Lateral Entry in Civil Services

Syllabus: GS2/Polity and Governance

Context

• The government’s lateral entry scheme was put on hold last year after the Opposition and allies objected to the absence of quotas.

About

• 63 appointments have been made under it since 2019.
• In 2020 an Indian Forest Service officer challenged the Lateral Entry scheme on the ground that it lacked legal sanctity and procedural rigour.

Lateral Entry Scheme in Bureaucracy

• It is a practice that involves recruiting individuals from outside the traditional government service cadres to fill mid and senior-level positions. 
• Introduced: First set of vacancies announced in 2018.
• Eligibility: These people would be domain experts and help fill critical gaps.
  • They could be from private companies, public sector utilities and state governments.
• Aim: To address complex governance and policy implementation challenges by tapping into external expertise. 
• Tenure: Candidates are typically hired on contracts ranging from three to five years, with potential extensions based on performance. 
• Background: It was initially recommended by the Second Administrative Reforms Commission (ARC) established in 2005. 
  • These recommendations emphasised recruiting professionals from the private sector, academia and PSUs to improve policy implementation and governance. 
  • In 2017, NITI Aayog, recommended the recruitment of personnel from outside the All India Services for the central government’s bureaucracy. 

Arguments in Favour

• Deputation Posts: There are no mandatory reservations for appointments on deputation, and the current process of filling posts through lateral entry is considered a close approximation of deputation.
• Addressing Personnel Shortages: The Baswan Committee (2016) highlighted the reluctance of large states (e.g., Bihar, Madhya Pradesh, Rajasthan) to send officers for central deputation due to shortages at the state level. Lateral entry helps fill these critical gaps at the central level.
• Short Duration: The lateral-entry officers are a small pool for a short duration (up to 5 years), so, reservation doesn’t make much sense.
• Expertise in the Governance: The government introduced it as a means to bring in specialised talent and expertise in governance and policy making.
• Efficiency: Professionals with private sector experience may bring in better management practices, technological know-how, and strategic decision-making skills.
• Strengthening Participatory Governance: Provides the private sector and NGOs an opportunity to contribute directly to governance, making it more inclusive and participatory.

Arguments Against the Scheme

• Constitutionality : Under Article 309 recruitment to Central government jobs can only be through an Act of Parliament or a statutory Rule framed under the authority of the President.
• Ambiguities in Recruitment: Lack of transparency in determining vacancies, shortlisting candidates, and evaluation criteria creates distrust in the process.
• Sidelining Reservation Policies: The absence of reservations for SCs, STs, OBCs, and other vulnerable sections has drawn criticism for neglecting inclusivity.
  • For instance, the 13-point roster system of reservation is not implemented in lateral entry.
• Lack of Familiarity with Bureaucratic Processes: Civil servants spend decades mastering the bureaucratic system and protocols. Lateral entrants often lack practical experience and understanding of these processes, leading to inefficiencies.
• Short Tenure and Limited Impact: Contracts are typically for 3–5 years, giving lateral entrants little time to adapt and deliver impactful results. Their integration into the bureaucratic structure is often incomplete.
• Potential Conflict of Interest: Entrants from private sectors may prioritize profit maximization over public welfare, raising concerns about policy bias.

Way Ahead

• Establishing a Public Administration University: Train aspiring civil servants and improve knowledge in governance, economics, and management.
  • Enable serving bureaucrats to gain domain expertise and advanced managerial skills.
• Deputation to Private Sector: Allow IAS and IPS officers to work in private sector organizations.
  • Promote cross-sectoral learning, enhance expertise, and foster competition.
• Institutionalizing Goal Setting and Tracking: Regular monitoring and evaluation to ensure accountability and progress.
• Utilizing Capacity Building Commission and Mission Karmayogi: Provide mid-career training to officers and lateral entrants for skill enhancement.
  • Focus on modern governance practices, policy implementation, and leadership development.

Source: IE