{"id":3156,"date":"2025-06-05T16:14:25","date_gmt":"2025-06-05T09:14:25","guid":{"rendered":"https:\/\/www.eurogroupconsulting.com\/?p=3156"},"modified":"2026-01-20T16:53:51","modified_gmt":"2026-01-20T15:53:51","slug":"rethinking-hr-performance-to-serve-public-action-priorities","status":"publish","type":"post","link":"https:\/\/www.eurogroupconsulting.com\/en\/publications\/etudes\/repenser-la-performance-rh-au-service-des-priorites-daction-publique","title":{"rendered":"Food for thought: rethinking HR performance to serve public policy priorities"},"content":{"rendered":"
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Public and semi-public administrations are facing major budgetary challenges, with a 2025 Finance Act that aims to redress public accounts by 50 billion euros and reduce the public deficit to 5.4% of GDP by 2025 through measures on companies and individuals, as well as a reduction in public spending for the 3 public functions and operators.<\/p>

This crisis situation is part of a trend towards rationalization and performance enhancement that has only increased since the middle of the 21st century, through demands for modernization, simplification and results, and which is accelerating with current technological and societal developments.<\/p>

To deal with this budgetary emergency, we are seeing a proliferation of HR measures - rather short-term and palliative - directly targeting the wage bill as a lever for reducing expenditure, without any real reflection on long-term operations consistent with the administration's orientations. However, it is only through a two-pronged approach (service offer \/ missions-resources) that an effective HR approach can be developed to meet the requirement of delivering quality service at reduced cost - by mobilizing resources in an optimal way - within a prioritized and clearly identified perimeter.<\/p>

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An unprecedented budgetary and organizational context<\/b><\/h3>


With 50 billion euros in savings to be achieved by 2025, public and semi-public administrations are faced with increasing demands for modernization and rationalization. Until now, HR measures have often been short-term and corrective (job freezes, delayed recruitment, etc.), without any real in-depth reflection on the fit between missions, human resources and public action priorities.<\/p>

Yet this time of crisis is an opportunity to embark on a sustainable transformation, by repositioning HR as a driver of efficiency rather than a mere expense.<\/p><\/div><\/div><\/div><\/div>

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The note's 4 key findings
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