Source · Select Committees · Public Accounts Committee
Twenty-Third Report - Civil service workforce: Recruitment, pay and performance management
Public Accounts Committee
HC 452
Published 22 March 2024
Conclusions (2)
4
Conclusion
Acknowledged
Chronic pay issues within the civil service have lowered morale and risk departments not being able to recruit and retain skilled staff. The Cabinet Office acknowledges that there are longstanding issues within the civil service relating to pay and reward. These include a long-term decline in real-terms pay, which has …
Government Response Summary
The government states a civil service pay and reward strategy is under development, aiming to outline a coherent reward framework by 2030 and a revised pay framework. However, it provides little specific detail on the actions it will take to address declining real-terms pay or pay disparities, noting limitations of the delegated pay model.
14
Conclusion
Acknowledged
As part of their employer responsibilities, departments are delegated the authority to set pay for their staff below SCS level. Each department sets its own pay structure which defines pay rates for each grade. Annual pay increases are governed by the central pay remit guidance issued by the Cabinet Office, …
Government Response Summary
The government acknowledges the observation and states that a new Civil Service Reward Strategy is under development to create a more coherent, flexible, and individualised reward framework by 2030, alongside a revised pay framework and improved pension offer clarity.