Lateral Entry into Indian Bureaucracy: Balancing Innovation with Social Equity and Institutional Integrity

Abstract

This article critically examines the lateral entry initiative in India, which introduces private-sector professionals into senior government roles. While intended to infuse specialised skills and innovation into the public sector, lateral entry presents challenges to the cohesion, accountability and social equity of India’s administrative framework. Analysis reveals that lateral entrants risk undermining bureaucratic cohesion as their short-term contracts often foster a focus on immediate results, limiting policy continuity. Additionally, without adequate oversight, these hires may contribute to corporate influence over public policy, particularly if accountability standards are inconsistent. Furthermore, lateral entry’s exclusion from reservation policies raises concerns about equitable representation, potentially marginalising candidates from Scheduled Castes (SCs), Scheduled Tribes (STs) and Other Backward Classes (OBCs). Addressing these issues requires a balanced approach, incorporating training, extended tenures and inclusive hiring practices to harness the benefits of lateral entry while safeguarding public accountability and social justice principles.

Keywords

Lateral entry administrative reform open system model governance innovation public accountability

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