10
These problems arise largely from the lack of coordination of the four tasks. Responsibility for their execution is spread both within the departments themselves, and between the various Establishment Branch divisions, P.S.C., etc. This distribution results from a number of factors, including statutory requirements, and the need for centralising certain functional activities and skills, and we recognise that it must remain largely the same. What is needed, we believe, is an approach to coordinating the various tasks of each class or grade that will ensure they are carried out effectively, and a clear assignment of responsibility for this coordination.
The recommended approach consists of the systematic development and regular revision of a Personnel Resource Plan. Application of the approach to the few sample grades we have examined suggests there may be many opportunities to improve performance of the four tasks, for example:
B
d
Recruiting might be improved by (a) setting up a U.K. recruiting office; (b) exploring alternative recruiting sources; (c) transferring existing staff from professional grades to the Administrative Class.
Retaining staff might be improved by (a) developing a compensation package that suitably balances the various elements-e. g., pay, pensions, housing; (b) changing the personnel management approach to a more sym- pathetic, positive style.
Developing staff might be improved by applying more specific performance criteria so that individual development needs are identified more clearly.
Deploying staff might be made more effective by wider
use of formal job descriptions and increased tenure in postings.
Once agreed, the Personnel Resource Plan would provide clear guide- lines within which to design short-term personnel activities and develop Annual Staff Estimates.
4. CONSIDERING
LONGER TERM CHANGES
We were asked in the first instance to recommend ways of improving Government machinery without fundamentally altering the present system. However, some further worthwhile improvements can undoubtedly be achieved if these limits are extended. This chapter outlines seven opportunities that we believe merit further consideration.
McKinsey & Company, Inc.