The main objective of the reform program of CBR is to build a modern tax system that facilitates and improves voluntary compliance with tax laws. More specifically, the program seeks to increase tax revenues by improving the effectiveness, responsiveness and efficiency of the tax administration through institutional and procedural reforms; improving transparency and integrity of tax services.
HR reforms to introduce performance and merit-based systems; strengthening collection, audit and enforcement procedures and improving tax payer services. The CBR's comprehensive human resources strategy will support AND ENHANCE THE BROADER TAX REFORM STRATEGY BY DRIVING:
-- A major transformation of the organization's culture & ethos;
-- The development of sound people-management processes;
-- Ongoing strategic changes within the CBR's organisational structure.
LINE MANAGEMENT BUY-IN:
One of the hallmarks of HR communication strategy is to continuously seek the buy-in of the line management for each intervention. There are a variety of different ways to achieve this objective, the most effective being a participative management style where line management's feedback is solicited for specific assignments.
One classic example of this aspect has been the workforce planning process where HR team worked closely with the line management teams from Income Tax and Sales Tax and was able to achieve a consensus workload formula to arrive at a rational workforce plan.
This aspect has already sent positive signals within the organisation and the line management are now interacting more frequently than ever before in order to achieve organisational goals and objectives thus deviating form the age old bureaucratic style.
HR wing firmly believes in participative management style and would continue to do so throughout the reforms process in order to bring about change in the organisation culture.
I. FUNCTIONAL ORGANIZATION:
Progressive organisations view their human resource as human capital. In an era of rapid technological change, business process re-engineering is aimed at deployment of optimum human resources by adding value to different positions, de-layering & de-banding of jobs in order to achieve a flatter organisation structure and defining the various levels of responsibilities. Taking cognisance of the above, CBR has embarked on an ambitious program for workforce planning in order to arrive at a more of a functional structure.
THE COMPONENTS OF THIS FUNCTIONAL STRUCTURE ARE AS FOLLOWS:
-- Taxpayer Facilitation
-- Information Processing
-- Audit Division
-- Enforcement/Refund Division
-- Legal/Investigation Division
-- Headquarters
-- Hub
-- RTOs / MCCs
To achieve this objective, fourteen Regional Tax Offices (RTOs) are being made all over the country for the purpose of the collection of domestic taxes like Income Tax and Sales Tax. Further down the line the reform program envisages making of Model Custom Collectorates (MCCs). A template has been created indigenously for the calculation of workload and workforce.
II. WORKFORCE REQUIREMENT:
Workforce planning for the planned RTO has been done on the basis of certain assumptions which were arrived at after a series of tedious and continuous meetings with the officers of Income Tax and Sales Tax in CBR. The field offices of Income Tax and Sales Tax, Rawalpindi were also visited and the template prepared was handed over to them and their inputs were received in order to achieve consensus on the issue.
Another big achievement in this whole process was the arrival of consensus among the HR wing, TP&R Wing and respective Income Tax and Sales tax Wings through series of meetings which deliberated on the reform strategy making this whole process a success.
III. SELECTION PROCESS INTERNAL JOB POSTING:
The HR wing has worked closely with line management to develop a transparent, fair and competency based selection policy known as IJP (internal job posting) in order to select the most suitable candidates for positions in the reformed units that attracted an additional pay @ 100% allowances.
Integrity is the over-riding factor in selection of officers for special pay positions. Accordingly, internal and external integrity checks have been incorporated /institutionalised in the process of Internal Job Postings. The officers who have been awarded penalties during the last five years or against whom disciplinary proceedings are pending will not be eligible /considered for IJP.
IV. INTEGRITY CHECK:
Since integrity is an overriding factor, external / internal integrity check is conducted.
After the approval from Chairman CBR, the list of successful candidates is displayed on CBR website as well as communicated through circulars to the field formation. Once an officer is selected for a post through the process of IJP, he / she shall not be entitled to apply for another IJP advertised post for a period of at least one year from the date of earlier selection order.
No applications are accepted for IJP posting after the closing date as advertised on CBR website.
The evaluation of an officer under IJP for reform position is also applicable for any other reform position (s) requiring similar competencies.
The backup candidate is considered for a selection if the selected candidate is not approved or is unable to join the new posting for any unavoidable reason.
Selection results remain valid for a period of six months.