Local governments that celebrate employee excellence and address challenges directly see higher ratings from residents on service quality, trust, and overall community livability.
The HR effectiveness study recently released by UKG, Polco, and Barrett & Greene shows that employee performance management in local government is strongly correlated with positive resident perceptions of government performance and community livability.
Barrett & Greene conducted interviews with HR managers in ten cities that scored high on both HR effectiveness and resident outcomes to learn what sets them apart. One consistent takeaway from these conversations was the importance of recognizing high performers and addressing lower performance. HR directors emphasized that paying close attention to employee performance management yields visible benefits—residents notice when city employees are supported, accountable, and appreciated.
The HR leaders interviewed described several practices that drive successful performance management: regular employee evaluations, systems to track compliance, clear processes for addressing underperformance, and formal recognition programs for outstanding work. While their approaches varied—some relied on quantitative metrics, others on qualitative supervisor feedback or 360-degree evaluations involving peers, other departments, and occasionally residents—all agreed that performance management only works when the employee-supervisor relationship is strong.
Doug Goodman, Assistant Town Manager in Ashland, Virginia, captured this spirit well. Beyond simply asking employees what they are doing and how they can improve, he encourages supervisors to ask one more question:
“How can I, as your supervisor, better enable you to carry out your mission? Is it education? Is it training? Is it direction? Is it just staying out of your hair?”
These examples illustrate how effective performance management can strengthen both employees and the community. Yet, survey data suggest that not all local governments are achieving this balance. Employees participating in The National Employee Survey™ tell us that recognition and accountability remain weak spots. Appreciation for strong performance is often lacking, and dealing with low performers is even more rare.
Employee recognition and accountability aren’t optional — they are key levers for improving how residents experience local government.
Learn how your employees’ view performance management in your organization by conducting The National Employee Survey™.