13.12 Given the very different career management model for civil servants - which is designed to develop different capabilities and is based on fundamentally different terms and conditions of services to the military model - we do not believe there is scope to harmonise military and civilians processes to any significant degree. However, the current procedures for open competition, where posts could be filled by either civilian or military candidates, should be clarified. When such competitions occur, they should be based on clear, standardized rules for all candidates, to ensure that the process is fair.
13.13 Our analysis does suggest, though, that the model for the management of Senior Civil Servants and their feeder grades is in need of refinement. Recognising the constraint that the Senior Civil Service is managed as a pan-Government resource and the Cabinet Office already has work in hand to improve how the way this works, we propose that the Department should look to move to a model in which there is:
• improved discipline in the appointing process, with reduced scope for local decisions on whether to use competition or managed moves;
• better succession planning and a smoother process for filling key posts to reduce the frequency with which they are left vacant, often for extended periods;
• increased emphasis on active talent management in the interests of Defence, rather than the current reliance on individuals managing their own careers. Existing departmental initiatives in this area should be given greater impetus, specifically to develop and map talent for the top tier, specialists and key Band B posts;
• a return to the use of past annual reports in selections;
• increased transparency and the sharing of best practice, including through the involvement of the Civil Service Commissioners in all 2 star and above appointments; and,
• a formal mechanism for the involvement of military reporting officers in the appointment of civil servants working for them. Likewise, CDS or VCDS should be involved in the most senior appointments, mirroring PUS's role on the SAC.