Mains Practice Questions

Introduction

Lateral entry, the practice of bringing in experts from outside the civil service to fill mid-level and senior positions, offers a potential solution to the challenges of governance in a rapidly changing world.

• While it can bring in fresh perspectives and specialized knowledge, it also raises concerns about disrupting the bureaucratic hierarchy

Body

Merits of Lateral Entry:

• Specialized Expertise: Lateral entrants can bring in domain-specific knowledge and skills that may be lacking within the existing civil service.
  • This can be particularly valuable in areas such as technology, finance, and healthcare, where rapid advancements require specialized expertise.
  • The appointment of R.V. Shahi as Power Secretary in 2002 led to significant electricity reforms.
    • His private sector experience in power generation proved invaluable in tackling complex sectoral challenges.
• Fresh Perspectives: External experts can offer a different viewpoint on policy issues, challenging the status quo and fostering innovation.
  • Vijay Kelkar's experience in fiscal reforms made substantial impacts.
    • The Kelkar Task Force on indirect tax reforms suggested the introduction of a national-level GST, which has since been implemented.
• Increased Efficiency: Lateral entrants may be more accustomed to working in a results-oriented environment, which can help to improve efficiency and decision-making within government departments.
  • Lateral entrants in the Ministry of Electronics & Information Technology could bring insights on AI implementation or cybersecurity measures that are current with global best practices, potentially streamlining processes and improving efficiency.
• Attracting Top Talent: Lateral entry can be a way to attract highly qualified individuals who might not otherwise consider a career in the civil service.
  • This can help to enhance the quality of governance and improve public service delivery.
  • As of August 2024, a total of 63 appointments through lateral entry have been made over the past 5 years, with 57 lateral entrants actively serving.

Demerits of Lateral Entry:

• Disruption of Bureaucratic Hierarchy: Introducing external experts into the middle and senior ranks of the civil service can disrupt the existing hierarchy and create tensions between career bureaucrats and lateral entrants.
  • The resistance from career bureaucrats who may view lateral entry as a threat to their career progression can manifest in various forms, from non-cooperation to active sabotage of initiatives led by lateral entrants.
• Cultural Mismatch: Lateral entrants may struggle to adapt to the bureaucratic culture and processes, which can lead to inefficiencies and conflicts.
  • A lateral entrant accustomed to quick decision-making might struggle with the multi-layered approval processes typical in government.
  • This cultural mismatch could result in frustration, reduced effectiveness, and potentially high turnover rates among lateral entrants.
• Potential for Misalignment of Interests: External experts may have their own personal or professional interests that could influence their decision-making.
  • This could lead to conflicts of interest and undermine public trust.
• Challenges in Integration: Integrating lateral entrants into existing teams and projects can be difficult, requiring careful planning and management.

Conclusion

In addition to encouraging lateral entry into civil services, as recommended by the 2^nd Administrative Reforms Commission, there should be a focused effort to cultivate specialization within the bureaucracy. This could involve creating specialized cadres for sectors such as technology, finance, and healthcare, introducing mandatory domain specialization after ten years of service, and forming partnerships with leading universities for the ongoing professional development of civil servants.