State of Washington Department of Licensing Human Resource Management Report

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State of WashingtonDepartment of
LicensingHuman Resource Management Report

• October 16, 2006

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Logic ModelManagers Accountability for Workforce
Management
Plan Align Workforce
DeployWorkforce
Reinforce Performance
Develop Workforce
HireWorkforce
Articulation of managers HRM accountabilities. HR
policies. Workforce planning. Job classes
salaries assigned.
Qualified candidate pools, interviews reference
checks. Job offers. Appts per-formance
monitoring.
Work assignments requirements defined. Positive
workplace environment created. Coaching,
feedback, corrections.
Individual development plans. Time/ resources for
training. Continuous learning environment
created.
Clear performance expectations linked to orgnal
goals measures. Regular performance appraisals.
Recognition. Discipline.
Staffing levels competencies aligned with
agency priorities. Mgrs HRM accountabilities
are understood.
Best candidate hired reviewed during
appointment period. Successful performers
retained.
Workplace is safe, gives capacity to perform,
fosters productive relations. Staff know job
rqmts, how theyre doing, are supported.
Learning environment created. Employees are
engaged in develop-ment opportunities seek to
learn.
Employees know how performance contributes to
success of orgn. Strong performance rewarded
poor performance eliminated
Foundation is in place to build and sustain a
productive, high performing workforce.
The right people are in the right job at the
right time.
Time talent is used effectively. Employees are
motivated productive.
Employees have competencies for present job
career advancement
Successful performance is differentiated
strengthened. Employees are held accountable.
State government has workforce depth breadth
needed for present and future success Employees
are committed to the work they do the goals of
the organization Productive, successful employees
are retained
Agencies are better enabled to successfully carry
out their mission. The citizens receive efficient
government services.
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Human Resource Management ReportStandard
Performance Measures

• Percent current position/competencies
  descriptions
• Percent supervisors with current performance
  expectations for workforce management
• Time-to-fill funded vacancies
• Percent satisfaction with candidate quality New
  Hire-to-Promotional ratio
• Percent turnover during review period
• Percent employees with current performance
  expectations
• Employee survey ratings on productive workplace
  questions
• Leave usage (sick, LWOP, unscheduled leave)
• Overtime usage
• Number type of non-disciplinary grievances
• Percent employees with current annual individual
  development plans
• Employee survey ratings on learning/development
  questions
• Percent current performance evaluations

Measures to add in the future Current workforce
plans that align staff with business
priorities Safety and Workers Compensation
measures Competency gap analysis
measure Recognition/reward measure Others to be
determined
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Overall foundation management accountability
system to build sustain a high performing
workforce
Plan Align Workforce
HR Management Report category
Agency-wide Percent Current Position Competency
Descriptions 93

• Performance Measures
• Percent current position/competency descriptions
• Percent supervisors with current performance
  expectations for workforce management

Note New and vacant positions are not filled
until a new job analysis is submitted.
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Overall foundation management accountability
system to build sustain a high performing
workforce
Plan Align Workforce
HR Management Report category

• Performance Measures
• Percent current position/competency descriptions
• Percent supervisors with current performance
  expectations for workforce management

Percent supervisors with current performance
expectations for workforce management 100

• Action Steps
• On-going review in leadership classes of the
  agency logic model on management of human
  resources.
• Continued performance (workforce) management
  training during leadership classes.

• The agency clarified in the listing of core
  expectations for supervisors and managers the
  responsibility of applying effective human
  resource practices.
• An operational logic model on the management of
  human resources was developed and deployed.
• The performance plan and performance review
  process addresses agency performance management
  expectations. Those expectations are imbedded in
  the forms to assure that they are addressed.

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Hire Workforce
HR Management Report category
Right People in the Right Job at the Right Time

• Performance Measures
• Days to fill vacancies
• satisfaction with candidate quality
• new hires promotional hires
• separation during review period

• Analysis
• Hiring is balanced between internal promotions,
  other state employees, and new hires
• Trial and probationary periods are being utilized
  appropriately to review performance

Hiring Balance - FY 2006
Total of 317 appointments
Other (3,926)
This data will be reported by agencies to DOP in
April 2007
Candidate Quality(managers satisfaction rating)
Separation during Review Period
This data will be reported by agencies to DOP in
April 2007

Released Voluntary
Other transfers, demotions, reassignments,
movement in lieu of RIF, etc.


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Deploy Workforce
Employee time and talent is used effectively.
Employees motivated.
HR Management Report category

• Performance Measures
• Percent employees with current performance
  expectations
• Employee survey ratings on productive workplace
  questions
• Overtime usage
• Sick leave usage Number type of
  non-disciplinary grievances and disposition

Percent employees with current performance
expectations 97

• Last year, the agency moved to requiring all
  employee annual performance evaluations and
  plans, including expectations, to be completed
  between September 1 and November 30 to assure
• All are completed in a timely manner.
• That performance reviews and plans are tied to
  agency strategic and business planning processes.
• The few that were not completed on time were due
  to long term absence, etc.

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Deploy Workforce
Employee time and talent is used effectively.
Employees motivated.
HR Management Report category

• Performance Measures
• Percent employees with current performance
  expectations
• Employee survey ratings on productive workplace
  questions
• Overtime usage
• Sick leave usage Number type of
  non-disciplinary grievances and disposition

• Analysis
• Last years efforts in assuring quality
  performance plans and in sound human resource
  management is paying off.

Do employees have the day-to-day support needed
to enable successful job performance?
Q4. I know what is expected of me at work.
(4.3) Q1. I have opportunity to give input on
decisions affecting my work. (3.5) Q2. I
receive the information I need to do my job
effectively. (3.8) Q6. I have the tools and
resources I need to do my job effectively.
(3.8) Q7. My supervisor treats me with dignity
and respect. (4.3) Q8. My supervisor gives me
ongoing feedback that helps me improve my
performance. (3.8) Q9. I receive recognition
for a job well done. (3.4)
Overall average score for productive workplace
questions is 3.8

• Action Steps
• Continue recently launched initiative at helping
  supervisors demonstrate appreciation for the work
  of staff.
• Design a program to promote and recognize
  meritorious performance.
• Continue to emphasize in leadership training the
  importance of establishing expectations, goals
  and performance standards.

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Deploy Workforce
Employee time and talent is used effectively.
Employees motivated.
HR Management Report category

• Performance Measures
• Percent employees with current performance
  expectations
• Employee survey ratings on productive workplace
  questions
• Overtime usage
• Sick leave usage
• Number type of non-disciplinary grievances and
  disposition

• Analysis/Action Steps
• Use of overtime is well under the statewide
  average in all categories.
• Continuing monitoring OT costs

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Deploy Workforce
Employee time and talent is used effectively.
Employees motivated.
HR Management Report category

• Performance Measures
• Percent employees with current performance
  expectations
• Employee survey ratings on productive workplace
  questions
• Overtime usage
• Sick leave usage
• Number type of non-disciplinary grievances and
  disposition

• Analysis/Action Steps
• Our sick leave usage runs right at or below the
  statewide average
• Average employee is using less than 5.5 hours of
  sick leave per month
• Continue review look at LSR data specifically

Average since July 03
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Deploy Workforce
Employee time and talent is used effectively.
Employees motivated.
HR Management Report category

• Performance Measures
• Percent employees with current performance
  expectations
• Employee survey ratings on productive workplace
  questions
• Overtime usage
• Sick leave usage
• Number type of non-disciplinary grievances and
  disposition

Number of Grievances

• Grievance Disposition
• 2 settled at pre-arbitration (class action - PID)
• 3 settled at Arbitration (class action
  med./dental)
• 7 withdrawn by union at step 1
• 8 resolved at step 1
• 1 settled at step 2

Type of Grievances (July 05 May 06)
Discipline Compensation Overtime Work Hours Bid
System Leave Hiring/Appts Non-discrimination Manag
ement Rights All other
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Employees have competencies for present job and
future advancement
Develop Workforce
HR Management Report category

• Performance Measures
• Percent employees with current annual individual
  development plans
• Employee survey ratings on learning
  development questions

• Analysis
• A major challenge is balancing staff interest in
  attending classes with the need to achieve
  business demands.

Percent employees with current Individual
Development Plans 97
Employee perceptions onlearning and development
Overall average score for Learning
Development questions is 3.65
Q5. I have opportunities at work to learn and
grow. (3.6) Q8. My supervisor gives me ongoing
feedback that helps me improve my performance.
(3.7)

• Action Steps
• Continue to promote the availability of training
  and continued education opportunities.
• Work with supervisors to help staff understand
  that learning and growing is not limited to
  attending formal classes.

• Performance Plans
• Last year, the agency moved to requiring all
  employee annual performance evaluations and plans
  to be completed between September 1 and November
  30 to assure
• All are completed in a timely manner.
• That performance reviews and plans are tied to
  agency strategic and business planning processes.
• The few that were not completed on time were due
  to long term absence, etc.

94
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Successful performance is differentiated
strengthened. Employees are held accountable.
Reinforce Performance
HR Management Report category

• Performance Measures
• Percent employees and managers with current
  annual performance evaluations
• Employee survey ratings on performance and
  accountability questions
• Number and type of disciplinary issues, actions,
  appeals disposition

• Analysis
• Recent work on recognition revealed many
  different definitions and expectations of what
  recognition is.

Percent employees with current performance
evaluations 97
Do employees see a meaningful linkage between
their performance and the success of the
organization?
Q3. I know how my work contributes to the goals
of my agency. (4.1) Q10. My performance
evaluation provides me with meaningful
information about my performance. (3.6) Q11. My
supervisor holds me and my co-workers accountable
for performance. (4.2) Q9. I receive
recognition for a job well done (3.4)
Overall average score for performance
accountability questions is 3.8

• Action Steps
• Continue current performance evaluation process
  and module on performance management that is part
  of Leadership DOL.
• Continue recently launched initiative at helping
  supervisors demonstrate appreciation for the work
  of staff.
• Design a program to promote and recognize
  meritorious performance.

• Performance Evaluations
• Last year, the agency moved to requiring all
  employee annual performance evaluations and plans
  to be completed between September 1 and November
  30 to assure
• All are completed in a timely manner.
• That performance reviews and plans are tied to
  agency strategic and business planning processes.

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Successful performance is differentiated
strengthened. Employees are held accountable.
Reinforce Performance
HR Management Report category

• Performance Measures
• Percent employees and managers with current
  annual performance evaluations
• Employee survey ratings on performance and
  accountability questions
• Number and type of disciplinary issues, actions,
  appeals disposition

Formal Disciplinary Actions, Appeals,
GrievancesFY 2006 (July 1, 2005- June 30, 2006)
DOUBLE CLICK ON THE CHART TO ENTER YOUR AGENCYS
DATA
Non-represented employees Represented
employees
Issues Leading to Disciplinary Action Ethics
violations Poor performance Inappropriate
behavior Policy/procedure violations
Disposition of Disciplinary-related Grievances or
Appeals 2 withdrawn 1 settled
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Ultimate Outcomes
HR Management Report category
State has workforce breadth depth for present
future success. Employees are committed to the
work they do and the goals of the
organization. Successful, productive employees
are retained.

• Performance Measures
• Employee survey ratings on commitment questions
• Turnover rates and types (e.g., retirement,
  resignation, etc.)
• Turnover rate of key occupational categories -
  TBD
• Diversity profile turnover TBD

Overall average score for commitment questions
is 3.6

• Analysis
• Efforts over past two years to link employee work
  to agency success is paying off.
• While staff may understand how their work
  contributes to the business objectives,
  understanding how agency success is measured is
  still relatively unclear.

• Action Steps
• We recently revised our mission and vision
  statements and have started a communication plan
  to highlight success stories which reflect those
  new values.

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Ultimate Outcomes continued
HR Management Report category

• Performance Measures
• Employee survey ratings on commitment questions
• Turnover rates and types (e.g., retirement,
  resignation, etc.)
• Turnover rate of key occupational categories -
  TBD
• Diversity profile turnover TBD

Agency-wide Turnoverleaving agency

• Analysis
• Turnover slowly increasing over time
• Resignations are increasing
• All other categories staying flat
• Retirements not increasing

• Action Steps
• Implement exit interviews agency-wide
• Complete workforce planning study

Agency Workforce Turnover Breakdown
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Ultimate Outcomes continued
HR Management Report category

• Performance Measures
• Employee survey ratings on commitment questions
• Turnover rates and types (e.g., retirement,
  resignation, etc.)
• Turnover rate of key occupational categories -
  TBD
• Diversity profile turnover TBD

Department of Licensing

• Diversity Profile DOL State
• Women 61 52
• Persons with disabilities 6 5
• Vietnam Veterans 7 7
• Disabled Veterans 2 2
• Persons over 40 74 76
• People of color 24 17.5

WA State Government

• Notes
• Diversity profile meets or exceeds all statewide
  averages
• New Affirmative Action Plan due in December will
  establish new availability numbers and new job
  groups