Human Resource Development at Pakistan Nuclear Regulatory Authority by sparkunder24


									                                                   Human Resource Development
                                                Pakistan Nuclear Regulatory Authority
                                                           Dr. Shahid A. Malick
                                                           Dr. Nasir Afghan
                                                            Dr. Anwar Khurshid
                                                            M. Shakilur Rahman
         Pakistan Nuclear Regulatory Authority,(PNRA), P.O Box 1912, Islamabad, Pakistan, Email:
                  Lahore University of Management Sciences, (LUMS), DHA, Lahore, Pakistan, Email:
                  Lahore University of Management Sciences, (LUMS), DHA, Lahore, Pakistan, Email:
              Pakistan Nuclear Regulatory Authority,(PNRA), P.O Box 1912, Islamabad, Pakistan, Email:

                                                                        A detailed competency gap analysis was conducted for
        INTRODUCTION                                                    each directorate, for senior, intermediate and junior level
                                                                        positions. This gap analysis was conducted through a
                Pakistan Nuclear Regulatory Authority (PNRA)
        was established in 2001 as an independent body to               quantitative analysis using a questionnaire developed for
        regulate the country’s nuclear program and radioactive          each directorate based on four-quadrant framework.
        installations. One of the key challenges faces by PNRA is
        in the area of Human Resource Development, particularly
        with respect to attracting, retaining and developing its        RESULTS
        staff members, and building required competencies in the
        organization. A project partially funded by the                        During the organizational review, several areas of
        International Atomic Energy Agency (IAEA) was                   improvement were observed. PNRA will need to pay
        initiated to address the key challenges faced by PNRA           special attention to the following areas which are being
                                                                        termed as weaknesses of the organization:
        The purpose of this project was to conduct an
        organizational review, assess the training needs,                         Lack of HRD System
        determine the existing competency gaps, and develop                       Low Public Awareness
        training strategies for the PNRA.                                         Lack of Legal Expertise
                                                                                  Weak Relationship with External Stakeholders
        DESCRIPTION OF THE ACTUAL WORK                                            and Clients
                                                                                  No Technical Support Centers
                An organizational review of the PNRA was                          Testing Equipment and Labs Not Up to
        conducted based on interviews of the senior management                    International Standards
        and review of documents of PNRA, International Atomic                     Management Information System (MIS) Not
        Energy Agency (IAEA) and regulatory bodies of other                       Integrated Across the Entire Organization.
        countries. The major strengths of PNRA were identified                    Lack of Strategic Planning Process
        as follows:
                                                                        The HR analysis shows that the staffing at the
                Independent Statutory Body                              intermediate level, i.e., 3 to 11 years of experience, is
                Technically Qualified Manpower                          thinly populated. This creates a vacuum at the
                Open Organizational Culture                             Intermediate level, which may become a problem in
                Stable Funding Resource                                 developing the next generation of top tier managers in the
                Strong Relationship with IAEA                           next 8 to 10 years. PNRA needs to have a strategy for
                                                                        filling this vacuum. PNRA could do lateral hiring of
        The competency need analysis was conducted by                   experienced individuals from other organizations, or
        applying the four-quadrant competency framework [1]             identify fast-track candidates from junior cadre, and give
        proposed by IAEA specifically for a nuclear regulatory          them training and opportunities to rapidly move ahead in
        body. The framework divides the required competencies           the organization.
        in four quadrants namely, Legal Basis and Regulatory
        Process, Technical Disciplines, Regulatory Practice, and        Based on the current staffing profile, there is an
        Personal & Interpersonal Effectiveness.                         imbalance in the ratio of engineers and scientists in the
                                                                        organization. It is suggested that in the future

CONTE 2007, Jacksonville, Florida, February 4-7, 2007                                                                                 80
        recruitments, preference should be given to individuals          course in Saclay, France. Based on the experiences gained
        with an engineering degree until the desired balanced is         in the application of this model in workshops in different
        achieved.                                                        countries it can be easily concluded that the number of
                                                                         competencies i.e. Knowledge, skills and attitude (KSAs)
        PNRA needs to cover a large number of radiation                  associated with the fourth quadrant which relates to
        facilities dispersed all over the country. In the current set-   personal and interpersonal effectiveness can be reduced
        up, the strength of staff is not enough to cover adequately      significantly.
        all the radiation facilities in the country. A human             Different regulatory organizations are in different phases
        resource strategy is needed to cover the existing radiation      of their life cycles and the four-quadrant approach would
        facilities. One option is that for the radiation facilities      not be very useful in the early phases of the organization.
        regulatory functions, PNRA recruits individuals with B.Sc        The four quadrant approach does not provide guidelines
        degrees or technical diplomas. A new cadre will need to          for improving or handling competency gaps. However,
        be introduced, for example, a Scientific/Technical               the biggest strength of the model is that it is applicable
        Assistant (SA or TA). It will help PNRA to expand its            and well suited for identifying the competency gaps in a
        capacity to cover a much greater number of radiation             regulatory body which is in the middle phases of its
        facilities at reasonable cost.                                   development.

        The competency needs analysis highlighted a high need in         CONCLUSION
        the organization in areas related to legal basis and
        regulatory process, as well as in personal and                   Based on the organizational review, the following
        interpersonal effectiveness.                                     recommendations are made:

        The quantitative analysis, based on interviews and                        A Human Resource Department should be
        observations, revealed huge gaps in all quadrants for                     developed to focus on training, competency and
        junior and intermediate levels. Moderate gaps were found                  satisfaction needs of the employees, which in
        in the senior level positions for all directorates in the                 turn would affect the efficiency of the
        following areas:                                                          organization and the services extended to the
                 Demonstrated ability in the areas of quality                     PNRA needs a technical and research support
                 management including quality improvement                         center which should provide technical and
                 process design and implementation, and quality                   research support to all functions and
                 assurance techniques.                                            directorates.
                 Appreciation for the quality culture.                            There is a need to increase public awareness and
                 Demonstrated ability for strategic management                    develop a positive image of PNRA in the eyes
                 and benchmarking.                                                of public with respect to nuclear and radiation
                 Demonstrated       ability    for     organization               safety regulations and practices.
                 development, including change management,                        PNRA needs to have a legal department to fill
                 leadership and organization design.                              the competency gap in this area.
                                                                                  The roles of Director Generals and Members
        The results and findings of the training need analysis were               need to be better defined.
        used in identifying specific training modules and mapping                 The top management should prepare the
        competencies for various directorates at senior,                          organization for change management by
        intermediate and junior levels.                                           communicating the drivers of change and the
                                                                                  implications of change plans.
        4-Quadrant Tool: Some Observations
               During the study we observed the four-quadrant            [1]  Training the Staff of the Regulatory
        competency model is more of a diagnostic tool and does           Body for Nuclear Installations: A Competency
        not provide much assistance in suggesting a remedy for
        enhancing competency. It has limitation in terms of
                                                                         Framework, International Atomic Energy
        application since the methodology for its application is         Agency (IAEA), IAEA-TECDOC-1254, April
        not defined in IAEA-TECDOC-1254. The model is not                2001.
        balanced in terms of the core functions of a regulatory
        body. The same model was also used in IAEA training
        workshops in different countries namely Thailand,
        Indonesia, Romania and in international IAEA training

CONTE 2007, Jacksonville, Florida, February 4-7, 2007                                                                                  81

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