DOCSLIB.ORG

Jobs in Retail a Toolkit

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Jobs in Retail a Toolkit GOOD JOBS IN RETAIL A TOOLKIT How to move to a Living Wage and maximise the benefits Acknowledgments Introduction his toolkit was written and The Living Wage Foundation t is often assumed that higher In an era where customer Tdeveloped by Tess Lanning would like to thank Emma Iwages in labour-intensive service service is increasingly important, and Luke Murphy for the Living Morton, David Shears, Robin sectors are ‘bad for business’. many retailers are looking at Wage Foundation, with support Winstanley, Rose Stott, Rona But the decision by leading retail how to best invest in and engage from EE, IKEA, BrewDog, Cook, Anna Parfitt, Jacqueline and hospitality employers to go their employees. Hobbs, Paperchase and KPMG. Rouse, Rachel Bowman, Simon beyond statutory requirements to Luscombe, Paul Jamieson, Peter pay their staff the Living Wage has This Good Jobs Toolkit provides a It is kindly supported by Scraton and Sam Dodds for their confounded the traditional view of practical ‘how-to’ guide, drawing the Department for Work advice and input. We would also how to succeed in these sectors. out lessons from leading Living and Pensions and the UK like to thank Professor Zeynep Wage employers and other global Commission for Employment Ton for enabling us to draw on From fast-growing UK-born retailers about how to provide and Skills as part of the UK her ground-breaking research on companies such as the brewery value for customers and investors, Futures Programme – a series of the operational strategies that and bar chain BrewDog, to the while also creating jobs that are productivity challenges testing underpin a ‘Good Jobs Strategy’ global low-cost furniture giant better paid, more stable and more innovative solutions with in retail and for her invaluable IKEA, accredited Living Wage meaningful for employees. businesses to identify ‘what support during the project. employers are demonstrating that works’ in addressing workforce the companies best placed to development problems. succeed in the 21st century will be those that put the customer-staff relationship at the heart of their business model. 2 livingwage.org.uk livingwage.org.uk The Living Wage Structure Campaign of the he campaign for a Living Wage This is lower than the voluntary Tbegan in 2001. Communities Living Wage rates, which are in East London came together independently-calculated based on report to discuss what changes would what people need to meet the basic improve their lives. Parents spoke cost of living, cover all workers over of the hardship they faced living 18, and include a separate rate to The first half of the report examines on poverty wages. At the time the reflect the higher living costs in the the hidden costs of low skill, low National Minimum Wage was just capital. In 2016 these were set at pay business models in retail, and £3.70 an hour, and many of them were £8.25 and £9.40 in London. how Living Wage employers and working two jobs and still struggling to make ends meet. By mid-2016, there were over 2,500 other leading global companies The second half provides a practical accredited Living Wage employers, are challenging this approach by guide for employers that want to The Government’s new minimum including nearly a third of the FTSE- combining great customer service move to a Living Wage and maximise wage rate for over 25 year olds – 100. More than 100,000 employees with decent jobs for their staff. the benefits. We offer advice on how badged a ‘national living wage’ – was have seen their wages increase to make the case for a Living Wage, 2 a huge win for the 15-year campaign as a direct result of the campaign ensure it helps you to achieve your to tackle in-work poverty. However, and well over a million employees long term business objectives, and the new wage floor came in at £7.20 are covered by Living Wage manage change effectively. If you in 2016 and is due to rise to over £9 accreditation agreements. want to go straight to the practical by 2020, based on a target to reach 1 guide, turn to page 21. 60 per cent of median earnings. The Living Wage rates are uprated in November each year based on The Toolkit is the product of a year- the best available evidence about long project testing the operational the trends affecting people’s living strategies that support higher paid, standards. The methodology is higher skilled jobs in retail through a overseen by the Living Wage series of innovative workplace pilots Commission – an independent body with major retailers, with advice and drawn from leading Living Wage input from KPMG and Living Wage accredited employers, trade unions, employers across different sectors. civil society and experts. 4 livingwage.org.uk livingwage.org.uk 5 he retail and wholesale sector The use of short-hours contracts is Tcontributes £180 billion to the commoniv, and research estimates UK’s economic outputi and employs that 40 per cent of wholesale and nearly five million people, making retail employers provide no training it the country’s biggest employer.ii for their staff.v Yet the sector is facing a challenging business environment. Established players are feeling the pressure IN A SECTOR THAT from lower-cost entrants. The rise OPERATES WITH TIGHT of online shopping has also driven PROFIT MARGINS, up operational costs and led to a fall EFFORTS TO IMPROVE in the number of people entering COMPETITIVENESS OFTEN 1 physical stores. FOCUS ON REDUCING STAFF COSTS In a sector that operates with tight profit margins, this highly A case competitive context has led to an These problems have got worse ongoing drive to control costs. in recent years, as many retailers Labour is the biggest and most responded to the downturn with cuts for change: tangible cost to retailers. Efforts to to staff training budgets, real terms improve competitiveness therefore reductions in pay, and a move to often focus on reducing staff more part time and agency staff. spotlight on retail costs – with measures to limit the cost of employee pay and benefits, A report in 2015 commissioned by minimise investment in training and the Joseph Rowntree Foundation match staffing levels and contracts found that low paid workers in to patterns of customer traffic as the service sectors described closely as possible. their jobs as stressful, unfulfilling and precarious. Most of the retail As a result, low wages, chaotic workers interviewed for the research schedules and a lack of training and had experienced cutbacks in hours progression opportunities are often and many were not paid for breaks seen as an inevitable feature of jobs or overtime.vi in the sector. 1.5 million people in wholesale and retail are low paid – making up nearly a third of all low paid people in the UK.iii livingwage.org.uk 7 The hidden costs of bad jobs his is not just bad for Operational complexity has grown at A vicious cycle? employees. Many employers the same time as many retailers have T hen sales and profits are The study estimated that profits are also concerned about the reduced investment in staff, driven falling, managers often would have been 25 per cent higher sustainability of this strategy, which by bigger product ranges, more W reduce labour costs, with staff hours at Borders had there been none of is associated with high levels of staff complex service offers and frequent and training budgets the first to these so-called “phantom stock- turnover, absenteeism and loss of promotions. There is increasing see cuts. This delivers short term outs”. Over time this problem stock to theft and error (‘shrinkage’). recognition that this complexity has savings. But in the longer term seriously undermined the company’s increased costs and can exacerbate understaffed stores with poorly ability to respond to changing The negative image of the sector and stock management problems and trained, demotivated staff are customer tastes by integrating its lack of progression opportunities poor customer service. viii often associated with operational store and online operations through mean that retailers often struggle problems that undermine store a click-and-collect service.ix Borders to attract or retain recruits with the sales and profits. was one of the first casualties of right skills and attitude. Low levels MANY EMPLOYERS ARE the rise of online retailing, and of training exacerbate problems CONCERNED ABOUT A study conducted by the leading eventually filed for bankruptcy such as poor customer service, a THE SUSTAINABILITY OF MIT operations expert Professor in 2011. lack of product knowledge, and weak LOW WAGE STRATEGIES, Zeynep Ton at global bookstore problem-solving, organisational WHICH DRIVE HIGH STAFF Borders at the peak of its success These operational problems are live planning, leadership and strategic TURNOVER, ABSENTEEISM found that high employee turnover issues in the UK. Loss of stock due to management skills.vii AND SHRINKAGE and understaffed stores were crime, waste and error costs British systematically hitting business retailers more than 1.3 per cent of These problems have indirect and performance. A combination of sales.x One survey found that over direct costs to employers. Low price retailers in particular high workload and complex, badly- a third of customers had left a shop are often seen as synonymous designed operating processes empty handed in the previous month with demotivated, overworked resulted in misplaced products and due to poor stock management, and undertrained employees, long a failure to replenish stock. One in costing retailers £1bn a month in check-out queues and disorganised six customers who approached a lost sales. The study found that stock management.
Load more

Recommended publications
  • Uncivil Supervisors and Perceived Work Ability: the Joint Moderating Roles of Job Involvement and Grit
    J Bus Ethics (2019) 156:971–985 DOI 10.1007/s10551-017-3604-5 ORIGINAL PAPER Uncivil Supervisors and Perceived Work Ability: The Joint Moderating Roles of Job Involvement and Grit 1 2 3 Dana Kabat-Farr • Benjamin M. Walsh • Alyssa K. McGonagle Received: 28 June 2016 / Accepted: 8 June 2017 / Published online: 20 June 2017 Ó Springer Science+Business Media B.V. 2017 Abstract Uncivil behavior by leaders may be viewed as an grit, there was no significant relation between supervisor effective way to motivate employees. However, supervisor incivility and PWA, regardless of employee job involve- incivility, as a form of unethical supervision, may be ment. However, we found some evidence that for those low undercutting employees’ ability to do their jobs. We in grit, having high job involvement was associated with a investigate linkages between workplace incivility and stronger relationship between supervisor incivility and perceived work ability (PWA), a variable that captures PWA. Findings attest to the importance of unethical employees’ appraisals of their ability to continue working supervisor behavior, showing the potential for supervisor in their jobs. We draw upon the appraisal theory of stress incivility to erode PWA, as well as the importance of grit and social identity theory to examine incivility from as a potential buffer. supervisors as an antecedent to PWA, and to investigate job involvement and grit as joint moderators of this associa- Keywords Workplace incivility Á Perceived work ability Á tion. Results from data collected in two samples of working Grit Á Job involvement Á Unethical supervision adults provided evidence for three-way interactions in relation to PWA.
    [Show full text]
  • Low Pay in the Supermarket Sector
    Low pay in the supermarket sector Living Wage Foundation, January 2021 Supermarket employees have been relied on throughout the coronavirus pandemic – a significant part of the army of key workers that has kept the economy going, often facing health risks in the process. Meanwhile, British supermarkets have enjoyed very strong financial performance throughout 2020 as we’ve all spent much more time at home, with record sales recorded in December. That strong financial performance, alongside the crucial role that supermarket employees have played during this crisis, casts these employees’ low pay levels in a harsher light than ever. In this briefing we detail the make-up of the supermarket sector and the pay and working hours that employees in it experience. We find that in April 2020, almost half (45 per cent) of the 900,000- strong supermarket employee workforce earned below the real Living Wage – the only UK wage rate rooted in what it costs to live. In addition, we show that underemployment among supermarket employees – which is consistently well above average – rose in the pandemic despite rising sales and demand for supermarket services. As people across the UK enter another lockdown, we are once again relying on the contributions of supermarket employees and other essential workers. Coronavirus should prompt Britain to rethink how it values this workforce, with a first step being employers in essential sectors paying the Living Wage to all staff. How big is the UK supermarket sector and who works in it? During April-September 2020, UK supermarkets accounted for around 900,000 employees (an increase of 40,000 on the previous six months).i This group spans sales assistants and others on the shop floor, cleaners, back-office staff and management.
    [Show full text]
  • (CAPS) Desktop Pay Setting Guide Revised February 2021
    Commerce Alternative Personnel System (CAPS) Desktop Pay Setting Guide Revised February 2021 INTRODUCTION: The key element of the Commerce Alternative Personnel System (CAPS) is a pay system that improves the Department’s ability to both attract and retain quality employees. This is done through a variety of avenues: flexible pay setting for new hires; promotions and competitive reassignments; supervisory performance pay; pay for performance, which provides for pay progression within broad pay bands; and basic pay and locality increases. The authority to exercise these flexibilities is delegated from the Office of Personnel Management, to the CAPS Board, to the Operating Personnel Management Boards (OPMBs), to the supervisors with appropriate oversight as necessary.1 PURPOSE/SCOPE: To provide a Desktop Pay Setting Guide for employees, supervisors/ managers, and human resources (HR) professionals on basic pay setting flexibilities in CAPS. This Guide is not a comprehensive pay setting policy, and does not replace the pay setting policy in the Federal Register Notice of 1997 or the CAPS Operating Procedures Manual.2 POLICY: In addition to the pay setting policy authorized in Federal Register Notice Vol. 62, No. 247, Wednesday, December 24, 1997, and explained in the CAPS Operating Procedures Manual, as well as this Desktop Guide; it is the policy of the Department of Commerce when setting pay for any reason (new hire, promotion, competitive reassignment, reinstatement, transfer etc.) that supervisors/managers must consider the applicant’s level of experience and overall qualifications for the position as well as the salary that is being or has been offered for similar positions in the bureau or operating unit (OU).
    [Show full text]
  • A Guide to the Supervision of Apprentices and Trainees
    A GUIDE TO THE SUPERVISION OF APPRENTICES AND TRAINEES Supervision is a key element of the Training Contract* between an employer and their apprentice/trainee. Supervision in the workplace is critical to enabling the apprentice/trainee to become competent within a safe work environment. Levels of supervision vary according to the working conditions and progress in the apprentice’s/trainee’s confidence and abilities. This guide aims to assist employers to provide supervision arrangements that are not only sufficient for their apprentice or trainee at any particular time but that also meet legislative (legal) requirements. * Under the terms of the Training Contract, an employer must provide the appropriate facilities and experienced persons to facilitate the training and supervise the apprentice/trainee while at work, in accordance with the Training Plan. See the end of this guide for definitions of terms such as Training Contract and Training Plan. Supervision staff Staff member Supervisory responsibilities The employer Assessing whether the workplace is an appropriate environment for the apprentice/trainee. Deciding what level of supervision should apply at various stages of the apprenticeship/traineeship. The Workplace Ensuring that the apprentice/trainee is given opportunities Supervisor** to learn and practice skills in structured training and on-the- job. The Workplace A more ‘hands on’ role, teaching, training, mentoring and Coach** monitoring progress on a daily basis. ** In some workplaces, both the supervisor and coach will be the same person. In all cases, supervision staff must be appropriately qualified to undertake that role. Supervising progress The competency of an apprentice or trainee depends on successful demonstration of: • Task skills Being able to competently carry out a given task or a specific piece of work.
    [Show full text]
  • Occupational Health Psychology
    Leka 9781405191159_1_pretoc Final Proof page 3 5.2.2010 5:42pm Occupational Health Psychology Edited by Stavroula Leka and Jonathan Houdmont A John Wiley & Sons, Ltd., Publication Leka 9781405191159_1_pretoc Final Proof page 2 5.2.2010 5:42pm Leka 9781405191159_1_pretoc Final Proof page 1 5.2.2010 5:42pm Occupational Health Psychology Leka 9781405191159_1_pretoc Final Proof page 2 5.2.2010 5:42pm Leka 9781405191159_1_pretoc Final Proof page 3 5.2.2010 5:42pm Occupational Health Psychology Edited by Stavroula Leka and Jonathan Houdmont A John Wiley & Sons, Ltd., Publication Leka 9781405191159_1_pretoc Final Proof page 4 5.2.2010 5:42pm This edition first published 2010 © 2010 Blackwell Publishing Ltd Blackwell Publishing was acquired by John Wiley & Sons in February 2007. Blackwell’s publishing program has been merged with Wiley’s global Scientific, Technical, and Medical business to form Wiley-Blackwell. Registered Office John Wiley & Sons Ltd, The Atrium, Southern Gate, Chichester, West Sussex, PO19 8SQ, United Kingdom Editorial Offices 350 Main Street, Malden, MA 02148-5020, USA 9600 Garsington Road, Oxford, OX4 2DQ, UK The Atrium, Southern Gate, Chichester, West Sussex, PO19 8SQ, UK For details of our global editorial offices, for customer services, and for information about how to apply for permission to reuse the copyright material in this book please see our website at www.wiley.com/wiley-blackwell. The right of Stavroula Leka and Jonathan Houdmont to be identified as the authors of the editorial material in this work has been asserted in accordance with the UK Copyright, Designs and Patents Act 1988. All rights reserved.
    [Show full text]
  • Anti-Slavery & Human Trafficking Policy
    Anti-Slavery & Human Trafficking Policy (UK) Please note: In countries where ACS International Schools is operating outside of the United Kingdom the UK regulatory framework will provide the foundation for best practice as far as this policy is concerned. All ACS schools will operate in compliance with the relevant legislation of thecountry in which they are operating. Document Status Document Name: Anti-Slavery & Human Trafficking Policy (UK) Document Status: Draft Document Owner: HR Director Responsible: Board Accountable: Chief Executive Next Review Date: October 2021 Change Control Date Produced Version March 2017 Version 1 October 2018 V 1.1 October 2019 V2 October 2020 V2.1 Policy Statement Modern slavery is a crime and a violation of fundamental human rights. It takes various forms, such as slavery, servitude, forced and compulsory labour and human trafficking, all of which have in common the deprivation of a person's liberty by another in order to exploit them for personal or commercial gain. ACS International Schools Ltd (ACS) has a zero-tolerance approach to modern slavery and is committed to acting ethically and with integrity in all business dealings and relationships and to implementing and enforcing effective systems and controls to ensure modern slavery is not taking place anywhere in ACS or in any of ACS supply chains. This policy applies to all persons working for ACS or on its behalf in any capacity, including employees at all levels, directors, officers, agency workers, seconded workers, volunteers, interns, agents, and also suppliers, including contractors, external consultants, third-party representatives and business partners. This policy does not form part of any employee's contract of employment and ACS may amend it at any time.
    [Show full text]
  • The Living Wage: Good for Business, Good for Families, Good for Society the Living Wage Good for Families Good for Business Good for Society Page 2
    Recommendations for Living Wage Leadership Citizens UK & The Living Wage Foundation The Living Wage: Good for business, good for families, good for society The Living Wage Good for families Good for business Good for society Page 2 Contents 3 Citizens UK and the Living Wage 4 Good for families 5 Who is behind the Living Wage? 6 Good for business 7 The call on Government to show leadership 8 Good for society 9 Frequently asked questions 10 Principal Partners “The Living Wage is a movement of citizens taking action and employers taking responsibility.” Mike Kelly, Head of Corporate Responsibility, KPMG LLP The Living Wage Foundation & Citizens UK, 2013 The Living Wage Good for families Good for business Good for society Page 3 Citizens UK and the Living Wage In 2001 the charity London Citizens brought parents together to share stories on the pressures on family life. It emerged that too many parents were working two jobs just to make ends meet and so had no time to spend with their children. They worked hard but couldn’t earn enough to afford a decent standard of living. From these discussions the Living Wage campaign was born. There are now over 400 accredited Living Wage Employers across the UK. We have seen the first ever Living Wage Olympics and the campaign has put £200 million into the pockets of 45,000 low paid workers1. After twelve years of campaigning on the Living Wage we would now like to share some proposals for Government. These proposals are the result of extensive consultation with our Principal Partners, with employers, and with the member communities of Citizens UK.
    [Show full text]
  • The Living Wage – Information Pack for Members of the Overview and Scrutiny Management Committee 25 September 2013
    THE LIVING WAGE – INFORMATION PACK FOR MEMBERS OF THE OVERVIEW AND SCRUTINY MANAGEMENT COMMITTEE 25 SEPTEMBER 2013 1.0 INTRODUCTION AND BACKGROUND 1.1 What is the Living Wage? • The Living Wage is an hourly rate set independently and updated annually (in November). The UK Living Wage (outside of London) is currently £7.45 per hour. This figure is set by the Centre for Research in Social Policy at Loughborough University. In 2012, the Living Wage was increased from £7.20 to £7.45 (an increase of 3.4%). • The National Minimum Wage (NMW) is £6.19 for anyone who is 21 years and over (rising to £6.31 on 1 October 2013). Unlike the National Minimum Wage, the Living Wage is not a statutory requirement but a voluntary undertaking. Apprentices are excluded. • Based on a full-time employee working 37 hours per week, the Living Wage would be £14,372 per annum for Gloucestershire County Council employees. 1.2 A brief history of the Living Wage • Citizens UK launched the modern Living Wage campaign in the UK in 2001 with parents in East London. Today it is a national movement. The Living Wage Foundation, which is part of Citizens UK, is responsible for promoting, supporting and administering the formal accreditation of Living Wage Employers. Once accredited, organisations can display and use the Living Wage Employer’s Mark. 1.3 How is the Living Wage calculated? • The Living Wage calculation (Appendix1) takes into account the Joseph Rowntree Foundation Minimum Income Standard (MIS) research in which members of the public identify what is needed for a minimum standard of living.
    [Show full text]
  • Probation Unit Supervisor
    PROBATION UNIT SUPERVISOR DEFINITION Under direction, performs responsible supervisory work in overseeing a unit of Probation Officers. DISTINGUISHING CHARACTERISTICS This is the supervisor level in the Probation Officer series. Incumbents of this class supervise a unit of Probation Officers and perform related administrative and technical work. This class is distinguished from Probation Officer III in that incumbents of the latter class perform intensive casework or special functions, may supervise paraprofessional staff or act as lead worker over other Probation Officers, but would not supervise a unit of several Probation Officers as major job assignment. REPORTS TO Chief Probation Officer and/or Deputy Chief Probation Officer CLASSIFICATIONS SUPERVISED Deputy Probation Officers I, II, III and Probation Aides EXAMPLES OF DUTIES Plans, assigns, supervises and evaluates the work of subordinate Probation Officers and other staff; reviews case histories and approves recommendations on juvenile and adult referrals; advises officers on difficult or unusual circumstances. Trains new officers in court procedures, interviewing techniques and other aspects of probation work; interprets and explains departmental policies and procedures to subordinate staff. Attends court sessions to observe and evaluate performance, and to ensure that court orders are carried out; may present cases or provide additional information. Identifies staffing and other budget needs; may prepare budget requests for review by management. Confers with department management;
    [Show full text]
  • The Living Wage: an Economic Impact Assessment
    The Living Wage: an economic impact assessment www.kpmg.co.uk Executive Summary The national Minimum Wage is currently £6.50. The Living Wage Foundation has set the Living Wage at £7.85 across the UK except for London, where it is £9.15. We estimate that around 6 million people 1 in the UK over the age of 21 currently earn less than the Living Wage. Universal voluntary adoption, that is, raising the income of all those currently earning less than the Living Wage up to the Living Wage, would add £11.1bn, or 1.3% to the national 2 wage bill. The cost to employers would include an additional £1.3bn in employer National Insurance Contributions (NICs), making the total cost £12.4bn. The difference between the Minimum Wage and the Living Wage is 24% (average of London and rest of UK) and the average increment needed to bring all those with lower wages up to the Living Wage would be 15%. The costs of paying a Living Wage vary widely across different employers. For large firms with a small proportion of low paid staff (e.g. cleaners), the cost would be much less than 1.3% of their wage bill. 3 Firms with a large proportion of unskilled workers on their payroll (such as fruit pickers, shelf packers, check-out staff and waiters) will face much larger percentage increases. The cost of paying the Living Wage may not be limited to raising the wages of the lowest paid. It may be necessary to pay more to those above them in the wage hierarchy in order 4 to maintain pay differentials which reward tenure and the associated incentives to strive for promotion.
    [Show full text]
  • A Toolkit for Responsible Investors September 2020
    INVESTING IN THE LIVING WAGE a toolkit for responsible investors September 2020 supported by in partnership with JEREMY LAWSON Chief Economist and Head of the Aberdeen Standard Investments Research Institute, Aberdeen Standard Investments High levels of income inequality The underlying causes of inequality Just as importantly, becoming a and in-work poverty are a scourge and in-work poverty are complex. Living Wage Employer can be a vital on our society. Their existence The nature of technological change, part of the development of stronger means that access to economic failures in our education and training and more resilient business models. opportunities are unevenly and systems, government policies As such the Living Wage is a rare often unfairly distributed. They lower affecting taxes, transfers and the example of a corporate policy that participation in the political system regulation of labour and product benefits all stakeholders. Aberdeen and broader civil society, weakening markets all play important parts. It is Standard Investments is therefore the bonds that bind us and our easy for companies to feel impotent proud to be a Living Wage Employer communities together. And there is in the face of these realities. Yet and to be supporting the Living a growing body of evidence that by joining the growing ranks of Wage Foundation to produce this they act as a break on aggregate accredited Living Wage Employers, toolkit. We hope it will accelerate the economic growth, thereby weighing companies can be an active part growth of Living Wage accreditation on most people’s living standards. of the solution, making a genuine and the number of workers Quite simply, they are chronic difference to the lives of their benefiting from its protections.
    [Show full text]
  • Job Profile Duties and Responsibilities of Various
    JOB PROFILE DUTIES AND RESPONSIBILITIES OF VARIOUS POSTS IN IRRIGATION AND PUBLIC HEALTH DEPARTMENT HIMACHAL PRADESH CONTENTS S. NO NAME OF CATEGORY PAGE TECHNICAL WING 1. ENGINEER-IN-CHIEF 01 2. CHIEF ENGINEER (ZONAL OFFICE) 01 3. CHIEF ENGINEER (DESIGN & MONITORING) 02 4. SUPERINTENDING ENGINEER 02-03 5. EXECUTIVE ENGINEER 03-04 6. ASSISTANT ENGINEER 04-06 7. JUNIOR ENGINEER 06-07 8. SENIOR TECHNICAL ASSISTANT 07-08 9. SENIOR HYDROGEOLOGIST 08 10. JUNIOR GEOPHYSICIST 08 11. JUNIOR GEOLOGIST 09 12. JUNIOR HYDROGEOLOGIST 09 13 AGRICULTURAL DEVELOPMENT OFFICER. 09-10 ACCOUNTD WING 14. JOINT CONTROLLER (F&A). 10 15. ASSISTANT CONTROLLER (F&A). 10-11 16. DIVISIONAL ACCOUNTANT. 11 LEGAL WING 17. DEPUTY DIRECTOR (LAW). 12 18. LAW OFFICER. 12 DRAWING WING 19. PLANNING ASSISTANT. 12-13 20. CIRCLE HEAD DRAUGHTSMAN. 13 21. DIVISIONAL HEAD DRAUGHTSMAN. 13-14 22. DRAUGHTSMAN. 14 23. JUNIOR DRAUGHTSMAN. 14 . MINISTERIAL WING 24. REGISTRAR. 14-15 25. SUPERINTENDENT GR.-I. 15 26. SUPERINTENDENT GR.-II. 15-16 27. SENIOR ASSISTANT. 16 28. JUNIOR ASSISTANT/CLERK. 16 PERSONAL STAFF 29. PRIVATE SECRETARY. 17 30. PERSONAL ASSISTANT. 17 31. SENIOR SCALE STENOGRAPHER. 17 32. STENO-TYPIST. 17 MISCELLANEOUS WING 33. DRIVER. 18 34. RESTORER. 18 CLASS-IV WING 35. DAFTRI. 18 36. GESTETNER OPERATOR/ PHOTOSTAT MACHINE OPERATOR. 18 37. JAMADAR. 18-19 38. PEON. 19 39. CHOWKIDAR. 19 40. SWEEPER. 19 REVENUE WING 41. ZILADAR. 19-20 42. NAIB TEHSILDAR. 20 43. KANUNGO. 21 INDUSTRIAL AND NON INDUSTRIAL INDUSTRIAL CLASS-III 1. PUMP OPERATOR 22 2. DRIVER, TRUCK, JEEP & CAR 22 3. FITTER. 22 4. MASON. 23 5.
    [Show full text]