Improving recruitment performance will also involve learning from the experience of others and from external best practice. We heard several examples of efficiency and good recruitment practice within the civil service, such as HMRC on recruitment costs and centralised recruitment, and the Ministry of Justice on ensuring the diversity of staff 17 Qq10–11 18 Cabinet Office, Civil Service People Plan 2024–2027, 10 January 2024 19 Qq 27–28; C&AG’s Report, para 12 20 Q30 21 Qq29, 31–32, 53 22 Cab...

Improving recruitment performance will also involve learning from the experience of others and from external best practice. We heard several examples of efficiency and good recruitment practice within the civil service, such as HMRC on recruitment costs and centralised recruitment, and the Ministry of Justice on ensuring the diversity of staff 17 Qq10–11 18 Cabinet Office, Civil Service People Plan 2024–2027, 10 January 2024 19 Qq 27–28; C&AG’s Report, para 12 20 Q30 21 Qq29, 31–32, 53 22 Cabinet Office, Civil Service People Plan 2024–2027, 10 January 2024 23 Qq30–33 24 Q50 Civil service workforce: Recruitment, pay and performance management Type: conclusion | Number: 13 | Response status: accepted Government response: 3.6 The government agrees with the Committee’s recommendation. Target implementation date: Autumn 2024 3.7 Six months from the date of the report is insufficient to ensure that full quality research is provided to drive the required improvements. An additional three mo