How to measure HR performance in government/non-profit sector?

Human resource management evaluation has become especially popular in the recent decade.  With the development of various business management systems, techniques and tools measurement of human resource departments has become a part of overall evaluation of co performance on its way to implementation of strategic goals.  In this sense, balanced scorecard system has become the ultimate tool used by managers and business owners to align operational and strategic management.  As a rule, large companies consist of numerous departments which may have fairly different goals.  When such departments conflict with each other it is very difficult to implement company strategy and follow strategic vision.

If evaluation of commercial enterprises seems logical, government and nonprofit sector were the last to use performance evaluation systems.  This is easily explained by the fact that nonprofit organizations have different goals as compared to traditional businesses.

However, in government and nonprofit organizations much depends on professionalism of personnel.  If at production enterprises IT solutions, machines and robots are used, government bodies and nonprofit organizations use personnel as intellectual workforce.  For this reason measurement of HR Dept and government and nonprofit sector becomes a must.

Nonprofit organizations and government bodies use of taxpayers’ money.  So they should make sure this money is efficiently used.  In evaluation of HR performance in government sector the following key performance indicators may turn out quite helpful:

Percentage of correspondence replied on time. Government officials receive hundreds and even thousands of letters, emails, read coming patience and proposals.  It is very important to answer all of them to get to know about people’s problems and look for adequate solutions.  Of course some emails are very weird, but most of them concerned real problems people are facing.  This indicator shows efficiency of government officials responsible for public relations.  The higher the rate, the better the work.  Of course, it is physical impossible to answer all correspondence.  To Seoul, there should be a system of giving priorities to correspondence.  Measurement of this indicator is not difficult as this is ratio of total correspondence and car respondents replied on time.

Percentage of emails received but not read. As already said above, it is impossible to read all car respondents received by government officials and employees of nonprofit organizations.  However, in order to achieve greater performance it is recommended to read as much emails as possible.  Even if some letters remain unread they ought to be marked somehow in order to be read later.  This indicator measures efficiency of employees and attitude towards their work.  It would be a reasonable to sort out correspondence based on topic and issues/problems.  Unread mail will never be answered, so it is important to keep this indicator as low as possible.

To sum it up, it needs saying that HR evaluation in government and nonprofit sector should be given due attention, since human factor plays the most important role in this business area.  Moreover, government and nonprofit organizations are financed by taxpayers or sponsors, so excellent performance is a must.

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