HR practices hinder economic growth, says former civil servant

In the United Kingdom, there has been growing concern regarding the culture of emotional check-ins before Cabinet Office meetings, as highlighted by former senior civil servant Pamela Dow. Dow, who previously worked as an executive director at the Cabinet Office and was responsible for civil service training reform, expressed her dismay at the reliance on subjective HR practices during internal meetings. She detailed how these emotional check-ins were implemented for psychological safety but questioned their effectiveness and origin in HR training. The situation reflects a broader trend within Whitehall, where personal sharing has become a standard practice in meetings, intended to foster team effectiveness. Claire Moriarty, a past permanent secretary, advocated for these practices as essential for trust building, encouraging staff members to share personal and work-related feelings. However, responses from civil servants have been mixed, with some expressing skepticism and concern that showing vulnerability in professional settings could lead to adverse outcomes, including job loss. This disconnect highlights a deeper issue within HR practices in the UK civil service, which some believe prioritizes subjective wellness over productivity. Dow contends that the large and influential role of HR departments is creating inefficiencies within the civil service and the wider public sector. She suggested that reducing the Government People Group, which consists of around 1,000 members and a wage bill of £65 million, could lead to improved economic productivity. Dow emphasizes that reforming this aspect of government operations could unlock potential growth that has remained elusive in Britain for years. She is not alone in her observations; public sentiment increasingly echoes concerns about the detrimental effects of extensive HR practices, with many civil servants demanding a shift away from the current paradigm. The debate surrounding HR practices echoes a wider discourse about workplace culture and the balance between personal expression and operational efficiency. While the intention behind emotional check-ins may be supportive, the unintended consequence could be a stifled environment that discourages diversity of thought and approach, ultimately hampering government performance. The challenge now lies in finding a way to integrate supportive practices without compromising the effectiveness and responsiveness required in public service roles.