Vision and values should be the core of the bureaucracy. It is essential to infuse the mission values into the training process of young officers
Vision-oriented, mission-driven and value-based successful institutions to sustain growth and enhance performances focus on vision, mission and value alignment for recruiting and training the employees for the institution. The basic reason is that when employees feel connected to one organization’s vision, mission and values at the very outset, it inspires the zeal in them to come out with the manifested best. The mission, vision and value statement constitute the unique identity of the institution and it is essential to infuse the mission values into the training process.
Demand for new talents and search to fill up vacancies on an urgent basis sometimes require quick filling of skill gaps, prompting the hiring process to focus more on candidates’ skills rather than on mission and value alignment. Though the filling skill gap is important; ensuring mission and value alignment is critical and essential. Because lack of it causes a wane in the contribution of the employees and affects the system’s performance. An employee to be positive, proactive, committed and creative in problem-solving, should be aligned with the mission and value of the system from the very beginning.
This being a concept very pragmatic and adaptable, it is to be discerned as to how far we can adopt the same for the training of civil servants. (The rejigging in the recruitment process as required would be dealt with separately in another article of mine). After a really rigorous, cumbersome and year-long process of recruitment, when civil servants (A.I.S and also allied service officers) come out successful and triumphant, what they really need is proper training (vision, mission and value-aligned) to serve and render their best for the service of the nation by becoming positive, pro-poor, pro-people and pro-active officers to take the trajectory of growth of the nation in the right direction and with right acceleration for inclusive and holistic development.
Sadar Patel in his speech to IAS probationers in April 1947 clearly spelt out that they must cultivate an esprit de corps’ without which the service has no meaning. He further expressed that ‘impartiality and incorruptibility in administration must be maintained so as to work without fear or favour or without any expectation of extraneous rewards. His advice was to adopt the democratic way of administration (to be pro-people) and uphold the values like dignity, integrity and incorruptibility.
The vision of Sardar Patel was that ‘Civil Servants should work with dignity, integrity and honesty so as to serve people of the nation’. The civil servants while adopting the democratic way of administration should maintain discipline and uphold the values like integrity and incorruptibility. The mission as stated was to do the service of the nation without fear or favour.
The value statement as was clear can be encoded that civil servants should adopt democratic ways of administration (to treat the common man as their own meaning to be pro-poor, pro-people), maintain discipline, uphold dignity, integrity and incorruptibility, maintain impartiality in administration and to work without fear or favour or any expectation of reward.
The vision and mission statements mentioned here are not mere succinct sentences portraying the purpose of the creation of a strong bureaucracy. It reflects the core value and the identity mark of the service and the basic expectation from the civil service so as to serve the country selflessly. It reflected both the vision and mission of the civil service. The mission as pronounced by Sardar Patel was clear, attainable, inspiring and pragmatic.
David Naylor stated ‘value-based recruitment (also training) serves as a new dimension’. Most of the stalwarts are of the view that vision, mission and value statement provide directions for the development of the institution or the nation.
Now coming to the basic crux of the matter, it is deciphered to reveal how far we still maintain the vision, mission and value statements (as expressed by Sardar Patel) mentioned in 1947. Is there a change in mission, vision and value statement over the years? As it appears we don’t have any concrete path-line so as to train the civil servants.
We have neither created any such statement, nor follow the golden principles meticulously. While the basic value statement is either ignored or forgotten in the process or not taken seriously for implementation.
It is sometimes stated that LBSNAA and Mussoorie seek to promote good governance by quality training highlighting concepts like integrity respect, professionalism, collaboration and serving the under-privilege. But in my view as an insider, it is never pronounced nor visible steps taken to align the probationer with the value statement.
The result is glaring. After clearing one of the toughest examinations, the young bureaucrats adopt mediocrity and accept the available values over the ideal ones and that may be the reason that the steel frame is wilting. It is discernible that while the academy is taking adequate steps to make them sophisticated mandarins but is failing in inculcating cardinal values like sincerity, honesty, integrity, alacrity, and a pro-people attitude in young minds.
(The author is a superannuated senior IAS officer. The views expressed are personal)
This is the first part of a two-part series on civil services)
To be continued...