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Bridging the Gap: The Challenges and
Reforms for Lateral Entry in Indian
Bureaucracy
SEPTEMBER 1, 2024 / INSIGHTS, CENTRES, GOVERNANCE AND LAW, IN NEWS, THEMATIC AREAS
HOME INSIGHTS BRIDGING THE GAP: THE CHALLENGES AND REFORMS FOR LATERAL ENTRY IN INDIAN BUREAUCRACY
Urvashi Prasad
How does lateral entry, in news recently, in GOI pan out? A former Niti Aayog officer
argues the system needs to be much more welcoming of outside experts.
I recently concluded an eight-year tenure at Niti Aayog- as the only lateral entrant to have
worked directly with all three vice chairpersons. During my time, I acquired a deep
understanding of the policymaking process and had the privilege of engaging with a diverse
array of stake-holders.
My greatest source of pride lies in the fact that I managed to influence policy decisions
while enduring a personally challenging time.
I was fortunate to work alongside true advocates of lateral entry like Arvind Panagariya,
Rajiv Kumar, Amitabh Kant and Sekhar Bonu, who valued expertise and specialised talent.
Yet, I must acknowledge that there remains a scarcity of advocates for lateral entry within
bureaucracy, often resulting in a strained relationship marked by a fundamental lack of
trust.
System tilted
The Flexipool initiative at Niti Aayog was established to incorporate external expertise and
facilitate various projects and studies. Positions within this framework could be filled
through deputation or direct contractual recruitment. Significantly, officers contractually
appointed under this initiative do not receive allowances and benefits afforded to
government employees.
Moreover, the presence of a glass ceiling hinders career progression, and it seems that the
system is not particularly conducive to such advancement of lateral entrants either.
Sustaining a career in this context is difficult due to unrealistic compensation and
restrictive policies, such as the provision of just eight days of paid leave annually on a pro-
rata basis under Flexipool scheme, which has only recently been increased to 18 days per
year.
Additionally, there is a noticeable absence of recognition or incentives for high
performance. I drew the same salary for the last three years, a situation government
officials never face. As a result, only intrinsically driven and committed professionals can
survive in such an environment over time.
A clear and consistent human resource policy for lateral entrants is also lacking. For
instance, while Niti Aayog has authority to terminate a lateral entrant’s contract at any
stage without providing any justification or notice, the latter is required to give a notice
period. Consequently, conduct and service regulations are applied selectively to lateral
entrants, often to their detriment.
Lack of acceptance
Furthermore, the general administration’s frequently unfavourable stance towards lateral
entrants is apparent; for example, I was informed earlier this year that there was no budget
available for an air purifier and heater to be provided to me, while other directors from
govt services had access to all necessary amenities. This situation exemplifies how lateral
hires are often regarded as ‘second-class citizens’ by many within the government.
It’s common for bureaucrats to harbour an underlying suspicion regarding the motivations
of lateral entrants. I recall an incident from my early days at Aayog when an official who
had been at the institution since Planning Commission days sent an email to the entire
organisation, referring to individuals like himself as ‘diamonds’ and labelling lateral
entrants as ‘stones’, who are recruited into the institution through the ‘backdoor’.
Many govt officials view lateral entrants as individuals primarily interested in bolstering
their resumes. While this perception may apply to those in early stages of their careers, it
overlooks the fact that seasoned professionals, who have devoted a substantial part of their
prime years to public service, regard their work as a long-term commitment rather than a
temporary pursuit.
What needs to be done
Our bureaucracy, which largely adheres to a framework established in the 20th century,
faces certain limitations today. Within this framework, institutionalised lateral entry
emerges as a vital tool to enhance bureaucracy’s capacity to provide governance that meets
demands of a rapidly changing environment.
But to ensure that lateral entry becomes an integral aspect of govt workforce, and to attract
high-calibre talent, it is imperative to transform existing mindsets, cultivate trust, and
implement a strong, merit-based recruitment framework for lateral entrants. This
approach will help dispel any uncertainties regarding their ‘motivations’ for joining the
public sector. Moreover, creating pathways for career progression is vital for retaining
exceptional talent.
The concept of lateral entry as a governance reform has gained traction globally, with
several countries adopting it. The US has embraced a revolving door policy, facilitating
transition of academics and private sector experts into public service. The Singaporean
govt has consistently achieved high efficiency ratings, largely due to its success in bridging
the gap between technocrats and bureaucrats.
It is essential for govt to clarify its intentions regarding lateral entry, including the levels
and institutions involved. Besides, fair human resource policies must be established for
lateral entrants, ensuring that all aspects from recruitment to career progression and exit
are managed with professionalism. In absence of this, lateral entry risks remaining an
irregular or ad hoc initiative.
Urvashi Prasad is Director at NITI Aayog.
The article was first published in Times of India as Ex-lateral entrant recounts her days
working for sarkar on 31 August 2024.
Disclaimer: All views expressed in the article belong solely to the author and not
necessarily to the organisation.
Read more at IMPRI:
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Acknowledgment: This article was posted by Meenu Mohan, a research intern and
Reetwika Mallick, visiting researcher and assistant editor at IMPRI.
Author
IMPRI Desk
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