Computerisation of Personnel Information System (CPIS)
- A Tool for Transparency and Control by Manipur Government
- Part 3 -

Oinam Nabakishore Singh *

Findings of the Research

Several departments and agencies of the State Government are involved in the implementation of the web-based computerization of employee data. Since about 64,000 employees and 3300 offices are involved in the exercise of database creation and management, the software and technical people involved have a big role to play.

The National Informatics Center(NIC), an agency of the Government of India working for the State of Manipur was given the responsibility of developing the necessary software and technical support to various departments. A team of executives was formed at the office of National informatics Centre, Imphal to spearhead the project.

Besides developing the software, they were responsible for imparting training to the staff of various agencies. They had to coordinate with more than 100 line agencies to get the correct data entered. They also provided the necessary guidance on various difficulties faced by some employees in the use of information technology.

In fact, the staff of NIC, under the leadership of Kh. Rajen Singh, State Informatics Officer, provided excellent leadership in technical support to the project. Besides being fully committed to the implementation of the project, the team of NIC had the knowledge and skills for the task.

Decentralization and clarity of Roles

The nodal department for the implementation of the project is the Finance Department of the State Government. In order to have clarity on the roles and responsibilities of individual agencies involved, clear guidelines were issued. Such guidelines are also kept on the website for easy access(Personnel Information System, 2008).

In order to facilitate coordination between the NIC, Finance Department, agencies and their units and employees borne on them. Nodal Officers were designated for each agency. Such nodal officers became the flag bearer for the successful implementation of the CPIS. They were also made responsible for various tasks related to the project. They became a single-point of contact for the employees and agencies.

As far as data collection, data entry, data accuracy through proof of data are concerned, the agencies were made responsible. Such decentralization helped in expediting the project.

Control Mechanism

The accuracy and authenticity of data in personnel information system is extremely important. The concerned agencies have to produce proof of accuracy and authenticity of data entered by them in the database. The Finance Department of the State Government verified all data and documents before they are taken on record.

Employee Identification Number (EIN) assigned to each employee is unique and it will be used as a reference for searching employee details from CPIS database. This unique id is used in all transactions with respect to the employees-payment of salary, transfer and posting, retirement or recruitment of new employee.

When an employee is transferred to another location, which is common in all agencies, the documents have to bear the unique id and the agency data will be updated. In fact, a system has been put in place to update the employee data every month by using the website. The access to the site and modification of data is controlled through password given to designated officials.

Updation of data made mandatory

Government of Manipur issued directions making payment of monthly salary to the only employees having the unique employee identification number (EIN). When an employee is transferred, his EIN will remain the sme but it will be shown against the staff strength of the new office.

A process for updation of employee details when changes due to transfer, promotion, retirement happens is in place. Further, the initial linking of payment of salary with EIN expedited the data entry as the EIN will be generated after data entry.

Leadership role of Jarnail Singh, Chief Secretary

Jarnail Singh was the senior-most civil servant in the State Government of Manipur. He had the authority over all the civil servants in the state because of his position. Besides, he advised the State Cabinet and Chief Minister, being Cabinet Secretary. His involvement in the present project did make a difference.

He knew the problems associated with inaccurate data and the need to have complete control on employee data for better financial and manpower management. He was seeking a solution to the problems through application of information technology, which would bring about complete transparency in the data related to employees, offices and agencies. In the document submitted to the Government of India for the award of innovation by a civil servant, it is written about this project: "the project objective and outline was conceived and developed by the Chief Secretary, Jarnail Singh."

Besides, he took full control of the situation by monitoring the important milestones in the execution of the project. It is mentioned in the report mentioned here that during the period from April 2006 to January 2007, Jarnail Singh took 1 1 1 meetings (three meetings with each of the 37 departments) to develop the system and methodology for preparation of database, which would achieve the objective.

His personal interest and involvement in the project by taking several meetings with the heads of agencies drove the point home about the importance of the project. When it came to success and sharing of honour, Jarnail Singh did not fail to give credit, where it deserves. He said, "In the Finance Department, Shri K. Radhakumar Singh, Addl. Secretary (Finance) played the lead role in scrutinizing each office, department details, verified appointment letters and linked payment of salaries through each DDO to linked treasuries.

This is the most critical work in this project. Shri R.R. Rashmi, Commissioner (Finance and Shri S. Sunderlal Singh, Secretary (DP) coordinated activities of their departments for preparation and scrutiny of data. Shri K. Radhakumar Singh, Addl. Secretary (Finance) and Ms. M. Budhimala Devi, Technical Director/ NIC performed exceptionally well at the cutting edge level and project owes its success to their sincerity and perseverance".

Further, Jarnail Singh told me that these officers were also rewarded for their contributions. This is an example of using symbolic frame. I also see him as a competent civil servant with vision. To my question as to the difficulty in sending many employees back to the hills after implementation of the CPIS, he replied that anybody opposing it would be acting against the rule as approved by the State Government.

He used rules and laws to resist the pressure from the representatives of the people. He was able to withstand the political pressure from some legislature by taking shelter under the requirements of law. He was also seen making use of political frame to resolve conflicts. He valued the people working with him and supported their initiatives. I also find Jarnail Singh to be taking risks like other effective leaders mentioned in the literature reviews.

Lessons for Leadership

I find similarities in the findings of this case study and that of CPIS in Kenya. Both the Governments had problems of inaccurate personnel data and cases of unauthorized appointments. In Kenya, it was called "ghost workers" whereas in Manipur, it was called "fake appointees".

In both cases, success will be attributed to the same factors-requirement to have accurate data on employees as mandated by law for Manipur and by donor in case of Kenya. Leaders in both cases were steadfast in their objectives to complete the project in time.

Rewarding those who worked for the project provided the incentive to expedite both projects. Opponents in both the cases were managed well by the reformist leaders. Having technically qualified persons to handle such initiative was requisites for successful implementation of the project.

Another similarity across all the cases studied and reviewed is 'concern and caring for people' by the leaders. The members of the team worked like family members. What is important is that the members put in extra efforts to get the work done.

Another important aspect of the change management on such a large scale is that it was made simple to begin with. Because, the chances of complicated systems not functioning is high. In both cases of Kenya and Manipur, they have proposed to integrate other modules later after the present one works well.

Conclusion

For the successful implementation of a project, it is necessary to communicate the vision clearly to all agencies and political executives. Secondly, it is a good premise to assume that there would be resistance from some quarters to the project.

It happened in both cases of Kenya and Manipur. The office of Personnel Management in Kenya denied the nominal rolls to the Agriculture Ministry, which implemented the CPIS. Similarly, in Manipur too, many departments, which have "fake appointees" were slow in giving the data. The leaders have to manage resistance to the reforms. They need political skill to handle such situation and should have collaborators.

The leaders of change management should have the courage to take personal and organizational risks. Any major change is fraught with chances of failure. Since the final goal of the change is paramount, the effective leaders should have high risk taking capacity.

Leaders also do reward good performers. It is very important to recognize the contributions of members to the team effort. The importance of showing concern to the people by the leader is evident in all the cases mentioned here.

In a project like computerization of personnel information, it is essential to have technical people at the back and call of users. With committed leadership at the helm of affairs, and support from higher quarters, it is possible to implement a complicated project.

Limitation of the present study is that the primary data was limited from two interviewees. Secondary data is also based on the data compiled by the author from limited sources. Personal knowledge of the author, being an officer from the State Government of Manipur has been used. The conclusion drawn is based on limited data and personal information.

Concluded ....