The small size of the government workforce places an excessive burden on officials, making effective policy execution difficult. Inadequate manpower and excessive processes lead to delays in services, as officials struggle to handle the volume of work. The Indian state has a low number of public sector employees per capita, resulting in understaffed personnel to address complex governance challenges. India has only 1,600 central government employees per million, while the US has 7,500 per million, impacting state efficiency. Despite fewer civil servants, the bureaucracy is mired in complex processes such as licensing, permits, and clearances. Starting a business requires going through a maze of clearances, permits, and approvals that hinder progress and delay results. The Indian state lacks adequate numbers of skilled professionals in key sectors such as healthcare, education, and policing. Increase the recruitment of qualified professionals at various levels to address the shortage of people, thereby ensuring a skilled workforce. Lateral entry programs and special training initiatives such as Mission Karmayogi can improve the skills and efficiency of civil servants.
The Indian system of governance is often described as ‘lacking people’ but ‘lacking processes,’ reflecting the imbalance between the large administrative machinery and the limited human resources available for effective governance. While bureaucratic processes are well established, a lack of personnel hinders efficient implementation. This paradox affects governance by causing delays, inefficiencies, and inadequate public service delivery, reducing the state’s responsiveness to citizens’ needs. The Indian state is often described as ‘lacking people’ but ‘lacking processes.’ The Indian state has a low number of public sector employees per capita, resulting in an understaffed presence of personnel to address complex governance challenges. India has only 1,600 central government employees per million, while the US has 7,500 per million, affecting the efficiency of the state. Despite fewer civil servants, the bureaucracy is bogged down in complex processes such as licensing, permits, and approvals. Starting a business requires going through a maze of clearances, permits, and approvals that hinder progress and delay results. The Indian state lacks an adequate number of skilled professionals in key sectors such as healthcare, education, and policing. The Reserve Bank of India has only 7,000 employees, while the US Federal Reserve has 22,000 employees, which limits effectiveness in managing national financial stability. Policy-making is highly centralized, but implementation remains a cumbersome process carried out by limited frontline personnel.
The National Highways Authority of India executes projects, while policy formulation remains at the ministry level, leading to delays and cost overruns. The small size of the government workforce places an excessive burden on officials, making effective policy execution difficult. Inadequate manpower and excessive processes lead to delays in services, as officials struggle to handle the volume of work. Infrastructure projects face cost overruns and delays due to cumbersome regulatory clearances and a lack of frontline decision-making authority. The division of policy formulation and execution creates a disconnection between decision-makers and service implementers, reducing accountability for poor performance. When problems arise in road construction projects, the absence of clear responsibility for monitoring between ministries and implementers leads to blame-shifting and inefficiencies. Lack of skills within the government leads to reliance on private consultancy firms for critical tasks, increasing public expenditure. The Indian government spent over Rs 500 crore on consultancy fees for tasks that could have been managed in-house with better-trained officials. Complex bureaucratic processes create an aversion to risk-taking and discretionary decision-making, thereby stifling innovation and slowing adaptation. Misalignment of incentives with high public sector salaries and job security attracts people who are motivated by financial gain rather than social service. Increase recruitment of qualified professionals at various levels to address shortages of people, thereby ensuring a skilled workforce. Lateral entry programs such as Mission Karmayogi and special training initiatives can improve the skills and competencies of civil servants. Empower frontline personnel with delegated authority to make implementation-related decisions, improve accountability, and speed up processes. Giving frontline workers more control in executing policies, similar to the National Highways Authority of India, reduces delays and improves efficiency.
Streamline bureaucratic processes to reduce the burden of licenses and approvals, making it easier for citizens and businesses to access public services. Online platforms that provide one-stop solutions for permits and approvals can reduce complexity and speed up processes. Implement moderate pay reforms that align public sector salaries with private sector compensation, discouraging corruption and attracting individuals motivated by social service. Implementing performance-linked incentives and ensuring competitive but fair salaries can increase the attractiveness of the public sector for socially minded professionals. Strengthen oversight and accountability mechanisms: Reform agencies such as the Comptroller and Auditor General and the Central Vigilance Commission to make audits and investigations more relevant and focused on policy objectives rather than just compliance. Sensitizing oversight agencies to the complexities of policy decisions will ensure that they understand the context, thereby reducing litigation and delays in project execution. India being ‘low on people’ but ‘high on processes’ requires greater accountability and efficiency in governance. Strengthening human resources, decentralizing decision-making, and leveraging technology can streamline public service delivery, ensuring better access and accountability. A future-focused approach should emphasize capacity building and transparency, leading to more people-centered and effective governance.
