Whitehall: Prioritising Performance

Question

Asked by

To ask His Majesty’s Government what assessment they have made of the report, Making the grade: Prioritising performance in Whitehall, published by Reform on 1 May; and what steps they are taking in response.

His Majesty’s Government remain committed to attracting and retaining the most talented people to build a highly skilled and capable Civil Service. The recommendations contained within the Reform report are detailed and wide-ranging. Time is being taken to consider carefully all the recommendations. A number of activities are under way to continuously improve how talent recruitment and performance are managed.

My Lords, I thank the Minister for that encouraging reply. Reform emphasises the need for greater cognitive diversity in the Civil Service and a clear route for public service-minded and exceptionally talented applicants without a specific role to apply for. Will the Government set up a mid-career fast stream to bring in high-flyers experienced in other ways of working to help break the groupthink? Similarly, using “behaviours” in success profiles favours internal candidates, so will the Government scrap this and assess instead on skills and experience?

Success profiles provide a common framework for recruiters to assess the key attributes for roles, including skills and experience. Behaviours are not compulsory. The Government People Group is due to review the content and application of, and support for, success profiles in 2025 as part of continuing work to improve the quality and openness of recruitment. The Government are reviewing the options for a mid-career scheme as workforce demands in the next spending review are established. Many roles are open to external recruitment at all grades, with talent schemes such as the Future Leaders Scheme available to support rapid progression through to more senior levels. Regarding diversity of thinking, currently around 10% of those on the Future Leaders Scheme declare as neurodiverse.

My Lords, having discovered that, in this context, Reform is a think tank rather than a political party, I warmly welcome the recommendations in the report for the identification and development of talent in the Civil Service. Does the Minister agree that the Civil Service is more likely to respond to positive and constructive leadership than to the scapegoating and bad-mouthing from which it too frequently suffered under the last Government?

I thank the noble Lord for his clarification that this is the think tank, which might have been a useful clarification as a first point. The report looks at brand issues, and there is a quote within the report that the Civil Service brand is “battered”. One of the things that the report makes very clear is that, as a Government, we need the best people to get the best results for the country. In Keir Starmer’s message to the Civil Service on his succession to the role of Prime Minister, he made it clear that he knew how much civil servants believe in what they are doing for the country, and he said that they had taught him a great deal about what public service really means.

My Lords, one of the recommendations in the report is on the need for better succession planning for key roles and the need to keep an updated list ready for recruitment exercises. I urge the Minister to give due regard to this recommendation. This comes from my own experience with the Northern Ireland Civil Service. When you have a key person in a role performing an excellent job and he or she leaves, it can leave a huge gap, so this recommendation really is something to take on board.

All of us have probably come across points at which people are treated as almost indispensable. Part of the value of people stepping back and having a report of this kind is that we can focus on what those critical single points of failure are. I will feed back the noble Baroness’s comments to the relevant Minister.

My Lords, the Minister mentioned that retention of the exceptionally talented is a problem. I have been distressed in the last five years to discover that some of the most talented civil servants I worked with in the coalition have given up and left the Civil Service, partly because of the rapid turnover of Ministers, partly because of the way in which some Ministers treated their officials, and also because a number of Ministers always seemed to prefer advice from consultants to that from civil servants. In that context, can the Minister explain why the Government have just given—perhaps she inherited the idea from her predecessor—a £200 million contract to KPMG to train civil servants? To my knowledge, KPMG is not particularly expert in training governmental officials, and it would be much cheaper and more effective to ask the university sector to train civil servants instead. I declare an interest as I used, as a university academic, to train civil servants.

This is not an issue that I have got specific details on. I will go back and ask about it, but I assume that this would have been subject to a pretty rigorous procurement process.

My Lords, the Reform report feels HR led. While I agree with some of the recommendations, for example on the induction of outsiders, I know from my experience in business, as well as in Whitehall, that this is not the route to success. In a sense, the fewer HR directors there are, the better the policy and outcomes. What the report does not bring out is that public sector performance has been very disappointing in certain areas, particularly following Covid. Important services like probate, driving tests, property registration and tax collection are all lamentably slow. This is in stark contrast to the private sector, where you go bust if you do not serve the customer and manage well; you will not be sustained. In that context, does the Minister agree that rewarding the public sector with a huge pay rise and bigger pensions, without any link to productivity improvement, has been a real missed opportunity? This is the chance we have to help the public services, which I very much support, to improve themselves.

I previously quoted the report as saying that the Civil Service brand is “battered”, and part of our reset as a new incoming Government must be to reset the relationship between the politicians and civil servants. All of us fortunate enough to come on to the Front Bench have been incredibly well supported over recent weeks and months by the Civil Service. I also do not think we should get into a battle about private sector good or private sector bad, or public sector good or public sector bad—that does not serve any of us well.

My Lords, the Minister will be aware that concerns about a lack of rigorous performance management in the Civil Service, which is not unique to the British Civil Service, have been around for decades. While valiant attempts have been made by Ministers on both sides and by officials to remedy this, where there has been success, it has not been sustained. Will she accept, from one of those who has tried, that this will never be achieved on a sustainable basis until there is a dedicated full-time head of the Civil Service who has a proven track record of system leadership and a real mandate from the Prime Minister, with his statutory power to manage the Civil Service, and who is held accountable to an independent body, which could be a strengthened Civil Service Commission that reports to Parliament? Until then, we will continue to be in a position where the only organisation that looks at the internal workings of the Civil Service is the Civil Service itself.

As a relatively new Minister, I need to reflect on the noble Lord’s experience; he makes some very interesting points. I will look into the points he raised and get back to him if that is acceptable?

My Lords, can my noble friend expand a bit further on what the role of KPMG is in this as regards the senior service? I declare my interest as a former graduate in the Civil Service and as a former general secretary of the First Division Association. It would be very helpful if the Minister could be more specific about the role that KPMG is undertaking.

I will look into the role of KPMG further and I will revert to my noble friend on that point.