Holding Poor Performers Accountable Can Lead to Better Government
"A government viewed as unresponsive to the public will never fully gain its trust and meet its needs."
What It’s About
Mattingley examines the shortcomings of federal employee performance management and argues that today procedures make it unnecessarily difficult to manage or remove underperforming staff. Making suggestions for reform, she turns to best practices from the private sector for inspiration.
Upshot
Mattingley calls for:
- Stronger Managerial Tools: Equip federal supervisors with performance metrics, training, and streamlined disciplinary processes to manage underperformance effectively
- Probationary Periods as Critical Checks: Mandate thorough performance reviews during probationary periods to quickly identify and address performance gaps, rather than automatically granting permanent status
- Simplified Accountability Procedures: Centralize and simplify complaint and appeals processes, providing quicker resolutions that are transparent and fair
Why It Matters
Poor performance in public sector jobs drains resources, undermines delivery, and erodes public confidence. Mattingley's work on the remediation toolkit for underperformers complements the Abundance Agenda's focus on more skills-based hiring in the public sector.
Who Wrote It
Jenny Mattingley is the vice president for government affairs at the Partnership for Public Service.
