Apply KPI for civil servants

An Khanh commune officials handle administrative procedures for people. Photo TL

KPIs have proven effective in the private sector as a “compass” to guide, measure and drive performance. When applied to the public sector, this index also aims to quantify efficiency, make processes transparent and reduce the emotional element in evaluation, thereby motivating civil servants.

The draft Law on Cadres and Civil Servants (amended) is being studied in the direction of evaluating civil servants based on results and products according to job position, level of task completion and civil service ethics. This is considered a fundamental step to modernize the civil service, overcoming formalities in work performance.

Some localities such as Khanh Hoa have pioneered the application of KPIs throughout the political system since April 2025, after the pilot phase, demonstrating their determination to materialize this policy. KPIs will help make assessments based on clear indicators, limiting subjectivity and bias.

This will create motivation for civil servants to know their goals clearly, thereby making efforts to improve their capacity and performance. Applying KPIs will also provide specific data for leaders to make more accurate decisions about training, rewards, and discipline.

Despite high expectations, the application of KPIs in the public sector also faces many challenges. The biggest difference lies in the nature and objectives of operations: the private sector aims for profits that can be easily quantified by specific indicators, while the public sector focuses on serving society, ensuring fairness, social security, and law enforcement - goals that are difficult to quantify clearly and objectively.

The biggest challenge now is to change the mindset of civil servants. KPIs need to be seen as a tool to measure performance and develop capacity, not as a pressure or control tool. The “egalitarian” mentality also needs to be eliminated to encourage individual efforts.

To be applied effectively, KPIs in the public sector must be designed to suit the characteristics of each position, and cannot be mechanically copied from business models. Each agency and unit needs to develop its own set of indicators, based on its functions and tasks, harmoniously combining quantitative and qualitative factors.

Applying KPIs in the public sector is an inevitable trend to improve the efficiency and professionalism of the administrative apparatus. However, to implement successfully, careful preparation, flexibility and especially a change in thinking throughout the system are needed. Most importantly, KPIs must be seen as a development tool, not a pressure or a formal destination for achievements.