Government at a Glance 2025

Annex F. Methodology for indexes on Strategic Human Resources Management

Data used in the construction of the indexes for Human Resources Management (HRM) are derived from the 2024 OECD (GOV) Survey on Public Service Leadership and Capability. Survey respondents were predominately senior officials in central government HRM departments, and the data refer only to HRM practices at the central government level.

Each index is based on a theoretical framework representing an agreed upon concept in the area it covers. The theoretical framework for these indicators refers to specific principles of the OECD Recommendation on Public Service Leadership and Capability (PSLC) (OECD, 2019[1]), which represents an international consensus on standards for a fit-for-purpose public service. Each index has been reviewed and validated by the delegates of the Working Party on Public Employment and Management.

The two composite indexes presented here have been developed to measure contemporary public sector HRM practices. The variables comprising the indexes were selected based on their relevance to the concept and widespread use across countries.

When making cross-country comparisons, it is important to consider that the definition of the public service, as well as the organisations governed at the central level of government, may differ across countries.

Various statistical analyses were conducted to ensure the validity and reliability of the composite indices. The survey questions used to create the indexes are the same across countries, ensuring that scores are comparable. In order to eliminate the scale effects, all the sub-indicators and variables were normalised between “0” and “1” prior to the final computation of the index. Sub-indicators are equally weighted.

Delegation of public employment policies

To effectively drive workforce development and transformation, public employment policies must find an appropriate balance between the individual needs of ministries’ and maintaining central oversight to ensure coherence, fairness, and alignment across government. This is why the PSLC Recommendation calls on governments to clarify institutional responsibilities for people management in particularly by 1) establishing institutional authority to set and oversee common minimum standards and 2) delegating an appropriate level of autonomy to individual agencies, ministries, leaders and/or managers to allow the alignment of people management with their strategic objectives. The composite indicator summarises the extent to which responsibility of determining conditions related to employee compensation (Budget, pay and benefits), sourcing and onboarding talent (Attraction, recruitment and onboarding) and workforce planning (workforce planning) is delegated. The index is organised around these three pillars, each weighted equally (33%).

If a country marked an item as 'not applicable', the - value was replaced with the mean of the other items within the same sub-indicator.

Variables and weights

The following items were used in the construction of this index and the weights are indicated in Figure ‎F.1. Data are from module 6 I. Human Resource Management Institutions of the 2024 edition of the Public Service Leadership and Capability survey.

Figure ‎F.1. Variables and weights used in the Delegation of public employment policies in central administrations index

Standardised performance assessments in central administration

Effective performance management aligns employee actions with public service goals, supports talent development, and motivates staff by linking their efforts to organisational outcomes. This is why the PSLC Recommendation calls on governments to assess, reward and recognise good performance, talent and initiative. Aligning reward and recognition mechanisms to performance helps managers to uphold principles of fairness and merit in promotions and pay decisions. The index on standardised performance assessments in central administrations captures how widely performance assessments are used, including for whom performance appraisals are mandatory, which tools are used across all of government, and how frequently they are applied. The index is organised around these three pillars, each weighted equally (33%).

Variables and weights

The following items were used in the construction of this index and the weights are indicated in Figure ‎F.2. Data are from module 7 II. Performance Management of the 2024 edition of the Public Service Leadership and Capability survey.

Figure ‎F.2. Variables and weights used in the standardised performance assessments in central administrations index

A detailed HRM annex on the components for each of the two composite indicators is available online at www.oecd.org/gov/govataglance.htm, including the variables, answer options, scores and weights used to construct the composite indicators, as well as the statistical analysis carried out.

References

[1] OECD (2019), “Recommendation of the Council on Public Service Leadership and Capability”, OECD Legal Instruments, OECD, Paris, https://legalinstruments.oecd.org/en/instruments/OECD-LEGAL-0445.