It is evident that the present method of selecting a Bureaucrat via a one-time written examination and putting him / her through a few months of mostly administrative training is not working. Most new leaders try to quickly make their mark by doing exactly the opposite of what their predecessor was doing, or seek to gain immediate popularity by meeting the demands of the discontented in the organization, or of their political bosses, whether justified or not, and hence, only end up harming the organization.

Also, candidates for the Civil Services often proclaim their desire to serve the people and the Nation once they are selected and given the opportunity. Perhaps it should be asked of them what service they earlier did to their neighbours and community as individuals to prove their commitment to public service?

Bureaucrats often confuse effective functioning with growth of the Bureaucracy. Not realizing that the productivity and creativity/innovation of bureaucracies do not increase with size. In fact, West &Bettencourt have discovered that the productivity of Bureaucracy drops considerably, indeed geometrically, for every increase in size.

John Lehrer notes that this is because, instead of encouraging interaction and discussion and meeting people outside their own circle, they erect walls and establish hierarchies. They stifle conversations, discourage dissent, and suffocate social networks. Rather than encourage creativity, they become obsessed with seemingly minor efficiencies.

The history of most of the projects in India show that our Bureaucrats are experts in making themselves look good in proposing and approving new projects and finalizing the contracts for each and then display great talent in finding reasons for delaying and demanding more funds to meet the now increased costs and in the process harassing the Contractors in order to collect benefits for themselves or their kin or their political masters – the Ministers.

The intention to properly estimate the Project costs and accept the responsibility to finish it all in time and under budget is not there. This should be made a consideration for their annual performance appraisal and for their continuing in Service. Proper ‘Handing and Taking’ over procedures must be insisted on between the concerned officers on Transfer or Retirement to prevent the new incumbent from evading responsibility.

It is a myth that a skilled leader can manage well in any industry or company. The new leader needs deep and extensive knowledge of the organization, the people and the work they do and the courage to stand by his convictions. It is true that some people are born leaders but even they, and ofcourse, all the others, need to be trained, in team building and leadership, to function effectively.

In the old days the Collector and Superintendent of Police as the Senior Officers of the District, would mostly have had years of military experience and really did not exercise such administrative and magisterial powers as Collectors do today. Perhaps it is time we again resort to recognizing the value of experience. We need to ask ourselves why such an important post as the Collector and District Magistrate is held by such a Junior Officer. Perhaps it is again time that such appointments be held by persons at the Secretary level, after having gained years of experience and also, perhaps the appointment should be redesignated as Joint Secretary District Administration, or something more representative of the nature of the job.

Recommendations

1. Any person even seeking to apply for the Civil Services examination Class I, should have served at least five years as an Officer in the Defence Services or in the Para Military Forces/ NDMA. Applying for Class II Civil Services Examination should similarly, require at least four years in the Defence Services, preferably with at least a year as a JCO or NCO.
2. Persons who are handicapped or are otherwise found physically unfit for military service should serve in Land Armies / Social Service organizations etc.., in rural areas for at least 5 to 10 years. The suggestion of Lt. Gen. ML. Chibber, PVSM, AVSM for a Volunteer Organization as an extension of the NCC may be considered. Such Service should necessarily be in States other than the Home State of such Volunteers for better national integration. (See Annexure II below)
3. Such Service period and the reports thereon should carry due weightage for selection, seniority and pension, if and when, they are finally selected for the Civil Services.
4. There is no great advantage in offering life time employment in the Civil Services, especially as people need to be diversely qualified for varied appointments over time. Such appointments could be made on a five yearly contract basis, renewable depending on competence and efficiency, as is being done for Short Service Commission Officers in the Military. This would make it easy to allow for lateral entry of suitable qualified persons from not only the Military but also, the Industry, Business, Academia and other sectors as may be required.
5. Pension should be only for those who have served for at least 30 years. For others Lump sum gratuity based on years served could be considered.
6. All persons joining Public Services must also, be required to furnish a comprehensive statement of properties and other wealth held by them and their direct and dependent family members and must be required to update and certify the same each year to ensure greater integrity.
7. The Chinese and perhaps even the South Koreans are said to have the best Bureaucracy in the world, based on a very competitive merit-based examination for entrance and again at various levels combined with merit-based performance. Perhaps we too should learn from them and make our Bureaucracy also, the best. For the present Reservations upto College levels should be considered as putting such Candidates at equal footing when applying for Government jobs and no reservations be allowed for thereafter. (See – Public Policies-Making them Right & Reservations!’)

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