5144 12292020 iGOT

F. no. 0l-6712013-Trg. (Pt.
II)
Government of India
Ministry of Communications
Department of Posts
(Training Division)
Dak Bhawan, Sansad Marg,
New Delhi - I l0 001
Dated: 28.122020
OFFICE ORDER
Subject National Programme for Civil Service Capacity Building (I{PCSCB) through
iGOT Karmayogi Digital Platform.
The Government of india has launched 'Mission Karmayogi', which is a National

Programme for Civil Services Capacity Building (NPCSCB) aimed at building a future-
ready civil service with the right attitude, skills and knowledge, aligned to the vision of New
India. The mission envisages a comprehensive reform of the capacity building apparatus at the
individual, institutional and process levels for efficient public service delivery.
2. As part of 'Mission Karmayogi', DoPT has circulated a draft document titled "The
Framework of Role, Activities and Competencies (FRAC)" (copy enclosed) wherein it has
been stated that every Ministry/Department/Organisation (MDO) should 'FRAC' its positions,
roles, activities and competencies. The first step in the FRACing joumey is to establish an
lnternal FRACing Unit (FRAC), which has to take responsibility for the FRACing exercise. A
brief of 'Mission Karmayogi' and the FRACing exercise have been summarized in Annexure-
A.
3. With the approval of the competent authority, the following Internal FRACing unit is
constituted for the Department:-
Sl. No. Position-FRACine Team Designated Officer

I Head Secretary (Posts)
11. Pro.iect Leader DG (Postal Services)
ll l. Proiect Manager DDG (P)
lv. Project Coordinator GM (CEPT)
DDG (Training) (Nodal Officer of iGOT)
Team Member All DDsG at Postal Directorate
VI Team Member I)irector/ADG of tLrnctional Unit
Note : Training Division of Postal Directorate will provide Secretariat assistance to the IFU
4. To assist the IFU in completing the FRACing exercise in a time bound manner, sub-
committees will be constituted in a phased manner. Further, a workshop with all DDsG of
Postal Directorate will be conducted shortly on the FRACing process along with the exercise
that each division needs to perform and identify various roles and activities associated with
each position in their Division and assessment of competencies required for every role.
File No.01-67 /2013-Trg(Ptll)
6. This has the approval of Secretary (Posts).
(Moona Yasmin)
ADG (Training)
Encl. : As above.
Copy to:-
1. All Members of IFUI PJB
2. All Master Trainers.
3. Sr. PPSiPPS to Secretary (Posts)/ DG (Postal Services)/Member (Planning & HRD)
4. All DDsG of all Postal Directorate.
5. All Directors/ADG of PostalDirectorate.
6. GM, CEPT, with a request to upload this letter on the official website under the head
"Training". Duly fllled annexure is enclosed with this letter.
7. Oftice copy.
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The Framework of Roles, Activities,

and Competencies (FRAC)
and everything else of FRACing
DRAFT
1 F R A C a n d e v e r y t h i n g e lSEPTEMBER
s e o f F R A C i2020
ng
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2 FRAC and everything else of FRACing

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Table of Contents
Table of Contents .......................................................................................................................................... 3

Acknowledgements....................................................................................................................................... 4
List of Boxes, Tables and Figures .................................................................................................................. 5
List of Appendices ......................................................................................................................................... 5
Abbreviations and Acronyms ........................................................................................................................ 6
Summary ....................................................................................................................................................... 6
Introduction .................................................................................................................................................. 7
Section 1 What is FRACing? .......................................................................................................................... 9
Defining Positions, Roles, Activities, Knowledge Resources and Competencies .................................... 11
Typologies of competencies (BDF) ...................................................................................................... 11
Section 2 Why is FRACing at the core of iGOT Karmayogi? ........................................................................ 12
Section 3 Systems View of iGOT Karmayogi ............................................................................................... 15
Analytics from iGoT ................................................................................................................................. 16
Analytics in service of officials and their managers ............................................................................ 16
Analytics in service of HR managers ................................................................................................... 18
Analytics in service of providers of competency building products (CBPs) ........................................ 19
Section 4 Directories, dictionaries and their relationships ......................................................................... 20
Directories and dictionaries .................................................................................................................... 21
Section 5 Administering the FRACing Process ............................................................................................ 34
Section 6 Promoting success....................................................................................................................... 44
Conclusion ................................................................................................................................................... 45
References .................................................................................................................................................. 46
Appendices.................................................................................................................................................. 47
Appendix 1 Proposed Approval and Pricing Plan for Different Types of CBP Providers ........................ 47
Appendix 2 IFU Team Members ............................................................................................................. 48
Appendix 3 CSP Team Members ............................................................................................................ 52
Appendix 4 Work Allocation in the Department for Promotion of Industry and Internal Trade as on
23.09.2019 (DIPP, 2019) ......................................................................................................................... 56

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Acknowledgements

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List of Boxes, Tables and Figures

Box 1 Onboarding course for CBP providers
Box 2 Differences between domain/functional and behavioural competencies
Box 3 iGOT for non-governmental individuals
Box 4 Pricing of CBPs
Box 5 Preventing performance inflation
Table 1 Key information fields in the dictionary of positions, roles and activities
Table 2 Key information fields in the dictionary of competencies
Table 3 Scoring on iGOT
Table 4 Structure of the DFT (IFU + CSP)
Table 5 Recommended steps for drafting the dictionaries and interrelationships with guidelines
Table 6 Example of the allocation of competency and levels to each position
Figure 1 The 21st century civil servant

Figure 2 What FRACing tries to capture
Figure 3 iGOT Karmayogi as a solutioning space
Figure 4 The competency view for CBP providers showing all positions linked to a specific competency
Figure 5 The competency view for users showing all competencies linked to a specific position
Figure 6 The Competency Passbook (CP)
Figure 7 The 15 steps of FRACing
List of Appendices
Appendix 1 Proposed Approval and Pricing Plan for Different Types of CBP Providers
Appendix 2 IFU Team Members
Appendix 3 CSP Team Members
Appendix 4 Work Allocation in the Department for Promotion of Industry and Internal Trade as on
23.09.2019

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Abbreviations and Acronyms

AI artificial intelligence
ASK attitudes, skills and knowledge
BDF behavioural, domain and functional
CBC Capacity Building Commission
CBPs competency building products
C-CS CBP competency score
CS competency score
CML competency mark-up language
CODs competency-owning departments
CP Competency Passbook
CSPs Certified Service Providers
CTIs Central Training Institutes
DFT departmental FRACing team
DoPT Department of Personnel Training
FPA functional purpose analysis
FRAC Framework of Roles, Activities and Competencies
IFU internal FRACing unit
iGOT Integrated Government Online Training
ISTM Institute of Secretariat Training and Management
MDOs ministries, departments and organisations
ML machine learning
MMO means, motive and opportunity
NLP natural language processing
NTP National Training Policy
PIAAs proctored, independent, authorised assessments
SaaS software-as-a-service
SCSR State of Civil Services Report
SPV Special Purpose Vehicle
SSC Staff Selection Committee
STIs State Training Institutes
TCS testing competency score
UPSC Union Public Service Commission
WPCAS workplace competency assessment score

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Summary
This document provides an overview of the unique features in order to do so. Given the
guiding principles, a common vocabulary and a pace of change in the way work is organised,
set of implementation steps for FRACing1. The often due to technological advancements, it is
Framework of Roles, Activities and imperative for governments to constantly take
Competencies (FRAC), as termed within Mission stock of their ability to manage themselves. The
Karmayogi’s Integrated Government Online data and analytics generated through this
Training platform (iGOT) initiative, is the process will be available for MDOs to
mapping of three constructs (roles, activities benchmark their human resources outcomes on
and competencies, supported by knowledge the platform, and improve their ability to
resources) for each individual position within all reduce the competency gaps of their officials.
government ministries, departments and
organisations (MDOs) at the Central, State and By utilising artificial intelligence (AI) and
local level2. This document provides for all the machine learning (ML), the platform can also
stakeholders involved in this process a common spot duplicates in the data and suggest new
understanding of the key terms, details of the entries in the directories and dictionaries for
FRACing process, its linkages to the iGOT positions, roles, activities, competencies and
marketplace and the analytics that the platform knowledge resources. AI and ML will also be
can make available in order to improve the able to suggest courses based on expressed
execution capacity of the Indian state. career goals as well as an individual’s learning
journey thus far.
Identifying competencies is a diligent task that
requires following a certain methodology to This Framework is ever-evolving, capturing new
ensure that the output is coherent and meets competency needs as and when they arise. The
the purpose of the activity. As part of the 15-step process of FRACing (Section 5) iterates
upgrade to iGOT Karmayogi, it is proposed that that FRACing should be seen as an ongoing
every MDO, at the national, state and local process that enables MDOs to build an accurate
level, is able to ‘FRAC’ its positions, roles, picture of their interrelationships as well as the
activities and competencies. Directories and full list of positions, roles, activities,
dictionaries must be developed, of all competencies and knowledge resources
participating stakeholders and of the numerous relevant to them.
positions, roles, activities and competencies,
respectively. Establishing a clear theory of change, limiting
the problem and solution set, initiating
One of the key objectives of this process is to continuous sensitising and handholding,
test the competencies of officials and use the building a core group of reform champions, as
iGOT marketplace to close the competency gaps well as a network of world-class universities,
among them in a timely and efficient manner. institutions and individuals, will be required to
The marketplace, in specific, will have to have ensure the success of this endeavour.
1
In this instance, the act of denominalisation (i.e. converting a noun into a verb) re-emphasises the fact that FRACing is an
ever-evolving process. It needs to capture new competency needs as and when they arise, linking it to activities, roles and
positions. The verbing of FRAC (i.e. FRACing) essentially validates the evolving and dynamic nature of the Framework.
2
Details of building and rolling out of the platform, including the content strategy, delivery mechanisms, rollout stages and
other related matters, are beyond the scope of this document. These details will be covered in subsequent publications at
suitable points in time.

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Introduction
FRAC, or the Framework of Roles, Activities and The iGOT Karmayogi platform is envisaged as a
Competencies as its name denotes, demystifies solutioning space that all of government can
the roles, activities and competencies a person access to enhance government execution
is required to have so as to effectively deliver capabilities. It makes possible the use of all
on the outcomes expected from them with aspects of the 70-20-10 model of learning and
respect to their current and future positions in development4 (Lombardo and Eichinger, 1996).
government. In doing so, it makes it possible to The platform allows the government to break
establish arrangements to test the extent to silos and harness the full potential of
which a person occupying a position has these government officials for solutioning rather than
competencies and consequently the simply depending on the knowledge and skills
competency gaps, if any, that should be of an individual official. It does so by providing
addressed. On the one hand, this acts as an resources across five hubs (detailed
effective signal to the effort that individual descriptions in Section 2):
officials and their managers should be putting in
to build competent teams; on the other, it lays 1. Competency hub: detailing the roles,
bare the opportunities available to entities that activities, competencies and knowledge
have the capability to offer competency resources for every position.
building products (CBPs). The latter is 2. Learning hub: facilitating competency
accomplished by solving the information building through suitable courses,
asymmetry that plagues the market for quality assessments and learning
CBPs3. recommendations (i.e. CBPs).
3. Career hub: enabling the government
iGOT Karmayogi gives shape to the mandate of to solve the complex problem of
the 2012 National Training Policy (NTP) to use encouraging lifelong learning, and
e-learning technologies to cover the training finding the right person for the right
needs of a large number of officials who job.
currently have little or no access to 4. Discussion hub: providing officials with
opportunities for quality training. Distance and an opportunity to benefit from insights
e-learning provides “unparalleled opportunities from previous discussions and to trigger
for meeting the training needs of the large new conversations around particular
number of civil servants dispersed across the queries they may have.
State in different cities, towns and villages" 5. Network hub: enabling officials to
(NTP, 2012, p. 32). The NTP also talks of the discover others in the government who,
need to match the competencies of the officer given past experiences, recognised
with those required for his/her role – competencies, and contribution to
“...essential to match the individual's previous discussions on the platform,
competencies with the jobs they have to do and may be in a position to help solve a
bridge their competency gaps” (p. 2). problem.
3
In doing so, the expectation is that the iGOT platform will help to develop an efficient market for CBPs – one in which
government training institutions, universities, research institutions, private providers, as well as retired and serving officials can
offer their products that will be assessed for their impact in the workplace.
4
The 70-20-10 model is based on the principle that: 70% of learning comes from experience, experiment and reflection; 20% is
derived from working with others; and 10% comes from formal intervention and planned learning solutions.

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For multiple reasons, governments in India This document will primarily examine the
often require their officials to take on competency hub within which the process of
responsibilities for which they do not have prior FRACing resides. Section 1 defines the process
experience or knowledge. As tasks become of FRACing, covering what it can potentially
more complex and citizen expectations go up, it offer and what it aims to accomplish. Section 2
is important that governments are able to provides a brief overview of how the iGOT
improve their ability to reduce the competency platform is envisioned and how FRACing is at its
gaps of their officials in relation to the roles and core. Delving deeper, Section 3 takes a systems
activities they are required to perform. In order view of iGOT Karmayogi, outlining how various
to meet the challenges of the 21st century, the kinds of assessment can be used to generate a
civil servant of today is envisioned to be as nuanced understanding of users as well as the
shown in Figure 1 below. many analytics the platform will provide.
Section 4 details the directories and dictionaries
Given the pace of change in the way work is of iGOT Karmayogi that culminate into a
organised, often due to technological changes registry, explaining why their interrelationship is
and sometimes due to unforeseen events (such the end product of the FRACing process. Finally,
as the recent COVID19 pandemic), it is Section 5 extensively covers the FRACing
imperative for governments to constantly take process step by step while Section 6 identifies
stock of their ability to manage themselves. the factors upon which the success of FRACing
FRAcing will help them do so. depends.
FIGURE 1. The 21st century civil servant

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Section 1 What is FRACing?

Shanti has just been posted as a Director in the her own competencies? How will she make up
Department of Personnel Training (DoPT), for the gaps in her competencies? Where will
Government of India. The work allocation has she go to get clear answers to these questions?
been issued with the approval of the Secretary
of DoPT. Shanti has been designated as the The FRACing process (that first starts with
Director (Vigilance)5. Having moved from an creating a dictionary of positions, roles and
entirely different department, she now needs activities, and documenting their linkage to
to figure out what her new position entails. As competencies) enables government MDOs to
Director, Shanti has many roles to perform, build an accurate picture of the relationships
each of which involves many activities which, in and the full list of positions, roles, activities,
turn, require many competencies (behavioural, competencies and knowledge resources
domain, functional or BDF). How will she relevant to them. Most importantly, however, it
identify the various roles, activities, also enables officials like Shanti to understand
competencies and knowledge resources the competencies required and how they can
required for this position? How will she identify acquire them (as shown in Figure 2 below).
FIGURE 2. What FRACing tries to capture
Adapted from DoPT (2020).
5
In the dictionary of positions, there is a base definition of Director (Vigilance). However, depending on who is occupying that
position, depending on the competencies and effectiveness of that person, the HoD may choose to assign some of the roles of
Director (Vigilance) to people holding other positions in that MDO.

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By FRACing and obtaining the details shown correlation may be spurious, we may
above, the process allows for the position to never know!
evolve so that it better serves the interests of • Providers of CBPs, who will be
both the government and the citizens. rewarded for excellence through better
volumes (impact scores will be assigned
Benefits to the various stakeholders include: to all CBPs on iGOT – see Table 3 for
more information on scores).
• Governments, who will be able to
better communicate to officials what its What this means is that when every MDO
expectations are from holders of each completes its FRACing process and produces its
position, the roles and activities that own Figure 2 for all positions, it will directly
they will be called upon to perform and benefit all stakeholders detailed above.
the competencies (BDF) they will need
to have to be able to successfully FRACing cannot be a one-time process. It has to
execute against these roles and be continuously updated so as to reflect the
activities. constant changes that occur when new work
• Managers and their team members, allocation orders are issued by re-tagging roles
who will be able to get a better sense of and activities with positions. Although most of
each other's competencies. This is the heavy lifting on FRACing will be done once
possible on iGOT because of the micro- every three years (see Section 5 for detailed
question arrangements that will be in steps), the internal FRACing unit (IFU) will have
place to drive the 360-degree to ensure that each time a new work
assessments as well as the authorised distribution order is issued and/or the roles and
independent assessment centres it will activities associated with a position are
offer6. tweaked, or when a recruitment notice is put
• Government officials, who will take out or indent placed to a recruitment agency
responsibility for their own career like the Staff Selection Commission (SSC) or the
development because of the newfound Public Service Commission, it is always done via
clarity around competencies required the relevant workflow on iGOT. This will be
for each position, and access to the possible only when an enforceable government
most impactful CBPs through iGOT, order is issued that requires this. Only then will
irrespective of whether they have the iGOT continue to remain functional and
approval of their manager. relevant by being the single source of truth for
• Providers of CBPs (such as Central and each position, and the linkage between each
State Training Institutions (CTIs, STIs), position and the roles, activities, competencies
amongst others), who will be able to and knowledge resources related to it.
achieve excellence by getting a better
sense of the nature and demand for
CBPs, and the impact their alumni are
having in the workplace – the
6
Each competency on iGOT will be assigned by DoPT to a GoI department to be its owner. Competency-owning departments
(CODs) will have the responsibility to ensure the following with regards to each of the competencies assigned to them: 1) High
impact CBPs are available on iGOT. They can do this by developing CBPs themselves or through their training institutions or by
fixing the price that providers can charge for CBPs that build competencies assigned to them; 2) Proctored, independent,
authorised assessment (PIAA) capacity is available with a waiting time of less than 24 hours; and 3) Question banks, used for
360 degree assessments on iGOT and PIAA, yield results that are valid and reliable. The quality of these three will be ensured
through quarterly score carding by iGOT’s Special Purpose Vehicle (SPV) of all competency-owning departments, the results
from which will be used on the PM dashboard and published in the annual State of Civil Services Report (SCSR).
10 F R A C a n d e v e r y t h i n g e l s e o f F R A C i n g
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Director (Vigilance), for example, Shanti may be

Defining Positions, Roles, required to have problem solving, decision
Activities, Knowledge making and leading others as core behavioural
competencies.
Resources and Competencies
Domain competencies are shared by a ‘family’
In order to be able to FRAC successfully, a basic of related positions that have common roles
understanding of positions, roles, activities, and activities, and form a logical career path.
knowledge resources and competencies must These competencies are defined for a specific
be established. MDO (for example, the Ministry of Personnel or
the Department of Biotechnology). Domain
A position is defined as the place in which an competency requirements may be concentrated
individual is located in an organisation, in one specific MDO but that does not mean
entrusted with a set of roles and activities to be that others will not need them. While the
carried out. Roles are a coherent set of Department of Personnel will require Shanti to
activities that are usually sequential and carried display competence in vigilance planning, the
out to achieve an objective or milestone. Every Ministry of Health or Ministry of Human
individual activity within a role is thus an action Resource Management may also require their
taken to contribute towards this objective/ Director (Training) to have the same
milestone. Knowledge resources are artefacts competency.
(documents, software, etc.) provided by the
MDO for an individual to perform a certain Finally, functional competencies are common
activity (e.g. standard operating procedures among many domains, cutting across MDOs, as
(SOPs), manual of procedures, policy manual, well as roles and activities. For example, project
legal policies (i.e. Acts), software such as management, budgeting, communication skills
SPARROW, etc.). Finally, competencies can be etc. are required for many roles across many
defined as a combination of attitudes, skills and MDOs.
knowledge (ASK) that enable an individual to
perform a task or activity successfully in a given Although they may use slightly different
job. There are three distinct types of terminology, others have used carefully
competencies – behavioural, domain and researched and developed their understanding
functional (BDF). of competencies to improve their working. For
example, the United Nations has listed eight
core and five managerial competencies (UN,
Typologies of competencies 2020); IAEA has four core and 11 functional
(BDF) competencies (IAEA, n.d.); OECD has 15 core
and technical competencies (OECD, 2014); and
Behavioural competencies are a set of the NeGD, Ministry of Electronics and
benchmarked behaviours that have been Technology, Government of India has
observed among a range of high performers. developed a set of e-governance competencies
These capture competencies displayed (or (NeGD, 2014). We anticipate that our
observed/ felt) by these individuals across a understanding of competencies will both build
range of positions, roles and activities within on these existing frameworks as well as
the MDO. These competencies also describe the contribute to the body of literature.
key values and strengths that help an official
perform effectively in a range of roles.
Collectively, they can help an MDO plan their
talent requirements. For her new position as
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Section 2 Why is FRACing at the core of iGOT Karmayogi?

The iGOT Karmayogi platform is envisaged as a marketplace for CBPs. These CBPs could
solutioning space with five hubs (see Figure 3 be courses, workshops, learning events,
for a diagrammatic version of the same): training programs or other services or
products that enable an individual to
1. A competency hub, which will address the competency gap. These can
essentially be a repository of roles, be delivered digitally, face-to-face,
activities, competencies and knowledge blended or in any new form that may
resources for each position in the
government, thereby improving the
BOX 1. Onboarding course for CBP providers
understanding of what it will take for
an official to pursue a career path of
While minimal friction for onboarding CBPs guides
their choice and do well in the current
the design of the platform, there needs to be a
position. The hub will:
feature for flagging inappropriate content to the
a) Enable individual officials to
MDO that is the owner for each competency (i.e.
recognise competency gaps
COD). AI should also be used for this as should
and close them;
periodic auditing of content that has been flagged
b) Enable individual officials to
as inappropriate through crowdsourcing. If a CBP
credibly signal the extent to
relates to more than one competency and these
which their competencies
relate to more than one MDO, then the MDO that
match the requirements for
has the largest number of related competencies will
existing and future vacancies;
be responsible and they will have to be notified. A
c) Enable individual officials to
standardised workflow for the review process
take charge of their life goals
needs to be developed on iGOT that flags a CBP
with respect to attitudes,
following which a number of actions such as
skills and knowledge (ASK)
temporary suspension of the CBP, of a content
acquisition;
provider or their permanent removal can be done
d) Enable HR managers to
after following due process as envisaged in the
identify large-scale gaps in
workflow. ‘Smell tests’ will need to be developed
competencies and take
for a CBP which could be used as a self-certification
corrective action by
checklist. Explanatory videos that CBP providers can
onboarding suitable CBPs and
view before submitting the checklist will be very
encouraging officials to
useful. How do we get all of this done?
pursue them; and
e) Enable MDOs to identify new
One way to do this is to create a course on iGOT
competencies that may be
Karmayogi which CBP providers will be required to
required to meet emerging
complete and get certified as soon as they register.
departmental goals as and
This course could cover the guidelines, terms and
when they emerge7.
conditions. This way we can make sure that they
2. A learning hub, which will facilitate
understand the rules, principles and values of the
competency building by providing a
platform.
7
This will happen because as new activities are identified and assigned to existing or new positions, the distribution of work
order will get modified. Since this can be done only on the iGOT platform and this requires linking of competencies to the new
activity, the IFU will be forced to define new competencies that will immediately show up in the iGOT Karmayogi marketplace.
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emerge. The providers of these CBPs current competencies and their

could be: government organisations future competency acquisition
such as CTIs, STIs; academic plan; and
organisations such as universities, b) Help HR decision makers in the
research institutes; not-for-profit and government identify officials
for-profit agencies such as ed-tech who have matching
companies, NGOs, philanthropies; and competencies for vacancies
individuals such as retired officials, they are looking to fill.
celebrity coaches etc. (see Appendix 1 4. A discussion hub, which will provide
for a proposed approval and pricing officials with an opportunity to benefit
plan for different types of CBP from insights from previous discussions
providers). Every single CBP will be tied and to trigger new conversations
to (i.e. tagged to) one or more around particular queries they may
competencies as declared by the have.
provider. It will be against these 5. A network hub that will enable officials
declarations made by the providers that to discover others in the government
the impact on the workplace of those who, given past experiences,
who have completed a CBP and been recognised competencies and
certified for it will be assessed8. These contribution to previous discussions on
competency assessments at the the platform, may be in a position to
workplace will be used to build the help solve a problem.
impact score of a CBP. It is therefore of
great importance that declarations by These unique features imply that the iGOT
CBP providers are appropriate and marketplace will need to have:
workplace assessments of
competencies are both reliable and 1. The best of what India and the world has to
valid. CBPs can be made available for offer in one place.
consumption by government officials 2. The ability to aggregate individual and
without having to go through a departmental requirements so the buying
complicated procurement process that power of government can be optimally
often compromises quality in the name deployed.
of low cost. 3. Low barriers to entry so that certain CBP
3. A career hub, which will enable the providers (private providers whom MDOs
government to solve the complex have either sourced or negotiated with, or
problem of encouraging lifelong in-service officials) can offer their resources
learning, and finding the right person after self-certification using the content
for the right job. The hub will: quality toolkit on the platform. Other than
a) Enable individual officials to these, all other types of CBP providers (see
understand the extent to which Appendix 1 for a list) will need to be
different positions in the registered with and approved by the
government match their Competency Building Commission (CBC)
8
CBP providers should take extreme care to ensure that their products are tagged to the correct competencies (using the
competency dictionary on the iGOT Karmayogi platform). Inappropriate tagging could result in their CBP ending up with a low
impact score despite being impactful. This is because the iGOT Karmayogi platform will calculate the impact score based on the
PIAA and 360-degree workplace assessment (WPCAS) of the competency that was tagged by the CBP provider. However, when
there is a pattern that the AI engine is able to recognise – showing that competencies other than those tagged by the CBP
provider are showing a positive/negative impact consequent upon certification by a CBP provider – the provider will be
informed of the same. This fact will also be surfaced to the SPV for suitable analysis.
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before they can onboard content. Clear

criteria will be set by the CBC that CBP
providers must meet, after which they are
free to onboard content9. They can then
showcase the impact that their offerings
have had on the workplace assessment of
participating officials and the price point
they are willing to offer it for10.
4. The power to solve for the information
asymmetry that exists in markets for CBPs
by surfacing the workplace impacts of each
resource, module, course and program.
In a traditional setup, feedback given by

participants on the completion of a CBP, such as
a course or a workshop, is what drives its
ratings. This overlooks the impact a CBP may or
may not have on the participant’s competencies
once they apply the ASK acquired following the
completion of a CBP. The iGOT platform solves
this by assigning impact scores to CBPs by
looking at the improvement in competencies as
assessed at the workplace and through
independent testing.
This is why FRACing is at the core of the iGOT

Karmayogi platform. It identifies competency
requirements and matches them to high impact
CBPs. It suggests adjacent CBPs which help to
build the next level of competency and displays
what others similarly placed are consuming.
9
All CBP providers should be asked to renew their status as an approved provider every five years.
10
Despite low entry barriers, quality will not be compromised. Periodic audit by the quality team will be encouraged, as well as
crowd sourcing of inappropriate, poor quality content and instances of false certification. The consequences of any of the
above will be quite costly for the provider because it will have a direct impact on trust score of the provider. Once the trust
score falls below a certain threshold their uploading privileges will be restricted and will require prior quality audit by the iGOT
SPV quality team.
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Section 3 Systems View of iGOT Karmayogi

This section provides a systems view of iGOT As described above and envisioned in Figure 3
Karmayogi and the manner in which proctored, below, the iGOT Karmayogi platform consists of
independent, authorised assessments (PIAAs), five hubs: competency hub, learning hub, career
as well as micro-question based continuous hub, discussion hub, and network hub.
assessments, can generate a nuanced picture of
users. It also details the kind of analytics that
will be available for users whose competencies
are being assessed, for those who are providing
CBPs and for HR managers.
FIGURE 3. iGOT Karmayogi as a solutioning space
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role, A2 is the part that deals with the

Analytics from iGoT assessment of existing competencies of
individual officials, and A3 is the part that
The interaction between users and CBPs will delineates the competency gaps of individual
produce analytics that can be useful to officials vis-à-vis the roles they are currently
individual officers, managers and CBP providers. required to perform (A1 minus A2).
An example is that of data on the educational
qualifications of users on iGOT. When a large With regards to A2, these assessments are
number of data points on this is matched with: sought to be accomplished in two ways. The
a) roles that people with a particular first is through the cumulation of assessments
qualification or a combination of made by those who observe each other's
qualifications have, and competencies and one’s own self-assessment
b) the competencies associated with each (360-degree). The second is the independent
role and the CBPs that each person with assessor arrangements that the owner
these qualifications have completed, department for each competency will put in
it is possible that the iGOT platform finds a place and notify on iGOT Karmayogi. While the
statistically significant relationship showing that latter will typically use computerised proctored,
those certified by Annamalai University do independent, authorised assessments (PIAAs),
better than those certified by the Harvard the former will require a set of micro-questions
Kennedy School in the competency to be posed and answered that have the ability
Macroeconomic Forecasting (provided they to capture all aspects of each competency.
have a Masters in Economics from the Delhi These micro-questions, which will be in yes/no
School of Economics). The platform could also and multiple-choice formats, will be periodically
find, as would be expected, that a certification posed to officials both as part of their peer and
in macroeconomic forecasting does not have self-assessment. Both will contribute to the
any relationship with improvements in the competency score (CS) of an official (see Figure
competency behind drafting of cabinet notes. 6 for an illustration and Table 3 for a detailed
description of the score).
This is only one example. Several other insights
may also emerge as the number of users grow The algorithms that build these competency
and details about them and the CBPs they scores will improve over time as it receives
complete get richer11. more anonymous data and therefore more
scenarios and relationships to analyse and the
same is ground truthed. These insights, when
Analytics in service of officials used appropriately to generate organisation
and their managers scores on the PM dashboard12 and when
published annually in the State of Civil Services
As shown in Figure 3, A1 is the part of iGOT that Report (SCSR)13, are expected to trigger
outlines the competencies required for each substantial improvements in the way in which
11
This data will only be available with usage and will only be shared with appropriate groups (with appropriate data protection
and anonymisation mechanisms in place).
12
The PM dashboard is envisioned to be an all-encompassing view of progress made by all MDOs with respect to Mission
Karmayogi. It will capture key performance indicators (KPIs) across certain predefined thematic areas and display them in a way
that will promote engagement on the platform – such that it advances the goal of making it possible for officials to perform well
in each of the roles required by their respective positions. Various indicators are then clubbed together with differential
weights so as to produce a ranking of all MDOs with respect to their human resource development practices.
13
The annual State of Civil Services Report (SCSR) will be a consolidated performance review of the civil services as a whole
with a focus on achievements and contribution to national progress.
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human resources are developed and deployed • The entire exercise will need to be
in government. At this point it is important to sensitively carried out and the results
acknowledge that, although all of this can be used carefully.
expected to result in improvements in the
means at the disposal of individual officials, it is An example of a set of micro-questions,
only when means, motive and opportunity answers to which should be able to produce a
(MMO) co-occur that one can expect the macro picture on a competency related to
implementation capacity of the state to organising a meeting, could be:
improve. Improvements in motivation will
require reforms in the annual appraisal process o Was the agenda circulated in advance
as well as ways to foster intrinsic motivation; of the meeting?
improvements in opportunities will require o Did the agenda have notes that clearly
reforms in business process and expenditure described the background and the
architecture. decision being sought?
o Did the agenda contribute to a
The following are therefore the salient points to successful outcome of the meeting?
kept in mind while trying to get a good
understanding of the competencies of users: Another example of a set of micro-questions on
a competency related to presiding over a
• The micro-questions will need to meeting could be:
capture all the nuances of a
competency and will have yes/no and o Did all those who could make a
multiple-choice answers. contribution to the meeting get a
• The PIAA will need to use question chance to share their views?
banks that produce assessments that o Were contrasting/dissenting
are both valid and reliable. opinions/suggestions listened to with
• The micro-questions will have to be respect and noted for follow
periodically canvassed but in a way that up/decision?
it does not impose a load on officials. o Were the conclusions reached clear to
• The responses need to be analysed with you?
the help of AI and ML after taking into o Were the minutes of the meeting
account the trust scores of those circulated within a week?
responding to produce a valid and o Did the minutes capture all the
reliable macro picture of the decisions taken?
competencies of each of the users on o Did the minutes clarify who had to do
iGOT Karmayogi as well as the impact what by when?
score of the CBPs they have taken.
• The appropriate mechanisms for From the above it is clear that the micro-
administering these questions (paper, questions associated with each competency will
email, surveys or a workflow on iGOT) have to be built from a good understanding of
will have to be worked out through an the description of that competency in the
analysis of the user interface and their competency dictionary. The same will be true
experience so as to reduce the friction for the PIAAs as well. The responsibility for
for those who are called upon to building the question banks for both the micro-
provide answers to the micro- question as well as the PIAAs is of the GoI
questions. department which has been notified by the
DoPT as the owner of each competency (i.e. the
COD).
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In the case of domain competencies, the allow them to see the individual’s growth and
question of which department is the best owner competency journey over time; emerging
will be quite clear. In the case of functional patterns will therefore help them ascertain
competencies that are nothing but domain which agencies provide them with the best
competencies which have wide inter- talent.
departmental utility will need to be assigned to
a department. In the case of behavioural Over the years, the GoI has seen an increase in
competencies which will be required by almost contractual workers (e.g. data entry operators,
all departments, the DoPT seems to be the multitasking staff, taxi drivers, etc.) – individuals
natural owner. who are not employees of any MDO but whose
services are regularly required on a short-term,
Taken together, the above insights are expected intermittent basis. CPs will exist not only for
to provide users, managers and providers of regular government officials but also for anyone
CBPs a nuanced understanding of where each of who has worked either directly or indirectly on
them stands vis-à-vis their expectation about a government assignment (either through their
themselves and what others expect of them. organisation or as an individual). Using this
information, HR managers will be able to make
informed procurement decisions and identify
Analytics in service of HR the organisations that provide better quality
managers workers.
As the person who is responsible for the When HR managers, especially those who work
competency owned by their MDO, HR managers as Cadre Controlling Authorities (CCA), need to
will be tasked with ensuring that CBPs of make decisions regarding officials deployed
adequate quantity and quality for their owned from the cadre they control to different MDOs,
competencies are available on the iGOT the CP will enable them to figure out which
marketplace. The platform will provide them cadre members are better suited to which
with the information on which competencies MDO.
are not adequately covered or are poorly
covered by CBPs, thus enabling them to fill Finally, fresh government recruits usually go
these gaps. HR managers are also responsible through a probation period after which they are
for onboarding PIAA providers. Most confirmed in service. Their competency
importantly, however, the platform allows HR assessments and learning journey over the
managers to observe the competency gaps that probation period will be available to HR
exist in their MDO and rectify the problem. managers – these analytics can be factored in
coming to a decision of whether the individual
With regards to the hiring process, HR on probation should be confirmed. At a later
managers will also get analytics on the quality stage, if the government so chooses, they can
of recruitment of their own recruitment also be used to determine promotions and
activities, of others that recruit on their behalf empanelment within the government.
such as the Union Public Service Commission
(UPSC) or the SSC, and even of external
manpower agencies they have retained for
recruitment purposes. Once hired, HR managers
will have access to the CPs of individuals, using
which they can make decisions on what roles
and activities they can assign to an individual
based on their prior experiences. This will also
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3. Anonymised data from A3 (competency

Analytics in service of providers gaps, A1 minus A2) for each role,
of competency building products showing the increase/ decrease in
competency gaps over time.
(CBPs)
For the purpose of analysis, providers of CBPs
(Figure 3, B1) will have to have access to
aggregated anonymous data from the iGOT
platform of those who have been certified by
them so that they can experiment with ways to
improve the workplace impact of their CBPs and
thereby improve the impact scores of their
CBPs. They should also be encouraged to
provide ‘after sales service’ to those who
complete their CBPs so that performance
improvements can continue. Providing
opportunities for collaboration between those
who completed a CBP at different points of time
would also be useful.
The availability of insights from the above

interactions, suitably anonymised for CBP
providers, can encourage the generation of a
new class of CBPs that are fine tuned to the
needs of different kinds of users.
CBP providers will need to develop a nuanced

understanding of the market and the impact of
their CBPs if the market is to function well. This
will become possible when they have access to:
1. Anonymised data from A1

(competencies) and the roles, activities
and positions associated with each of
them as well as the number of positions
that require each competency;
2. Anonymised data from A2 (competency
assessments) of those who have been
certified by each CBP provider following
successful completion of CBPs offered
by them on or through iGOT Karmayogi
(A2 will also help them see the impact
that their CBPs have on the users as
assessed in their workplace and the
impact this (A2) has on the impact score
of their CBPs (B2)); and
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Section 4 Directories, dictionaries and their relationships

This section lists the digital directories and and when required. A collection can be viewed
dictionaries and their culmination into a registry as a dynamic rubber band that groups all
on iGOT Karmayogi, and explains why the variants of a position or role. For example, as
detailing of their interrelationship are the end earlier mentioned, there exists a base definition
products of FRACing. of Director (Vigilance) in our registry. However,
the Secretary of DoPT may decide that two of
As a digital system, iGOT Karmayogi requires the roles under this base definition should be
precision and consistency in the use of labels taken away from Shanti (as she is overloaded)
and descriptions. For example, the terms and be given to the Director (Administration).
position, role and activities have unique Thus, while we have a new variant of the
meanings on iGOT because of which they Director (Vigilance) within the DoPT (which will
cannot be used interchangeably however receive a new name and code), this variant will
normal it may be to do so in our daily lives. still be a part of the Director (Vigilance) family.
All variants of this position will constitute a
A directory on iGOT Karmayogi is bound collection. As dynamic entities, it is up to us to
together by a common identifier. For example, decide how to use collections – but the base
the directory of MDOs will contain a full list of definitions from all directories and dictionaries
all ministries, departments and organisations in are irrefutable.
the government with a unique code for each.
On the other hand, dictionaries can be seen as a Given the significance of these entries in
kind of registry. While directories contain only directories and dictionaries, it is imperative to
listings, dictionaries while being lists also maintain their sanctity. Due to the requirement
contain a description of what each term relates for precision and consistency, only persons
to and its meaning. For example, a dictionary of authorised within each MDO should be
positions will not only have a list of all positions, permitted to make entries in accordance with
but it will also carry a short description of each the process notified by the iGOT Special
of them. The same is true of the dictionary of Purpose Vehicle (SPV)14.
roles, activities and competencies.
For a complex digital system such as the iGOT
While in a physical world, eight separate platform to become functional, the contents of
directories and dictionaries are required, in a these directories and dictionaries will need to
digital world this will be bundled into a singular be strung together in ways so that its meanings
interconnected, multidimensional, flexible can be understood by a machine. This will be
registry, providing us with a composite picture possible when a common grammar is used,
of the government. The power of the digital what the platform calls a competency mark-up
world allows this multidimensionality – with an language (CML).
infinite number of entries and an infinite
number of relationships. These entries within There are several of these directories and
the registry will then be grouped within dictionaries as well as users and features – all of
different collections, which can be changed as which interact with each other to produce
14
A Special Purpose Vehicle (SPV) is being established to implement the Public Service Capability and Productivity
Enhancement Programme of which iGOT Karmayogi is a part. The SPV will be a not-for-profit government-owned registered
company. Besides others, it will be responsible for developing and hosting the iGOT platform and ensuring that all its associated
processes are executed in a timely and appropriate manner.
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nuanced insights (what has been called This is a list of all positions along with a short
intelligence in other parts of this document). description of the position in those entities
whose FRACing has been completed. These
positions will be recognised by their basic
Directories and dictionaries identity factors such as the position ID (PID), the
MDO they represent and the name of the
In order to manage the processes indicated as current incumbent (see Table 1 for the key
A1, A2 and A3 as well as B1, B2 and B3 in Figure information fields).
3, iGOT Karmayogi will have to have the
following digital directories and dictionaries: It is possible that there are many positions that
are identical in the same organisation – for
1. Directory of participating ministries, example, an Assistant Section Officer (ASO) in
departments and organisations (MDOs) more than one department in an organisation.
2. Dictionary of positions In such cases, only one position is listed and the
3. Dictionary of roles rest are differentiated by the name of the
4. Dictionary of activities incumbent. A position will be considered
5. Dictionary of competencies different when it has at least two sets of roles
6. Directory of knowledge resources and their corresponding activities are different
7. Directory of users (with their from what is already listed in the dictionary of
competency and trust scores) positions on iGOT Karmayogi. In this case, a
8. Directory of CBP providers (with their codification schema will be used to differentiate
trust and impact scores) the positions (e.g. with a separate PID).
The details of each of these directories and It may so happen that a large number of
dictionaries are listed below. positions may emerge from FRACing that are
only slightly different from each other in terms
of the roles and activities. If that were to
1. Directory of participating ministries,
happen, they could be listed as variants of the
departments and organisations
position already in the dictionary – for example
(MDOs) PID432 and PID433 (or similar such techniques
that help in creating a unique code for it). The
As the name suggests, this will contain a list of reason for identifying these differently is so that
all entities that have registered their intent to the incumbent and their training needs are
onboard on the iGOT platform and paid up the adequately addressed. It also allows the
per person annual subscription. Soon after, they HoD/MDO to allocate roles and activities to
will be provided support to complete their people who are most suitable according to the
FRACing process so that their positions, roles, competencies they have been certified for in
activities, competencies and knowledge they Passbook. It will not be wise to insist that
resources can be onboarded after completing roles and activities related to a position be fixed
the iGOT Karmayogi due diligence process. forever as this will make it impossible for
managers to assign roles and activities
2. Dictionary of positions according to the competencies and motivation
of each person.
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TABLE 1. Key information fields in the dictionary of positions, roles and activities
Name of current
PID MDO Position Label Position Description
incumbent
PID432 DoPT Deputy Secretary abc abc
RID Role Label Role Description
RID221 Training (Governance) abc
AID Activity Type Activity Description
AID081 Evaluation (Training) abc
3. Dictionary of roles 4. Dictionary of activities
A role is the first level of abstraction from As in the case of roles, it is important that
activities. Most of the time, activities can be activities are also uniquely listed and described
bunched together in a common thread. This on the platform (see Table 1). These activities
bunching could be based on a common, larger are actions or steps executed, conducted or
objective: a logical end step to a workflow, or a processed in a logical sequence by the
discrete set of actions that convey the incumbent to achieve an objective. While
completion of a milestone in a process. This sufficient amount of detailing needs to be done,
translates into a role label. care needs to be taken to ensure that they are
not over-detailed.
This dictionary lists, describes and assigns a
unique code for all roles that are distinctively Activities are the basic unit that emerge from
described on the iGOT platform (see Table 1 for the FRACing process. Unlike positions and roles,
the key information fields). Before suggesting a activities cannot be mutated (i.e. we can change
new entry in the dictionary of roles on the iGOT activities between roles, and roles between
platform, it is important to ensure that a role positions, but not activities between roles as
being considered for entry is not already they are usually part of a process). Breaking
present under a different label. AI and ML can down a position in terms of its activities and
be very useful here. The codification schema roles gives flexibility to HoDs to mix and match
will also be used to differentiate roles (e.g. with activities to positions so that the current
a separate role ID (RID)). incumbent competencies find an appropriate
match to the roles and thus activities they need
Competencies are tagged to roles so that it to perform. Moreover, as the nature of work
becomes easy for CBP providers and learners to changes, they start changing at the activity
understand the context in which a competency level. For example, the role of the cashier in a
has to be exercised. bank has changed significantly over the years.
Depending upon the usage of technology in that
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particular bank, many activities have ceased to The DoPT Civil Services Competency Dictionary
continue while some additional ones have been (DoPT, 2014) already has a list of behavioural
added. The recent COVID19 pandemic has also competencies. This will be expanded by the
caused a shift in the nature of work, and thus FRACing centre of excellence – the Institute of
some changes at the activity level. Secretariat Training and Management (ISTM) –
to include the commonly used and widespread
As MDOs complete the FRACing process, the functional and domain competencies of the
dictionary of activities will populate on the iGOT government. All these competencies will be
platform. It is therefore important to ensure added to the platform before MDO-level
that the same activity does not get listed under FRACing begins. A FRACing toolkit that details
a different name. Maintaining the uniqueness in the steps (see Section 5 for more information
the dictionary is going to be important. Again, on this) will be used to map the required
AI and ML can help ensure this as well as the competencies for each activity, role and
codification schema (i.e. activities ID (AID)). position for each MDO and, if needed, for each
geographical unit of governance such as
5. Dictionary of competencies panchayat, block, district, state, electoral
constituency, etc.
A competency dictionary consists of the labels
of all competencies, their descriptions and the FRACing will start with a draft set of dictionaries
levels within them. This is required to build a and directories. As the FRACing proceeds, new
common understanding among CBP providers proposals will reach the individual MDO
and users of iGOT Karmayogi. Competencies are responsible for the inclusion of new
directly linked to roles (see Figure 2); when competencies into the competency dictionary.
specifying what competency is required for Following the guidelines laid out by the iGOT
each role, the competency level must also be SPV team, the MDOs will have to ensure that
specified. Users will need it to assess the there are no duplicate entries just because the
competencies required for their current label is different. They will have to ensure that
position and for positions they aspire to hold in each competency is well described and suitable
the course of their career. Similarly, CBP for machine interpretation using a competency
providers will use this dictionary for identifying mark-up language (CML) before it is uploaded
and developing CBPs corresponding to specific on iGOT Karmayogi. As the third umpire, the
competencies. A competency at a certain level central team will oversee this process and make
can be linked to more than one role. changes, if necessary, as part of their quality
audit process. As shown in Table 2, a
competency dictionary will consist of the
certain key information fields.
TABLE 2. Key information fields in the dictionary of competencies

Competency Competency Competency Competency Level
CID
Label Type (BDF) Description Level Description
Level 1 abc
Problem
CID817 Behavioural abc Level 2 abc
Solving
Level 3 abc
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BOX 2. Differences between domain/functional and behavioural competencies
One of the biggest differences between the behavioural competencies and the
domain/functional competencies is that the latter (domain and functional) are discrete
and therefore it is possible to distinguish clearly amongst the levels of sophistication
(similar to class levels in a school). Just as the syllabus for each class is a construct
created by the ecosystem of the users (kids, parents, teachers), so are the broad
constructs for domain and functional competencies created by the stakeholders. In
contrast, behavioural competencies are generally accepted universally with cultural
adaptations.
Domain or functional competencies are the knowledge and skills required to do an

activity or a set of activities to achieve expected results. Therefore, activities are the
bedrock on which the domain and functional competency documentation is based on.
Any change in the list of activities attached to a role and a position will mean that the
competencies for that position will change.
Behavioural competencies, on the other hand, attempt to de-layer the personality of

an individual. Deconstructing a personality is not easy, particularly when one aims to
create mutually exclusive competencies. Moreover, competency levels are not
discrete. The levels, so identified, are usually median points of a behaviour continuum,
much like the notes of music. The continuum is artificially broken into levels at
convenient points.
As the sophistication of a behavioural competency increases, one can notice that the
intensity of intent or completeness of actions taken to carry out the intention
increases. The complexity of the actions taken and the greater breadth of impact of
such actions are associated with higher levels of the same competency (Spencer,
1993).
Thus, behavioural competencies straddle multiple roles and activities and cannot be
limited to one set of roles and activities unlike functional and domain competencies.
For example, ‘People First’, a behavioural competency, may be linked to many roles
and activities, whereas ‘Financial Accounting Standards’ may only be required for
those roles associated with financial and accounting related activities.
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The relationship between competencies to roles, not activities). Furthermore, it provides

the full list of MDOs where these positions exist
and positions and vice versa
and also the total number of people who are
current incumbents within these positions. This
Figure 4 (to be read only from left to right) information is important for the iGOT
presents a view of the relationship between Karmayogi market for CBPs to grow and
one competency and the activities, roles and flourish. Only when this is known can providers
positions associated with it (these definitions of CBPs grasp the kind of product they need to
will come from the dictionaries mentioned develop and price their product on the basis of
above). This view is in service of the providers volumes they can target.
of CBPs in the iGOT Karmayogi market. Such a
view allows the providers of CBPs to understand As you move from left to right, Figure 4 shows
the range of activities and roles that a certain all the roles linked to the competency of
competency is linked to; it also shows the vigilance planning (which therefore cover a
positions that require these competencies and number of activities), and its related positions.
the activities and roles associated with it (note,
however, that competencies are directly linked
FIGURE 4. The competency view for CBP providers showing all positions linked to a specific competency
MDOs and current

Competency Activities Roles Positions
incumbents
Familiarise with internal control
processes - Ministry of
Health
Vendor Director
Ensure compliance with internal ➔ ➔ - MHRD = 221
selection (Training)
controls - NTPC
- Air India
Identify sensitive points
Evaluate implications of
organisational changes,
Vigilance operational changes and changes
➔
Planning in business strategy using
appropriate internal control
frameworks Recommend - MCD
Director
➔ vigilance ➔ - CVC = 184
Advise board and senior (Vigilance)
policies - DoPT
management on improvement
initiatives to improve controls
Develop internal control

frameworks for the internal audit
department
Note: This figure is for illustration purposes only. The final version may be different.
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Figure 5, on the other hand, shows all of the competencies that are linked to this position.
competencies linked to a position – again to be Here the view is of all competencies linked to
read only from left to right. It shows all the these roles and therefore this position. When
roles linked to the position and the activities one views these roles and activities
linked to these roles but may not show all the independently, one finds that a number of
roles linked to each activity. For the sake of domain and behavioural competencies are
depiction, two different roles and their activities repeated (as can be seen in Figure 5).
have been taken up to show all of the BDF
FIGURE 5. The competency view for users showing all competencies linked to a specific position
Position Roles Activities Competencies (BDF)

Initiative vigilance inquiries - Networking (B)
Examine preliminary inquiry ➔ - Organisation
report awareness (B)
Vigilance
➔ ➔ ➔ - Vigilance planning (D)
Actions Identify issues in the preliminary
- Prosecution
report and take necessary
➔ management (D)
actions
- Time management (F)
Assess internal control
framework
Director Assess adequacy and
(Vigilance) effectiveness of controls ➔ - Decision making (B)
- Stakeholder
Evaluate implications of
management (B)
Recommend organisational changes, ➔
- Prosecution
➔ Vigilance ➔ operational changes and
management (D)
Policies changes in business strategy ➔ - Supervisory skills (F)
using appropriate internal
- Time management (F)
control frameworks ➔
Advise board and senior
management on improvement
initiatives to improve controls
Note: This figure is for illustration purposes only. The final version may be different
Figure 5 is in service of officials and their Besides, once competency assessments at the
managers who are registered on iGOT workplace begin and those who have
Karmayogi. Once FRACing has been completed completed CBPs offered on the iGOT platform
in an MDO, this view helps officials of that get their competency tested, the market will
entity to understand all the roles and activities begin to carry the impact scores of their CBPs
they are required to undertake as well as the on offer. This will allow managers and individual
competencies they need to have to perform officials to make the right choice based on the
them well. cost and impact score of a CBP.
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6. Directory of knowledge resources The CS of an official will be recorded in the CP.

For every new position an official will hold, a
Besides the dictionaries described above, the new ‘page’ in the passbook will be created for
iGOT platform will also carry several directories the CS (so there will be past competency scores
(or listings). One such is the directory of and a current competency score). Ultimately, 25
knowledge resources. These range from policies million government officials will have a CP the
to software to legal frameworks to manuals. same way they have an Annual Performance
Linked to activities, they are provided by MDOs Appraisal Record (APAR).
to allow officials to perform a certain activity.
The directory of knowledge resources will be a As shown in Figure 6, the CS will be made up of
collection of all these artefacts. The platform 3 components:
will allow for MDOs to upload these files and/or
share suitable links. Once uploaded, these 1. Testing competency score (TCS): This
resources will be available to all across the iGOT combines the CBP competency score (C-
Karmayogi platform (i.e. once uploaded, it will CS), trust score of the CBP provider,
become a common resource and can be used by PIAA score, and trust score of the PIAA
more than one MDO). provider. This will tell us whether the
official knows what needs to be done
(knowledge) and how to do it (skill) –
7. Directory of users (with their i.e. Means.
competency and trust scores) 2. Workplace competency assessment
score (WPCAS): These reflect the 360-
The directory of users consists of details of CBPs degree assessments done by self, peer,
completed and certified as well as a user’s manager and subordinate by answering
competency score (CS). As one of the key multiple choice questions (MCQs)
principles of iGOT Karmayogi is the posed to those who come into
democratisation of access to high quality CBPs, professional contact with the official.
individual officials will be able to onboard the This will tell us whether the official is
platform whether their MDOs have onboarded using their knowledge and skill (i.e.
or not or whether the FRACing of their Means) to be productive in the
department has been completed or not. In case workplace. When the Means is there,
FRACing has not been completed, A1 in Figure 3 both Motive and Opportunity will be
will remain unknown for their position and required for this to happen. When fully
therefore, even though a PIAA may be able to developed, the WPCAS will pose 25
test the official for the competencies of their million questions to 25 million officials
choice, A3 i.e. the competency gaps will not be every day.
known and managers will not be able to pay for 3. Competency gaps: As shown in A3 of
CBPs that require payment. However, these Figure 3, competency gaps are an
officials are still free to take courses that have important component of the equation.
been given the green light on the platform by The CS should be seen as a timeseries
paying the course fee themselves or taking rather than a snapshot – one that
courses that are free. Once the official finishes shows the increase/ decrease in
the course and passes the certification exam competency gaps over time vis-à-vis the
organised by the course provider, they will be roles an official is required to perform
eligible for reimbursement of the fee if they are in their current position (provided they
a government employee.
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have held it for three months)15. This • A government official purchasing a CBP
gap should be captured every six from his/her pocket.
months (on the 1st of April and 1st of • A citizen purchasing a CBP because s/he
October). feels the need to acquire a competency
and signal its acquisition.
Other than the CS, learners also accrue an • A citizen or official taking a course that
engagement score while interacting with the has no payable course fee16.
platform, which reflect the engagement of the
users on the platform. There are also karma For all of the above, the impact scores for CBPs
points that help track the effectiveness of users’ is going to be important criteria for choosing
interactions with the Karmayogi platform and capacity building products (see Table 3 for more
four of its five hubs (competency, learning, information).
discussion and network).
A combination of all these user scores, BOX 3. iGOT for non-governmental

alongside others, will be used to build an individuals
organisation score on the PM’s dashboard and
subsequently in the annual SCSR (see Table 3 Thanks to the COVID19 pandemic, iGOT 1.0
for more information on this). has already made a start in terms of making
courses available to individuals not working
Buyers in the iGOT Karmayogi marketplace will with the government (i.e. Corona Warriors).
fall into one of the following categories: Would we like to take this idea forward by
making it possible for those who are not
• A ministry, department or organisation government officials to consume CBPs and
wanting to purchase a CBP for all its receive certification by paying fees? At what
employees. stage should one develop this feature? Would
• A manager paying for a CBP (from we like to use this as a process for
organisational capacity building recruitment?
budget).
• A government official purchasing a CBP,
getting trained and getting reimbursed
through the government process.
15
If an official has not been in a position for three months prior to the 1st of April or 1st of October, then there will be no entry
for competency gaps in their passbook. Only when they have completed their three months will the gap be recorded (i.e. if they
joined on the 2nd of January, 89 days before the 1st of April, their gap will not be recorded on the 1st of April). An official should
be given a minimum of three months to fill their competency gaps before being questioned about their gaps.
16
This should ideally be a conducive climate for philanthropies and CSR funds to invest in building new CBPs on iGOT.
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FIGURE 6. The Competency Passbook (CP)
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TABLE 3. Scoring on iGOT17
Subject of
Score Conducted by Definition
assessment
This score will be given to a learner on the
completion of a CBP and its corresponding
CBP
assessments. It is based on the learner’s
1 competency Learner CBP provider
performance on these assessments and contributes
score (C-CS)
to the TCS (thereby the overall competency score of
an individual).
Maintained in the Competency Passbook (CP), the
competency score is calculated against the
competencies a learner has been tested for. It is
Competency
2 Learner iGOT system comprised of: the workplace competency
score
assessment score (WPCAS) and the testing
competency score (TCS). The aggregate score will
contribute to calculating the competency gap.
The CQS is a combination of two scores: the first is
provided through self-certification by the CBP
Aggregate of
Content quality provider; and the second is the score as assigned by
3 CBP provider scores by multiple
score (CQS) a learner and auditor (as appointed by the SPV) of
players
the CBP. When the two CQS are very close to each
other, the trust score of the CBP becomes high.
This score shows the impact of a CBP on the
observed competency-based behaviours of an
official in the workplace. It is calculated by
4 Impact score CBP provider iGOT system
aggregating improvements in the competency scores
of officials who have been certified on completion of
a CBP.
Karma points reflect how a user interacts with the
iGOT Karmayogi platform and four out of five of its
hubs – i.e. how a learner engages on the discussion
5 Karma points Learner iGOT system hub, network hub, as well as the competency and
learning hubs. It also quantifies how meaningful and
impactful contributions are – are you helping others
in a meaningful and effective way?
The engagement score measures the user’s
engagement with the platform. It directly correlates
with platform acceptability and subsequent
Engagement
6 Learner iGOT system interaction with the platform. The score is calculated
score
by measuring the behaviours users exhibit on the
platform through their relationship with self, others
and the content.
Organisation The organisation score is a composite score of every
7 Learner iGOT system
score of MDOs MDO, drawing upon many of the above- and
17
Note that these scores are constantly evolving as we move through the process of development. AI will be used to constantly
discover anomalies using pattern recognition while comparing, for example, PIAA scores with WPCAS scores with C-CS scores.
Such anomalies will be automatically added to a bin list for audit and automatically routed to audit parties who will have to
attend to it in a first-in-first-out manner, inputting back their findings into the system so that the AI engine is able to validate
and improve its pattern recognition features.
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aforementioned scores in addition to a score from

the SPV from the quality audits. Every MDO will have
an organisational score on the PM dashboard.
This score will be given to a learner taking the PIAA
by the PIAA provider. It is comprised of two
components: 1) the level at which the competency
has been assessed (1-5); and 2) the proficiency
Proctored, within that level (e.g. within these levels, an
independent, individual is excellent, good, average, poor). Every
8 authorised Learner PIAA provider official will have to complete the PIAA testing both
assessment within the first three months of them joining a new
(PIAA) score position for all competencies the position requires (if
they have not already been tested for that
competency in the last 5 years), and again every
time the official completes a CBP funded by the
government.
The SPV score will be the average of all MDOs’
organisational scores.
The SPV exists to ensure the success of everyone

else. The success of iGOT, therefore, is the success of
Special purpose its services (i.e. the SPV). This is the success of all the
9 vehicle (SPV) iGOT iGOT system MDOs which, in turn, is the success of all the officials
score – when their competency gaps are narrowed,
officials’ trust scores are increasing, the trust score
of the CBP and PIAA providers increase, the impact
scores of the CBPs increase, and so on. When all
these scores are impacted, the organisational score
increases – and thus, the SPV score also increases.
Aggregate of C-CS The TCS is an algorithmically derived score that
Testing
and PIAA scores, combines C-CS and PIAA score, and is informed by
10 competency Learner
informed by their the trust scores of the PIAA and CBP. Combined with
score (TCS)
trust scores the WPCAS, it contributes to the competency score.
The trust score is calculated on the basis of the
accuracy of a stakeholder’s claim using an accuracy
meter. It is the extent to which claims made by a
stakeholder are found to be accurate and are
11 Trust score All users iGOT system
verified by the processes put into place by iGOT.
Trust scores will be calculated for an array of
stakeholders: individual learners, HR managers,
auditors, CBP providers, PIAA providers, etc.
The WPCAS is an algorithmically derived score that
Workplace combines the crowdsourced 360-degree assessment
competency Authorised and (self, manager, peer, subordinate) and is informed
12 Learner
assessment certified vendor by the trust scores of those providing assessment.
score (WPCAS) Combined with the TCS, it contributes to the
competency score.
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8. Directory of CBP providers (with dynamic interlinkages between positions, roles,

activities, competencies and knowledge
their trust and impact scores for
resources. Once the process of FRACing is
their CBP)
complete, the iGOT platform will have an up-to-
date version of which position has the
The iGOT Karmayogi marketplace is designed
responsibility to execute on which role, which
for frictionless onboarding of CBPs on the basis
activity, and the competencies and knowledge
of self-certification by the CBP provider. This is
resources needed for it – i.e. A1 in Figure 3.
possible because all those transacting on the
platform will have a trust score operating in real
time. If a CBP provider entered the market on BOX 4. Pricing of CBPs
the basis of a false declaration and it gets
flagged by a user or the quality control team of How can it be ensured that the pricing for
the iGOT Karmayogi SPV, this will lead to a CBPs on iGOT Karmayogi is appropriate? Can
suspension of the content till investigations are this be done on the basis of effort
completed. If it has been established that a estimation and impact scores. Is there a
false declaration was made, this will adversely scoring system that can determine the price
affect the trust score of the CBP provider and, algorithmically?
below a certain threshold, their self-
certification rights will also be suspended. Pricing is a complex activity and perhaps
there is no straightforward answer. Pricing
It is for this reason and for managing the should perhaps be left to the demand and
workflows on iGOT Karmayogi that the platform supply conditions in the iGOT platform
will build up a directory of CBP providers with marketplace to determine. Since
the products they offer, alongside their trust government officials and managers will have
and impact scores. a limited iGOT wallet, and they will see
competency building as a critical career
All CBPs put up on the platform will be stored in building exercise, they should be having
this directory in various languages along with every incentive to optimise – buy the most
various delivery mechanisms (text/ audio/ impactful course at the cheapest price. Any
video), pricing, duration, taxonomies (usertags) attempt to administer prices of CBPs on the
and the competencies they help gain/ improve. iGOT platform will be against the principles
The directory will be organised at four levels: of the platform to seek out incentive-
the first and smallest is resources; a collection compatible ways to solve intractable
of resources make a module; a collection of problems and would attract either
modules make a course; and a collection of allegations of corruption or lead to low
courses make a program. The directory will also quality of CBPs because of undercutting by
store impact scores at the level at which the CBP producers. Another dimension can be
CBP provider is willing to unbundle and price. pricing of a CBP as an annual subscription
The impact score is determined on the basis of paid to a CBP producer that unlocks all
improvements that users who completed a CBP courses by them. Other points to consider
demonstrate in the workplace. are implementing dynamic pricing similar to
how the likes of Uber or the air travel
Thus, a comprehensive set of directories and industry operates. An increase in demand
dictionaries that culminate into a registry with for a particular CBP could be one factor.
various collections are therefore essential for a Another option is value-based pricing by
digital system like iGOT Karmayogi. They are linking it to impact scores of a CBP.
building blocks that are used to capture the
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BOX 5. Using AI to prevent performance inflation
How do you prevent performance inflation on iGOT

assessments? Will the iGOT Karmayogi micro-questions-based
assessments at the workplace not descend into a I-scratch-your-
back-you-scratch-my-back club? Everybody gains when
everybody gets a high competency score. What is the incentive
to be truthful under these circumstances? Why should a HoD not
actively enforce a regime where everybody is given high scores
by everybody else so that his/her department gets a high score in
the PM dashboard and in the annual SCSR? How can trust scores
of those scoring others be used to correct for performance
inflation? Can strict quality control of the question banks used by
the PIAA, by the iGOT Karmayogi SPV be used to detect
performance inflation and through that assign trust scores to
those who score others? Can random ground truthing of work
done by those getting high scores be used to corroborate the
competency score being given by each other and assign trust
scores based on the validity and reliability of the scores?
Since most of these issues are related to leniency errors, some

could be neutralized by 1) performance calibration through
standardized formats and calibration (through trust scores) of
those providing the evaluation, 2) defined rater accuracy meter
(trust scores), and 3) using data to validate the scoring variance
with other departments.
The answers or solutions would be multi-faceted. These would

involve personal ownership, individual value systems, the
behaviour of the team and its leader, performance-based
evaluation mechanisms that are in place for that particular
department, the policies around these and many other things. Of
course, the platform itself has to be capable of handling misuse,
abuse, potential fraud, misrepresentation, proxy usage (can be
both manual and machine) and any other thing that can induce
the performance inflation. AI can solve many of these problems
and this would be a continuous journey. We would need to look
at the best practices followed by the other learning platform
leaders, learn, adopt and implement these solutions. Some
potential solutions using AI are analysis of learning pace, spotting
of anomalies in learning and assessment results (such as the PIAA
and WPCAS scores), random capture of voice, etc.
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Section 5 Administering the FRACing Process

This section outlines the 15 steps of the A FRACing toolkit created by ISTM details the
FRACing process in detail. steps, templates, workflows which will aid any
MDO to FRAC its own positions, roles, activities
The responsibility for reforming HR practices in and knowledge resources, and link them to
government MDOs lies with the leadership of positions.
each MDO. Therefore, a good way to think of
iGOT Karmayogi is to see it as a software-as-a- The FRACing toolkit will come with some pre-
service (SaaS) offering put together by DoPT filled content (commonly-required
that individual MDO can leverage to reform competencies) with regards to all the
their HR practices. directories and dictionaries as detailed in
Section 4. The objective of the toolkit is to:
There are several steps that a government
entity needs to take to improve HR practices. • Make it easy for each MDO to
They are: undertake the exercise of FRACing.
• Ensure consistency in the final output
1. FRAC their establishment to surface the from each MDO.
roles, activities, competencies and • Help government entities to update the
knowledge resources for each position. iGOT directories and dictionaries so that
2. Ensure that high impact CBPs (that have it contains all the fields it needs for high
a good track record in closing the quality HR processes.
competency gaps for competencies
they are associated with) are available There is a total of 15 steps that need to be
on iGOT Karmayogi (as and when the completed in the FRACing process (with an
data comes in). additional 12 steps within Step 6). These are
3. Identify the competency gaps of listed in Figure 7 and explained below. In order
officials by testing them in PIAA centres to ensure that the FRACing process has been
that produce test results that are both adequately conducted, the final products of this
valid and reliable. process (i.e. the dictionaries and their
4. Ensure that the question banks used in interrelationships) must be self-explanatory,
the PIAA centres and as micro- unique, and fit-for-purpose (for an array of
questions on the iGOT platform stakeholders such as the incumbent position
produce reliable and valid competency holders, future position holders, HR managers,
scores. and CBP providers).
DoPT will then notify a FRACing centre of Another important point to bear in mind is that
excellence – currently it is the Institute of FRACing is not a one-time activity. The
Secretariat Training and Management (ISTM). It dictionary has to be updated each time a new
will conduct research, organise training and work allocation order or a recruitment notice is
offer consultancy services to government issued or an indent is placed with agencies such
entities who need their support. as the UPSC, SSC, etc. for recruitment.
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FIGURE 7. The 15 steps of FRACing
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Step 1: Establish an internal FRACing unit Step 3: Finalise departmental goals for the
(IFU) next 3 years and obtain approval of the
Minister
The first step in the FRACing journey for a
government MDO is to establish an IFU (see Mission Karmayogi seeks to transform HR
Appendix 2 for details on the roles, activities, practices in government. This cannot happen if
competencies and knowledge resources of IFU MDOs focus only on business as usual, paying
team members). It will be supported by the SPV inadequate attention to the responsibilities
which will put in place certification given to it under the Government of India
arrangements for individual members of the IFU (Allocation of Business) Rules, 1961, and the
and all others who wish to work on FRACing or three goals set for it by the departmental
any other aspects of iGOT Karmayogi. minister. The true potential of the Mission will
be realised only when HR practices and internal
processes are transformed by accounting for
Step 2: Select a Certified Service Provider changes that are needed in both processes and
(CSP) talent to be better able to execute the goals set
for it. This is why special emphasis has been
The iGOT SPV will empanel and publish price placed on finalising departmental goals and
lists for CSPs whose members will be certified getting the sign off from the relevant minister.
by the SPV (see Appendix 3 for details on the In doing so, efforts will need to be made to
roles, activities, competencies and knowledge consult NITI Aayog vision documents, election
resources of CSP team members). The IFU can manifestos, budget announcements as well as
select one of the empanelled CSPs to help them tasks assigned by the Prime Minister’s Office.
with FRACing and other iGOT processes. The
structure of the CSP will depend on the
competencies of the persons in the IFU.
The IFU and CSP together make the

departmental FRACing team (DFT). They have
an important role to play in all aspects of
Mission Karmayogi. Besides bringing in HR
expertise, having external domain experts in the
FRACing team will enable departments to get an
‘outside-in’ view of talent requirements (see
Table 4 for details of the IFU and CSP team
members).
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TABLE 4. Structure of the DFT (IFU + CSP)
Position IFU/ CSP/ Part-/Full-

Position (MDO) Remarks/ Criteria
(DFT) either time
CEO/ Secretary/ DG
1 Head of the DFT IFU Part-time
(HoD)
Head of HR/ CSP
2 Project Leader Either Part-time Must be from an HR background
Partner
Could be from either the HR function
or another user department; should
Project Head of HR/ Division
3 IFU Full-time have the credibility to ensure that
Manager Head
meetings called for are attended and
issues raised are promptly resolved
May need more than 1; HoD can add
4 Team Member Project Coordinator IFU Full-time more basis workload and time
pressure
Functional Heads/
All function heads must be
5 Team Member Head of the Wing/ IFU Part-time
represented here
Head of the Division
Head of HR/ If the Head of HR is Project Manager,
6 Team Member Personnel/ IFU Part-time then the next available senior officer
Establishment must be appointed
Senior member with HR background;
previous work experience in
Partner/ Director/
designing and implementing
7 Team Member Associate Director/ CSP Full-time
competencies; experience in change
Senior Manager
management processes in a
governmental context
Needs to have background
experience in respective domains in
Senior Consultant
8 Team Member CSP Part-time process re-engineering/ technology/
(Domain)
KPI setting/ performance
Improvement projects
All the critical core functions* must
External Domain be represented; a technology expert
9 Team Member CSP Part-time
Expert who specialises in this particular
domain must be represented
Assists consulting project manager;
must have re-designed HR processes
HR Process Re-Design
10 Team Member CSP Full-time - particularly Recruitment and L&D in
Expertise
large government or public or private
organisations
*Core functions: functions that are the main reason for the existence of this MDO
(for example, for the Ministry of Civil Aviation it will be aviation and airport management)
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Step 4: Organisational analysis by the DFT, • Documenting activities tagged to each

position: A balance needs to be
to suggest changes required to achieve 3-
maintained such that sufficient detail is
year departmental goals
captured while not getting to a ‘time
and motion’ type of detailed study.
The three-year goals agreed with the minister
Activities are usually steps undertaken
will be the starting point of organisational
that form a part of the process.
analysis. This exercise will help in identifying the
• Bucketing activities into roles (see Table
gaps at an organisational level that need to be
5 for guidelines on how to do this).
filled up so that these goals can be achieved.
In case a manual of procedures is
These gap-filling actions could range from
available, or a work distribution order
infusion of technology, to additional schemes/
(see Appendix 4 for an example from
services/ goods being introduced, to a new set
the Department for Promotion of
of delivery standards or any such large change
Industry and Internal Trade), it could be
in the expectations from the MDO.
a great resource to start the process of
listing the roles and activities initially
It is also important to understand the
and then use senior management time
dependence between the work, workforce and
to reconfirm if those respective roles
the workplace and build resilience by
and activities are current and accurate.
decoupling these if required, as was shown
• The pre-filled dictionaries and
during the COVID19 pandemic. The compulsory
directories will be reviewed by the DFT
work-from-home status and the changes
by examining departmental documents
associated with it may become a regular option
– such as the last two work allocation
available to people. How MDOs cope will have a
orders (see Appendix 4), Annual
major influence on their ability to not only
Reports etc. – to see the extent to
attract talent, but also be ready to deal with any
which fresh entries will be required in
crises. Practical steps for the decoupling of
the directories and dictionaries of iGOT
these three constructs will need to be
Karmayogi (see Section 4 for a list of
developed.
directories and dictionaries) so that all
the steps detailed in Figure 7 can be
Following are the important points to bear in
gone through.
mind while undertaking organisational analysis:
Besides the documents listed in the bullet point
• Mapping the organisational structure
above, the following may also be performed:
and the important work processes at a
functional level: functions here mean
• Explore global best practices such as
families of similar positions within a
from the UN Competency Framework
vertical, for example accounts, HR or
(2020), the OECD Competency
personnel, IT etc. This would consist of
Framework (2014), the IAEA
mapping of all the positions, their
Competency Framework (n.d.) and the
reporting relationships and a brief
UK Civil Service Competency
description of the key purpose of the
Framework (2012).
position.
• Preliminary survey data to gather
• The structure may consist of a separate
positions, roles, activities and
sheet for each of the functional
knowledge resources.
verticals within the MDO for ease of
• Either manually process all of the above
representation.
or through natural language processing
(NLP) algorithms to derive an initial list
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of positions, roles, activities as well as Step 6: Draft of the dictionaries and

BDF competencies. interrelationships by the DFT
Step 5: Approval of new organisational With this step begins the iterative FRACing
design by HoD process, which is cyclical in nature. At this stage,
the DFT will attempt a draft of all directories
Once extensive analysis has been conducted, and dictionaries and their interrelationships
and a new organisational design has been put ensuring that all the positions, roles, activities
forward by the DFT that speak to the three-year and knowledge resources relevant to the MDO
departmental goals, approval from the HoD is being FRACed are contained therein. These will
required. Once the approval has been obtained, be drawn from benchmarked sources with the
the FRACing process can begin. purpose of starting the conversation on talent.
It is recommended that the DFT follow the
process as laid out within Step 6 in Figure 7 –
specifically steps 1-8. Table 5 below provides
guidelines for the same.
The CSP’s key role here is to challenge

conventional wisdom and push the narrative
away from ‘these things don’t work here’. Steps
7, 8 and 9 revert back to Step 6, constantly
contributing to the draft until the draft has
been finalised (Step 10).
TABLE 5. Recommended steps for drafting the dictionaries and interrelationships with
guidelines
Step
Step Guidelines
No.
The position label is the name of the position. It summarises all the associated
List all the positions roles in a succinct manner and gives a sense of where this position is placed in
1
(Position Label) the hierarchy of the MDO (and thereby leadership expectations from the
position) (2-4 words).
The position description should answer the following: Why does this position
Describe all the positions
2 exist in the MDO? What are its overall objectives/purpose? And how does it
(Position Description)
go about achieving its objectives? (140 characters)
List all the activity types The activity type is the name of the activity. It should summarise what the
3 related to each position individual is doing (e.g. planning, coordinating, assessing). Recommend to use
(Activity Type) verbs + ing (2-3 words).
The activity description should begin with the objective (i.e. the milestone that
Describe all the activities
is planned to be achieved), list the steps (if more than 1) to be carried out in a
4 related to each position
sequence, and answer the ‘what’, ‘when’ and ‘how’. Recommend to use verbs
(Activity Description)
(50 characters).
Knowledge Resources are artefacts (documents, software, etc.) provided by
List all the knowledge
the MDO for an individual to perform a certain activity (e.g. standard
resources pertaining to
5 operating procedures (SOPs), manual of procedures, policy manual, legal
each activity (Knowledge
policies (i.e. Acts), software such as SPARROW, etc.). They are linked to
Resources)
individual activities.
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Every individual activity is a usually a sequential action taken to contribute

Rearrange activity types
towards a specific objective/ milestone. The process of rearranging and
6 using the principle of
putting these individual activities into buckets will assist in the process of
adjacency to form buckets
defining roles.
Describe the cluster of The role description should describe each of the buckets of activities (created
7 activities in each bucket in the step above). It should answer the following: What is the overall
(Role Description) objective of this bucket of activities? (70 characters)
Label the description in The role label should succinctly capture the role description (e.g. team
8 each bucket manager (governance), project manager (communication)). Recommend to
(Role Label) use nouns (3-4 words).
The competency description covers the elements and the scope of the
Describe the competency (e.g. Identifies one’s own emotional triggers and controls one’s
competencies required for emotional responses. Maintains sense of professionalism and emotional
9
each role restraint when provoked, faced with hostility or working under increased
(Competency Description) stress. It includes resilience and stamina despite prolonged adversities) (280
characters).
The competency label should succinctly capture the competency described
Identify the competency above. It gives an idea of what the competency is about, and how it is
label and type commonly known (e.g. vigilance planning, decision making, project
10
(Competency Label and management) (2-3 words).
Type)
Also specify the competency type (i.e. behavioural, domain, or functional).
The competency level is the proficiency level of the competency. These
indicate levels of sophistication of the competency described. The level
Describe each level within
description is an observable description of each proficiency level of a given
each competency
11 competency. The higher the number of descriptors, the greater the
(Competency Level
understanding of the proficiency level. Recommend to have a minimum of 3
Description)
observable descriptors (there are typically anywhere between 3 and 5 levels
of proficiency).
Once the levels are described, they must be labelled. Competency levels are
Identify the levels within progressive in nature and normally given in an ascending order. Thus, Level 2
12 each competency is a more sophisticated use of that particular competency, when compared to
(Competency Level) Level 1 and so on. If you are adding the competency in relation to a particular
role, you must specify the proficiency level applicable to that role.
Step 7: Focus group discussions (internal to be globally recognised domain experts. At

least one such expert should be brought in for
and external experts) to improve draft
each of the thrust areas of the MDO that is
dictionaries and interrelationships being FRACed. One may look for such experts
from within the country or from abroad, from
The primary objective of this focus group
other parts of government or from the private
discussion is to create a list of competencies
sector. The quality of these experts will
(BDF) that are required for each role (steps 9-12
determine the quality of the competencies
in Table 5), and the levels for the same, as well
documented and the HoD must take personal
as discuss the interrelationships between the
interest in this selection. Any failure to bring in
various components.
anything but the best will seriously impair the
outcomes from FRACing.
Ensuring that outside experts are a part of this
is to establish that there is a plurality of opinion
The focus group discussion will identify all the
and that a critically informed, forward-looking
BDF competencies for every role, and ensure
stance informs the discussion. The experts need
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that they are aligned with the three-year goals

that the departmental minister has set. The Another task that this group will have to do is to
preliminary list of roles, activities and finalise the allocation of each competency and
knowledge resources for each position would its level to all the roles in each position. Table 6
already have been completed in Step 6. This will below is an example of the output18.
enable the group to discuss and finalise what
competencies are necessary to achieve the
departmental goals.
TABLE 6. Example of the allocation of competency and levels to each position
Management Training Training

Competency
(Training) Coordination Governance
Competency 1 Level 2 Level 1 Level 4 Levels here
indicate
Behavioural Competency 2 Level 3 Level 5 Level 4 competencies
that subsume
Competency 3 Level 5 Level 3 Level 1 previous levels
Competency 4 Levels 4; 3 Level 3 Level 2; 4
Domain Competency 5 Level 2 Levels 2; 4 Levels 2; 5 Levels here
indicate specific
Competency 6 Level 1 Levels 3; 4 Level 2
skills that can
Competency 7 Level 3 Levels 1; 4 Levels 1; 4
be applied
Functional Competency 8 Levels 2; 5 Level 2 Level 5 discontinuously
Competency 9 Levels 1; 2 Levels 3; 5 Levels 4; 5
The consolidated list of roles, activities, but popular choices and consensus cannot and
competencies and knowledge resources from must not replace leadership decisions on the
this step as well as the various competence of the talent that the leader seeks.
interrelationships between them will be shared
with the senior leadership of the MDO being Step 8: Position, role, activity, competency
FRACed to agree/ change/ remove
and knowledge resources survey of all staff
competencies from the list, eventually
contributing to the dictionaries and
This is the stage at which everyone in the entity
interrelationships (back to Step 6). Quality audit
being FRACed gets a chance to input into the
tests will have to be developed to assess the
FRACing process. Based on several rounds of
quality of output so obtained.
discussions with key members of staff and
domain experts from outside, the dictionaries
At this stage it is more important to obtain a
and interrelationships are updated (back to
consensus on the roles and activities. While a
Step 6). Once this has been done, all members
discussion on competencies may eventually
of staff will be asked to use the dictionaries to
arise within this group, it is not essential to
draw out the roles, activities, competencies and
reach a consensus. What competencies are
knowledge resources relevant for them. In case
required for which role and at what level is a
the dictionaries do not have a role, activity,
leadership decision. How the leader would like
competency or knowledge resource that is
to arrive at the decision is the leader’s choice,
18
See Box 2 for the differences between functional/domain competencies and behavioural competencies.
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relevant for them, they are invited to propose The CSP continues to be available to work on
the same. All proposals for additions to the any of the audit observations passed by the
dictionaries are then gathered and analysed by iGOT SPV’s quality team.
the DFT for another revised draft.
Step 12: Approval by HoD after quality audit
The list, agreed upon by the Division and
by iGOT SPV
Department Heads, will be recirculated for final
ranking and acceptance by the employees. Any
Once the quality audit is complete by the iGOT
additions, if made to this list, will have to be
SPV, the final dictionaries are shown to the HoD
agreed upon as in Step 7 above. The process of
for approval. Thus, the HoD benefits from the
creating the FRAC for the MDO is an iterative
advice of both the DFT and SPV.
process till the time it attains the standards that
are set and passes the ‘smell test’. The
standards of quality and the various ways and Step 13: Publish on iGOT for all users to see
means of how to attain these will have to be
worked out. Finally, once the dictionaries are approved by
the HoD, they are published on iGOT for all
users to view.
Step 9: Focus group discussions (Division
Heads) to improve draft dictionaries and
interrelationships Step 14: QR code and workflow for duty
chart/ work allocation
At this stage, the Division Heads review the
revised draft of the dictionaries, This step, and the one that follows, are
interrelationships and rankings, and take view necessary to ensure the results from FRAcing
on them. They also focus on getting continue to remain valid. HoDs are constantly
expectations from each other ratified and check changing the distribution of work among
if they have successfully crafted them into their different members of staff so that load
individual divisional dictionaries. balancing as well as talent matching is
accomplished. Once FRACing has been done
and iGOT updated, any subsequent changes to
Step 10: Final draft of the dictionaries and the tagging of roles, activities, competencies or
interrelationships by the DFT knowledge resources to positions will have to
be captured on the iGOT platform. This is best
The final dictionaries, as well as changes in the achieved by ensuring that all changes to the
policies governing people processes, need to be distribution of work are done using the
identified and marked out for modification. workflow built for this purpose on the platform.
Some of these changes may need to precede This will require an enforceable government
the implementation of the dictionaries within order which states that no orders with regards
the MDO (for example, training-related expense to the distribution of work will be valid unless it
reimbursement). has been generated on iGOT Karmayogi. As
evidence, the work distribution order should
Step 11: Upload on iGOT for quality audit by carry a unique QR code generated the platform.
iGOT SPV The workflow for this will be built such that the
tagging of roles and activities are updated
At this stage, the IFU takes charge and the before the order is printed.
dictionaries are uploaded on the iGOT platform
for a quality audit conducted by the iGOT SPV.
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Step 15: QR code and workflow for

recruitment
The purpose of this step is similar to that in Step

14 above. The idea is to keep iGOT Karmayogi
from losing its ability to be the single source of
truth for all matters HR in government. The QR
code requirement will have to be imposed via
an enforceable government order as described.
Thus, these 15 steps of FRACing are provided as

a guidance to MDOs. As iterated above, the
result of this process – the dictionaries and their
interrelationships – must be adequate for the
use of incumbent position holders, future
position holders, HR managers, and CBP
providers, in order for the process to be
deemed successful.
It is also important to reiterate that these 15

steps of FRACing should not be seen as a one-
time activity, but rather an ongoing process. On
the whole, it will enable government MDOs to
build an accurate picture of the
interrelationships as well as the full list of
positions, roles, activities, competencies and
knowledge resources relevant to them.
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Section 6 Promoting success

The success of FRACing will depend upon a manage much more than it has ever been able
number of factors – some are detailed below. to do, but a word of caution is always useful on
this count.
Start simple: Although the platform is not yet
perfect, it must not be a reason for further Sensitisation and handholding: Building a
delays. By not utilising what is good, we are common understanding on all aspects of iGOT
losing an opportunity to benefit from what we Karmayogi, including FRACing, is going to be
have. Therefore, we must not wait for the best important. This will be more effective if it is
before we start utilising these services. Starting done through a continuous sensitisation and
simple does not mean we will remain simple – capacity building process. A strong outreach
as more data comes in, as our algorithms and a well-designed campaign (index cards,
improve, as our definitions get refined, as our video bytes, quizzes of the day, etc.) should
processes become better, the good will become therefore be an integral part. Both at the rollout
better, and better will become best. We must and maturation phases there will be many
not let the best be the enemy of the good. doubts, questions, and difficulties that people
face. A support team to handle these queries
Establishing a clear theory of change: and handhold IFUs and individual officials will
Government entities who are embarking on the be needed.
iGOT Karmayogi journey will need to have a
clear idea on what they hope to achieve Building a core group of iGOT Karmayogi
through it – in particular how they would like to evangelists: Given that the goal is to transform
leverage the opportunities on the Karmayogi HR practices in all government MDOs at the
platform to transform how they build their central, state and local level, it will be important
human resources and encourage them to to build and sustain a large group of core
pursue lifelong learning. iGOT Karmayogi will be supporters from all walks of life; HR
only as good as the ability and motivation of its professionals, CSPs, PIAAs and CBP suppliers are
participating entities. going to be important. At the same time, the
prestige and brand of iGOT Karmayogi will need
Limiting the problem and solution set: The to be built up which will require a sound media
three buckets of competencies (BDF) used in and social media strategy, including the ability
this initiative will map out a significantly large to monitor social media chatter on iGOT
number of activities, roles and positions. This Karmayogi. Workshops, seminars, competitions
can give rise to interpretation problems (e.g. is etc. may be needed for this. This will also
this competency linked to Teamwork or require a strong pool of expert HR
Collaboration?), and also on which activity is professionals/ organisations, both Indian and
linked to which role. As seen in the UN, OECD global.
and IAEA examples, it is important to limit the
size of each of the buckets so that they remain Network of world-class universities,
manageable. Unlike what has been done institutions and individuals who can
anywhere in the world in the past, iGOT participate on the iGOT marketplace for CBPs:
Karmayogi is a population scale platform with While independent and private CBP providers
powerful AI and ML capabilities. It will also be will be part of the solution, it is important that
using a new competency mark-up language steps are taken to bring on board global and
(CML). iGOT Karmayogi will therefore be able to domestic institutions as CBP providers.
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Conclusion
Over the years, it has become increasingly
apparent that government officials in India
often lack the key competencies required to
fulfil a role – due to either lack of quality
training opportunities or the fact that they are
required to take on responsibilities for which
they do not have prior experience or
knowledge. As tasks become more complex and
citizen expectations go up, it is imperative that
governments are able to address these
competency gaps and provide opportunities to
reduce them
As an initiative designed for the future, iGOT

Karmayogi will be a self-sustaining platform that
will mark the beginning of an era of
transformative change in lifelong learning and
capacity building in the government. Through
the mapping of the three constructs (roles,
activities and competencies), as well as
knowledge resources, for each individual
position within all government MDOs at the
Central, State and local level (i.e. FRACing), the
process will enable the government to reduce
the competency gaps of their officials in relation
to the roles and activities they are required to
perform.
This document outlined the key terms of the

process, emphasising the need for a common
understanding, specified the FRACing process
step by step, described its linkages to the iGOT
marketplace and described the analytics and
data the platform can make available. The
evolving nature of the Framework was also
repeatedly emphasised.
It is anticipated that the launch of Mission

Karmayogi and the Framework of Roles,
Activities and Competencies will contribute
significantly to the capacity-building endeavour
of the Indian state.
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References
Cabinet Secretariat, Government of India. (2017). Government of India (Allocation of Business) Rules, 1961.
Retrieved from
https://cabsec.gov.in/writereaddata/allocationbusinessrule/completeaobrules/english/1_Upload_11
87.pdf.
Civil Services Human Resources, Government of the UK. (2012). Civil Service Competency Framework 2012-
2017. Retrieved from
https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file
/436073/cscf_fulla4potrait_2013-2017_v2d.pdf.
Department of Personnel Training (DoPT), Government of India. (2014). Civil Services Competency Dictionary.
Retrieved from
https://dopt.gov.in/sites/default/files/Competency%20Dictionary%20for%20the%20Civil%20Service
s.pdf.
Department of Personnel Training (DoPT), Government of India. (2020). iGOT 2.0: An Initiative for Capacity
Development of Civil Services: Consultation Paper on Approach to Strategy and Implementation.
Department for Promotion of Industry and Internal Trade (DIPP), Government of India. (2019). Work
Allocation. Retrieved from
https://dipp.gov.in/sites/default/files/WORK%20ALLOCATION%2023092019.pdf.
International Atomic Energy Agency (IAEA). (n.d.). The Competency Framework: A guide for IAEA managers
and staff. Retrieved from https://www.iaea.org/sites/default/files/18/03/competency-
framework.pdf.
Lombardo, M. M. and Eichinger, R. W. (1996). The Career Architect Development Planner. Minneapolis, MN:
Lominger.
National e-Governance Division (NeGD), Government of India. (2014). Simplifying capacity building – e-
Governance Competency Framework for Digital India with Implementation Toolkit. Retrieved from
https://negd.gov.in/sites/default/files/e_governance_competency_framework_1.pdf.
National Training Policy (NTP), Government of India. (2012). Implementation of a National Training Policy –
2012 and formulation of a new DAD training policy. Retrieved from
https://cgda.nic.in/centrad/ntp2012.pdf.
Organisation for Economic Co-operation and Development (OECD). (2014). Competency Framework.
Retrieved from https://www.oecd.org/careers/competency_framework_en.pdf.
Spencer, L. M. and Spencer, S. M. (1993). Competence at Work: Models for Superior Performance. New York,
NY: John Wiley and Sons, Inc.
United Nations (UN). (2020). What we look for. Retrieved from
https://careers.un.org/lbw/home.aspx?viewtype=WWLF.
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Appendices
Appendix 1 Proposed Approval and Pricing Plan for Different
Types of CBP Providers
CBC approval of
No. Type of Provider Description Pricing
provider
Retired government Retired official receiving a pension from Pricing at provider’s
1 Required
officials the government providing CBPs discretion
Private Providers Private provider (e.g. IGNOU, Harvard,
Pricing at provider’s
2 (for- and not-for- Udemy, Pratham, Khan Academy, etc.) Required
discretion
profit) – Priced offering CBPs
Private Providers Private provider (e.g. IGNOU, Harvard,
3 (for- and not-for- Udemy, Pratham, Khan Academy, etc.) Free Required
profit) – Free offering CBPs at zero price
Private Providers
MDO negotiating with an
(for- and not-for- Pricing through Not required (but
4 individual/organisation for a particular
profit) – Negotiated negotiation by MDO workflow must exist)
rate to introduce CBPs
by MDOs
Private Providers Pricing as agreed
MDO desires a particular course/
(for- and not-for- between MDO and Not required (but
5 specific content, and thus sources and
profit) – Sourced by provider at the time of workflow must exist)
onboards a CBP provider
MDOs giving the work order
Currently serving government official in
an MDO either creating or repurposing
In-service officials – Pricing at provider’s
6 an existing course (where CC licence Not required
Priced discretion
has been given) and offering it for a
price
Currently serving government official in
In-service officials – an MDO either creating or repurposing
7 Free Not required
Free an existing course (where CC licence
has been given) and offering it for free
The CBP providers for whom pricing is at the provider’s discretion will have to offer their CBPs for free
until there is enough uptake so as to enable the iGOT Karmayogi platform to assign impact scores. Once
impact scores have been assigned, providers will be allowed to price their CBPs.
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Appendix 2 IFU Team Members

For the time being, it is inferred that Knowledge resources for all IFU Team Members will be key
documents related to Mission Karmayogi.
Project Manager
Competencies
Position Roles Activities
Domain Functional Behavioural
Deploy detailed project Principles of advanced
Project management Information seeking
management plans project management
Sector/ industry
Control project plans to
process breadth (as Types of phases of a
manage project schedule and Conceptual thinking
against dept of one or project lifecycle
Project Management
deliverables
more processes)
MS project; primavera
of similar PM tools (for Work breakdown
Manage projects costs Initiative and drive
which MDO already has structure (WBS)
licenses)
Key project
Planning and
Assess potential project issues performance
coordination
measurements
Manage project contingencies Communication skills
Report on project progress to
senior executives
Allocate roles and tasks to
Manage Project Teams
Target setting Leading others

Project Manager
project members
Monitor contributions by each Methods of project Organisational
member communication Awareness
Help team members Commitment to
overcome roadblocks organisation
Mentor and coach external
Self- confidence
experts on ways of the MDO
MS Project; primavera Methods of project risk Consultation and
Track issues regularly
of similar PM Tools assessment consensus building
Project Issue
Resolutions
Create an issue resolution Methods of project

Decision making
plan and monitor effectively communication
Escalate issues in a timely
Delegation
manner
Identify risks for each specific Organisation HR Methods of project risk
Attention to detail
Project Risk Assessment
functional area processes assessment

Risk recording and
Perform risk assessment as Change management
reporting structures Taking accountability
required techniques
and processes
Types of risk
Report assessment outcomes
assessment matrices to
to relevant stakeholders
follow
Adopt risk control measures Principles of crisis
to ensure impact is controlled management
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Project Coordinator
Competencies
Create and update project
Project management Project administration Information seeking
management plans
Working knowledge of
Project Management
Timely reminders on MS project; primavera

Creating a work
deliverable schedules of similar PM tools (for Initiative and drive
breakdown structure
expected which MDO already has
licenses)
Keep detailed project costs Planning and
incurred coordination
Communication skills
Project Manager
Other project coordination
activities
Drafting and sending
Regular task updation for all Drafting of minutes of Organisational
emails (as per Project
project members the meeting awareness
Project Teams
Coordination
Manager’s instructions)
Note-taking and filing -
Project Coordinator
Meeting notes and Commitment to

electronic and physical
communication organisation
(if needed)
Administrative works related
Self-confidence
to external experts
Use issue tracker regularly Attention to detail
of similar PM tools
Project Issue
Resolutions
Create agenda for approval of

Project Manager
Identify issues to be
highlighted
Attention to detail
Risk recording and

required techniques
and processes
Types of risk
follow
Relevant regulatory
requirements and
guidelines
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Functional Heads
Competencies
Work closely with domain Known expert in the
Workshop facilitation
expert in bringing up-to-date domain (global level Information seeking
Identify trends in the domain over the next 5 years
skills
on context expertise)
Strong advocate of use
Communicate clearly the Report writing and
of technology in own Conceptual thinking
objectives of the assignment presentation skills
domain
Strong expertise in
Identify communication adjacent domain areas
means that best suit the key (e.g. for health
Initiative and drive
influencers and use it education – EdTech;
consistently HRD can be considered
adjacent domains)
Leading others
Consultation and
communication
building
Taking accountability
Innovative thinking
Problem solving
Functional Head
Draw down domain trends to

Deep understanding of
Building Domain Competencies
each affected function within Leading others

the FRAC process
the MDO
Showcase how the roles Usage of FRAC
Methods of project Organisational
across hierarchy will change templates and
communication awareness
over time with evidence methodologies
Identify domain competencies
Commitment to
of future that the above roles
organisation
require
Identify CBP providers that
currently enable building Self-confidence
competencies
MS project; primavera Methods of project risk Consultation and
Understand project strategy
of similar pm tools assessment consensus building
Identify risks early and
Methods of project
communicate with project Decision making
Project Contribution
communication
manager
Identify dependencies with
other functions and track
them closely
Identify key actors within
function to help facilitate
change
Escalate issues and seek
Delegation
resolution in a timely manner
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HR Head
Competencies
Work closely with HR domain
HR processes and
Identify impact of FRAC on HR processes
expert (if needed) to identify Change management Information seeking

policies
changes required
Build a case for change in HR Trends in HR Communication and
Conceptual thinking
policies technology presentation
Identify impact of changes on
Deep understanding of
other HR policies: leave, Initiative and drive
the FRAC process
entitlements, etc.
Leading others
Consultation and
communication
building
Innovative thinking
Problem solving
Suggest changes in the
Deep understanding of Methods of project
workflow as per iGOT Leading others
Recruitment Workflow
the FRAC process communication

recommendations
Modifications
Present internal approval note Usage of FRAC

HR Head
Organisational
for change of recruitment templates and
awareness
procedures methodologies
Assessment
Create a policy for using iGOT Commitment to
technologies and
assessment processes organisation
processes
Self-confidence
of similar PM tools assessment consensus building
Identify changes risks early
Methods of project
and communicate with Change management Decision making
communication
project manager and HoD
Create a change management

strategy along with HoD and
project manager
other functions and track
them closely
Identify key actors within
function to help facilitate
change
Delegation
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Appendix 3 CSP Team Members

For the time being, it is inferred that Knowledge resources for all CSP Team Members will be key
documents related to Mission Karmayogi.
Project Manager
Competencies
Deploy detailed project Principles of advanced
Project management Information seeking
management plans project management
Sector/ industry
Control project plans to
process breadth (as Types of phases of a
manage project schedule and Conceptual thinking
against dept of one or project lifecycle
Project Management
deliverables
more processes)
of similar PM tools (for Work breakdown
Manage projects costs Initiative and drive
which MDO already has structure (WBS)
licenses)
Key project
Planning and
Assess potential project issues performance
coordination
measurements
Manage project contingencies Communication skills
senior executives
Allocate roles and tasks to
Manage Project Teams
Target setting Leading others

Project Manager
project members
Monitor contributions by each Methods of project Organisational
member communication Awareness
Help team members Commitment to
overcome roadblocks organisation
Mentor and coach external
Self-confidence
experts on ways of the MDO
MS Project; primavera Methods of project risk Consultation and
Track issues regularly
of similar PM Tools assessment consensus building
Project Issue
Resolutions
Create an issue resolution Methods of project

Decision making
plan and monitor effectively communication
Escalate issues in a timely
Delegation
manner
Attention to detail

Risk recording and
required techniques
and processes
Types of risk
follow
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Domain Expert
Competencies
Understand the client's Deep knowledge of
Identify trends in the domain over the
current landscape, context processes in own Project management Information seeking

and brief history function
Coach the expert with current
Conceptual thinking
and approved strategy
next 5 years
Translate MDO goals to

Initiative and drive
functional goals
Identify areas of change along
Leading others
with expert
Consultation and
Finalise a report for
communication
HoD/minster's approval
building
Innovative thinking
Identify changes in roles and
Building Domain Competencies
create a phase-wise change Leading others

plan
Usage of FRAC
Modify roles and activities for Organisational
templates and
affected positions awareness
methodologies
Identify domain competencies
Domain Expert
Commitment to
of future that the above roles
organisation
require
Identify CBP providers that
currently enable building Self-confidence
competencies
Understanding of
Identify change strategy and critical roles and Change management
People first
get approval from HoD bottlenecks in current strategies
Managing Change
operations
Build consensus within the
domain among key Strategic thinking
stakeholders
Identify communication
means that best suit the key
Empathy
influencers and use it
consistently
of similar PM tools assessment consensus building
Allocate adequate resources Methods of project

to ensure project success communication
Identify risks early and
communicate with Project Decision making
Manager
Delegation
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Senior Consultant (Domain)
Competencies
Understand current processes
Project management Project administration Information seeking
and tech used
Working knowledge of
Understand current tech Creating a work
of similar PM tools (for Initiative and drive
Domain Competency Writing
changes (if any) breakdown structure

which MDO already has
licenses)
Conduct organisation analyses Depth of knowledge of
Workshop facilitation Planning and
exercise to identify gaps in current domain
skills coordination
talent processes
Conduct functional gap
Process re-engineering
analyses and facilitate change Conceptual thinking
in own domain
strategy acceptance
Work with domain expert to
translate changes to roles and Communication skills
activities
Work with domain expert to
translate roles and activities Problem solving
to competencies
Senior Consultant (Domain)
Drafting and sending

Project Teams Coordination
Regular task updating for all Drafting of minutes of

emails (as per Project Self-confidence
project members the meeting
Manager’s instructions)
Note taking and filing –
Meeting notes and
electronic and physical Workflow diagrams
communication
(if needed)
Identify change issues in
Presentation skills
process changes suggested
Identify change risk mitigation
steps
Use issue tracker regularly Attention to detail
of similar PM tools
Project Issue
Resolutions
Create agenda for approval of

Project Manager
Identify issues to be
highlighted
Attention to detail
Risk recording and

required techniques
and processes
Types of risk
follow
Relevant regulatory
requirements and
guidelines
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HR Process Expert
Competencies
Work closely with HR head to HR processes and Change management Information seeking
identify changes required policies
Identify impact of FRAC on HR processes
Identify impact of changes on Trends in HR Communication and Conceptual thinking

other HR policies: leave, technology presentation
entitlements, etc.
Build a case for change in HR Deep understanding of Drafting note as per Initiative and drive
policies the FRAC process MDO’s practice
Build case for HR process Leading others
automation (as per MDO’s
agreed policy)
Consultation and
communication
building
HR Process Expert
Innovative thinking
Problem solving
Suggest changes in the
workflow as per iGOT Leading others
Recruitment Workflow

recommendations
Modifications
Usage of FRAC
Draw up change note for HR Organisational
templates and
head's approval awareness
methodologies
Identify assessment processes Assessment
Commitment to
for adoption by MDO’s technologies and
organisation
recruitment processes
Self-confidence
of similar pm tools assessment consensus building
Identify changes risks early

Methods of project
and communicate with Change management Decision making
communication
Project Manager and HR head
other functions and help HR Delegation
head navigate these changes
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Appendix 4 Work Allocation in the Department for Promotion

of Industry and Internal Trade as on 23.09.2019 (DIPP, 2019)
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15.
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F. no. 0l-6712013-Trg. (Pt.

The Government of india has launched 'Mission Karmayogi', which is a National

Sl. No. Position-FRACine Team Designated Officer

6. This has the approval of Secretary (Posts).

The Framework of Roles, Activities,

2 FRAC and everything else of FRACing

Table of Contents .......................................................................................................................................... 3

3 FRAC and everything else of FRACing

4 FRAC and everything else of FRACing

List of Boxes, Tables and Figures

Figure 1 The 21st century civil servant

5 FRAC and everything else of FRACing

Abbreviations and Acronyms

6 FRAC and everything else of FRACing

6 FRAC and everything else of FRACing

7 FRAC and everything else of FRACing

FIGURE 1. The 21st century civil servant

8 FRAC and everything else of FRACing

Section 1 What is FRACing?

FIGURE 2. What FRACing tries to capture

Adapted from DoPT (2020).

9 FRAC and everything else of FRACing

Director (Vigilance), for example, Shanti may be

Section 2 Why is FRACing at the core of iGOT Karmayogi?

emerge. The providers of these CBPs current competencies and their

before they can onboard content. Clear

In a traditional setup, feedback given by

This is why FRACing is at the core of the iGOT

Section 3 Systems View of iGOT Karmayogi

FIGURE 3. iGOT Karmayogi as a solutioning space

role, A2 is the part that deals with the

3. Anonymised data from A3 (competency

The availability of insights from the above

CBP providers will need to develop a nuanced

1. Anonymised data from A1

Section 4 Directories, dictionaries and their relationships

PID432 DoPT Deputy Secretary abc abc

RID Role Label Role Description

RID221 Training (Governance) abc

AID Activity Type Activity Description

AID081 Evaluation (Training) abc

3. Dictionary of roles 4. Dictionary of activities

TABLE 2. Key information fields in the dictionary of competencies

BOX 2. Differences between domain/functional and behavioural competencies

Domain or functional competencies are the knowledge and skills required to do an

Behavioural competencies, on the other hand, attempt to de-layer the personality of

The relationship between competencies to roles, not activities). Furthermore, it provides

MDOs and current

Develop internal control

Position Roles Activities Competencies (BDF)

6. Directory of knowledge resources The CS of an official will be recorded in the CP.

A combination of all these user scores, BOX 3. iGOT for non-governmental

FIGURE 6. The Competency Passbook (CP)

TABLE 3. Scoring on iGOT17

aforementioned scores in addition to a score from

The SPV exists to ensure the success of everyone

8. Directory of CBP providers (with dynamic interlinkages between positions, roles,

BOX 5. Using AI to prevent performance inflation

How do you prevent performance inflation on iGOT