Model

Human Resource Manual

For State Rural Livelihoods Mission

National Rural Livelihoods Mission – AAJEVIKA

Ministry of Rural Development, Government of India

 Contents
Details Page
1.0 SRLM, The Organization 3
2.0 Staff Structure 4
3.0 Recruitment, Selection and Appointment 10
4.0 Remuneration, Allowances and Benefits 13
5.0 Staff Capacity Building 16
6.0 Staff Code of Conduct 17
7.0 Grievance Redressal 18
8.0 HR Management and Performance Management System 18
Organogram
Staff Structure 5
Tables
Table 1: Number of Staff Positions at SMMU/DMMU/BMMU 6
Table 2: Reporting Relationships 7
Table 3: Qualifications and Experience 7
Table 4: Outstation Travel Norms 14
Table 5: Other Allowances 15
Table 6: Leave Details 15
Annexures
Annexure 1: Delegation of Powers 20
Annexure 2: Job Descriptions 22
Annexure 3: Induction Schedule (Indicative) 26
Annexure 4: Performance Management System (PMS) 27

Model HR Manual for SRLMs, March 2016 2

1.0. SRLM, The Organization
State Rural Livelihoods Mission (SRLM), a registered society/ company/trust, is an
autonomous implementing agency of NRLM at the state level for pursuing NRLM Agenda
and NRLM’s Framework for Implementation.

1.1. SRLM’s Mission, Vision and Core Values

Mission
“To reduce poverty by enabling the poor households to access gainful self-employment and
skilled wage employment opportunities, resulting in appreciable increase in their incomes, on
a sustainable basis through building strong grassroots institutions of the poor. These institutions
enable and empower the poor households to build-up their human, social, financial and other
resources, solidarity, voice and bargaining power. They, in turn, enable them to access their
rights, entitlements and opportunities.”
Vision
SRLM’s agenda is to reach out, mobilize and support all poor rural in the state into their self-
managed SHGs and their federal institutions and livelihoods collectives by 2020. Its long-term
dedicated sensitive support would be with them and extend facilitation support in all their
efforts to get out of poverty. It transforms itself from ‘for the poor’ to ‘of the poor and by the
poor’. It works on three pillars – enhancing and expanding existing livelihoods options of the
poor; building skills for the job market outside; and nurturing self-employed and entrepreneurs
(for micro- enterprises). In addition, the poor would be facilitated to achieve increased access
to their rights, entitlements and public services, diversified risks and better social indicators of
empowerment.
Core Values
The following core values guide all activities and staff of SRLM:
 Hope (that Poverty is eradicable) and Faith (in the innate capacity of the poor);
Model HR Manual for SRLMs, March 2016 3
  Inclusion, Participation and Ownership (and meaningful role for the poorest/poor and
their institutions in all project processes – planning, implementation and monitoring);
 Transparency and Accountability (of all processes and institutions);
 Community self-reliance and self-dependence; and
 Integrity (of highest order)
Staying, being and working with the poor (ensuring most/majority of their time with
community) is non-negotiable for all staff in SRLM.
1.2. SRLM Governance, Team and Delegation of Powers
SRLM implements the Mission under the guidance of the State Executive Committee and
Governing Body. The Chief Minister/Minister Rural Development/Chief Secretary/Add. Chief
Secretary (as the case may be) of the State is the Chairperson of the Governing Body. Other
members of the Governing Body include Ministers/Chief Secretaries/Add. Chief Secretaries
(as the case may be) of other relevant ministries/departments/government bodies,
representatives of training institutes, academic institutions, banks with SMD/CEO of the
SRLM as the Convener. The Governing Body provides strategic advice and oversees the
overall functioning of SRLM.
The Executive Committee members may comprise the Chief Secretary/Add. Chief
Secretary/Secretary (RD), Secretaries of relevant ministries/departments, representatives from
the community and SMD/CEO as the Convener. The Executive Committee is entrusted with
the responsibility of taking all important decisions including finalizing plans of SRLM.
SRLM and its sensitive support structures with dedicated professionals/staff at the State,
District and Block/sub-block levels, along with its community institutions operate as a non-
hierarchical learning team. SRLM enables setting and implementing appropriate HR systems
to create healthy and positive work environment to achieve desired results. SMMU adapts the
policies, systems, processes etc., required to implement the programme in a professional
manner. SMMU deploys resources, monitors and guides the district and block units in
implementation.
For smooth and efficient operations in general and in the field in particular, EC/GB
assigns/delegates required powers to CEO/SMD, who in turn delegates appropriate Financial
and Administrative powers to respective State (SMMU), district (DMMU) and block (BMMU)
functionaries. Detailed Delegation of Powers are as shown in Annexure 1.
2.0 Staff Structure
SRLM’s dedicated professionals/staff are positioned in State Mission Management Unit
(SMMU) and District/Block Mission Management Units (DMMUs and BMMUs). The staff,
mostly full-time, in these Units include professional staff and support staff. The professional
staff in these Units are broadly in two categories - Programme Staff; and Systems Staff. The
staff levels in SRLM include –
- L0: Chief Executive Officer/State Mission Director
- L1: Chief Operating Officer (COO)/Addl. CEO
- L2: State Mission Manager
- L3: Mission Manager/District Mission Manager
- L4: Mission Executive/District Functional Manager/Block Mission Manager/NFs-YPs
- L5: Cluster Coordinator; Support Staff (Data Entry Operators/MIS Assistants + Accountants
and Assistants; Data Entry Operator (DEO)/MIS cum Accountant)
- Retainer Consultants, Interns, Short-term and on call Consultants/Resource Persons
Model HR Manual for SRLMs, March 2016 4
The staff structure of the SRLM:

State Mission Director / Chief Executive Officer

COO – Program Functions Jt. MD /Addl. CEO – Systems Functions

SMMs/SPMs SMMs/SPMs

Consultants
Retainer
PM/Mission PM/Mission
Managers/PE Managers/PE
YPs /NFs YPs /NFs

District Mission Manager Dist.

Collector,
CEO (Zila
Panchayat),
P.D. (DRDA)
District Functional Manager

Support Staff

Block Mission Manager

Cluster/ Community
DEO cum MIS/ Coordinator
Accountant

While the structure remains intact with the progress of the SRLM, the number of staff ramp up
gradually as the expansion and deepening progresses. The number of staff within the thematic
areas also changes with the changing emphasis from mobilization, inclusion and saturation to
deepening, social development, livelihoods, collectivization and convergence. Initially, the
program staff have to be generalists with area focus. Primary responsibility remains institution
and capacity building. As the Mission progresses and the scope and scale of operation
increases, the staff specialization comes to the fore. Some of the initial staff may fit the new
role(s). Others may have to be added subsequently as the need arises.
Accordingly, the staff at state level anchor select districts/blocks; the staff at district level
anchor select blocks/clusters; and the staff at block level anchor Clusters/GPs/villages.
Also, initially, the staff are recruited in advance, placed in mature blocks as interns or
apprentices so that they can be placed in new blocks/districts or at the state level.
CEO/SMD may be entrusted full responsibility for implementing the approved HR Manual. An
HR Committee (with 2 members from EC, CEO, COO and Additional CEO as members) may
advise the CEO within the scope of Approved HR Manual.

Model HR Manual for SRLMs, March 2016 5

 Table 1: Number of Staff Positions at SMMU/DMMU/BMMU
Position Numbers
State Mission Management Unit (SMMU)
Chief Executive Officer/State Mission Director 1
Chief Operating Officer (COO)-Program Function; Addl. CEO/ Jt. MD-Systems 1-2
State Mission Manager/Mission Manager/Mission Executive
(Program Functions – Social Mobilization Institution Building & Capacity Building,
Financial Inclusion (FI), Social Inclusion & Social Development (SISD) & Gender, Food 2-9
Nutrition Health and Sanitation (FNHS), Farm & Non-Farm Livelihoods, Skills,
Convergence)
State Mission Manager/Mission Manager/Mission Executive
(Systems – Finance Management, Human Resource Management, Admin, Monitoring 2-7
Evaluation & Learning, MIS, Procurement, KM&C, Governance & Accountability (GAC))
YP/NFs/Retainer Consultants (these do not include YP/NFs in the field) 0-7
Support staff (Data Entry Operators/MIS Assistant, Accountants and Assistants) 2-12
Total* 8-38
Note: If number of blocks are more than 150, SRLM may take 1 additional professional for every
additional 25-50 blocks. SRLM may also take resource persons/consultants for specific tasks for
short duration as required
SMMU Staffing may be increased gradually in accordance with expansion. Initially, upto 10
Blocks- 08 staff, upto 25 blocks-12 staff, upto 50 Blocks – 16 staff, upto 100 Blocks - 22 staff,
upto 150 Blocks - 33 staff, upto 300 Blocks - 42 staff, upto 600 Blocks - 52 staff and beyond that
60 staff.
SRLM may plan to provide more supporting hands to COO/ACEO or SPMs, as the SRLM expands
to the entire state and increases its dimensions and layers.
District Mission Management Unit (DMMU)
District Mission Manager 1
District Functional Managers (program and systems) 1-5
Support staff (Data Entry Operator (DEO)/MIS, Accountant) 2-4
Total 4-10
Note: No DMMU structure for one block operation, for upto 3 blocks DMMU to have 4 staff
members. SRLM may take 1 additional professional for every 3 blocks, beyond 7 blocks; SRLM
may also position Regional Units, if required.
Block Mission Management Unit (BMMU)
Block Mission Manager 1
Cluster Coordinators (CC@ one per Cluster, assuming 4 clusters per block. If more 1-4
Clusters in any Block, the Clusters need to be grouped, and a CC is provided for each
Group of Clusters; In any case, number of CCs may not exceed 6 in a Block.)
Support staff (Data Entry Operator (DEO)/MIS cum Accountant) 1
Total 3-6
Note: As mobilization is completed, CCs may take up intensive focussed layering activities at
Block level. Additional staff, as required, may also be deployed for the same. Layering
activities include Farm & Non-Farm Livelihoods, Social Development and Convergence.
Note- Administrative expenditure should be within the prescribed ceiling.
Additionally, across levels, SRLM takes services of Advisors, Consultants, Resource Persons, Volunteers,
Interns etc., as required.
* Suggested State-wise SMMU staffing
Assam, Bihar, Chhattisgarh, Gujarat, Jharkhand, Karnataka, Madhya Pradesh, Maharashtra, Odisha,
Rajasthan, Tamil Nadu, Uttar Pradesh and West Bengal - 8-38
Haryana, Punjab and J&K - 8-30; Himachal Pradesh and Uttarakhand - 8-23
North east states (excluding Assam) - 8-23
Goa and Union Territories (Andaman and Nicobar, Daman and Diu, Lakshadweep, Puducherry) -
DMMU itself may be designated as SMMU with 4-5 additional staff
Dadra and Nagar Haveli – BMMU itself may be designated as SMMU with 4-5 additional staff
Model HR Manual for SRLMs, March 2016 6
2.1 Reporting Relationships
BMMU facilitates the Community Institutions. BMMU through its unit head, BMM, reports to
DDMMU and DMMU through its unit head, DMM, reports to SMMU. All the functional
anchors at DMMU and BMMU level report to their unit heads and work in close coordination
with their functional heads at the state level in a matrix responsibility. Specific indicative
reporting relationships can be seen in the Table below.
Table 2: Reporting Relationships
Position Reporting to
State Mission Management Unit (SMMU)
Chief Executive Officer/State Mission Director Chairman/Vice Chairman, EC
Addl/Dy. CEO/ Jt MD (System Functions), COO (Program) CEO / SMD
State Mission Manager (Program Functions) COO
State Mission Manager (Systems Functions) Additional CEO/Jt. SMD/ CEO
Mission Manager, Mission Executive/Project Executive Respective Functional Head
and YP/NFs
Retainer Consultants CEO/COO/Addl. CEO/respective
SMM
Data Entry Operators/MIS Assistant + Accountant Functional Head
District Mission Management Unit (DMMU)
District Mission Manager Addl. CEO/CEO-ZP/ PD-DRDA; and
COO/Addl. CEO/CEO
DMMU Members DMM (Team Leader of DMMU)
Block Mission Management Unit (BMMU)
Block Mission Manager DMM
BMMU Members BMM
2.2 Staff Roles and responsibilities
Indicative Job Descriptions (JDs), describing the roles and responsibilities, of above positions
are placed in Annexure 2. These could be customized based on local context, and stage of the
NRLM implementation in the state.
2.3 Staff Qualifications and Years of Experience
Indicative details of qualifications and experience for various positions and indicative
remuneration/ salary range can be seen the Table below.
Table 3: Qualifications and Experience
Remuneration/
Level Qualifications Experience
month (Rs.)
As per Govt.
Chief Executive Officer/State Mission Director on Deputation from Government
norms
Post-Graduate degree
or Diploma in rural 10+ years post
COO (Program Functions)
Management/ Social qualification relevant 0.80-1.40 Lakh
(from open market)
Science/ Rural experience
Development
10+ years post qualification As per norms of
Jt. MD/Addl. CEO (System Post-Graduate degree relevant experience for Govt. Deputation
Functions) deputation of or Diploma, persons from open market. allowance/ (if
government personnel/ Graduation for Govt. servant of from open
COO (from open market) deputation personnel appropriate rank may be market 0.80-1.40
deputed as Addl. CEO from Lakh)

Model HR Manual for SRLMs, March 2016 7

 Remuneration/
Level Qualifications Experience
month (Rs.)
Govt. having 15+ or more
years of experience
State Mission
Managers/State Post-Graduate degree 7+ years post qualification
0.70-0.90 Lakh
Programme Manager or Diploma relevant experience
(from open market)
Mission Managers/
Project Manager/Asst.
Post-Graduate degree 5+ years post qualification
State Mission Managers/ 45,000-70,000
or Diploma relevant experience
District Mission Manager
(from open market)
Mission Executive/
Programme Executive/
Post-Graduate degree 3+ years post qualification
District Functional 30,000-45,000
or Diploma relevant experience
Manager (from open
market)
NRLM Fellows/Young Post Graduate degree/
0-2 years post qualification
Professionals (from open diploma from select 30,000-40,000
experience
market) institutes
Minimum Graduate; 2+ years for Post Graduate
Block Mission Manager Post Graduate degree and 3+ years for Graduate
30,000-40,000
(from open market) or Diploma preferable post qualification relevant
experience
Graduate; +2 (from < 1 year; 2+ years (from
Cluster Coordinator 12,000-25,000
within Community) within Community)
Senior Assistant [MIS]/
3+ years 15,000-25,000
Senior Accountant
Data Entry Operators/ Graduate, proficiency
MIS Assistant/ in data entry,
Accountant/ computer MS-Office 2+ years 10,000-15,000
Office assistant work and/ or
[State/District level] knowledge of tally,
Junior Data Entry accounting and other 1+ year
Operators/ MIS Assistant accounting software.
8,000-12,000
cum Accountant
[Block level]
Retainer Consultants 5+ years post qualification 3,000-15,000 (per
Graduate (Minimum)
(Category/Level Wise) relevant experience day)
Note -
1. The Executive Committee of SRLM may relax the prescribed qualification and/or experience
for exceptional candidates, on case to case basis.
2. In general, SRLM may not hire any persons above the age of 55 years except Retainer
Consultants.
3. The staff on deputation are entitled for salary and allowances as per their entitlement in the
parent department, or in SRLM whichever is higher shall be applicable to them.
4. SRLM may appoint Advisers/Mentors to CEO/SMD on one or more aspects of SRLM on terms
EC/GB deems fit.
5. SRLM may also engage Resource Persons on call, assignment-based Consultants and Interns
on need basis.
6. Further, SRLM may also hire support services like data entry operator, multi-purpose worker
etc., on their own or through a service provider/agency.
7. SRLM is committed to make special efforts to recruit staff at field level from within the
community by relaxing qualifications with emphasis on community work experience.
8. SRLM is also committed to empowering Community Institutions and transferring BMMU
responsibilities to them at the earliest.

Model HR Manual for SRLMs, March 2016 8

2.3 Staff Categories and Sourcing
SRLM may hire its full-time staff on long-term contract, short-term contract, retainer
consultant, temporary, volunteer and intern basis, either on deputation or from open market. It
may also take part-time, assignment/task-based consultants, and/or on-call resource persons. It
may also take high-end advisors on appropriate terms.
Thus, the staff are sourced in various ways. These include -
 Staff placed by Government: CEO/SMD; SRLM may also source Additional CEO/ Joint
MD from State Government.
 Staff on Deputation: Any other position in the Staff Structure from Government, Non-
Government and/or Corporate Organization; provided they go through prescribed selection
process.
 Staff from Open Market: Any Professional position in the Staff Structure; the contractual
appointment may be on long-term or short-term fixed tenure basis, further extendable on
mutual agreement.
 Young Professionals/NRLM Fellows (YPs/NFs): Young (not more than 30 years) fresh
post graduates (degree or diploma) with experience of not more than two years, from
reputed academic and training institutes across the country and outside; their recruitment
could be through campus selection, or special selection process limited to alumni of the
selected institutes. They would receive a fixed pay; experience would matter only till the
point of selection. They would be drawn from disciplines like rural management, business
management, social work, forestry, agriculture, engineering, marketing, finance, HR, law
etc. The tenure of a YP/NF would be 2 years in general, extendable by one year. In lieu of
Mission Executives/DFMs/BMMs, YPs/NFs may also be positioned.
 Data Entry Operators/MIS, Accountants, Office Assistants, Assistants etc.: Support
staff; recruited from open market or through HR Agency or on deputation.
 Retainer Consultants (RCs): Short-term, specific assignment/task-based, or part time
experienced consultants, recruited against a Terms of Reference; services of retired persons
may be taken; Consultants with < 5 years of experience are not considered. The fee structure
for RCs and RPs is the same.
 Advisers: High-end long-term Retainer Consultants, positioned by EC/GB on terms they
deem fit, to advise EC/GB, CEO/SMD and/or SMMU.
 Resource Persons, Interns etc., as per need, as and when needed
o Resource Persons: Resource persons on call from a dynamic and regularly
augmented Pool of empanelled Resource Persons [includes freelancers,
professionals working in capacity building agencies and other development
organizations and ex-staff and associates of NRLM and SRLMs] on various
thematic areas both program and systems; engaged as and when required (ranging
from a day to a few weeks/months) basis. Fee payable, apart from travel and related
costs, is according to category of Resource Person. Categories include -
 Category A1 [eminent persons with relevant experience exceeding 20 years] –
Rs.10000-15000/day
 Category A [with relevant experience exceeding 15 years] – Rs.7500/day
 Category B [with relevant experience exceeding 10 years] – Rs.5000/day
 Category C [with relevant experience exceeding 5 years] – Rs.3000/day
 Category D [front-end grassroots professionals, Senior CRPs] – Rs.1500/day
Model HR Manual for SRLMs, March 2016 9
 o Interns: post graduate degree/diploma/M.Phil/PhD students, researchers,
freelancers and professionals etc. from diverse disciplines, as per need and
availability, from the fields of development, law, management, social sciences etc.,
on full time short-term basis; duration of engagement of interns and stipend
(Rs.1,000-20,000 total, apart from actual travel and related costs), may be as
decided by SRLM.
o Community Resource Persons and Trainers based on need; the fee per day, part
from travel and related costs, may be between Rs.150-1000.

3.0 Recruitment, Selection and Appointment

SRLM takes up Staff recruitment at all levels in a phased manner, in sync with the progress of
the mission. Recruitment may either be taken up directly by SRLM or through HR recruitment
agency(ies).
Recruitment in SRLM begins with agreed overall HR/Staff Structure and the plan of
recruitment agreed to by EC as part of the Annual Action Plan. This includes engaging
community professionals in suitable positions at sub-block, block, district and state levels. CEO
may initiate additional recruitment or modify the plan.
3.1 Selection
The elements of recruitment and selection include –
o Agreed Job Description or Terms of Reference for the Position; this includes level of
the position, qualifications, experience profile and competencies required etc. All staff
should have the following competencies and skills -
 Essential Competencies – 3R (read, write, arithmetic); demonstrated willingness to
stay, be with and work with the poor; pro-poor facilitation orientation; tenacity;
self-control; strategic influencing; concern with impact; de-learning and learning
orientation; understanding and experience of poverty, vulnerability and livelihoods
of the poor; specific domain understanding
 Desirable Skills - Management, Leadership, Mentoring, Mobilization,
Communication, Training, Presentation, Language, etc.
o Advertisement (print advertisement, e-advertisement, posting on website etc.); e-group
announcement; intimation to HR Agencies/Consultants etc.
o Receiving Applications against advertisement/announcement, or otherwise [existing
staff, possessing requisite qualifications and experience, are eligible to apply]
o Screening and first shortlisting of Applications
o Indicative Selection/Pre-selection Methods (with/without stage-wise shortlisting)
 Aptitude and/or Written test (if number of first shortlisted applicants is high);
 Village stay/fieldwork with/without agenda/checklist;
 Group discussion, presentation, write-ups;
 Behavioral Competency Interview/Psychometric test; and
 Any other techniques useful in screening, shortlisting and knowing candidates
o Interview(s) of the final shortlisted candidates (by a panel that includes an independent
professional(s), SMD/CEO or her/his representative(s), Community representative(s),
one NMMU member (for senior positions) etc.; panel to have a senior woman and a
senior SC/ST)
SRLM may de-select a candidate during the performance in the induction period and in the
probation period.
SRLM may modify the selection process suitably to ensure community professionals taking up
SRLM positions. NRLM Fellows or Young Professionals can also be selected through campus

Model HR Manual for SRLMs, March 2016 10

placement. SRLM may outsource some or all elements of selection to a HR Recruitment
Agency. In any case, SRLM appointed interview panel takes the final selection call.
SRLM follows reservation policy as per state norms. SRLM prefers persons from marginalized
groups and communities. SRLM is committed to gender equity in staff selection. Selection in
SRLM at all levels is transparent and documented.
Consultant selection, as long as the estimated consultancy value is less than Rs.25 lakh, may
be limited to approved ToR, e-advertisement, receiving applications, screening and shortlisting
not less than 3 potential consultants, and selecting the suitable one using appropriate selection
tools including presentation and interview.
For Resource Persons, SRLM itself empanels a dynamic and regularly augmented pool of
Resource Persons for using their services as and when required. The process includes -
 E-advertisement seeking applications/nominations for empanelment
 Developing a primary list of potential resource persons at various levels
 Mapping expertise, thematic area of interest and geographic area of interest and
observing the suitability in terms of attitude, articulation and willingness for the tasks
in SRLM, in an orientation workshop (that introduces NRLM Framework, Protocols
and Processes) and field visit -
o Classroom sessions (2-5 days; as per requirement)
o Field visits (3-5 days; as per requirement)
 Selection, listing and grading of the resource persons (by SRLM appointed panel that
includes an independent professional(s), SMD/CEO or her/his representative(s),
Community representative(s), one NMMU member (for senior positions) etc.; panel to
have a senior woman and a senior SC/ST; panel participates in the orientation and
screens the potential Resource Persons)
 Intimation and publishing the pool
Empanelled Resource Persons with NMMU, NIRD, SRLMs and other NRLM partner
organizations are included in the SRLM pool of Resource Persons automatically.
3.2 Staff Engagement and Appointment
Selected candidates are either engaged on deputation or on contract basis. The deputation or
contract is generally long-term, say 3-5 years, subject to annual renewal based on satisfactory
performance. For NRLM Fellows/YPs, the tenure is 2 years, extendable by one more year. For
Consultants, ToR governs the tenure. The tenure of Advisers is as decided by EC.
The steps leading to the selected candidate joining and continuing in SRLM are -
 Seek feedback from references
 Issue an offer letter, duly signed by Authorized Signatory [if the feedback from
references is not negative] and seek acceptance of the candidate
 Accept joining report of the new staff member, on the date of joining and issue
contract/appointment letter (a copy to be returned accepting the contract/ appointment);
following documents may be collected along with joining report -
 Updated Personal Particulars/CV, including PAN, Aadhaar card etc.
 Details for Provident Fund, Accident Insurance, Gratuity etc.
 Details for Identity Card, Details of Bank Account
 Undertaking for Conflict of interest, confidentiality etc.
An appointee is transferable across the thematic areas and geographical areas during the
contract/deputation tenure. S/he can also be deputed to a Community Institution. Also, an
appointee is terminated from service if it is found that s/he has furnished wrong information
during the selection and appointment time or subsequently.

Model HR Manual for SRLMs, March 2016 11

3.3 Staff Induction
All new staff members including Consultants, Resource Persons and Interns need to undergo
Induction immediately on joining SRLM. However, Induction Module may be customized to
each category of staff or individual staff member. The basic documents including manuals,
reports, training materials etc. are provided in print form and/or e-form as Induction Kit to the
new staff member.
Induction takes the new staff member through SRLM’s Vision, Mission, Core Values and Non-
negotiable Principles, NRLM Framework, Processes, Protocols, Community Operational
Manual and field reality/situation so that s/he fully appreciates the programme and systems and
her/his roles and responsibilities, job description, Key Result Areas and Key Performance
Indicators therein.
Indicatively Block staff, District staff, Executives and NFs/YPs are in induction for up to 110
days, and DMMs, Managers, COOs/Additional CEOs are in induction for up to 70 days. CEO,
depending on the background, also needs to be in induction for 15-30 days. Support staff may
be in induction for 15 days.
Even the consultants, resource persons and interns go through a short induction programme so
that they internalize NRLM framework, processes and core values.
Induction, a mix of fieldwork (60-75%) and classroom training (25-40%), is in four phases -
Understanding the Context - Poverty, Vulnerability & Livelihoods; Understanding Community
Institutions and Participatory Assessment; Beyond the Institutions; and Planning. Detailed
indicative schedule is in Annexure 3.
During the induction process, the participants are observed closely and graded on various
indicators like their active participation, unlearning and learning, approach towards dealing
with poor, and other necessary attributes for a development professional. Participants, who fail
to meet obtain at least the minimum score on the above requirements during the induction, are
de-selected forthwith.
3.4 Probation
All new staff members at all levels, other than consultants, resource persons and interns, are on
probation for initial 6 months. During the probation period, services may be terminated with
shorter/no notice. Learning and Performance of the staff member during the probation is
assessed periodically and feedback provided. By the end of the probation, if the performance
is not up to the mark, the probation may be extended for a further period up to 6 months. In
case the learning and performance is very poor, and/or attitude, behaviour and orientation is
found not appropriate to SRLM during the initial probation period, or learning and performance
does not improve significantly during the extended period of probation, deputation/contract is
terminated. Otherwise, the probation is deemed to have been over and completed satisfactorily,
on completion of the initial/extended probation period.
3.5 De-selection, Separation and Exit
A staff member is de-selected and therefore, disengaged from the services to SRLM if the staff
member does not display minimum level of unlearning/learning and performance during the
induction period. A staff member is terminated if the learning and performance during the
initial/extended period of probation is not up to the mark, and/or attitude, behaviour and
Model HR Manual for SRLMs, March 2016 12
orientation is found not appropriate to SRLM. Apart from these, any staff member who is found
not adhering to or violating any of the SRLM core values/non-negotiable principles is de-
selected forthwith. Further, s/he may be de-selected if performance during annual performance
as part of Performance Management System is not satisfactory on a recurrent basis.
Disengagement is effected by giving notice (as per terms of engagement in contract/
appointment letter) or paying remuneration in lieu thereof.
Any staff member may also separate from SRLM voluntarily by resigning and serving notice
period or on completion of the tenure or on attaining 60 years (in case of full-timers other than
advisers, consultants and resource persons).
SRLM, for its records and use, mandatorily documents the feedback of the staff member
separating from SRLM. A separation letter/relieving letter along with experience certificate is
issued to the outgoing staff member, after settling all dues either way and handing over to
assigned successor on the date of relieving.
4.0 Remuneration, Allowances and Benefits
Staff on deputation are paid as per their remuneration package in the parent organization/
department. They are also paid an additional increment/deputation allowance as per state
norms. Other allowances are payable as per the SRLM norms herein.
For staff on contract, SRLM pays remuneration as a professional fee or as a salary package.
All the statutory requirements applicable in context of remuneration structure would be duly
met with. Hence, the remuneration would be paid subject to TDS deduction, calculated on fee
or on salary, as per the details provided by the staff member. Indicative total remuneration
payable to each level in SRLM is in Table 3 above. Annual Increment is provided compulsorily
for all categories of staff on contract based on Performance Management System. In the
absence of PMS, a fixed Annual Increment (5-7 percent) is given.
If SRLM outsources the services of support staff through an HR agency, the remuneration
payable and the annual increment to them is as per the agreed terms with the HR Agency.
For all staff, SRLM disburses the remuneration on the last working day of the month or on the
first working day of the next month.
4.1 TA/DA Allowances
Given the nature of SRLM’s agenda, the process of approval of travel plan of field functionaries
by the competent authority needs to be quick and timely.
All travel claims must be submitted in the prescribed format (claim form) along with supporting
documents (bills) to the Accounts Division, within a week of return from tour. Claims after
scrutiny by the accounts division are settled within a week of their receipt.
Staff member is entitled to:
 Fixed Travel Allowance for District/Block Staff
 District Staff - Rs.3500/ month for 15-days of field visits
 Block Staff - Rs.2500/ month for 20-days of field visits.
Where staff member undertakes less than 15/20 days of field visit, s/he is entitled to
pro-rata payment of FTA. However, for travel outside the district/block, outstation
TA/DA norms are applicable.

Model HR Manual for SRLMs, March 2016 13

 Outstation Travel [Outstation Travel includes Travel Allowance (TA), Local
Conveyance Charges during outstation travel, Lodging Allowance and Daily
Allowance (DA)], applicable to all staff on contract
Table 4: Outstation Travel Norms
Lodging –
TA Local Travel -
# Category DA (food and related) Actual
(travel) Actual Bills/day
Bills
Reimbursable as per actuals;
Upper Based on
Air Fare – the expenditure should not
CEO, COO, limit of actuals, up to
1 Economy exceed Rs.1,000/- [50% of
Add. CEO Rs.3,000/ Rs.1500/- per
Class or II this amount may be paid on
day; day
AC self-declaration, without bills]
sleeper Reimbursable on actual, the
Upper
SMMs, or Bus (all expenditure should not Based on
limit of
MMs, Class)/ exceed Rs.750/- [50% of this actuals, up to
2 Rs.2,500/
DMMs Taxi. amount may be paid on self- Rs.1000/-
day;
(For declaration, without bills]
Mission outstatio
Executives, n within Reimbursable on actual, the
Upper
YPs, the state expenditure should not Based on
limit of
3 BMMs, travel – exceed Rs.500/- [50% of this actuals, up to
Rs.2,000/
District Distance amount may be paid on self- Rs.750/-
day;
Thematic up to 500 declaration, without bills]
Experts km
Cluster should be Reimbursable on actual, the
travelled Upper
Staff and expenditure should not Based on
by train) limit of
4 Other exceed Rs.300/- [50% of this actuals, up to
Rs.1500/
support amount may be paid on self- Rs.500/-
day;
Staff declaration, without bills]
Notes:
 Advisers, Consultants, Resource Persons in Category A1, and A are equated with Staff
Category 1 (LO and L1); in Category B and C are equated with Staff Category 2 (L2 and L3);
in Category D and interns with \ are equated with Staff Category 3 (L4); in Category E are
equated with Staff Category 4 (L5) for TA/DA and related purposes.
 Travel is taken up only when the travel plan is approved by the competent authority.
 Air travel, where admissible, are undertaken in economy class only, utilizing lowest available
by the shortest direct route.
 Office vehicle or taxi, if admissible, is generally used only where it is more economical or
where direct train connection is not available. Travel for official purposes using own vehicle is
permissible and reimbursement would be on per km basis (as per society/state norms).
 Staff are be provided travel advance (80% of the estimated amount).
 All advances taken for travel or any event and have to be adjusted promptly. If outstanding
advance is not settled within two months from the date of event, for which the advance was
given, deduction will automatically be made from salary/reimbursement.
 SMD/CEO can allow higher class of accommodation/mode of journey to any staff/consultant/
resource person if s/he is so satisfied that the situation so warrants those who do not otherwise
qualify for the same.
 SMMU travel refers to travel within and outside state.
 SMMU staff, without access to official vehicle, are also reimbursed local travel costs incurred
at headquarters, for travel outside the office, or travel to residence in the late hours after normal
working hours.
 All staff are paid travel costs for all outstation official travel on personal vehicles @Rs.4.00 per
km for two wheeler, @Rs.8.00 per km for four wheelers.

Model HR Manual for SRLMs, March 2016 14

4.2 Other Allowances and Benefits
SRLM provides various other allowances to staff. See details below.
Table 5: Other Allowances
Category SMD/COO/S MM/ME/YP/ DEO/
MM/DMM DFMs/ BMM/CC Accountant
Mobile and internet allowance (actuals) Up to Up to Rs.1500/- Upto
Rs.2500/- pm pm Rs.500/- pm
Laptop Allowance Rs.2500/- pm Rs.2000/- pm -
Vehicle Purchase Advance (Interest Free one Up to Rs.60,000/-
time)
Mediclaim/ Medical Insurance Premium
Premium for policy upto Rs.7.5 lakh
(against proof of accident/health insurance)
Group Accident Insurance Premium for policy upto Rs.7.5 lakh
Education Allowance
Rs.500/- pm per child
(Upto 2 children till the age of 18 years)
Additional allowances that can be considered –
 Contribution to Provident Fund;
 Contribution to Gratuity as per Gratuity Act;
 Professional Development Allowance up to Rs. 2500/month;
 Reimbursement of medical expenses up to Rs. 1000/month;
 Reimbursement of Guest Entertainment Expenses, up to Rs. 1000/month
4.3 Leaves for Staff
The staff with SRLM can avail leaves as mentioned in the table below subject to approval by
the competent authority. The staff on deputation can avail leaves as per their parent department
leave policy.
Table 6: Leaves for Staff
Leaves Days (per year)
Leaves (casual, medical/sick) 30 days
Maternity Leave (up to two living children) As per state policy
Paternity Leave (up to two living children) As per state policy
Leave rules, applicable for all staff -
 Leave can be availed only on accrual of leave @2.5 days/working month. CEO may
sanction advance leave.
 It is necessary to apply for leave in advance and important to get the sanction before
proceeding on leave, except in emergencies.
 No more than 15 days of leave can be carried forward to next year.
 Leave is not encashable but can be surrendered in lieu of notice period.
 Any leave availed without the permission/approval/ratification of the Reporting Officer
is treated as absence.
 If not on leave, or on official duty outside office, staff member remains in office/field
area of operation. Absence from work for more than 6 consecutive working days
without information entails termination without notice.
 SRLM observes Holidays, Workdays and Working Hours as per the norms of the
State Government. It is to be noted that SRLM is field-based organization and
frequent field-based work exigencies have to be met. Field timings and office
timings have to be customized from place-to-place and time-to-time.
 For short-term consultants, the number of days of leave are reduced pro-rata.

Model HR Manual for SRLMs, March 2016 15

5.0 Staff Capacity Building
SRLM conducts ‘Training Need Assessment (TNA)’ of staff at various levels periodically and
annually as part of Performance Management System. Based on this and on the needs of the
SRLM, SRLM develops annual staff capacity building plan. This is further integrated with
Community Capacity Building and consolidated annual CB Plan and CB Calendars at various
levels are evolved. This CB Plan along with CB calendars is integral to SRLM’s Annual Action
Plan. During the year, SRLM rolls-out CB Plan and Calendar directly, with support from
Resource Persons, Resource Cells within SRLM and other SRLMs, CB Agencies, NIRD and
NMMU. A dedicated senior staff member (CB Anchor) anchors the staff induction, learning
and capacity building agenda.
Apart from these structured/formal programs, various day to day processes/tasks like review,
planning, visioning, mentoring and handholding also help in building the capacity of the staff.
Further, each staff member is encouraged to access mentor/coach/counsellor for enhancing
her/his understanding and sensitivity and increasing her/his efficiency and effectiveness.
Given the nature and focus of SRLM, its staff need to have understanding, knowledge, tools
and skills in the broad poverty reduction, development and livelihoods arena in general and
following thematic aspects in particular -

 Poverty, Vulnerability, Gender and Livelihoods Understanding and Participatory

Poverty Assessment
 Participatory Processes/Tools and Participatory/Direct Training Methods
 10-year Block Processes/Protocols, Community Operational Manual
 Community Institutional Architecture (SHG, VO, CLF, BLF) – Concept, Panchasutra,
Management and Sustainability
 Community Cadres and Resource Persons
 Communitization and Integration
 Management, Leadership and Mentoring
 Visioning and Planning
 Book keeping, Auditing and Financial Literacy
 Funds to Community
 Planning, Appraisal and Roll-out – Micro-plans, Vulnerability Reduction Plans,
Convergence Plans
 Social, Financial and Livelihoods Inclusion and Social Development
 Inclusion of Vulnerable Groups and Communities including Tribal Communities,
PwDs, Elders, etc.
 Gender and Social Action
 Food, Nutrition, Health, Water, Sanitation and Hygiene
 Social and Livelihoods Collectives
 Livelihoods Planning and Livelihoods group management
 Basic IT, MIS, M&E, FM, and other systems
 Communication, Documentation and Reporting
 HR processes, soft skills, office management skills etc.
While basic induction, monthly reviews, annual writeshops and planning workshops cover
many of these aspects, SRLM with support from Staff CB Anchor ensures that all staff achieve
reach minimal capacity level in the above areas. SRLM senior staff/ advisers/consultants,
SRLM’s pool of intensely trained and experienced empanelled resource persons and resource
persons from CB Agencies and Resource Organizations support in rolling-out CB Plan.
Model HR Manual for SRLMs, March 2016 16
Customized Programs in/by Management/Training Institutions, immersions/exposures to
practices in the field across the country and outside fill the gaps.
In view of intensity of Capacity Building, SRLM lines up and partners with existing training
infrastructure within Government, SIRD etc., followed by infrastructure with civil society and
private infrastructure on payment basis, at state, district and block levels.

6.0 Staff Code of Conduct

All staff of the SRLM are expected to demonstrate good personal conduct in sync with core
values and non-negotiable principles of SRLM. This code of conduct applies to all staff
including consultants and interns. It includes -
 Staying, being and working with the poor, majority of the time
 Showing always Hope (that Poverty is eradicable) and Faith (in the innate capacity of
the poor)
 Ensuring Inclusion, Participation and Ownership of the Poorest/Poor in all that SRLM
does
 Being Transparent and Accountable to community (and public at large through
proactive disclosures and RTI or otherwise, SRLM Management, Auditors etc.) in all
processes and activities.
 Working for Community self-reliance and self-dependence, in every step, without
compromise
 Integrity
 Being committed to Communitization
SRLM is committed to Communitization. It is a paradigm shift in program
implementation reiterating the faith in the capacity of the poor. This implies that the
community institutions and community cadre take over the sub-block activities upfront
and block and district level activities from the block and district staff gradually. Staff
member needs to be more area focussed, participatory with integration and mentoring
skills.
 Discipline, Decorum and Decency in conduct, language and dress.
 Avoiding situations in which personal interest could conflict with interest of the
SRLM. Conflict if any, or potential conflict, must be disclosed to the next higher level
of the management for guidance and action as appropriate.
 Maintaining Confidentiality of any information related to the work and/or SRLM (and
not divulging to any unauthorized person or body and no information shall be shared
with others except as per approved policies of the SRLM)
 Using SRLM facilities for SRLM purposes only
 Complying with all legal and statutory requirements and supporting SRLM in
complying with the same
 Complying with prohibited substance abuse including alcohol, tobacco and other
intoxicants while on work, in the field and in SRLM offices
 Being Gender Sensitive and Social Inclusive in the field and workplaces. This
includes being gender, age and ability sensitive, providing equal opportunities to all,
and following non-discriminatory (on the basis of gender, caste, creed, faith, age etc.)
work practices, attitude, behaviour, beliefs, and values, towards a healthy and friendly
work culture and environment.
Model HR Manual for SRLMs, March 2016 17
  Being Anti Sexual Harassment - No staff member, either male or female can be
subjected verbally or physically to unsolicited personally offensive unwelcome sexual
overtures or conduct. Every person has the right to work in an environment free of
sexual harassment.
SRLM is committed to zero tolerance towards sexual harassment as per Sexual
Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act,
GOI, 2013 [see detailed policy at http://www.iitbbs.ac.in/notice/sexual-harrassment-
of-women-act-and-rules-2013.pdf]. Behaviour that amounts to sexual harassment may
result in disciplinary action, upto and including dismissal. Such cases would be
referred to the Internal Complaints Committee [ASH Committee] formed by SRLM for
the purpose. Any malicious intent on the part of complainant shall be dealt with
seriously as per the Act. This policy is adopted in toto.
Violation of any element of this code of conduct may call for explanation, show cause notice,
warning, suspension, loss of remuneration and/or termination. CEO/HR Committee is the final
authority on this.

7.0 Grievance Redressal

In order to ensure that the work culture in SRLM reflects SRLM’s transparent, democratic and
process driven nature, SRLM facilitates grievance redressal mechanism/process (GRM) so that
staff can express their grievances and seek redressal. Grievances include unfair treatment,
delayed/non-payment of remuneration and allowances, and issues adversely affecting the
organization ethos.
The GRM includes –
 Grievance Redressal Committees (GRCs) at Block, District and State levels with not less
than three members (one woman member with appropriate seniority, SC/ST
representative and another senior member) to redress issues of the staff at the Block,
District and State level respectively. Where the number of staff is less or staff with
appropriate seniority are not available, the concerned unit may draw upon women/SC/ST
representative from SMMU/DMMU/BMMU level. A Grievance Handling Officer,
nominated/designated from among the staff, at each level supports the GRC.
 Grievance Handling Officer is responsible for issuing acknowledgement and recording
the date of receipt of the grievance.
 GRC meets quarterly. All complaints received till the current GRC meeting are resolved
during the meeting. Record of the proceedings is maintained and the decision of GRC is
implemented.
 In the event of any emergency, GRC may meet at short notice.
 Grievance Handling Officer at state level consolidates and e-compiles SRLM-wide GRC
data, Grievances and their redressal information.
8.0 Human Resource Management and Performance Management System
Adapted/ approved HR needs to be printed and given to staff. It needs to be SRLM website.
8.1 HR Database and HR MIS
SRLM maintains profiles and other records of all its HR including staff members, consultants,
resource persons and interns. It also e-profiles them and maintains a HR Management database.
HR Management Information System (MIS) also includes data of required, approved, planned

Model HR Manual for SRLMs, March 2016 18

and filled HR positions at various levels; JDs/ToRs; individual qualifications and experience;
induction details; individual CB (learning) needs, plans and achieved/fulfilled;
training/orientation in mandatory CB items for each staff member; other trainings attended; CB
Plan vs Achievement; CB Calendars; data of ASH committees/ committee members and their
performance; data of GRCs and members and their performance; data on individual plans and
performance assessments/scores, recommendations etc., as part of Performance Management
Systems MIS also keeps tracks of various HR Practices and Hygiene elements.
8.2 Performance Management System
SRLM is committed to rolling-out Performance Management System (PMS) for its staff. PMS
aims at a process for aligning the efforts of staff towards achieving the Mission objectives,
recognizing performance and addressing the issues and challenges poor-performance /non-
performance. It enables each staff member to know clearly what is expected from her/him, plan
for unlearning, learning and building own capacity, plan and work for achieving planned
results, and seek recognition and reward, if any.
As a first step, all positions to have indicative Job Descriptions (JDs), Key Result Areas
(KRAs) and Key Performance Indicators (KPIs). The cycle of the Performance Management
System commences with customizing the JD, KRAs and KPIs for the position jointly by the
staff member and her/his reporting officer, and for the team, in sync with SRLM Annual Action
Plan (AAP). The progress on the planned KPIs is tracked using MIS regularly and the
quantitative and qualitative achievements are assessed periodically, read as half-yearly
[September/October and March/April]. The assessment also includes progress on teamwork
and learning plan and the quality of direct support to the community, community institutions
and cadres and the field staff in the assigned area for anchoring.
Thus, the assessment is on three counts – field support (40%), teamwork and learning (20%),
and progress on the planned results (40%). Each count is assessed by four assessors – self
(20%), team (30%), field/community (30%) and reporting officer (20%). Based on the
consolidated assessment and score, the staff member’s overall performance is rated as
Excellent, Very Good, Good, Average.
The staff members with better performance are provided with recognition and non-monetary
and monetary rewards in accordance with performance. Others with low or under performance
are asked to improve learning and performance. Staff members with recurring low or under
performance are disengaged forthwith.
Detailed description of PMS is at Annexure 4.

8.3 Review of HR Processes/Practices, HR Hygiene and independent HR Audit

CEO and/or HR Committee reviews the prevalent HR Processes/Practices and elements of HR
Hygiene in SRLM (as described in HR Manual) against benchmarked Processes/Practices and
Hygiene on a monthly basis and plan for improvement. HR Manager/CB Anchor at state level
anchors this agenda.
Further, HR Committee/CEO commissions a full-fledged independent HR Audit annually/bi-
annually and implements the recommendations of the Audit.

Model HR Manual for SRLMs, March 2016 19

 Annexure 1
Delegation of Powers
Administrative Powers to be delegated at the State, District and Block levels -
Term used Represents
Head of State Mission/ State State Mission Director/ Chief Executive Officer
Society/ State Company
Head of Office – District District Collector/ Project Director-DRDA/ District Mission
Manager/ District Programme Manager
Head of Office – Block Block Mission Manager/ Block Programme Manager
Note:
1. In the absence of MD/CEO the following would be Head of Office at State Level – Joint
Mission Director/ Additional CEO/ COO/ Joint MD(as decided by SMD/CEO)
2. In the absence of competent officer, his/her immediate senior officer may hold additional
responsibility of the Junior Officer
3. Same rank officer may be assigned the responsibility in his/her absence.
For more details, please refer the Financial Manual.
Delegation of Powers
Nature of powers Authority Extent of Power delegated
To accord administrative approval Mission Director/CEO Full powers
and financial sanction for Head of Office-State* Upto Rs. 5 lakh in each case
procurement of goods & Services Head of Office-District (DMM) Upto Rs. 1 lakh in each case
To accord administrative approval Mission Director/CEO Full powers
and financial sanction for Head of Office-State Upto Rs. 0.10 lakh per month
purchasing journals and books & Head of Office-District Upto Rs. 0.025 lakh per month
periodicals Head of Office-Block (BMM) Upto Rs. 0.01 lakh per month
To accord administrative approval Mission Director/CEO Full powers
and financial sanction for purchase Head of Office-State Upto Rs. 1.2 lakh per month
of consumable stores, fuel, oil and Head of Office-District Upto Rs. 0.60 lakh per month
repair, maintenance & hiring of
vehicles on daily basis. Head of Office-Block Upto Rs. 0.30 lakh per month
Mission Director / CEO All Powers, as delegated by EC
To engage temporary/part time Head of Office-State NA
Staff/ Deputation/ Contracts Head of Office-District NA
Head of Office-Block NA
To accord administrative approval Mission Director/CEO Full powers
and financial sanction of salary, Head of Office-State Upto the approved limit
office rent, electricity, water Head of Office-District Actuals/Upto the approved limit
charges, taxes, telephone, internet
etc. Head of Office-Block Actuals/Upto the approved limit
Mission Director/CEO Full powers
Sanction of recurring, non-
Head of Office-State Upto Rs. 1.2 lakh per month
recurring contingent expenditure
Head of Office-District Upto Rs. 0.60 lakh per month
not specified elsewhere.
Head of Office-Block Upto Rs. 0.30 lakh per month
To accord administrative approval Mission Director/CEO Full powers
and financial sanction for payment Head of Office-State Upto Rs. 0.25 lakh in each case
of legal fees, other incidental Head of Office-District Upto Rs. 0.10 lakh in each case
charges / legal consultancy fees for
Head of Office-Block Nil
lawyers
Mission Director/CEO Full powers
To accord administrative approval
Head of Office-State Upto Rs. 1 lakh in each case
and financial sanction on TA Bills
Head of Office-District Full powers (within District)
and advance for travelling.
Head of Office-Block Full powers (within Block)
To sanction reimbursement of Full powers (For State level
Mission Director/CEO
cancellation charges for rail, air functionaries)
Model HR Manual for SRLMs, March 2016 20
 Nature of powers
ticket when cancellation is made in
the interest of Society or when
cancellation is made on account of
circumstances beyond the control
of the officials
To accord administrative approval
and financial sanction for field
visits and attending training/
seminars/workshops within the
State
To accord administrative approval
and financial sanction for exposure
/immersion/ attending training
workshop outside the State
To accord administrative approval
and financial sanction for attending
training workshop/seminar/study/
exposure tours abroad for Tour
advance.
To accord administrative approval
and financial sanction for
expenditure on taxi fares of
distinguished visitors
To accord administrative approval
and financial sanction for
repairs/renovation of office, repair
of goods, equipment and furniture
To accord administrative approval
and financial sanction for one time
installation of office equipment,
telephones, internet, electricity etc.
To accord administrative approval
and financial sanction for
organizing food, TA & DA for
invitee VIPs/ EC members, Experts
and delegates attending meetings
To accord administrative approval
and financial sanction for
unanticipated activities
Disciplinary action including
suspension of staff appointed on
deputation or contract
To accord administrative approval
and financial sanction for
programmatic expenditure which is
already approved in the Annual
Action Plan
Any other activities not covered
above
*Head of Office –State  Senior Officer of SMMU nominated by CEO.
Model HR Manual for SRLMs, March 2016
Authority Extent of Power delegated
Full powers (For District level
Head of Office-State
functionaries)
Full powers (For Block level
Head of Office-District
functionaries)
Head of Office-Block Nil
Mission Director/CEO Full powers
Head of Office-State Full powers
Head of Office-District Full powers (within District)
Head of Office-Block Full powers (within Block)
Mission Director/CEO Full powers
Head of Office-Stat Upto Rs. 5.00 lakh in each case
Head of Office-District Nil
Head of Office-Block Nil
Mission Director/CEO Full powers
Head of Office-State Nil
Head of Office-District Nil
Head of Office-Block Nil
Mission Director/CEO Full powers
Head of Office-State Full Powers for District level
Head of Office-District Full Powers for Block level
Head of Office-Block Nil
Mission Director/CEO Full powers
Head of Office-State Upto Rs. 5 lakh per annum
Head of Office-District Upto Rs. 1 Lakh per annum
Head of Office-Block Up to Rs.0.50 lakh per annum
Mission Director/CEO Full powers
Head of Office-State Full powers
Head of Office-District Full powers (within District)
Head of Office-Block Full powers (within Block)
Mission Director/CEO Full powers
Head of Office-State Nil
Head of Office-District Nil
Head of Office-Block Nil
Mission Director/CEO Full powers
Head of Office-State upto 25,000/- in each case
Head of Office-District Nil
Head of Office-Block Nil
Mission Director/ CEO All Powers, as delegated by EC
Head of Office-State NA
Head of Office-District NA
Head of Office-Block NA
Mission Director/CEO Full powers
Head of Office-State Full powers
Head of Office-District Full powers (within District)
Head of Office-Block Full powers (within Block)
State
District Executive Committee
Block
21
 Annexure 2
Job Descriptions (indicative)
A. State Mission Management Unit (SMMU)
Position: State Mission Manager (SMM)/State Programme Manager (SPM)/Mission Manager
(MM)/Programme Manager (PM)/Mission Executive (ME)/Project Executive (PE)
Location: SMMU office, State Level
Purpose: To Provide guidance to the Mission Team for implementation of Mission Activities.
Reporting: CEO/Add. CEO/Any Other Official designated by CEO
Job Responsibilities (Indicative) -
1. Work/interact directly with the community- minimum 10 day fieldwork including upto 5 days
of village night stay ***
2. Anchor (as In-charge/nodal officer of) a set of districts/blocks
3. Facilitate communitisation process
4. Mentor/monitor/guide staff at state, district and block team to ensure effective rollout of Mission
activities
5. Represent at different forums and liaison with different line departments and NMMU related to
the mission activities and reports
6. Facilitate planning, managing and budgeting at various levels
7. Provide support in programme, systems, data and fund management and anchor a specific
responsibility for the state
8. Be a part of the state management team and support the SMD/COO in mission management
9. Any other task assigned by reporting officer
***Finance and Accounts professionals/staff may have reduced number of fieldwork days, say 5-6 days.

B. DMMU- Job Description (JD)

i). Position: District Mission Manager (DMM)/District Programme Manager (DPM)
Location: DMMU office, District
Purpose: To provide leadership in planning & implementation of all Mission activities at District and
block level as well as in liaising with government schemes.
Reporting: State Mission Director /District Collector/ PD-DRDA/State Programme Manager
Job Responsibilities
1. Take leadership role in designing and roll out of Mission activities in the district in consultation
with thematic experts at DMMU
2. Undertake field visits proactively
3. Undertake necessary liaison and coordinate implementation of the project with stakeholders
(district administration, line departments, NGOs, banks, etc.)
4. Provide necessary technical and management support to BMMUs and conduct regular review
meetings
5. Coordinate with lead bank /banks for bank linkage of SHGs to support the financial inclusion
6. Ensure timely availability and disbursement of project funds
7. Develop innovative strategies to capture case studies, best practice learning notes, handouts,
short films in order to support the overall knowledge management
8. Make timely reports to SMMU (MPRs, QPRs and other relevant reports)
9. Establish governance and accountability mechanisms to be adopted by community institutions
10. Ensure physical and financial target as per plan
11. Take up any other task as allocated by competent authority at SMMU

ii). Position: District Functional Managers (DFM)/District Coordinator - IB&CB, FI, Livelihoods, etc.
for Programme activities
Location: DMMU office, District
Purpose: To provide leadership and oversight in programme implementation at district/block level.
Reporting: DMM

Model HR Manual for SRLMs, March 2016 22

Job Responsibilities (Indicative) -
1. Identify stakeholders like vulnerable, socially excluded groups, Women, Differently-abled,
SC/STs, minorities and other under privileged sections and mobilize them into Self Help Groups
and its federations
2. Undertake field visits proactively
3. Coordinate Households and BMMU team for implementation of Mission Activities at Block
Level
4. Roll-out Micro Plan process for community and their institutions
5. Facilitate Credit linkage support to SHGs through timely disbursement of Community Support
Fund (like- Start-up fund, RF, CIF, VRF, etc. ) and Bank Linkage
6. Liaison with Banks and other financial institutions at the district level specifically with
commercial banks for fostering and pushing the SHG bank linkage program to ensure greater
financial inclusion
7. Support Community Federations in layering activities like social security and development,
convergence, livelihoods activities, partnership, etc.
8. Develop Community Cadre
9. Work as master trainer for BMMU, community, community institution, community cadre and
other stakeholders
10. Extend cooperation and support to external agencies in proper implementation of Baseline,
Midterm and End Term surveys.
11. Document case studies of best practices, success stories and innovations of SM/ IB existing in
the district to draw lessons and share with SMMU for replication in other districts
12. Take up any other task as allocated by competent authority
Note- In any district, if only 1-2 blocks are operational then district staff are placed at Block level
iii). Position: District Functional Manager (DFM) – Finance & Admin & Procurement
Location: DMMU office, District
Purpose: To provide leadership in financial management and planning at district/block level.
Reporting: DMM
Job Responsibilities
1. Establish FMS and update regularly
2. Undertake field visits proactively
3. Facilitate Procurement of Goods and services
4. Ensure Timely availability and disbursement of project funds
5. Ensure timeliness of Tally entry and finance related information
6. Ensure Timely disbursement of Community Support Fund (like- Start-up fund, RF, CIF, VRF,
etc.)
7. Ensure Timely disbursement of Salary, TADA and other allowances
8. Extend cooperation and support in internal and external audit.
9. Ensure financial target as per plan
10. Take up any other task as allocated by competent authority

iv). Position: Management Information System (MIS)

Location: DMMU office, District
Purpose: To provide leadership in programme management and planning at district/block level.
Reporting: DMM
Job Responsibilities (Indicative)-
1. Offer handholding support to block on M&E component and ensuring timely flow of data in
order to generate required Progress reports.
2. Undertake field visits proactively for sample check of data through consultations with
stakeholders
3. Monitor the Management Information System of the Project and streamlining information flow
through periodic analysis of data based on project health indicators and documenting the same
4. Ensure timely and accurate data entry of all MIS related data for the project as well as
community level
5. Take up any other task as allocated by competent authority

Model HR Manual for SRLMs, March 2016 23

C. BMMU- Job Description (JD)
i). Position: Block Mission Manager (BMM)/ Block Project Manager (BPM)
Location: BMMU office, Block Level
Purpose: To provide leadership to the Block team for strengthening the processes at the Block level
Reporting: DMM
Job Responsibilities (indicative)
1. Undertake field visits proactively
2. Provide necessary technical and management support for implementation of all Mission
activities i.e. Cluster Coordinators and Area Coordinators and conduct regular review meetings
3. Identify opportunities and implement activities under convergence model
4. Facilitate preparation of plans by community level institutions and its implementation.
5. Coordinate with banks for bank linkage of SHGs with the support of the financial inclusion cell
at DMMU and SMMU.
6. Facilitate design, strategy and roll out of annual work plans, perspective plans under the
Monitoring and Evaluation component for the block.
7. Undertake regular monitoring through field visits
8. Identify the vulnerable stakeholders in the block with reference to Women, Differently-abled,
SC/STs and other under privileged sections.
9. Report to DMMU and submit MPRs, QPRs and other relevant reports.
10. Liaison with PRI institutions, line departments and other non-government organisations
11. Take up any other task as allocated by competent authority at DMMU
ii). Position: Cluster Coordinator/Community Coordinator (from community)
Location: BMMU/Cluster Office
Purpose: To provide Overall leadership of the Cluster for the development & sustainability of
community institutions
Reporting: BMM/BPM
Job Responsibilities (indicative)
1. Undertake field visits proactively
2. Work in close co-ordination with BMM/BPM to implement planned activities in the
cluster/(Sub Block)
3. Identify and facilitate the process of organizing and inclusion of women, vulnerable
communities (Differently-abled, SC/STs and other under privileged sections) and strengthening
them into functional Community level institutions.
4. Facilitate activities relating to livelihoods planning, micro credit meetings, micro credit plan
development, and CIF utilization among communities.
5. Liaison for Service delivery of government entitlement and social safety net schemes in the
cluster.
6. Enhance access to entitlements and schemes to community level institutions through
convergence.
7. Ensure clean data entered into the MIS at BMMU level in a timely manner
8. Submit MPR’s, QPR’s and other relevant reports.
9. Liaison with PRI institutions, line departments and other non-government organisations
10. Take up any other task as allocated by competent authority at BMMU
Post Communitisation
Provide hand holding support in the activities as listed below:
• Facilitating the Social Mobilization and formation of community Institutions
• Enabling the Capacity Building of Community Institutions
• Facilitate the Linking of the Community Institutions with Financial Institutions
• Work closely with and reporting to Community Institutions
iii). Position: Data Entry Operator (DEO)/MIS cum Accountant
Location: BMMU office, Block Level
Purpose: To effectively manage & maintain project related data of the Mission at Block Level.
Reporting: To BMM/BPM
Job Responsibilities (Indicative):

Model HR Manual for SRLMs, March 2016 24

 1. Ensure timely and accurate data entry of all MIS related data of the project as well as
community level
2. Provide support to external agencies in proper implementation of Baseline, Mid Term and End
Term surveys.
3. Ensure timely availability of data in order to generate required Progress reports.
4. Undertake field visits for sample check of data through consultations with stakeholders.
5. Maintain office registers e.g. stoke/asset register, tour register, etc.
6. Take up any other task as allocated by competent authority at BMMU

Model HR Manual for SRLMs, March 2016 25

 Annexure 3
Induction Schedule (indicative)
PHASE I: Understanding the Context - Poverty, Vulnerability & Livelihoods
 Fieldwork: Village Immersion [14-28 days] (1st village without NRLM interventions and 2nd
village with NRLM interventions); Exposure visit to NRO (5-10 days)
 6-day Classwork: Orientation to NRLM; Participation Processes and Tools; Poverty-
Vulnerability-Gender-Inclusion-Livelihoods; Self and Team Management
PHASE II: Understanding Institutions
 Fieldwork: Accompanying CRP rounds, Participatory Poverty, Vulnerability, Livelihoods
Assessment (14-28 days, 1-2 villages)
 10-day Classwork: Institutional Architecture, Block Processes, Cadres, Livelihoods,
Leadership, Communitization, Participation, Self and Team Management and Learning
PHASE III: Beyond the Institutions
 Fieldwork: Plan for the Poverty Reduction in a village or two [5-10 days]
 6-day Classwork: 10 Years in Block, Core and Layers, Convergence, Partnerships, Collectives,
Planning and Appraisal, Project Management, Financial Management, Documentation, M&L
PHASE IV: Planning
 Fieldwork: Attachment to PRP/existing CC/BMMU/DMMU/SMMU, Short-term and long-
term Plans for the Cluster/Block (5-10 days)
 4-day Classwork: Learning Plans and Action Plans, Wrap-up
Participants to maintain a daily dairy during the entire period of the induction & immersion

Model HR Manual for SRLMs, March 2016 26

 Annexure 4
Performance Management System (PMS)
State, District, Block level Teams
1. The Performance Management System (PMS) applies to the SMMU, DMMU and BMMU and
would cover all those who are drawing their salary from the Society, i.e. those who are on deputation
from government as well as those who have been recruited from the open market.
2. For each staff member, PMS involves planning for Performance [to work out and finalize Job
Descriptions for all staff and agree with staff on their Key Result Areas [KRA] and Key
Performance Indicators [KPIs] in sync with Annual Action Plan], supporting towards/in
Performance, tracking Performance [the progress on KPI regularly based on MIS],
assessing/appraising Performance [mid-year review in September/October and annual appraisal in
March/April, in sync with Annual Action Plan (AAP) of that Financial Year], rewarding
Performance and planning forward. Suitable monetary and non-monetary rewards, apart from
normal annual increment, are awarded to acknowledge and motivate superior performers.
3. PMS provides feedback to the staff on their performance including Recognition, development
through Capacity Building to fill in the skill gaps and de-selection, if and when required. Feedback
enables staff to enhance efforts and make any required midcourse corrections.
4. PMS measures and captures both qualitative and quantitative performance. PMS uses performance
data in MIS and Financial Reports and tracks performance against planned AAP outcomes. Further,
PMS captures Individual’s own performance, contribution to team/collective/collaborative
performance and support in the field and to the community. PMS captures behaviour towards the
poor and team, teamwork, learning, managerial and leadership skills etc.
5. PMS consolidates all scores and rates the individual Staff performance as Excellent/Very
Good/Good/Average. Keeping performance facilitating and hindering factors are taken into
consideration in converting final score into final rating. The staff performance rating is shared with
the concerned staff member and the HR performance system shows up the performance score and
rating to the staff and her/his Reporting Officer. Capacity building/development need of the staff is
decided based on gap between expected KPIs and actual achievement by the staff member.
6. Staff falling in the Average category are given 6 months’ time to show significant improvement. If
any staff member falls into Average category more than twice on continuous basis, her/his services
are terminated/ s/he is de-selected.
7. Weightage and Assessment
Block Level
SN Position being assessed Weightage Assessment
Self (20%)/
Area Anchoring, working with
Professional Staff (BMM, Team (30%)/
Community, Night Stays in the
Block Thematic Manager, Reporting Officer
villages and fieldwork - 40%
1 Area Coordinators/ (20%)/
Teamwork, Behaviour and
Cluster Coordinators) at Community and
Learning – 20%
Block Level Community Cadres
Plans vs Achievements – 40%
(30%)
Area Anchoring, working with Self (20%)/
Community, Night Stays in the Team (30%)/
Support Staff at Block villages and fieldwork - 40% Reporting Officer
2
Level Teamwork, Behaviour and (20%)/
Learning – 20% Community (30%)
Plans vs Achievements – 40%

Model HR Manual for SRLMs, March 2016 27

 District and State Level
SN Position being assessed Weightage Assessment
Area Anchoring, working with Self (20%)/
Community, Night Stays in the Team (30%)/
villages and fieldwork - 40% Reporting Officer
1 Staff at DMMU Level
Teamwork, Behaviour and Learning (20%)/
– 20% Field Staff (30%)
Plans vs Achievements – 40%
Area Anchoring, working with Self (20%)/
Community, Night Stays in the Team (30%)/
villages and fieldwork - 40% Reporting Officer
2 Staff at SMMU level
Teamwork, Behaviour and Learning (20%)/
– 20% Field Staff (30%)
Plans vs Achievements – 40%
8. Accordingly, each staff member is assessed on three sets of performance areas – Area Anchoring,
working with Community, Night Stays in the villages and fieldwork; Teamwork, Behaviour and
Learning; and Plans vs Achievements. Each of these sets are assessed by self (individual staff
member), the team (that is working together), the reporting officer, and the field staff, community
cadres and community.
9. The process of Performance Assessment -
i. The individual staff member to fill the agreed KRAs/KPIs in the prescribed format, to
describe/narrate the performance (including key achievements, additional initiatives,
challenges faced, lessons learnt etc.). Further, Individual staff member to fill the achievement
against the KPIs and; to list contribution to team, learning and behaviour; and to fill the
achievement/action in area anchoring, working with community, night stays in the village and
fieldwork.
ii. Based on the above, individual staff member to score her/his assessments
iii. Community Cadres, Community Institution Leaders, and/or Field Staff in the team meeting
offer their comments and score their assessments
iv. The team (BMMU and Block Anchor for staff in the BMMU; for BMMs and DMMU staff,
BMMs, DMMU and District Anchor; for DMMs and SMMU staff, DMMs, SMMU, State
Anchor and CEO) goes through the individual performance formats in the team meeting, MIS,
Financial Reports etc., and scores its assessments for each team member
To achieve fair assessment, SRLM may nominate 1-2 persons from other teams and
independent professional(s) to participate in these meetings. If required, the team may plan a
combined/joint field visit.
v. Reporting Officer/Supervisor to comment on the above achievements and overall
performance, write assessments and score assessments
vi. The final scores to be added and consolidated performance score to be obtained; looking at the
score, the individual’s performance to be rated as Excellent/Very Good/Good/Average
Block Anchor and BMM, District Anchor and DMM, and Additional CEO/COO and the
representative of CEO (other than HR person) at Block, District and State levels respectively lead
the teams and ensure the assessment completed in time and systematically.
After initial orientation to all staff (team) members during Day 1, it is expected that steps (i) and
(ii) to be completed on Day 1-2 (prior to team meeting); (iii) and (iv) to be completed during the
team meeting during Day 2-3; (v) and (vi) to be completed towards the end of/immediately after
the team meeting, during Day 3-4. Thus, for the entire SRLM, Annual Performance Assessment
may take about 10-12 days.

Model HR Manual for SRLMs, March 2016 28