Answer: Reforms in civil services are a continuous process and several initiatives have been taken in recent years such as the introduction of a multi-stakeholder feedback (MSF) performance evaluation, dispensing with interviews for lower-level positions, introduction of online mechanisms for appraisals and filing of various returns by employees, implementation of e-office, etc. Several constraints impede the development of a highly efficient, transparent and accountable civil service, as explained below: Size and Structure of bureaucracy: Since independence, the number of ministries and the size of associated bureaucracy have increased considerably, due to which:

• Civil servants are spending more time in clarifying their jurisdictional rights and boundaries, clearing their decisions through increasingly complex internal processes, and coordinating their activities through an increasing number of agencies.
• It is difficult to dismiss a government employee who has tenure guarantees.

Recruitment:

• There is very little stress on testing managerial skills of the candidate at recruitment level.
• Generalist civil servants are occupying even those positions requiring specialized skills.
• In case of lateral recruitment, the sensitive issues include the offer of market-related salaries and the process of selection.
• It has been argued by some that identities based on ethnicity, caste, region, gender etc. are grounds for ‘groupism’ and ‘favouritism’ within the services, and may also become considerations for transfers and postings, at times.

Human Resource Management:

• The present promotion system is based on time-scale and is coupled by security of tenure. It therefore encourages complacency and a patronage system.
• The non-inclusion of incentives or disincentives for performance works as a major drawback.
• Frequent and arbitrary transfers, a poor work environment and decrepit housing and health facilities often works as a demotivating force.
• The Annual Confidential Reports is a non-transparent, subjective and unilateral mechanism of performance appraisal.
• Political interference and administrative acquiescence have also dented the professional fiber of the service. essional

Reform measures that needs to be taken: Recruitment Level

• Reduce the number of civil services: The existing 60 plus separate civil services at the central and state level needs to be reduced. Recruits should be placed in a central talent pool, which would then allocate candidates by matching their competencies and the job description of the post.
• Concomitantly, the number of exams for civil services may ideally be brought down to one with all India ranking. States may also be encouraged to use this pool for recruitments.
• Nurture specialization: Officers should be encouraged to cultivate specializations based on their education and skills early on in their careers. Longer tenure postings need to be made based on the officers’ expertise.

Training Level

• Reorient training: Alter the current system of training to meet job-outcome oriented goals. For instance, with economic activities, particularly services, being centered in cities, training should be reoriented for a better focus on managing urban areas and problems.
• Introduce mid-career training modules for all services. Strengthen online-avenues for training, and introduce mid-career exams/assessment.

Evaluation Level

• Consider replacing annual confidential reports (ACRs) with multi stakeholder feedback (MSF) to retain transparency and accountability.
• Review existing schemes and introduce new schemes of incentives for extraordinary performance.
• Develop benchmarks to assess the performance of officers and compulsorily retire those deemed unable to meet the benchmarks.

A paradigm shift in the nature of civil service/servants is required to cope up with the emerging demands and the changes in society and economy and to reorient them into a dynamic, efficient and accountable apparatus for public service delivery.