In this day and age, manual processes have become an uphill task, especially when dealing with large volumes of data. The Government of Punjab employs thousands of workers across 36 districts of the province. ICT based solutions have become a standard approach for governments worldwide, for record keeping, transferring, timely data analysis, and automatic alert generation based upon pre-defined thresholds. The Establishment Division Islamabad is maintaining the history card of PAS, PSP, SECTT and OMG officers with their complete consecutive accurate record of dates of assumptions / relinquishment, posting /EX transfer, joining / not joining and cancellation of Federal / Provincial Governments, attached departments / organization’s internal posting / transfer orders enabling us to assess the actual duration of working for the stipulated periods of awaiti n g PERs under specified reporting / coun- ter signing officers for promotion through HPSB, CSB, DPC and other purposes of the Federal Government. The initiative will help maintain digitised information of government employees (profiles, skillset, postings, and performance records) through a centralised HR system - subsequently leading to better management of such a large workforce and will be integrated with the Establishment Division e-filing system for two way information.
This initiative has resulted in:
- Personal files of all officers have been digitised.
- Individual Career Planning Chart of all 1,354 PAS, PCS, PSS & PMS officers, transfer/posting of all officers across Punjab in all departments / Districts in Punjab has been digitised.
- Global search for suitable officers for posting on major posts.
- Digitised Vacancy Chart of Punjab.
- Integration with Anti-Corruption Case Management System for officers' verification.
The centralised system helps access a common database to view and update employee profiles, transfer/ posting records, promotions, and performance evaluations. Scanned historical and existing data is now available. Merit-based identification of candidates (based upon performance, skills, qualification, and suitability) for new posts is now possible. Communication and case escalations, identification of evaluation trends of supervisors, and auto-alerts to key stakeholders can now be done in a timely manner. Performance is now linked to specific KPIs for particular roles – instead of the “one size fits all” approach. As a result of this initiative, better and timely succession planning can be achieved.