. 

• This often confuses the employees regarding the utility of the different platforms and hampers the seamless collation of qualified and standardised data from multiple sources in one unified portal. 

• Additionally, since the data from multiple modules lacks standardization, it hinders the system’s capability to conduct comprehensive analytics and drive governance-related decision-making. 

A Potential Way Forward

In order to overcome the challenges that HRMS systems adopters continue to grapple with, decision-makers can consider the following measures: 

1. Revalidation of Processes and Hierarchies: Both central and state government may focus on revalidating the processes and hierarchies followed by all departments for each employee lifecycle stage, from recruitment to retirement. Standard protocols can be framed for all employees, ensuring specific details are ascertained for different departments and services. This revalidation should also encompass employees deputed to various corporations and central government schemes.

2. Creation of a Unified Platform: The government should build a unified platform for all employee services across departments, including file approvals, tax filing, insurance processes, transfers, and promotions. This platform should streamline workflows based on role-based and workflow-driven approaches, integrating e-signature facilities.

3. User-Friendly Portal: The HRMS portal should be user-friendly and accessible to all employees from all cadres, including differently-abled employees. It should ensure data accuracy and a standardized data-receiving process. Features should include access to government orders related to employees, personnel, and service rules, instructional videos, documents, and recent updates.

4. Incorporate a Monitoring Mechanism: The HRMS systems should incorporate a monitoring mechanism for HR services, proposing time limits for each process completion. It should provide SMS alerts and status reports, increasing the accountability of officials and enhancing employee and pensioner satisfaction.

5. Data Aggregation and Analytics: Aggregating data across multiple entities for comprehensive analysis and seamless decision-making would be of key importance. Dynamic graphical dashboards and analytics reports should offer an overview of system performance.

6. Digital Learning Record Management: The system should include a digital learning record management system with multiple courses from various academic institutions. Providing incentives for employees to maintain a learning record would encourage continuous learning and development.

A well-implemented HRMS system has the potential to revolutionize the way in which the government manages its workforce. However, this journey will not be without its challenges. The current gaps in digitization, standardization, and adoption of these systems within the government highlight the need for further refinement and development of the system. 

Ultimately, a robust and efficient HRMS system will not only streamline administrative functions but will also contribute to a more productive and satisfied workforce. For governments, it will be a step towards smarter governance, where human resources, financial resources, and time will be utilised optimally, and the delivery of public services will be improved significantly.

Note: This article is written based on secondary research and discussions. The insights and data presented are derived from publicly available sources and conversations with relevant stakeholders. It does not include firsthand or primary research findings.

Reference

1. Government Employees in Indian States: Estimated 2017. Accessed at: https://www.satp.org/satporgtp/countries/india/database/State_Government_Employees_in_India.pdf

2. e-HRM System for Government by NIC Enabling Management of Employee Resources and their Service Books. Accessed at: https://informatics.nic.in/uploads/pdfs/16c29a07_ehrm.pdf

3. Union Minister Dr Jitendra Singh to launch revamped Probity Portal, E-HRMS 2.0 Portal and e-Books on major Initiatives/Achievements of Ministry of Personnel, PG & Pensions tomorrow to mark Good Governance Day, Press Information Bureau. Accessed at: https://www.pib.gov.in/PressReleseDetailm.aspx?PRID=1886280&reg=3&lang=1

4. Timelines for Service Delivery for E-HRMS 2.0 (Office Memorandum). Accessed at: https://dopt.gov.in/sites/default/files/Timelines%20for%20Service%20Delivery%20on%20e-HRMS%202.0%20%28Signed%20OM%29.pdf

5. Learnings From the Implementation of an Electronic Human Resource Management System for the Health Workforce in Uttar Pradesh, India, Global Health and Science Practice. Accessed at: https://pmc.ncbi.nlm.nih.gov/articles/PMC11216701/

Bharathrrajan is an engineer by background, but his strong interest in policy and development led him to pursue a career in the development sector. He is an ex-IIC Fellow whose project entailed enhancing the Human Resource Management System (HRMS) in Tamil Nadu. For the project, IIC partnered with the Centre for Effective Governance of Indian States (CEGIS) to support the state government of Tamil Nadu. 

He is passionate about driving social change with a focus on education, environmental sustainability, and community development while advocating for rural upliftment and waste management. When not immersed in policy work, he enjoys exploring nature, mentoring students, learning and playing new games, and engaging in climate action. Bharath believes in empowering others and lives by his simple yet powerful mantra: “Lead with purpose, inspire change”.

Finding Yourself in Their Story

by Tanya Saxena

In today's time, opportunities favor those who embrace uncertainty and venture into new places, meeting new people and encountering unfamiliar experiences. Yet, it's natural for individuals to be guarded in these new environments, navigating interactions and surroundings with caution. From my diverse interactions in various settings, I've realized that real growth happens in these moments of discomfort. For me, the best approach in any new place has been to understand its culture, appreciate what it means to its people, and strive to learn that while preserving your core identity.

Whenever I interact with people from different walks of life, a simple yet profound question often comes to mind: "What does culture mean to them?" It's a term we use in various contexts, each time carrying a different interpretation. There may be no single correct definition, but one thing remains consistent: the ‘sense of belonging’ it evokes in anyone when they speak about their culture.

What does this ‘belongingness’ mean?

Belongingness, at its core, is about familiarity. Picture someone raised in a small town, who later moves to a bustling city for education or work. An individual who spends their entire childhood in a small town and completes their graduation from a tier-1/2 city goes through a lot of changes and their personality picks up traits or develops habits which are not found in the people residing in their native places.  So, while the person can become a better version of themselves and drift apart from some of the rudimentary practices of the hometown, amidst this transformation, they will still find comfort in the practices of their upbringing. Belongingness isn't about acceptance or rejection; it's about feeling secure in one's surroundings.

Take the example of a girl who embraces her body in the city's inclusive atmosphere, only to feel the weight of societal norms when she returns to her village. She navigates between two worlds, each pulling her in different directions.  She may try to change people around her in the village or practice her newly found beliefs while living in the city and conform to the culture of the village when at home but at the end of the day, both things are the ‘culture of a particular place’. It is always a struggle for individuals placed in life like this to truly appreciate who they are and to be in touch with their core selves.

I attended a modest school where education was prioritized above all else, leaving little room for activities that nurtured soft skills or empathy. From this environment, I transitioned to one of the top three law schools in India. There, I found myself surrounded by peers who had participated in Model United Nations, engaged in various debate formats and considered drinking a normal part of their school experience. Their specialized lingo often left me scrambling for my phone to look up meanings. They completed tasks before I even fully grasped the assignments, carrying themselves with a confidence that made me feel inferior. They raised their voices over the smallest inconveniences, while I had been taught to adjust and remain silent. This cultural shock was overwhelming, and I felt immense pressure. I couldn't turn to my school friends for support; they were in the same position as me. My initial coping mechanism was to resent my new peers and withdraw into myself. However, as time passed, I began to see that these students, far from home, were also seeking a sense of belonging. They formed tight-knit groups of 'metro' city kids, trying to create their own comfort zones.

My mother reminded me that hospitality is a hallmark of small-town people, and it became my bridge to them. I started sharing my home-cooked meals, and this simple act of kindness opened doors. They began to treat me as one of their own. It wasn't about selfishness but a natural human desire for comfort and connection. For me, it was about finding validation and acceptance in this new environment, and for them, it was about feeling a sense of home and security. I became their guide, helping them navigate the daily challenges of college life.

Throughout this journey, I often worried about losing my true self and drifting away from my roots. Yet, the constant fear of not growing into a better version of myself pushed me to break out of my bubble and embrace this new world. It was a delicate balance, but it taught me that growth often comes from stepping out of our comfort zones and extending a hand to others in need.

Adding to that, what one of my instructors said during the class gave a beautiful pause to this emotion. She said that while we can grow into a different version of ourselves, it's okay to  hold onto aspects of our past selves. It is okay to not relate with or understand everything that the new world or new setting throws at us but what makes the  journey truly enriching is the fact that we are touching upon so many different  lives and people. We are surrounded by diverse individuals and it is okay to not  see things the way they do but it is healthy to factor in their views and also give them the opportunity to feel our choices and circumstances in life.

This takes me to another important question to ponder:

“Do we extend the same understanding to others? Do we give others the space to  be as they are? How do we perceive other people's belongingness to their culture?”

The first question to ask ourselves is: “Are we even acknowledging the fact that all of us come from such different philosophical, religious, and educational places and upbringings that even a similar situation may holistically have different cognitive interpretations?” To give people around us a fair chance to learn and unlearn is what makes us human and all of us should be given that chance to make a mistake and learn from it. Yes, we might not know what the struggles of a person from a metro city might be like or similarly for a person who has never used a metro in their life, and a simple term like ‘communication’ can also have a high degree of contextuality but it is always a good idea to take a step back, hear them out and accordingly empathize with them and not make oversimplified and erroneous assumptions. Additionally, accepting that we presumed something about someone based on the social notions we have lived in or have usually heard about is even more important because by doing that we are giving ourselves the chance to improve and become a better friend and a better colleague. Running away from mistakes is as good as committing them yet again.

Another very important takeaway was a habit we all are guilty of doing. We tend to focus too much on the negative. It has to be a conscious choice from our side to focus on what it is that we like about a particular setting and maybe then try to address what we don’t like about it. This invariably generates creative ideas to avert the problems and without us even realizing it, we can reframe these cultural distinctions into our greatest assets.

Tanya representing MeITY team at Global IndiaAI Summit 2024

As a Fellow at the International Innovation Corps (IIC), these learnings have been instrumental in fostering better relationships with my colleagues and building trust with my stakeholders. Trust is crucial - only when others trust you will you receive the right work and the necessary support. Without trust, work remains siloed, and IIC stands for teamwork. Team culture is essential and it is not a monolithic identity but a culmination of what each fellow contributes. When each fellow brings their best, the team culture naturally becomes healthier and more vibrant for everyone. Therefore, respecting where others come from, the stories they carry within themselves and refraining from knee jerk perceptions are values we can work towards emulating while navigating any new surroundings or for people who have entered our surroundings.

Tanya Saxena is a lawyer by training. She is mapped to the MeitY Project and is working on the "Safe & Trusted" pillar of the IndiaAI Mission. She has a knack for blending law, policy, and public service, all while embracing her identity as a proud citizen of this country. When she's not glued to her laptop, you'll find her exploring, capturing people in their everyday life, or engaging in a game of badminton, heritage walks, dance workshops, reading Ghalib or just freelancing to keep her creative juices flowing. And being true to her inner moviebuff, Tanya lives by a simple yet profound mantra: “Haso, Jio, Muskurao, Kal ho na ho”

Towards a gender inclusive digital health system in India

by Bhavani Pasumarthi

In today's rapidly evolving world, technology has become an integral part of our daily lives. The prevalence of real-time transactions in India, which reached 48.6 billion in 2021, exemplifies the transformative power of technology.[1] It has facilitated problem-solving, automated routine tasks, and enhanced efficiency, bringing markets and information to our fingertips.

However, while the technological revolution holds immense promise, its benefits have predominantly accrued to a privileged minority—specifically, those who are educated, fluent in English, own smartphones, and have uninterrupted internet access. A large segment of society remains marginalized and deprived of these advancements, with women standing out due to being particularly affected by the digital divide.

It is against this backdrop that the International Innovation Corps conducted a study to delve into the gender dynamics in the adoption of digital health services, focusing on patients and healthcare providers within the context of the Ayushman Bharat Digital Mission (ABDM), India’s national digital health initiative. Through a combination of secondary literature review and primary research conducted across six states in India, the study explored the gender-specific levels of awareness, adoption, and engagement with ABDM amongst women.

Key findings of the study reveal that while urban women generally have access to smartphones and the internet, there is a notable hesitancy in utilizing digital health applications. This reluctance is primarily due to concerns about data privacy, a lack of trust in online sources, and cultural norms. Despite the widespread availability of digital devices, many women are unaware of ABDM and its benefits. Adoption rates are further hindered by uncertainties about how to get started and concerns regarding disclosing sensitive health data. Additionally, engagement is impeded by cultural barriers and insufficient training tailored for women healthcare providers.

To overcome these challenges, targeted interventions are essential. Government efforts should prioritize awareness campaigns, tech support sessions, and gender-sensitive educational programs to empower both healthcare consumers and providers. Enhancing transparency regarding data privacy measures and streamlining registration processes for digital health initiatives can build trust and facilitate broader participation. Collaborative partnerships and interdisciplinary approaches are crucial for developing comprehensive solutions that address the diverse healthcare needs of women across India.

By addressing these barriers, we can ensure that the benefits of the digital health revolution are accessible to all, helping to bridge the gender divide and foster a more inclusive technological landscape.

The complete report can be accessed here.

[1] Tejaswi, M. (2022) Netizens in India made 48.6 billion real-time transactions in 2021: Report, The Hindu. Available at: https://www.thehindu.com/business/netizens-in-india-made-486-billon-real-time-transactions-in-2021/article65355049.ece (Accessed: 18 April 2024).

How might trust be engendered in AI development and its use?

July 2020 witnessed stakeholders from industry, policy, design and civil society come together to deliberate on the potential of AI in healthcare, and how 'trust' in AI is at the centre of its successful adoption. Insights on the development and use of medical AI by participants highlighted the process of inculcating trust in the AI design phase for developers, as well as through institutional mechanisms operated by regulators.

The Virtual Deliberative Dialogue on 'Trust in AI' and its insight report have been co-designed and developed by IIC team members Krisstina Rao and Abhinav Verma,

in partnership with Tandem Research. Find the insight report here

Leveraging behavioral insights for informed policy- making: workshop report

‘How can nudge principles be used to inform policy making?’

In October 2019, NITI Aayog, LEAD at Krea University, and the International Innovation Corps convened India's leading behavioral science experts to explore how nudge principles can inform and improve policy-making. The workshop convened policymakers and practitioners and outlined key insights and recommendations to enhance NITI Aayog's ongoing initiatives, with a particular focus on gender equality.

A summary report, of the discussions and recommendations, by International Innovation Corps team members Steven Walker, Mansha Siraj, and Robin Zachariah Tharakan can be found here.

Catalyzing Innovation in Digital Health

How Can Digital Technology Impact Healthcare?

In order to discuss the roadmap of a digital transformation of India’s health system, International Innovation Corps (IIC), supported by the Rockefeller Foundation, organised a one-day symposium ‘Catalyzing Innovations in Digital Health’ (CIDH 2019) at the University of Chicago Center in Delhi on 26th August 2019.

CIDH 2019 gathered stakeholders from the government, industry, academia and non-profits together to deliberate upon how technological innovations can transform healthcare service delivery in the nation for improved health outcomes towards the achievement of the targets outlined in SDG3 (Good Health and Well-Being). 

“Global public health is at a digital tipping point given the tremendous power technology has for creating impact in healthcare, especially at the community level where more and better data can improve the health of individuals, communities and whole societies,” said Ms. Deepali Khanna, Managing Director for Asia at The Rockefeller Foundation. “India is a world leader in technological advances, and it’s time we harness this innovation to accelerate the needle on public health outcomes.” 

Ms. Shriya Sethi, Director for Projects, IIC spoke about IIC’s work with the Ministry of Health and Family Welfare, National Health Authority, and WISH Foundation on different aspects of the expansive digital health landscape. A fireside chat between Mr. Lov Verma, Former Union Health Secretary and Mr. Rahul Mullick from Bill and Melinda Gates Foundation deliberated on the existing gaps in India’s health systems where digital interventions can create impact. 

Citing the examples of National Health Stack and the National Digital Health Blueprint, Mr. Lov Verma said, “We have come a long way, an architecture for the digital health ecosystem has been set out, the challenge is how it will be implemented in the days to come.”

The symposium featured panel discussions to answer key questions in India’s digital health trajectory, including how innovations can move from pilots to scale, and how emerging technologies can be channelized for front-line health workers. The power of collaborations to unlock the potential of India’s wealth of health-related data, especially with the government, was a key theme.  These curated panels featured key opinion leaders including Dr. P. Anandan (CEO, Wadhwani AI), Ms. Sudeshna Adak (CEO and Director, OmiX), Dr. Prashant Mathur (Director, ICMR-NCDIR), Ms. Shama Karkal (CEO, Swasti Health Catalyst) and Ms. Kriti Mehrotra (Country Director, Dimagi), amongst others. 

To conclude the symposium, Dr. Indu Bhushan (CEO, AB-PMJAY) conversed with Dr. Shamika Ravi (Member, EAC to the PM and Director for Research, Brookings India) on Ayushman Bharat and how data-driven decisions can improve efficiency in healthcare. 

“In the short-term, PMJAY will prioritise reaching the last mile, our target is that every family should have one e-card, quality of service, a more robust IT system, prevention of fraud and the rates will be our focus.” said Dr. Indu Bhushan

While highlighting challenges of working with data, he said, “A major challenge that everyone faces is that of privacy and security, so we need to ensure that the obtaining, storing and use of data is done in a sensitive manner, so that we don’t infringe on privacy and keep the data secure. Our scheme has a security and privacy policy that we adhere to it very strictly.”

 Read the detailed event report here.

What Can Education Data Do for You?

Hosted by the International Innovation Corps and Gray Matters India at the University of Chicago Center in Delhi | July 2019.

Over the past ten years, learning outcomes have become a mainstream priority for the education sector in India. But what kind of learning outcomes? And how to leverage this data effectively to reform the system? This half day event hosted discussions among over 50 NGO staffers, funders, and experts to explore new frontiers and review best practices in education data.

Check out the Post Conference Report here - http://tiny.cc/u4mwaz