Effective local government human resource practices are shown to increase resident satisfaction with public services in first-of-its-kind study by UKG and Polco

Fort Lauderdale, Florida – A new study released today by UKG, a leading provider of human resources and workforce management solutions, has revealed a clear link between effective HR practices in local government and resident satisfaction with public services. Conducted in partnership with Polco, a platform for community engagement and data insights, and the government management research team of Barrett and Greene, Inc., the first-of-its-kind study examined 52 U.S. communities and produced findings that could reshape how local governments prioritize human resource management.

“This is the first empirical study to show that internal municipal HR practices directly impact how residents perceive their local government,” said Nick Mastronardi, Ph.D., co-founder, CEO, and board chair at Polco. “It validates what many municipal HR professionals have long believed: that investing in city employees leads to better public service.”

The study, titled Building Better Government from Within: Workforce Excellence and Resident Satisfaction, employed a 73-question survey targeting local government HR departments and evaluated multiple aspects of workforce management. The results revealed five strategic HR areas that were closely correlated with higher levels of resident satisfaction, providing actionable guidance for municipalities seeking to improve service delivery.

Among the most influential factors was performance management. Communities with structured programs that clearly defined employee goals, recognized accomplishments, and tracked results consistently reported higher satisfaction among residents. Properly implemented performance management, the study suggests, not only motivates employees but also translates into more effective and responsive public services.

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Staffing quality was another critical factor. Municipalities with HR departments adequately staffed with trained professionals demonstrated stronger capacity to attract talent, support employee development, and maintain engagement throughout the employee lifecycle. This included areas such as onboarding, career advancement, and skills training. According to the study, when employees feel supported and developed, they are more likely to deliver services that meet community expectations.

Employee well-being emerged as a third major area influencing public perception. Programs that addressed financial literacy, manageable workloads to prevent burnout, and strong manager-employee relationships were strongly associated with increased resident satisfaction. The findings suggest that investing in the holistic well-being of municipal employees can have a measurable impact on the quality of services delivered to the community.

Recruitment and hiring practices also played a significant role. Communities leveraging technology to streamline hiring processes and expand candidate pools reported improved satisfaction outcomes. Faster, more efficient recruitment ensures that new hires possess the skills and values necessary to meet the needs of residents while reducing gaps in service delivery.

Finally, compensation and benefits were shown to correlate with public satisfaction. Municipalities offering competitive pay, equitable compensation structures, clear communication about total rewards, and flexible leave programs not only attracted better talent but also retained employees who were motivated and engaged. The study indicates that fair and transparent compensation practices can enhance the overall effectiveness of public service organizations.

“Our research provides a roadmap for local government HR departments to become strategic drivers of community satisfaction and trust through a high-performing workforce that spans both frontline and front-office staff,” said Bob Lavigna, public sector fellow at UKG. “These timely findings should resonate with all government leaders — not just with HR. Local governments must meet rising resident expectations while managing tight budgets. With this data, these governments should confidently prioritize HR as a lever for meaningful, measurable civic impact.”

Experts emphasized that the study overturns common assumptions about the role of human resources in local government. “Local government leaders now have data-driven evidence that HR isn’t just a critical back-office function, it is a frontline driver of public trust,” said Katherine Barrett, co-principal at Barrett and Greene.

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Richard Greene, co-principal at Barrett and Greene, echoed the sentiment: “This research serves as proof that investing in a high-performing workforce is one of the smartest — and most fiscally responsible — moves government can make. We believe that many people think of human resource departments as purely a back-room operation, but we’ve found that their skills and capacity have real world impact on residents.”

The implications of the study are significant for municipal leaders navigating the challenges of tight budgets, high resident expectations, and workforce shortages. By prioritizing strategic HR practices, local governments can not only improve employee satisfaction and retention but also ensure that residents experience higher-quality services and greater trust in local institutions.

For municipalities seeking to implement these findings, the report provides a blueprint for actionable improvements. Focusing on performance management, proper staffing, employee well-being, efficient recruitment, and robust compensation programs allows local governments to create a workforce capable of delivering better services consistently.

The study’s findings are particularly timely given increasing public scrutiny of government performance and rising demand for accountability. As communities face complex challenges ranging from infrastructure maintenance to public safety, the quality of municipal services increasingly depends on the strength and effectiveness of the workforce behind them.

In conclusion, the partnership between UKG, Polco, and Barrett and Greene has provided empirical evidence that HR is far more than an administrative function. Effective human resource practices translate directly into positive community outcomes, creating a virtuous cycle where well-supported employees deliver superior services, leading to higher resident satisfaction. Local government leaders now have both the insight and the roadmap to elevate HR from a back-office necessity to a strategic engine of civic performance.

By embracing these best practices, municipalities can not only strengthen their internal operations but also foster a stronger connection with the communities they serve, ensuring that residents feel heard, supported, and satisfied with the public services they rely on daily.