Loopholes have failed the new 360° assessment to empanel IAS officers. It needs reforms
360 assessment, which is a process commonly used for assessing candidates for fresh recruitments and promotions, is becoming more prevalent in the corporate world. This assessment method, which is usually used for senior posts in the government, has been severely affected by the local context.
Existing process and its problems
- 360 assessment, which is a process commonly used for assessing candidates for fresh recruitments and promotions, is becoming more prevalent in the corporate world. This assessment method, which is usually used for senior posts in the government, has been severely affected by the local context.
Existing process and its problems
- The Narendra Modi government's effort to rationalize and streamline the recruitment process for senior government positions was met with a major flaw, which was the overuse of the annual report/par (also known as the ACR/PAR). This issue was also made worse by the widespread practice of assessing and rating individuals on the basis of the ACR/PAR.
- There are no statutory provisions that regulate the emplacement process. The process is also not considered a promotion.
- Before an officer could be considered for empanelment as an Additional Secretary, he or she should have served at least three years as a Director or a Joint Secretary at the Centre.
- Many officers, who were appointed as Joint Secretary, did not get the opportunity to be promoted as Additional Secretary or Secretary in government due to various factors. These included the guidelines issued by the government for central services.
- The ACR/PAR report of the officers is usually looked into by a group of retired or serving secretaries. The gradations are computed and reassessed after the numerical grading is carried out
The new dimension of 360° assessment
- Through 360 assessment, which is a part of the empanelment exercise, senior officials get in touch with their colleagues and even junior officers to come up with an assessment that can override or at least vetoes the recommendations of the ACR/PARS.
- The 360 assessment outcome is not shared with the officer concerned. It should also be shared with them in advance so that they can get constructive feedback and feedback.
- The empanelment process for various services should be made a statutory one. This procedure should be subject to a consultation with the concerned state governments.
- The 360 assessment process should be discarded and replaced with a personal interview with the Cabinet Secretary, who can then co-opt the members of the Union Public Service Commission (UPSC). This method can help avoid any misunderstanding or negative points that may have been pointed out during the evaluation.
- Since the 360 assessment is only for eliciting feedback from officers, there is no reason to avoid reaching out to senior politicians, who may have served under whom the officer has worked.
Encourage experienced IAS officers
- Before an officer can be appointed as a Joint Secretary, they have to have at least three years of experience in the central government. This is in addition to the 16 years that they have already served in the government.
- Many officers who are interested in becoming Joint Secretaries are prevented to do so due to the lack of opportunities to serve in the government under the same structure.
- All Central Services are subject to the same empanelment rules. They should be restricted to ministries, divisions, and special purpose units, and should not be allowed to expand beyond their core competencies.
- Without these reforms, the officers would most likely be appointed from the non-preferred cadres and would not be subjected to the same guidelines that would otherwise eliminate them.
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