The Management Circle was formed as part of the reorganisation of RHD in 2000. Up to the time of formation of the Management Circle, it was known as the Administration and Establishment Circle with a Superintending Engineer in charge reporting directly to the Chief Engineer. Under the reorganisation it was proposed that Estate Management and Law should be a separate Circle looking after legal, and estate matters whilst the Management Circle concentrated on the core area of personnel management, establishment, enquiry and security functions. It was also proposed that the Circle should be within the newly created Management Services Wing. This organisational structure would be consistent with the policy that all circles in RHD belong to a Wing with an Additional Chief Engineer in charge.

The objectives of the Management Circle is to contribute to the overall strategy of the Management Services Wing by:

Developing and implementing a system in RHD for matching organisational requirements with the supply of properly qualified, committed and experienced staff in the right place at the right time whilst maintaining a safe and secure environment.

It is the responsibility of the Management Circle to ensure that all RHD operations can be carried out making the best possible use of the available manpower within the organisation. In order to do this the Management Circle must have the capability to assess the contribution each employee can make to the overall objectives of the organisation and plan accordingly for his or her career development in the organisation.

a) Ensure that the most appropriate person is employed in the right post at the right time.

b) Provide and periodically update, the Human Resources Development Policy of RHD.

c) Provide an annual budget for the Management Circle.

d) Provide Annual Confidential Reports (ACR) of officers to the Chief Engineer.

e) Provide and maintain a personnel database inclusive of training records and details of areas of specialisation to facilitate decision making with regard to promotions, postings, transfers, etc.

f) Provide reports on disciplinary actions recommended and implemented.

g) Provide an arbitration service for all disciplinary disputes involving RHD personnel.

h) Provide a report giving an assessment of personnel needs of the Department with recommendations for the best utilisation of the personnel.

i) Provide reports on meetings and negotiations with employee unions.

j) Provide information when requested to all RHD employees on their rights as per Government rules and regulations and conditions of service.

k) Provide advice to all RHD employees on all matters relating to career development, salary, rewards, pensions, etc.

l) Provide a reliable and effective security service in RHD and ensure that all RHD premises provide a safe and secure working environment.

The Management Circle is newly established as part of the reorganisation in 2000 however a number of Management related staff exist (in the A&E Circle) of RHD. These staff have been taken into account when determining the requirements for the Management Circle.

The Management Circle is headed by the Superintending Engineer Management. The Circle has three divisions, namely:

a) Human Resources Division

b) Enquiry Division

c) Security Division

The proposed organogram for the Circle is shown above.

Certain officers in the Management Circle are to be designated as specialists. Specialist posts for engineers with specialist training are hash marked thus, EE #. Specialist posts for engineers, or non-engineers, with specialist qualifications are shown together with the equivalent engineering grade thus, Exec. Transport Economist (EE*).

There is a need for very close liaison between the Management Circle and the RHD Training Centre in order to ensure that the training is an integrated part of the organisational and personnel development within the Department.

The number of personnel in the Circle are shown in the attached table. It shows the total proposed number of personnel in the Circle to be 425 which is the same as the current sanctioned level. The total proposed number of personnel of the Circle consist of 9 Class I, 10 Class II, 116 Class III and 290 Class IV staff. Of the 290 Class IV employees 264 are security guards.

a) Conduct an annual Staff Requirement Assessment (SRA) for the department.

b) Develop and implement a programme of annual appraisals of officers and maintain an updated database with all ACRs.

c) Maintain close liaison with the RHD Training Centre and advise them on personnel requirements, training needs and other staff development issues.

d) Organise and administer the committees for appointments, promotions, transfers and postings of all employees.

e) Maintain and regularly update the personnel data of all employees including details of disciplinary actions recommended and implemented.

f) Deal with all cases of complaints against RHD employees arising from within the Department or from the Ministry.

g) Maintain close liaison with all the heads of Wings and Zones regarding particular staffing issues they are facing.

h) Process all enquiry reports and monitor implementation of actions taken.

i) Liaise with officials of the staff association and discuss issues that are of particular importance to their members.

j) Organise seminars and conferences relating to human resources development and disseminate information on all relevant Management issues.

k) Participate in meetings, seminars, conferences, courses etc. related to human resources issues, Government policies, social issues, training, etc.

l) Prepare and administer contracts and terms of reference for recruitment of temporary staff on contract basis.

m) Deal with all cases of staff welfare including facilitating the process of obtaining benefits from other Government departments or external agencies.

n) Develop and install a rapid response security service within the department using standard procedures for dealing with various types of security issues.

o) Develop, install and implement a reporting system giving details on all breaches of security in the Department.

p) Maintain the buildings and campus of the Sarak Bhaban RHD Headquarters.

q) Liaise with other security agencies such as the Police on all matters requiring provision of high level security to the personnel and assets in the RHD environment.

r) Contribute to the RHD Annual Report, web site, and other publications with articles, statistics and news on the activities of RHD employees.

The budget for the Management Circle is shown on the attached table. The budget table shows both the annual operation and maintenance costs and the capital costs of purchasing new and replacing old equipment. As not all equipment will be purchased or replaced immediately the capital cost has been annualised depending on the average life of the various items of equipment. The costs shown exclude the cost of personnel who are paid for from other sources.

The Management Circle should have a staff survey every 2 years undertaken by an external HR consultant to find out about what are the issues that are of concern to the employees. This should include what perceptions employees have of the organisation, what are their expectations for the future and other information that is not readily assessed during normal operations of the Circle.

On this basis the annual recurring cost for the Circle is Taka 20.06 lacs and the capital cost on an annualised basis is Taka 25.18 lacs. This leads to a total cost of Taka 45.24 lacs per annum.

The Management Circle requires resources for Head Quarters operations and to enable personnel of the Circle to undertake visits to RHD offices throughout the Country. As the Circle grows some outsourcing of Human Resources operations may be required.

The resources required are shown in the table below: