Concerns raised over HR practices in the British civil service

A former senior civil servant has raised significant concerns regarding the impact of human resources practices within the British civil service and its potential hindrance to economic productivity. Pamela Dow, who previously served as an executive director at the Cabinet Office tasked with reforming civil service training, highlighted a culture characterised by lengthy ‘emotional check-ins’ prior to meetings. In her article for the New Statesman, Dow described her findings as “both illuminating and depressing,” suggesting that the Cabinet Office has become overly reliant on ‘subjective’ HR practices.

Dow pointed to the extensive use of emotional check-ins before internal meetings, asserting that this practice, implemented for psychological safety, reflects a troubling trend of HR practices dominating organisational protocols. “Why did every internal meeting start with a lengthy ’emotional check-in’?” Dow questioned, identifying this approach as symptomatic of a wider issue within human resources. She attributed the prevalence of such practices to vocational training provided by bodies like the Chartered Institute of Personnel and Development (CIPD).

The financial implications of HR’s influence were also a focus of Dow’s commentary. She noted the possible benefits of reducing the size and budget of the “Government People Group,” which employs around 1,000 staff at a cost of £65 million. Dow argued that such reforms could not only modernise the Cabinet Office but also set a precedent for other departments within Whitehall and the public sector.

Moriarty’s 2016 blog post, which praised the concept of emotional check-ins, was also revisited in Dow’s critique. Claire Moriarty, a former permanent secretary in the Department for Environment, Food and Rural Affairs, advocated for an environment where employees could bring ‘their whole selves to work’ to foster trust and collaboration. Moriarty stated, “Every meeting and workshop starts with each person sharing one thing that’s on their mind in their work life, and one in their personal life,” demonstrating the belief in the value of transparency and emotional engagement within teams.

However, feedback from civil servants in response to Moriarty’s blog post indicated a lack of consensus on the effectiveness of such practices. One commenter expressed scepticism, stating that “the civil service would need to change beyond recognition” for employees to believe that revealing personal feelings would not result in negative repercussions. Another indicated disappointment, as their own experience of bringing their “whole self” to work had resulted in detrimental outcomes for their career.

In response to the discourse, a government spokesman clarified that emotional check-ins are not mandated civil service policy. Additionally, the CIPD commented that while emotional check-ins are common among management practices, they are not a requirement as part of their training credentials.

Dow now serves as the chief operating officer of Civic Future, a charity focused on public engagement. In her role, she continues to advocate for a restrained approach to HR practices, arguing that diminutions in HR influence across all sectors could unlock the productivity and economic growth that the UK has struggled to achieve in recent decades. She concluded, “Reducing HR’s expansion and influence may help unleash the productivity gains and growth that have eluded Britain this century.”

Source: Noah Wire Services