The key to the success of this project is the participatory approach followed at all stages of implementation, involving the stakeholders. A web portal was designed keeping in view the fact that its an extension of KPSC’s office, and not just a compilation of press releases, and was packed with the information, resources, and assistance that people turned to our office to find. The offices geographically distributed throughout the Districts of the State were linked using a WAN to facilitate information exchange. This helped to distribute the application processing work attached to one office to be processed fully or partially at any of the offices thereby ensuring the optimum utilization of human and machine resources in achieving the results. The
internetworking of the offices helped a lot in decentralization of the decision making process, more information was made available for the officers working in those offices as a result they could make decisions instantly and could deliver any service which were previously offered at the head office locally. With the IT infrastructure in
place the Pendancy of Applications were minimized, existing process were either re-engineered or refined.
Human Resource Strategy
The basic factor in capacity and skill building was the training and education of various individuals in various levels of KPSC depts. In the IT field. All the information that was flowing in had to be sifted thru and understood at a basic level.
The Implementation Team recognized the crucial role played by Human Resources in successfully using the system and need for the enhancement of the skill sets of human assets
at KPSC. Different levels of training were given to opinion leaders, who would champion the cause of use of IT for the efficient functioning and processing data for leveraging optimal results from the investment by teaching their peers in handling ICT. The typists were trained to take up roles as data entry operators, enquiry handlers etc.
The people most knowledgeable about what currently works, and what needs to be changed, are those who are doing the job. So
for implementing a successful change to IT related process, we had to rely on their workforce for the detailed design and
implementation of new organizational arrangements and service programs. In any situation involving the application of
knowledge, the most valuable working wisdom available is that of “knowing what not to do or even to try”. This was effected
by consulting the details of implementation with the staff who have experience in doing things manually at KPSC. The newly
trained manpower was given entirely new set of rules and an entirely flat hierarchy, they were taught what to do and what not to do.
Champions, opinion leaders who has illustrated good performance during the initial phase of implementations were identified and rewarded by giving them up lead roles and assigned the task of sharing their experience with their peers. They in turn
interacted with other staff members and thus knowledge sharing was effected. Good practices were given highlight and the lessons learned were share among the staff members. These in turn resulted in informal brainstorming sessions and could
synthesize new ideas and use patterns and efficient usage of resources. With all the information being transparent, knowledge
sharing was achieved at the highest level.
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