BU MAPPING ,

PERFORMANCE
APPRAISAL AND
TRAINING &
DEVELOPMENT AT
BSNL
 PREFACE

ACKNOWLEDGEMENT
Success of every project depends largely on the SELF & encouragement
and guidance of many others. I take this opportunity to express my
gratitude to the people who have been instrumental in the successful
completion of this study project.

First of fall I would like to thank the Management at BSNLfor giving me

the opportunity to do my two-month project training in their esteemed
organization.

Internal Guide) for providing me with valuable advice and endless supply
of new ideas and support for this project.

I would like to thank Mr. S.Verma and Mr. S.Tripathi for providing
practical exposure for the project and his valuable guidance during the
project work.

TABLE OF CONTENTS
INTRODUCTION
COMPANY PROFILE
… HISTORY
……ACHIEVEMENTS
….. PRODUCT AND SERVICES
.. HRMS
.. CONCLUSION
…. BIBLIOGRAPHY

Bharat Sanchar Nigam Limited

From Wikipedia, the free encyclopedia
Jump to: navigation, search

BSNL

Type State-owned enterprise

Industry Telecommunication

Founded 19th century, incorporated 2000

Headquart
New Delhi, India
ers

Key Gopal Das

people (CMD)

Wireless
Telephone
Products
Internet
Television

32,045 crore (US$ 7.27 billion)

Revenue
(2009-10)[1]

Net 575 crore (US$ 130.53 million)

income (2009-10)

Employees 299,840 (March 31, 2009)

[2]

Website Bsnl.co.in

1) Introduction:
About Company:- Bharat Sanchar Nigam Ltd. formed in October, 2000, is World's 7th largest
Telecommunications Company providing comprehensive range of telecom services in India: Wireline,
CDMA mobile, GSM Mobile, Internet, Broadband, Carrier service, MPLS-VPN, VSAT, VoIP services,
IN Services etc. Presently it is one of the largest & leading public sector unit in India.

BSNL has installed Quality Telecom Network in the country and now focusing on improving it,
expanding the network, introducing new telecom services with ICT applications in villages and wining
customer's confidence. Today, it has about 46 million line basic telephone capacity, 8 million
WLL capacity, 52 Million GSM Capacity, more than 38302 fixed exchanges, 46565 BTS, 3895
Node B ( 3G BTS), 287 Satellite Stations, 614755 Rkm of OFC Cable, 50430 Rkm of Microwave
Network connecting 602 Districts, 7330 cities/towns and 5.6 Lakhs villages.

BSNL is the only service provider, making focused efforts and planned initiatives to bridge the Rural-
Urban Digital Divide ICT sector. In fact there is no telecom operator in the country to beat its reach
with its wide network giving services in every nook & corner of country and operates across India
except Delhi & Mumbai. Whether it is inaccessible areas of Siachen glacier and North-eastern region
of the country. BSNL serves its customers with its wide bouquet of telecom services.

BSNL is numero uno operator of India in all services in its license area. The company offers vide
ranging & most transparent tariff schemes designed to suite every customer.
BSNL cellular service, CellOne, has 55,140,282 2G cellular customers and 88,493 3G customers as
on 30.11.2009. In basic services, BSNL is miles ahead of its rivals, with 35.1 million Basic Phone
subscribers i.e. 85 per cent share of the subscriber base and 92 percent share in revenue terms.

BSNL has more than 2.5 million WLL subscribers and 2.5 million Internet Customers who access
Internet through various modes viz. Dial-up, Leased Line, DIAS, Account Less Internet(CLI). BSNL
has been adjudged as the NUMBER ONE ISP in the country.

BSNL has set up a world class multi-gigabit, multi-protocol convergent IP infrastructure that provides
convergent services like voice, data and video through the same Backbone and Broadband Access
Network. At present there are 0.6 million DataOne broadband customers.
The company has vast experience in Planning, Installation, network integration and Maintenance of
Switching & Transmission Networks and also has a world class ISO 9000 certified Telecom Training
Institute.

Scaling new heights of success, the present turnover of BSNL is more than Rs.351,820 million
(US $ 8 billion) with net profit to the tune of Rs.99,390 million (US $ 2.26 billion) for last
financial year. The infrastructure asset on telephone alone is worth about Rs.630,000 million (US $
14.37 billion).

The turnover, nationwide coverage, reach, comprehensive range of telecom services and the desire
to excel has made BSNL the No. 1 Telecom Company of India.

ASPIRATION:

• Be the leading Telecom Service Provider in India with global presence.

 • Create a customer focused organisation with excellence in sales, marketting and
customer care.

• Leverage technology to provide affordable and innovative products/services

across customer segments

• Provide a conducive work environment with strong focus on performance

• Establish efficient business processes enabled by IT .

History:-

The foundation of Telecom Network in India was laid by the British sometime in 19th
century. The history of BSNL is linked with the beginning of Telecom in India. In 19th
century and for almost entire 20th century, the Telecom in India was operated as a
Government of India wing. Earlier it was part of erstwhile Post & Telegraph Department
(P&T).
In 1975 the Department of Telecom (DoT) was separated from P&T. DoT was responsible
for running of Telecom services in entire country until 1985 when Mahanagar Telephone
Nigam Limited (MTNL) was carved out of DoT to run the telecom services of Delhi and
Mumbai.
It is a well known fact that BSNL was carved out of Department of Telecom to provide level
playing field to private telecoms. Subsequently in 1990s the telecom sector was opened up by
the Government for Private Investment, therefore it became necessary to separate the
Government's policy wing from Operations wing.
The Government of India corporatized the operations wing of DoT on October 01, 2000 and
named it as Bharat Sanchar Nigam Limited (BSNL).BSNL operates as a public sector.

3)Achievements/Milestones:-

Since BSNL's formation on October 1, 2000 up to September 2001, significant growth

has been achieved in almost all the infrastructural parameters:

• Number of exchanges has grown by 14% to 32369.

• Equipped capacity has grown by 21.5% to 36.43 million in one year.
• Direct exchange lines have grown by 21.5% to 29.4 million.
 • TAX capacity has grown by 7.8% to 25,40,000.
• OFC route kms has grown by about 26.9% to 241841.

Achievements April-December 2000:

New Telephone Connections:-

During 1999-2000 a record number of 45.40 lakh new telephone connections were
provided by BSNL, bringing the total number of DELs to 224.8 lakh.

During the current year (April-Dec. 2000) 27.23 lakh lines have been installed.
Total lines installed as on 31-12-2000 is 252.4 lakh.

Public Call Office (PCOs):-

In the urban areas, since there is a long waiting list for telephone connections and
also considering the fact the telephone facility is needed by general public who can not
afford to have a telephone of their own, it was decided that the accessibility should be
improved by providing a large number of PCOs for general public.

Total number of PCOs 326574, STD PCOs, 5449 NHPTs have been provided up to
March 21, 2000.
As on March, 31,2000 the number of villages having Village Public
Telephones(VPTs)was 374605 out of 607491.
During 2000-01(April-December 2000), 152,150 PCOs have been provided.

Provisions of Cellular Mobile Phones:-

It has been planned to introduce WLL technology in the network. Its salient features
of WLL are its fast and easy deployment, flexibility, limited mobility etc. Initially this
service is being introduced in 27 cities by BSNL in the form of pilot project. The
estimated cost of this project shall be about Rs.50 Crore.

Telephone Services:-
 3010 New telephone exchanges (Net addition) were commissioned during 1999-2000
raising the total number of exchanges to 27569. The equipped capacity of Telephone
Exchanges rose to 281.28 lakh lines with the net addition of 63.02 lakh new lines during
the year representing an increase of 28.87% over the previous year.

The equipped capacity of Telephone Exchanges as on December 31, 2000 was

311.31 lakh lines.
All electromechanical exchanges in the country have been scrapped and
decommissioned. Now the total switching network is electronic type.

When it comes to connecting the four corners of the nation, and

much beyond, one solitary name lies embedded at the pinnacle - BSNL. A company that has
gone past the number games and the quest to attain the position of a leader . It is working
round the clock to take India into the future by providing world class telecom services for
people of India. BSNL is India's no. 1 Telecom Service provider and most trusted Telecom
brand of the Nation.

Driven by the very best of telecom technology from chosen global leaders, it connects each
inch of the nation to the infinite corners of the globe, to enable you to step into tomorrow.
 Data One MPLS-VPN

BSNL launched DataOne broadband service in January 2005 which shall be

extended to 198 cities... BSNL harnesses MPLS
Technology to offer world class IP VPN services to its customers...

More>> More>>

Sancharnet Leased Line

The countrywide Internet Services of BSNL under the brand name

Sancharnet... BSNL provides leased lines for voice and
data communication for various application...

More>> More>>

ISDN Wi-Fi

ISDN, a powerful tool for provisioning of services like voice, data etc over the
telephone lines... Wi-Fi Services provide high
speed internet access at various convenient public locations...

More>> More>>

Web Hosting Web Colocation

 Web hosting allows users to publish Web pages and information resources on
the Internet... Web Co-location helps to house a
company's lnfrastructure along with control on equipments...

More>> More>>

And many more(taken from bsnl portal)

THE BSNL SERVICES

• BSNL LANDLINE
• PHONE PLUS SERVICE
• NEW TELEPHONE CONNECTION
• PERMANENT CONNECTION
• CONCESSION IN RENTALS
• SHIFT OF TELEPHONE
• TRANSFER OF TELEPHONE
• TELEPHONE TARIFF
• BSNL MOBILE
• POSTPAID
• PREPAID
• UNIFIED MESSAGING
• GPRS/WAP/MMS
• DEMOs
• TARIFF
• SMS & BULK SMS
• BSNL WLL
• INTERNET SERVICES
• NETWORK
 • BROADBAND
• TYPES OF ACCESS
• WI-FI
• CO-LOCATION SERVICE
• BSNL WEB HOSTING
• INTERNET TARIFF
• DIAL UP INTERNET
• SMS& BULK SMS
• BSNL BROADBAND
• REGISTER ONLINE
• TARIFF
• FAQ
• CHECK USAGE
• BSNL MPLS-VPN
• ISDN
• ISDN
• TARIFF
• LEASED LINE
• LEASED LINE
• TARIFF
• INTELLIGENT NETWORK
• FREE PHONE SERVICE
• PREMIUM RATE SERVICE
• INDIA TELEPHONE CARD
• VIRTUAL PRIVATE NETWORK (VPN)
• VOICE VPN
• UNIVERSAL NUMBER
 • UNIVERSAL PERSONAL NUMBER
• TELE VOTING
• VIDEO CONFERENCING
• OVERVIEW
• TARIFF
• FAQ
• AUDIO CONFERENCING
• OVERVIEW
• TARIFF
• FAQ
• I NET
• OVERVIEW
• SERVICES ON I NET
• USING ON I NET
• I NET CONNECTIONS
• TARIFF
• TELEX/ TELEGRAPH
• TELEX/ TELEGRAPH
• TARIFF
• EPABX
• EPABX
• FREE EPABX
• TARIFF
• CENTREX
• CENTREX TARIFF
• HVNET
• RABMN
 • INMARSAT
• KU-BAND
• TRANSPONDER

ORGANISATION STRUCTURE:
 Composition of Board: The Board comprise of 12 Directors, of which 6 [including
the CMD] are whole time Directors; 2 Government Nominee Directors and 4 Non-
official Part Time Directors. Thus, the Board has the optimum mix of 50% Whole-
time and 50% part-time Directors. The composition is as per Corporate Governance
Norms for the unlisted CPSEs, laid down by the Department of Public Enterprises.

BSNL admin unit jodhpur hierarchical

structure
Executive cadre:-

General manager(GM)

3 deputy general manager(DGM)

Sub divisional engineers(SDE)(according to each

block)

Junior telecom officer(JTO)

Non executive cadre:-

Technical telecom assistants(TTA)/Sr. Telecom Operating

Assistanta(Sr.TOA)
 Telecom mechanic / phone mazdoor(TM)

Human Resources Development

( HRD:bsnl.co.in)
With a corporate philosophy that considers Human Resource as the most prized assets
of the organization, it's natural for BSNL to continually hone employee skills, enhance
their knowledge and their expertise and their aspirations to fruition. Even as BSNL goes
about conducting its business activities, it lays emphasis on constant enhancement of
knowledge and skills through regular training programmes.

 Bharat Sanchar Nigam Limited has a vast reservoir of highly skilled and experienced
work force of about 3,57,000 personnel.

 We believe that our staff, which is one of the best trained manpower in the telecom
sector, is our biggest asset.

 We believe that our future depends on our staff who provide services to our valued
customers and stay in touch with them.

 To meet the technological challenges, employees are trained for technology up-
gradation, modernization, computerization etc in BSNL's training Centers spread across
Country. These centers are properly equipped with the requisite infrastructure facilities
such as Lecture rooms, modern audio-visual aids, libraries, hostels etc.

 To apex training centers of BSNL i.e. Advance level Telecom Training Center (ALTTC)
at Ghaziabad and Bharat Ratna Bhimrao Telecom Training Center at Jabalpur are
comparable to any world class Telecom Training Center. Moreover, 43 zonal training
centers and a National Academy of Telecom Finance and Management have been
running for several years now.

 Different curriculum run in these centers to impart technology based training,

training for Attitudinal change, basic educational and skill development program etc.
About HRMS software:-

With the changing times along with the expansion of BSNL nation-wide it
has become essential to manage its large workforce effectively. And thus,
to move with the world it has transformed its traditional practises of
maintaining HR services books, employee records, their pay processes,
transfer details etc to a more convenient and faster computerized system
which they refer to as “Human Resource Management System”. This
system helps them to reduce their cumbersome paperwork.

In BSNL Admin unit, Jodhpur, we worked on their HRMS and learned its
various applications.

HRMS is basically an online system that is centrally controlled by ITPC,

Pune. The IP address to access this system is ‘210.212.169.194’.Also,
there is a provision being made wherein the employees themselves can
view their data without any modification by logging into “myhr.bsnl.co.in”
and the IP address for this intranet connection is ‘210.212.99.149’.

Figure shown below is the main page of hr management system which consist of
7 modules as follows:

1.staff module

2.training module

3.admin module

4.transfer module

5.pay module

6.leave module

7.logout
1. Staff Module:
It consist of employee’s staff number, designation , family details ,
nomination details , absorption details etc.. it means all the details till now
which were in written in employee’s service books are now entered into
the HRMS . The most important thing that distinguishes one employee
from other in the hrms is “HRMS no.” . it is a unique 9 digit number , in
which starting 4 digit number represents his/her year of joining BSNL .

For eg. the following illustration clearly depicts that how the details are
stored in the system. We have taken the example of Mr. P.R Deswa (SDE
(HRD)).
BU mapping: The state owned telecom firm has undertaken an exercise of organisational
restructuring with the help of Boston Consulting Group (BCG), a management consulting firm.

The transformational exercise has been named Project Shikhar and will attempt to arrest the
company's financial decline, and restructure the business to make it profitable.

As part of this exercise, BSNL’s organisational structure has also being redesigned along different
business verticals to provide end to end focus on key growth segments and to clearly define
accountability for different businesses and functions at all levels of the organisation, Sachin Pilot,
Minister of State for Communications and Information Technology, said in a written reply to the Rajya
Sabha.

A separate vertical has been created to focus on growth in mobile, broadband and enterprise segments.

BSNL had earlier reported a net loss of over Rs. 1,800 crore during 2009-2010. This was the first-
ever loss registered by the public sector unit since its inception in October 2000.

Sachin Pilot, in his reply, added that the loss “is mainly on account of reduction in revenue and increase
in expenditure. The reduction in BSNL revenue is mainly because of decline in revenue from wire lines
due to churning of fixed line subscribers in view of preference to mobile telephony and fall in ARPU
(average revenue per user). Though there is a net increase in number of wireless connections, yet
revenue decreased mainly due to reduction in tariff by BSNL in the competitive market.”
The main reason for increase in expenditure was attributed to the increase in staff expenditure, which
alone has caused an additional expenditure of Rs. 2,900 crore over the previous year.

Also, increase in depreciation is due to amortisation of one time spectrum fee for 3G and (broadband
wireless access) BWA spectrum.

Reservation policy:

Given below are the instructions governing Reservation for Scheduled Castes (SCs),
Scheduled Tribes (STs) and Other Backward Classes (OBCs) in Services of the
BSNL.

Reservation in Direct Recruitment:

(a) There shall be a reservation of 15 per cent for the members of the Scheduled
Castes, 7.5 per cent for the members of the Scheduled Tribes and 27 per cent for
the members of the Other Backward Classes in the matter of appointment by
direct recruitment to civil posts and civil services on all India basis by open
competition.

(b) There shall be a reservation of 16.66 per cent for the members of the Scheduled
Castes, 7.5 per cent for the members of the Scheduled Tribes and 25.84 per cent
for the members of the Other Backward Classes in the matter of appointment by
direct recruitment to civil posts and civil services on all India basis otherwise than
by open competition.

(c) Except in Delhi, reservation for the Scheduled Castes and Scheduled Tribes in
case of direct recruitment to Group C and Group D posts normally attracting
candidates from a locality or a region is generally fixed on the basis of proportion
of their population in the respective States/UTs. Reservation for OBCs in such
cases is fixed keeping in view the proportion of their population in the respective
States/UTs and the fact that it is not more than 27% and total reservation for SCs,
STs and OBCs does not exceed 50%. Quantum of reservation fixed for SCs, STs
and OBCs in such cases has been indicated in Annexure I.

(d) Where recruitment is made for zones or circles or regions consisting of more than
one State, the percentages of reservation for SCs and STs is generally fixed on the
basis of the proportion of SCs and STs in the respective zones/circles/regions and
reservation for OBCs is fixed keeping in view their proportion in the population
of the respective zones/circles/regions and the fact that it is not more than 27%
and total reservation for SCs, STs and OBCs does not exceed 50%.

Illustration: Suppose direct recruitment to a Group C post in an organisation is

made on the regional basis for the region consisting of the 8 States of the North
East namely, Assam, Arunachal Pradesh, Manipur, Meghalaya, Mizoram,
Nagaland, Tripura and Sikkim. Total population of these States and population of
the Scheduled Castes and Scheduled Tribes in these States as per Census 2001 is
38,857,269; 2,486,474, and 10,465,898 respectively. Thus, the proportion of
Scheduled Castes and Scheduled Tribes in the region is 6.39% and 26.93%.
Estimated population of Other Backward Classes in the region is more than 27%
of the total population of the region. Keeping all aspects in view percentage of
reservation for Scheduled Castes, Scheduled Tribes and Other Backward Classes
for the region may be fixed as 6%, 27% and 17% respectively.

Note 1: The expression ‘by open competition’ means all recruitments by UPSC
whether through written examination or by interview or by both; and recruitments
made by other authorities including Staff Selection Commission or any other
appointing authority through written competitive examination or tests (but not by
interview alone). Any recruitment not made by the U.P.S.C. or not made through
written competitive test held by any other authority would mean direct recruitment
otherwise than by open competition.
Note 2: In cases of recruitments on local/regional/zonal/circle basis, SC/ST/OBC
candidates not belonging to the concerned locality/region/ State/ zone/ circle shall
also be eligible to get the benefit of reservation.

3. Creamy Layer amongst OBCs:

The members of the Other Backward Classes who fall in creamy layer shall not get
the benefit of reservation. Criterion for determining creamy layer status amongst
Other Backward Classes is given in Annexure II.

4. Reservation in Promotion:
There shall be a reservation of 15 per cent for the members of the Scheduled
Castes and 7.5 per cent for the members of the Scheduled Tribes in the matter of
appointment by promotion to the grades of civil posts and civil services in which
element of direct recruitment, if any, does not exceed 75 per cent and when posts
are filled by promotion:

(a) through Limited Departmental Competitive Examination in Group B, Group

C and
Group D posts;
(b) by selection from Group B post to a Group A post or in Group B, Group C
and Group D posts; and
(c) by non-selection in Group A, Group B, Group C and Group D posts.

5. Concession in Promotions within Group A:

There is no reservation in case of promotions by selection from a Group A post to
another Group A post. But when promotions by selection are made from a Group A
post to a Group A post which carries an ultimate salary of Rs.18,300/- (pre-revised),
or less, the Scheduled Caste and Scheduled Tribe Officers, who are senior enough in
the zone of consideration for promotion so as to be within the number of vacancies for
which the select list has to be drawn up, would be included in that list provided they
are not considered unfit for promotion. Their position in the select list would,
however, be same as assigned to them by the Departmental Promotion Committee on
the basis of their record of service.
Note: Fitness of the SC/ST officers in such cases would be assessed keeping in view
the duties and responsibilities attached to the post and not on the basis of benchmark,
if any, prescribed for promotion to the post.

6. Exemptions from Reservation:

6.1 Reservations do not apply to posts filled by deputation or absorption, but
whenever a Ministry/Department/Attached Office/Subordinate Office etc. propose to
depute in public interest officers serving in or under them to a post in or under another
Ministry/Department etc., the Scheduled Caste/Scheduled Tribe/OBC employees
serving in or under the Ministry/Department etc. concerned, who are eligible to be
sent on deputation should also be considered along with other eligible employees for
such deputation. The Ministries/Departments under whose control the posts to be
filled by deputation or absorption arise should also, in turn, while selecting persons
for such post(s) to be filled by deputation or absorption, duly consider 4 the cases of
eligible Scheduled Caste, Scheduled Tribe and Other Backward Class employees
whose names have been forwarded by other Ministries/Departments alongwith the
other eligible employees, for appointment on deputation or absorption to those posts.
Where the number of posts to be filled on deputation or absorption by any employing
Ministry or Office is fairly substantial, the employing Ministry/Head of Office
concerned should endeavour to see that a fair proportion of such posts are filled by
employees belonging to Scheduled Castes/Scheduled Tribes/OBCs, subject of course,
to availability from the feeder categories of qualified persons belonging to these
communities.
6.2 Reservations also do not apply to:
(i) Temporary appointments of less than 45 days duration;
(ii) Those work-charged posts which are required for emergencies like flood relief
work, accident restoration and relief etc.

7. Reservation in Scientific and Technical Posts:

7.1 Reservation for Scheduled Castes, Scheduled Tribes and Other Backward
Classes apply
to appointments made to “scientific and technical” posts upto and including the
lowest grade of
Group A in the respective services.

7.2 Such “scientific and technical’ posts which satisfy all the following conditions
can be
exempted from the purview of the reservation orders by the
Ministries/Departments:

(i) The posts should be in grades above the lowest grade in Group A of the
service
concerned.

(ii) They should be classified as ’scientific or technical’ in terms of Cabinet

Secretariat
(Department of Cabinet Affairs) O.M. 85/11/CF-61(1) dated 28-12-1961
according to which scientific and technical posts for which qualification in the
natural sciences or exact sciences or applied sciences or in technology are
prescribed and the incumbents of which have to use that knowledge in the
discharge of their duties.

(iii) The posts should be ‘for conducting research’ or ‘for organising, guiding
and
directing research’.

7.3 Orders of the Minister concerned should be obtained before exempting any
posts
satisfying the above conditions from the purview of the scheme of reservations.

7.4 In the case of scientific and technical posts required for research upto and
inclusive of lowest grade of Group A of a service which are not exempt from the
purview of reservation orders, reservation should be provided for Scheduled
Castes, Scheduled Tribes and Other Backward Classes as per the scheme of
reservations, except that:

(i) reserved vacancies in such posts need be advertised only once and not twice,

(ii) in the event of non-availability of candidates belonging to Scheduled Castes,

Scheduled Tribes and OBCs, vacancies in such posts may be dereserved by the
administrative Ministry/Department concerned. However, the National
Commission for Scheduled Castes or the National Commission for Scheduled
Tribes or the National Commission for Backward Classes, as the case may be,
and
the Department of Personnel and Training should be informed about the
dereservation together with the details and reasons necessitating dereservation.

8. Reservation in Posts of Industrial Workers:

The industrial establishments of the Government of India and the posts and
grades in
such establishments, whether these have been classified as group A, B, C and D
or not, are covered by the scheme of reservation for Scheduled Castes, Scheduled
Tribes and Other Backward Classes.

9. Reservation in Work-Charged Posts:

The principle of reservation for Scheduled Castes, Scheduled Tribes and Other
Backward Classes should generally be suitably applied to the extent possible, to
work-charged posts also except those required for emergencies like flood relief
work, accident restoration and relief etc. The percentages of reservation in such
appointments may correspond to what is applicable to Group C and Group D
posts.

10. Reservation in Appointments of Daily Rated Staff:

While it may not be practical to apply the reservation orders in toto in respect of
daily
rated staff, it should be ensured that persons belonging to the Scheduled Castes,
Scheduled Tribes and Other Backward Classes are recruited in such manner as
their overall representation does not go below the prescribed percentage of
reservation for the Scheduled Castes, Scheduled Tribes and Other Backward
Classes respectively.

11. Appointment of Casual Workers to Regular Posts:

Appointment of casual workers against regular posts will be a case of direct

recruitment. Hence all statutory requirements relating to filling up of posts by
direct recruitment should be followed while regularizing the services of casual
workers. General orders relating to reservation for persons belonging to
SCs/STs/OBCs will be applicable in cases relating to regularization of casual
workers. Vacancies meant for these categories of persons should be filled up by
casual workers of respective reserved categories and the balance, if any, may be
filled up by outsiders belonging to these categories, who are not casual workers.
Casual workers, who do not belong to the reserved categories, can be appointed
against unreserved vacancies only.

12. Reservation in Newly Constituted Services:

If according to the relevant Service Rules of a newly constituted Service,

appointments at the initial constitution of the Service are to be made only from
out of the departmental candidates who might have been holding posts which are
now incorporated in the new Service, reservation for Scheduled Castes,
Scheduled Tribes and Other Backward Classes would not apply to such
appointments. However, where such initial constitution of a Service also makes a
provision of recruitment from outside sources, i.e. other than the incumbents of
the service which is reconstituted or of the posts which are encadred in one form
or another in the new service, the recruitment from outside sources would be
akin to direct recruitment and would, therefore, attract the orders providing for
reservation for Scheduled Castes, Scheduled Tribes and Other Backward
Classes in respect of such recruitment. Each case of initial constitution of a
service should be considered separately on its merits with a view to determine
whether the reservation for Scheduled Castes, Scheduled Tribes and Other
Backward Classes would apply. Whenever it is proposed to constitute a new All
India or Central Service under the control of a Ministry/Department, the
question of applicability of the orders regarding reservation for Scheduled
Castes, Scheduled Tribes and OBCs at the initial constitution of that service
should be considered in consultation with the Department of Personnel and
Training.

13. Reservation in Adhoc Promotions:

The basic approach of this Department is that adhoc promotions should be minimized,
if not eliminated altogether. However, if adhoc promotions are to be made in
exceptional circumstances, such as during pendency of court cases, protracted
seniority disputes, non-framing of recruitment rules, unforeseen delay in direct
recruitment or convening of DPCs for reasons beyond the control of the appointing
authorities etc., the following guidelines may be followed on every occasion when
adhoc promotions are resorted to so as to ensure that the claims of eligible officers
belonging to Scheduled Castes/Scheduled Tribes are also duly considered:

(i) In cases where reservation orders for SCs and STs are applicable, the number of
vacancies falling to the share of SCs and STs would be the same if the vacancies
were to be filled on regular basis.

(ii) Since adhoc promotions are made on the basis of seniority-cum-fitness, all the
Scheduled Caste/Scheduled Tribe candidates covered in the relevant seniority list
within the total number of such vacancies against which adhoc promotions are to
be made, should be considered in the order of their general seniority as per the
gradation list, on the principle of seniority-cum-fitness and if they are not
adjudged unfit, they should all be promoted on adhoc basis.

(iii) If the number of SC/ST candidates found fit within the range of actual vacancies
is less than the number of vacancies identified as falling to their share if the
vacancies were filled on a regular basis, additional SC/ST candidates to the extent
required should be located by going down the seniority list, provided they are
eligible and found fit for such adhoc appointment.

(iv) All adhoc appointees have to be replaced by regular incumbents at the earliest
opportunity. When regular promotions are made subsequently, reversion of the
adhoc appointees should take place strictly in the reverse order of seniority, the
junior-most candidate being reverted first. No special concessions are to be given
to SC/ST candidates at the time of such reversion.
(v) There is no need for maintaining any separate formal register or roster register for
adhoc promotions. The concept of dereservation, carrying forward of reservation
etc. will also not be applicable in the case of adhoc appointments. However, a
simple register called Adhoc Promotions Register may be maintained for different
categories of posts for which adhoc appointments are made to facilitate a record
being kept of the adhoc appointments and for ensuring reversion in the proper
order on regular promotions being made to the posts in question.

14. Reservation in case of a Single Vacancy:

In cases where only one vacancy occurs in the initial recruitment year and it falls on
point reserved for Scheduled Castes or Scheduled Tribes or OBCs, it should be treated
as unreserved and filled accordingly and the reservation should be carried forward to
subsequent recruitment year. In the subsequent recruitment year, even if there is only
one vacancy, it should be treated as “reserved” against the carried forward reservation
from the initial recruitment year, and a Scheduled Caste/ Scheduled Tribe/OBC
candidate, if available, should be appointed in that vacancy, although it may happen to
be the only vacancy in that recruitment year. This provision applies to direct
recruitment as well as promotion. In the years of carry forward of reservation,
the normal procedure of filling up of reserved vacancies should be followed. 7

15. Reservation in PSUs, Autonomous Bodies etc:

Instructions contained in this OM relate to reservation for Scheduled Castes,
Scheduled Tribes and Other Backward Classes in posts/services under the
Government of India. The Public Sector Undertakings, Statutory and Semi-
Government Bodies, Autonomous Bodies/Institutions including Municipal
Corporations, Cooperative Institutions, Universities etc. under the control of
the Government, may make reservation for Scheduled Castes, Scheduled Tribes and
Other Backward Classes in their services on the lines of the reservations in services
under Government. The Department of Public Enterprises, Ministry of Heavy
Industries and Public Enterprises may arrange for issue of suitable directives to the
various public sector undertakings, through the administrative Ministries concerned
for making reservations for Scheduled Castes, Scheduled Tribes and Other Backward
Classes in their services. The Ministries/Departments should take suitable action to
provide for reservations for Scheduled Castes, Scheduled Tribes and Other
Backward Classes in the services of the autonomous bodies/institutions which are
receiving grants-in-aid from the Government of India by making suitable provision in
the relevant statutes or in the Articles of Association of the respective bodies.

16. Reservation in Voluntary Agencies

16.1 The Ministries/Departments should insist as a pre-condition to the sanction of
grants-in- aid from Central Government to the voluntary agencies etc. that they shall
provide reservation to the extent of 15% to SCs, 7.5% to STs and 27% to OBCs in
case of direct recruitment on all India basis and as shown in Annexure I in case of
direct recruitment to posts normally attracting candidates from a locality or region
where:

(a) the recipient body employs more than 20 persons on a regular basis and at least 50
percent of its recurring expenditure is met from grants-in-aid from the Central
Government; and
(b) the body is a registered society or a cooperative institution and is in receipt of a
general purpose annual grants-in-aid of Rs.2 lakh and above from the
Consolidated Fund of India.

16.2 A clause providing for reservations in the services under the voluntary agencies
should be included in the terms and conditions under which such voluntary
agencies /organisations etc. are given grants-in-aid by Government, somewhat on the
following lines: –
“………..(Name of Organisation/ Agency etc.) agrees to make reservations for
Scheduled Castes, Scheduled Tribes and Other Backward Classes in the
posts/services under its control on the lines indicated by the Government of
India.”

16.3 While sanctioning grants-in-aid to various voluntary agencies the progress made
by such agencies in employing Scheduled Caste, Scheduled Tribe and Other
Backward Class candidates in their services should be kept in view by the
administrative Ministries/Departments. The voluntary agencies etc. should be
informed that the progress in respect to the employment by them of Scheduled Castes,
Scheduled Tribes and OBCs in the services under them would be taken into account
by Government while sanctioning future grants-in-aid to them.

17. Determination of Reservation Quota

17.1 Number of posts reserved for Scheduled Castes, Scheduled Tribes and Other
Backward Classes in a cadre having more than 13 posts shall be determined by
multiplying the cadre strength by the percentage of reservation prescribed for
respective categories. While doing so,fractions, if any, shall be ignored.

Illustration : Suppose a grade in a service where reservation in promotion is available,

has a total of 600 sanctioned posts, 50% of which are filled by direct recruitment on
all India basis by open competition and 50% are filled by promotion by non-selection.
Number of posts reserved for Scheduled Castes in case of direct recruitment would be
equal to 300x 15/100 which comes to 45. Number of posts reserved for scheduled
Tribes would be equal to 300×7.5/100, which after ignoring the fraction comes to 22
and number of posts reserved for Other Backward Classes would be equal to
300×27/100 i.e. 81. Similarly, the number of posts reserved for Scheduled Castes and
Scheduled Tribes in case of promotion would be 45 and 22 respectively. It may be
noted that the number of reserved posts for Scheduled Tribes comes to 22.5 in case of
direct recruitment as well as promotion. Exact number of reserved posts is arrived at
by ignoring the fraction.

17.2 If the number of posts in a cadre is 2 or more than 2 but less than 14, reservation
shall be provided by rotation on the basis of 14-point rosters given in Annexure III.
There shall be no reservation in single post cadres.

Note 1: The term ‘cadre strength’ used in relation to calculation of reservation/

maintenance of reservation registers /rosters means number of posts required to be
filled by a particular mode of recruitment in terms of the applicable recruitment rules.
In a grade comprising 200 posts, where the recruitment rules prescribe a ratio of
40:40:20 for direct recruitment, promotion and deputation/absorption respectively, the
cadre strength for direct recruitment shall be 80 and cadre strength for promotion shall
be 80. Since there is no reservation in case of deputation/absorption, 40 posts will not
be subject to reservation.
Note 2: Where the recruitment is made vacancy based, it is possible that at any given
point of time share of direct recruitment may increase and share of promotion may
correspondingly decrease or vice-versa. In such cases cadre strength for direct
recruitment and cadre strength for promotion may change from year to year.
Consequently, number of reserved posts in direct recruitment quota and number of
reserved posts in promotion quota would change from year to year. Likewise, if there
is any increase or decrease in the cadre strength for any other reason, the number of
reserved posts shall increase or decrease accordingly.
Note 3: Excess or shortfall of reservation, which may arise due to change in cadre
strength, shall be adjusted/made up in subsequent recruitments.

18. Determination of Reserved Vacancies

18.1 While filling up of vacancies in a year, efforts shall be made to make up the
shortfall of reservation for all the three categories, namely, SCs, STs and OBCs
subject, however, to the condition that total number of vacancies reserved for SCs,
STs and OBCs is not more than 50% of the vacancies of the year.

18.2 The ceiling of 50% reservation on filling of reserved vacancies would apply only
to the vacancies which arise in the current year and the backlog reserved vacancies of
SCs, STs and OBCs in case of direct recruitment and backlog reserved vacancies of
SCs and STs in case of promotion of earlier years, would be treated as a separate and
distinct group, and would not be considered together with the reserved vacancies of
the year in which they are filled for determining the ceiling of 50% reservation on
total number of vacancies of that year.

Note 1: Shortfall of reservation of a particular reserved category in a cadre means the

difference between the ‘total number of reserved posts for that category in the cadre’
and ‘the number of persons of that category appointed by reservation and holding the
posts in the cadre’.
Note 2 : Backlog reserved vacancies of a category are those vacancies which were
earmarked reserved for that category in an earlier recruitment year but remained
unfilled in the previous recruitment attempt on account of non availability of suitable
candidates belonging to that category and are still lying unfilled.

18.3 Given below is an illustration which would clarify the method of earmarking
reservation for SCs, STs, and OBCs.

Illustration:
(i) Suppose there is a cadre having a total number of 1000 posts which are filled
by direct recruitment on all India basis by open competition. The number of
SC, ST and OBC employees appointed by reservation in the cadre should
ideally be 150, 75 and 270 respectively when all the posts are filled.

(ii) Suppose all the 1000 posts stood filled in the year 2006 but the number of SC,
ST and OBC employees appointed by reservation was 130, 75 and 100
respectively. There was, thus, a shortfall of 20 SCs and 170 OBCs in the cadre
in that year, though all the posts were filled.

(iii) (a) Suppose 200 vacancies occurred in the cadre in the recruitment year 2007,
of which 20 were vacated by SCs, 10 by STs and rest by unreserved category
candidates. After vacation of these posts, shortfall of SCs, STs and OBCs in
the cadre became 40, 10 and 170 respectively. Though there was a big
shortfall of SCs, STs and OBCs in the cadre, only 100 of these vacancies
could be earmarked reserved because all the 200 vacancies were current
vacancies and limit of 50% on reservation in a year would apply on these
vacancies.

(b) Shortfall of SCs and OBCs was more than 15% and 27% respectively of
the current vacancies. Therefore, 15% of the current vacancies were
straightway earmarked reserved for SCs and 27% for OBCs i.e. 30 vacancies
were earmarked reserved for SCs and 54 for the OBCs. Shortfall of STs was
10 which is less than 7.5% of total vacancies. Therefore, only 10 vacancies
were earmarked reserved for STs. Applying the above principle, 94 vacancies
were earmarked reserved. This left room for 6 {100-(30+54+10)} more
vacancies to be earmarked reserved to make up the shortfall. These 6
vacancies were apportioned between SCs and OBCs in the ratio of percentage
of reservation prescribed for these categories viz. 15: 27, i.e. 2 for SCs and 4
for OBCs (fractions rounded off to the nearest whole number). However,
while making such distribution, it has to be kept in view that the number of
vacancies earmarked reserved for any category is not more than the shortfall
of that category. Thus, final earmarking of reservation in respect of the
vacancies for the year 2007 was 32 for SCs, 10 for STs and 58 for OBCs.
(c) Suppose only 20 SC candidates, 5 ST candidates and 50 OBC candidates
could be appointed in the recruitment year 2007 against the vacancies
reserved for them. Thus, 12 vacancies of SCs, 5 vacancies of STs and 8
vacancies of OBCs which were earmarked reserved could not be filled and
remained vacant. These 12 vacancies of SCs, 5 vacancies of STs and 8
vacancies of OBCs which were earmarked reserved but remained vacant in
the recruitment attempt will be treated as backlog reserved vacancies for the
subsequent recruitment year. After the recruitment process for the year 2007
was over, total number of posts filled was 975, of which 130, 70 and 150
were held respectively by SCs, STs and OBCs. It may be noted that shortfall
of reservation of SCs, STs and OBCs at this stage was 20, 5 and 120
respectively. However, number of backlog reserved vacancies of SCs, STs
and OBCs was 12, 5 and 8 respectively.

(iv) Suppose 200 vacancies occurred in the recruitment year 2008 of which 20
were vacated by SCs, 10 by STs and 20 by OBCs. At this stage shortfall of
SCs, STs and OBCs was 40, 15 and 140 respectively. Total vacancies in the
year were 200+12+5+8=225, of which 200 were current vacancies and 25
backlog vacancies. While earmarking reservation, 25 backlog reserved
vacancies of SCs, STs and OBCs will be treated as a separate and distinct
group and will be kept reserved-12 for SCs, 5 for STs and 8 for OBCs. Of
the 200 current vacancies, not more than 100 can be earmarked reserved. By
applying the same principles as in the year 2007, out of 200 current
 vacancies, 28 were earmarked reserved for SCs,10 for STs and 62 for OBCs.
Thus the number of vacancies reserved for SCs, STs and OBCs in the
recruitment year 2008, including the backlog reserved vacancies, were 40, 15
and 70 respectively. If only 35 SCs, 12 STs and 50 OBCs become available to
fill up the reserved vacancies, 5 vacancies of SCs, 3 vacancies of STs and 20
vacancies of OBCs will be kept vacant and will be treated as backlog reserved
vacancies for the subsequent recruitment year.

18.4 In case of cadres where reservation is given by rotation, number of reserved

vacancies will be determined as per roster points. It would have to be kept in view
that not more than 50 per cent of current vacancies of a year are reserved and total
reservation in the cadre does not exceed the limit of 50%. If at any stage, filling up of
a vacancy results into more than 50% reservation in the cadre, reservation shall be
skipped.

19. Grouping of Posts:

19.1 In the case of posts filled by direct recruitment, small cadres may be grouped
with posts in the same group for the purpose of reservation order taking into account
the status, salary and qualifications prescribed for the posts in question.

19.2 The posts of Sweepers should not be grouped for the purpose of reservation, with
other categories of Group D posts, even though the number of posts of Sweepers may
not be large in an office /establishment.

2.training module
 • TRAINING DEFINED

It is a learning process that involves the acquisition of knowledge, sharpening of skills,

concepts, rules, or changing of attitudes and behaviours to enhance the performance of
employees.

Training is activity leading to skilled behavior.

• It’s not what you want in life, but it’s knowing how to reach it

• It’s not where you want to go, but it’s knowing how to get there

• It’s not how high you want to rise, but it’s knowing how to take off
• It may not be quite the outcome you were aiming for, but it will be an outcome

• It’s not what you dream of doing, but it’s having the knowledge to do it

• It's not a set of goals, but it’s more like a vision

• It’s not the goal you set, but it’s what you need to achieve it

Training is about knowing where you stand (no matter how good or bad the current situation looks) at
present, and where you will be after some point of time.

Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional
development.

3.admin

List of non users of hrms package got their roles changed as per the
following process

Eg. People who were given the controlling authority of managing

their unit’s employees database but have not logged in since 27th
sep 2007

Through their ID and were operating through somebody else’s ID

 had their roles changed to “emp_view details”.

Process:
Step1 : login hrms by entering username and password

Step2: click on admin module

2(a) click on user updation link

2(b) click on ‘update’ option

2(c) enter hrms number of the employee

2(d) change user’s role to “emp_view details”

2(e) submit

The purpose of "Bulk Transfer" form : This form can be used for correction
of the unit structure. Through this form Employee in bulk from one unit
can be transferred to the another unit and section.

4.Transfer:
BSNL Employee Transfer Policy:-

Purpose :

Transfers are in general necessitated due to requirements of filling up of

posts, meeting of the staff requirements of hard/soft
tenure/unpopular/difficult stations, matching employees qualification /
experience with job requirement, gainful deployment of surplus staff
within or outside the recruiting zone, sharing of shortages, even
distribution of staff over recruiting zones, movement of staff from
sensitive posts or other administrative requirements, meeting of requests
either personal or tenure related etc.
Objectives of transfer policy :

2.1 In the changing business environment, the role/profile of employees

to be augmented continuously. “Functional managers” need to be
given on the job training and exposure in different types of work
situations to develop them to be “ Business Managers”. Similarly
non-executive employees need to be retrained and redeployed in
new jobs/locations to meet the technology/market related changes
in business of the company.

2.2 Transfers/job rotation is required to achieve following objectives:

a. To achieve BSNL’s corporate goals through well developed

personnel with an all around personality.
b. To have a mix of personnel positioned at different
locations/jobs who have gained varied experience
systematically.
c. To maintain/upkeep the ongoing functional activities/tasks
such as telephone exchanges, customer service centers etc
at all times.
d. To distribute the available manpower evenly in the
SSA/Circle/service area of Company as per workload.
e. To provide opportunities to work in different disciplines.
f. To enhance productivity and obviate monotony.
g. To ensure rotational redeployment of the personnel from
“sensitive” posts.
h. To ensure continuity of management and systematic
succession planning for key posts in middle and senior
management level.
i. To fulfill the needs of employees nearing retirement for
possible placement close to their home town or a location of
their choice.
j. To meet the staff requirement of hard/soft
tenure/difficult/unpopular stations.

3. Management’s Right :

The management has the right to move or not to move employee(s) from
one post/job to another, to different locations, to different shifts,
temporarily or permanently, as per business requirements changed or
special needs arrived.
 4. Need of transfer:

Transfer can be affected due to anyone of the following criterion.

a) To provide replacement for a specific post/cadre with a

specialized or desired qualification and/or suitable experience, as
per company need.
b) To meet the business requirement of BSNL.
c) To bridge manpower deficit or to provide reinforcement in view of
business requirement.
d) Placement under compassionate ground.
e) To adhere to government regulation/ ruling/guidelines as
applicable (as amended from time to time).

5. Basis for transfer :

Transfer shall not be purely based on tenure decided by the transfer

policy. Transfers shall also be based on competencies and skills required
to execute the work or to provide an opportunity to employees develop
competencies as per job rotation requirement for the employees. The
transfers shall be based on:

a) Vacancies created due to promotions, creation of posts and

retirement.
b) Job rotation requirement in synchronization with period specified
for
post, station/ and circle tenure.

c) Past experience in various functions and nature of jobs handled.

Surplus and/or shortages at any location.

6. Guiding principles:

(i) Transfer on the basis of completion of post/station tenure shall normally be

done each year. Transfers involving Station/Circle/urban/rural/posting change
will be undertaken for meeting the shortages and service demands
difficult/unpopular area postings, request from employees posted on hard
tenure/tenure stations and others. The request of employees coming from hard
 tenure/tenure stations shall be accommodated, if necessary by displacing other
employee, depending on the longest stay basis.

(ii) The cut off date for computing Circle/Station/Post tenure would be 31 st March
of particular year. Transfers involving change in the Post/Station/Circle will
be affected in such a way that orders are issued latest by 31st march of
particular year. However transfers shall be done in the interest of the company
at any time of the year.

(iii) Request transfers within recruiting unit would be normally considered after
completion of 2 years at a particular station. The transfer after two years on
request will be at company’s cost. If the transfer is due to personal reasons
within two years, this will be at the cost of the employee.

(iv) In case any Employee tries to influence transfer through other than
normal channel, it would be taken as violation of conduct rule. Due
entries of such violations be made in the Annual Confidential Report
as well as Service Book of the concerned Employee which shall be
duly taken into consideration while judging the fitness of the
employee for any performance linked
perks/incentives/compensation or career progression like time
bound IDA scale up-gradation or post based promotion.

(v) In respect of matters, which are not specifically covered in these

rules, the Central Govt. rules, in so far they are not inconsistent with
these rules, will be followed.

7. Request transfers :

a. Employees will be encouraged to request transfers which will

facilitate their career development.

b. In the complete span of employee service two request transfers

shall be permitted. Request transfers shall generally be acceded to
as far as possible. Employee while making request should give in
writing that he is asking for request transfer. In his application
circumstances under which transfer is required need to be
explained clearly. Further employee should serve minimum two
years at a particular location before asking for a request transfer.

8. Transferring Authority :
The responsibility and authority of transfer of employees for all levels
 below BSNL Board shall be as per table shown below:

Transferring Authority :

The responsibility and authority of transfer of employees for all levels below BSNL Board shall be as per table shown below:

S. Level Transfers within the Inter circle and transfers

No. circle/SSA to/within corporate office

1 HAG or equivalent CMD CMD

2 SAG or equivalent Director CMD

(HRD)/Director
(Finance)

3 JAG or equivalent Circle Head / SSA Director HRD/ Director

Head within their (Finance).
jurisdiction

4 JTS, STS or Circle Head / SSA Director (HRD)/Director

equivalent Head within their (Finance)
jurisdiction .

5 Group B or Circle Head / SSA DDG (Pers.)/Sr. DDG

equivalent Head within their (Estt.)/ Sr. DDG (Finance
jurisdiction or their Personnel)
delegated authority.

6 Group C & D/Non- Circle Head / SSA Jt.DDG (Pers.)/

executive Head within their (Establishment)
employees jurisdiction or their
delegated authority.

9. Guiding principles of transfers of executive Employees with All

India Transfer liability

a. Transfer tenures:

Annual pool of qualifying employees eligible for transfer shall be drawn on

the basis of following tenure : -

Sl.N Executive Level Post Station Circle

o. tenur tenure tenure
 e

1. SAG or equivalent 3 6 8

2. JAG or equivalent 4 8 12

3. STS or equivalent 4 10 15

4. JTS or equivalent 3 10 15

5. TES Gr.B or 4 10 15
equivalent

The tenures will be also subject to the employee annual performance for
which ACRs and his BSC Scores will be taken into account. These can also
be increased depending on last two years scores of BSC.

b. Minimum period of three years at a location shall be maintained as far as possible

in order to avoid hardship to the employees.

c. Tenure at a particular location will include consecutive postings in different field

units in the same location.

d. For counting the Station/Circle tenure, the period of service rendered in the
previous grade/grades would be counted. The transfer/posting history of DoT
employment shall be taken into account for the ex-DoT absorbed employees in
BSNL. Service period of 2 years or more will only be recognized while
computing post/station/Circle tenure. For Territorial Circle Executives, while
computing Station/Circle tenure, any stay in non-territorial Circle within the
territorial jurisdiction of the Circle shall also be counted. Similarly, for non-
territorial Circle executives, stay of territorial circle shall be counted while
computing Station/Circle tenure.

e. In a career span of all executives, normally one hard tenure such as North East,
Assam, J&K, A&N Islands and one term in other tenure circles/SSAs would be
ensured. After completion of tenure, the executives shall be accommodated at the
choice station as far as possible. The stay in tenure/hard tenure Circle/SSA would
be counted only if the executive has worked for the tenure period in the circle
after the same was declared tenure Circle/SSA. Tenure will be counted for the
period served at the station after the date of joining. Extra leaves taken over and
above due for the tenure period of tenure station will be deducted from the stay at
that station.
f. For promotion from Group B to Group A/JTS, it shall be mandatory for executives
who had joined as Group B or below in DoT/BSNL to complete one hard tenure
in their service span as Group B. Otherwise their name may not be considered for
promotion. This clause will come into effect after four years of promulgation of
the policy.

g. For considering executives for tenure posting on transfer, the executives with longest
stay in a particular circle would be considered first. Female executives would also
be encouraged to serve in tenure postings. However, posting of unwilling female
executives to hard tenure station would be avoided. Due recognition to female
executives who have served in hard tenure locations shall be given in their ACRs.

h. At the time of transfer, all the employees would be required to prepare a

handing over note to assist the successor execute his responsibilities
effectively. A copy of such note would be given to the immediate
reporting and reviewing authorities.

i. The handing over note shall be examined by immediate reporting

authority and final handling over note shall be sent to the reviewing
authority.

j. Disciplinary action shall be taken if the employee does not relocate to the
newly assigned post within the time frame specified in the transfer
order and it shall amount to non-obeying of orders.

k. Executives returning from TCIL as well as from foreign country deputation

of one year or more shall be posted to hard tenure stations.

l. Station transfer of executives of 58 years or more would generally be

avoided. However, request transfers in such cases may be acceded to.

m. For inter circle transfer, the stay will be counted from the date of regular
promotion/recruitment into the grade of JTO/JAO and others equivalent to the
first level of Executive Hierarchy. Inter circle tenure based transfer in respect
of Executives will continue to be restricted for SDE and above level
executives only.
 10. Transfer Rules for Executives with Circle Service Liability :

Such of those executives who

a. have completed 4 years of stay on a post, or 10 years of stay in a

station may be transferred to another post/ another station within
the Circle’s jurisdiction. For intra-circle transfer, total stay of the
executives will be counted including that belonging to previous
grade/grades irrespective of category (non-executive/ executive).
In case of executives of non-territorial circles, posting within
territorial jurisdiction of recruiting circle shall be counted towards
stay tenure purpose.

b. Although the executives of Circle level have been recruited to serve

the concerned recruiting circle till their promotion to All India
service cadre, yet there are hard tenure and tenure circles where
there are shortage of circle recruited executives. Executives shall
be encouraged to serve in such hard tenure/tenure circles. Such
voluntary transfers to these circles and service stay particulars shall
be taken into account while posting at the time of promotion.

c. Since the executives of Circle level have been recruited to serve the
concerned recruiting circle till their promotion to All India service
cadre, they shall normally not be allowed to seek transfer out of the
recruiting circle. However for those executives for whom the BSNL
management agrees for transfer from one Circle to another, on
exceptional grounds of hardship either on mutual or unilateral
request basis, shall rank enbloc junior to all other executives of the
cadre in new Circle (where executive is going to join on transfer) on
the date of joining. Further, such transferred executive’s service in
previous Circle shall not be counted for the purpose of computing
qualifying service for any perks/incentives/compensation linked with
service and carrier progression, either time bound or post based.
Their claim for any benefits on service/carrier
progression/perks/incentives compensation on the basis of service
rendered in previous Circle shall also be forfeited. Such transfers
will be allowed only after completion of 5 years of service.

11. Transfer Rules for Non-Executives:

(a) As the non-executives of Circle/SSA level have been recruited to

serve the concerned Circle/SSA, request transfers of non-executives
on unilateral basis shall be considered by Director(HRD) or their
delegated authorities only after serving the concerned Circle/SSA
 for five years in the cadre.

(b) The non-executives transferred from one Circle/SSA to another,

either on mutual or unilateral basis, shall rank enbloc junior to all other
non-executives of the cadre in new Circle/SSA(where employee is going to
join on transfer) on the date of joining. Service rendered in previous
Circle/SSA shall not be counted for the purpose of computing qualifying
service for any perks/incentive/compensation linked with service and
career progression, either time bound or post based in new Circle/SSA.
Further, their claim for any benefit on service related career
progression/perks/incentives/compensation on the basis of service
rendered in previous Circle/SSA should also be forfeited.

(c) Transfers within recruiting Circle/SSA :

(i) For transfers involving station change within recruiting Circle/SSA, stay
at the station shall be the criteria.

(ii) Seat/Section tenure will be four years, station tenure ten years and SSA
tenure for Circle cadre staff shall be twelve years. For counting
station/SSA tenure, the period of service rendered in previous
grade/grades would also be counted. However, the period of service
rendered as DRM/TSM shall be excluded. Break period of two years or
more shall only be recognised while computing post/station/SSA tenure.

(iii)Employees of 58 years or more shall normally be exempted from

rotational transfers involving change of station, however, they can be
rotated on the basis of seat/section tenure at same station.

(iv) Regarding transfers from urban to rural/unpopular and vice versa,

the rural stations should be treated as tenure stations with tenure of three
years. For effecting transfers from urban to rural stations, the system of
calling of volunteers is to be adopted & in the event of not getting
adequate volunteers, employees of the cadre having longest stay at the
station shall be transferred. Such transferred employees shall be eligible
for choice posting at urban station on completion of rural tenure, if
necessary, by transferring out other employee with longest stay at the
urban station. Persons posted in rural areas may be allowed to continue
even beyond three years tenure if they so volunteer. However they should
be subjected to the prevailing tenure limits.

The example below shows how important is Transfer updation in HR system:

X official is working in Y unit and stands transferred to Z unit. However in the HR

package this transfer has not been affected – so X continues to stay in Y. His salary
cannot be drawn from Z unit until he is transferred there.

A mere transfer alone is not sufficient. The Y unit prior to transfer should also verify
the employee's service record, otherwise other complications can arise like the one
cited below.

Official ‘A' is working in unit ‘B' where HR verification of A is not complete.

However he stands transferred to unit ‘C', where pay has been drawn for all staff for
say the month of February. Moreover A's service book has not been sent to unit 'C',
the LPC of ‘A' may have been sent to unit 'C'.

Now the C unit will not be able to process pay for March till A's verification and other
related entries are done in the system. In the absence of service book, C unit is unable
to do verification of A - hence tallying of March pay bill of the HR package with the
salary bill of the SSA cannot be done.
PAY:
Leave
A new module in HR Package has been developed and
launched which covers Leave related transactions in BSNL.
This module deals with the following types of leaves prevailing
presently in BSNL.

1. Earned Leave (EL)

2. Half Pay Leave (HPL)

3. Commuted Leave (CML)

4. Extra-Ordinary Leave (EXOL)

5. Maternity Leave (ML)

5. Paternity Leave (PL)

6. Casual Leave (CL)

7. Restricted Holiday (RH)

8. Study Leave (SL)

9. Hospital Leave (HL)

2. Features of Leave Module

• This module facilitates to accommodate all sorts of leave
related transactions like submission of leave application,
Sanction of leave, Joining after availing leave, leave credit,
leave conversion, leave balances.
• The employee can submit their leave application and
joining report after leave through employee portal at
www.myhr.bsnl.co.in.
 • In addition to above, the designated users can submit
leave application and joining after leave w.r.t. BSNL
employees.
• Privilege for recommendation and sanction of the leave
application will be available only to JTO and above level
executives having the role of supervisor.
• Supervisor role to executives can be assigned through
ADMIN=>SUPERVISOR MAPPING.
• Privilege for cancellation of already sanctioned
application will be available only to the sanctioning
authority and concerned System Administrator.
• Leave Balances will get automatically updated after
joining.
• The system will provide leave credit in respect of EL & HPL
on half yearly basis on 1st Jan and 1st July of each year.
However leave credit would be accounted only after due
confirmation by Leave Coordinator.
• Leave conversion is permissible only w.r.t. Change in the
type of leave keeping leave period intact, within 30days
form Date of Application.

3. Access of Leave module (Role)

User Management for Leave Module

1. The employees who are user of HR package have the facility

of leave application and leave cancellation of self through
employee portal.

2. Employee with Supervisor role can recommend, sanction and

approve the joining of leave application.

3. Employee with Leave Co-coordinator role can enter the

Opening Balances and Leave Credit.

4. Employee with Leave User role can enter the leave

application and cancel the application before sanction of it of all
the employees in his jurisdiction.
5.If Emp is not the user of the HR package, go to ADMIN
module=>ADD menu=>User Creation. Select the Unit(location)
,designation of the Emp. From the Emp list select the desired
Staff and select Leave User/Leave coordinator role and
jurisdiction location.

5. If Emp is already the user of the HR package, go to ADMIN

module=>UPDATE menu=>User Updation. Enter the Emp No.
Click on GO button.

Emp’s name will be displayed with UPDATE button. Click on

UPDATE button.

Change the existing role to Leave User/Leave coordinator role

as per requirement and select appropriate jurisdiction.

7. logout

This module is required to exit the online hrm system.

Conclusion
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