Source · Select Committees · Public Administration and Constitutional Affairs Committee
Recommendation 10
10
Acknowledged
Paragraph: 74
Civil service relocation strategy poses risks of two-tier culture and mislocated roles
Conclusion
Previous governments which implemented similar programmes of civil service relocation acknowledged the risks and potential disadvantages–for example, significant upfront costs of relocation and redundancy packages, plus a loss of efficiency and coherence from moving policy roles far away from Whitehall. The Government is doing things differently this time–for example, generally recruiting new starters to regional offices to fill vacancies when they arise rather than relocating existing staff relying on videoconferencing, and seeking to relocate more SCS posts in order to create more senior career pathways outside London. This approach does, however, present novel risks, such as the potential development of a two-tier departmental culture, if regional offices mainly comprise new starters who have never worked in Whitehall. A further risk is that departments may be exclusively filling vacancies to locations outside London, even where such posts require significant presence in London, in order to meet Places for Growth targets.
Government Response Summary
The government states that departments determine which roles should be recruited in London, and review the roles that can be relocated, with a strong bias towards moving senior roles. They say departmental workforce planning ensures the right roles are being recruited in the right locations.
Paragraph Reference:
74
Government Response
Acknowledged
HM Government
Acknowledged
Within the context of Places for Growth targets to relocate roles from London, it is for departments to determine which roles should be recruited in London to support a vibrant talent pool in London for the effective delivery of government priorities, support to Ministers and parliament. Departments review carefully the roles that can be relocated to UK Government offices across the UK at all grades with strong bias towards moving more senior roles out. It is a matter for individual departments to establish their workforce requirements for London taking into account any workforce efficiencies and Places for Growth relocations agreed in their SR21 settlement. Departmental workforce planning ensures that the right roles are being recruited for in the right locations, reflecting both business need and local labour markets. Departments are expected to maximise opportunities to relocate roles to locations across the United Kingdom, but will also recruit into roles in London where there is a strong basis to do so.