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Goal Oriented Human Resource Management (GO-HRM)

Background

Civil servants are critical to effective governance and policy implementation in India. To enhance their capacity, the Government of India launched Mission Karmayogi—the National Programme for Civil Services Capacity Building (NPCSCB)—based on the Framework of Roles, Activities, and Competencies (FRAC Framework), aiming to make public service delivery more skilled, responsive, and technology enabled. 

Large-scale programs like the National Rural Livelihoods Mission (NRLM) require strong last-mile implementation. In Bihar, the JEEViKA program under Bihar Rural Livelihoods Promotion Society (BRLPS) has become one of India’s most significant platforms for women’s socio-economic empowerment, directly reaching over 10 million rural families. With JEEViKA Vision 2030, there is a greater need to build competencies and leadership at the last mile.

Aligned with the FRAC model, a comprehensive framework was developed including competency mapping, gap assessment for 600 officials, capacity-building interventions, curated training products, rollout blueprint, and integration into the HRMIS for institutionalization and scalability.

Top of Form

Bottom of Form

Scope of Intervention

The intervention focused on strengthening institutional and human resource capacities within JEEViKA in alignment with its Vision 2030. This involved reengineering organizational systems and enhancing capabilities across all management levels — state, district, block, and community — to support complex and convergent programming across livelihoods, health, nutrition, sanitation, and climate resilience.

Key focus areas included:

  • Competency mapping and gap assessment
  • Development of customized training and capacity-building tools
  • Integration of competency frameworks into HRMIS systems
  • Enhancing organizational readiness for delivering layered interventions

Program Lead and Collaborators

The technical assistance was led by PCI India, with funding and strategic support from the Gates Foundation. The project was implemented in close partnership with the Bihar Rural Livelihoods Promotion Society (BRLPS), under the Department of Rural Development, Government of Bihar. It engaged leadership and operational teams across JEEViKA’s hierarchy—including State Project Management Units (SPMUs), District and Block Project Managers (DPMs, BPMs), and community-based organizations.

What We Did

A structured, consultative approach was adopted to design and operationalize the capacity-building framework:

  • Competency Mapping Pilot: Conducted with 564 managerial staff across various levels using the FRAC-aligned framework.
  • Competency Gap Assessment: Identified skill and knowledge deficits through mixed-method tools.
  • Custom Learning Products: Curated and developed tailored e-learning modules for three priority competencies.
  • Performance Management Roadmap: Designed and validated a GO-HRM roadmap, including performance appraisal and retention policies.
  • Workshops and Consultations: Engaged extensively with SPMs, PMs, DPMs, BPMs, and field staff to co-develop strategies and tools.
  • Technology Integration: Planned integration of HR and performance management tools with JEEViKA’s Odoo-based MIS/HRMS systems.
  • Recruitment Tools: Developed competency-based recruitment tools and processes.
  • Benchmarking and Role Re-framing: Conducted FRAC-based benchmarking exercises for critical thematic areas and job roles.

Outcome

  1. Reduced Competency Gaps: Targeted training and development interventions to close knowledge and skill gaps.
  2. Enabling Learning Environment: Institutionalized systems to support continuous professional development.
  3. Digital Performance Systems: A modernized, competency-linked Annual Performance Appraisal (APA) system integrated into HRMS.
  4. Scalable GO-HRM Framewor: A replicable goal-oriented HR model for potential use across other SRLMs.

Key Indicators of Success:

  • Increased staff effectiveness and task ownership
  • Improved alignment between job roles and organizational objectives
  • Enhanced utilization of training budgets
  • Availability of job-specific, tailored learning content
  • Institutional readiness for convergent, multi-sectoral programming