Même si une entreprise mesure ses effectifs en centaines ou en centaines ou centaines de milliers, son succès repose uniquement sur la performance individuelle "

Contrôles de performance spécifiques aux RH :

- Gestion du budget (formation, recrutement...)

- Gestion des salaires et participation à la politique de rémunération 

- Maîtrise des coûts sociaux et des risques opérationnels liés aux RH

- Mise en place d'indicateurs dans le cadre de l'information légale

- Elaboration de tableaux de bord (dashboard) pour le pilotage aux différents niveaux de l'organisation (turnover, absentéisme, accidents, grèves, etc.

Main payroll challenges

• Payroll entries, pay sheets send to the employees (entrée des payes + fiche de paye)

• Social contributions

• Paid leave (congé payé)

• Employee savings (épargne salariale)

➢They can be calculated either by the accounting department or the HR department

➢But it needs to be controlled by management accountants / accountants (comptable)

Efficiency = the ratio expressed in physical terms between the input and output of a production factor (Output achieved divided by Time taken / People needed to achieve it )

Labour productivity in value terms takes into account prices and costs in assessing employee performance (Value of production achieved divided by Volume of work implemented )

Absenteeism or rate of presence: (Nb of day absent/Nb of working days) x 100

Turnover of the workforce: (Nb of departures/Average headcount) x 100

Three main levers

1) Remuneration

Four kinds of remuneration

• Fixed remuneration
• Based on individual performance
• Based on team performance
• Based on organization’s performance 

Other kinds of remuneration • Stock options • Official accommodation • Pension plan • Insurance • Education grant • Works council… 

2) Motivation

How can the remuneration system foster motivation?

Needs to be based on controllable things

Needs to accurately measure managers’ efforts or results

Needs to reflect the company’s key success factors

Needs to be clear and understood

Two type of motivation : INTRINSEC (personnelle), and EXTRINSIC (extérieur) motivation

3) Follow up (suivi)

Feedback : Annual performance review

• Should be used in a continuous improvement process (Recently it's more in a continious way.)

• Goals should have been set in advance

1) Compliance control (conformité?)

• Compliance with labor law 

• Compliance with internal rules 

2) Control of the effectiveness of social management

• Effectiveness and efficiency of HR policy

• Are the results in line with the objectives set?

• At what cost are they achieved? 

3) Value and risks controls

• Appreciating intangible value or risks associated with people

• Assessing skill potential

• Alignment between the HR action plan, the social strategy and the general strategy

4) Audit of Social Performance Management => Internal Audit

• Purpose of assistance rather than punishment (fighting social shortsightedness)

• Quantifying: preparing decisions, negotiating

• Auditing is in itself a generator of change (e.g. auditing absenteeism => decrease in absenteeism)

• The social audit is a pedagogical approach => participation of those audited, and creation of expectations

Human Resources and Performance Management also exist in the public sector…

Public Administration focuses on producing public policies and coordinating public programs

Public Management is a sub-discipline of public administration that involves conducting managerial activities in public organizations

In practice, Public Management is meant to improve the quality and efficiency of services delivered by public organizations

Public managers can operate in two different areas:

• the internal management of public organizations

• the external management of public organizations

Aim : more efficient, results and customer orientated, and offer (better) value for (less) money 

New Public Management limits

Related to the specificities of the public sector

• Its purpose is the public interest and not an economic interest

• Salaries are often fixed for public servant, it’s not a variable

• Strong responsability on the manager, which create a heavy hierarchical structure

• Inconsistencies between structured theoretical principles and less structured reality

Wide range of diversity in the actual implementation of NPM reforms in Europe It often meant a full reorganization, sometimes a complexification of the processes

2019-2020 the Covid-19 sanitary crisis showed the limits of the New Public Management • Short terms policy that let the public services unprepared • Focus only on the numbers • Financialization of social action

Towards the emergence of a New Public Administration?

It would focus on:

• Anti-hierarchical structure

• Democratic citizenship

• Internal regulations

• Equity and stability

• Importance of public citizens

• Socioemotionality