State of Washington Department of General Administration Human Resource Management Report

1
State of WashingtonDepartment of General
AdministrationHuman ResourceManagement Report
Linda Villegas Bremer, Director Department of
General Administration
October 2007
2
Managers Logic Model for Workforce Management
3
Standard Performance Measures

• Percent supervisors with current performance
  expectations for workforce management
• Management profile
• Workforce planning measure (TBD)
• Percent employees with current position/competenci
  es descriptions
• Time-to-fill funded vacancies
• Candidate quality
• Hiring Balance (Proportion of appointment types)
• Separation during review period
• Percent employees with current performance
  expectations
• Employee survey ratings on productive workplace
  questions
• Overtime usage
• Sick leave usage
• Non-disciplinary grievances/appeals filed and
  disposition (outcomes)

Ultimate Outcomes

• Employee survey ratings on commitment questions
• Turnover rates and types
• Turnover rate key occupational categories
• Workforce diversity profile
• Retention measure (TBD)

4

• Plan Align Workforce
• Outcomes
• Managers understand workforce management
  accountabilities. Jobs and competencies are
  defined and aligned with business priorities.
  Overall foundation is in place to build sustain
  a high performing workforce.
• Performance Measures
• Percent supervisors with current performance
  expectations for workforce management
• Management profile
• Workforce Planning measure (TBD)
• Percent employees with current position/
  competency descriptions

Workforce Management Expectations

• Analysis
• Director Linda Bremer first outlined her
  performance and leadership competencies to all
  117 managers and supervisors in August 2006.
  This information is sent to all managers and
  supervisors on a yearly basis.
• All WMS, EMS and manager position descriptions
  include or reference GA core performance and
  leadership competencies.
• Leadership core competencies have also been
  embedded into the managers Performance and
  Development Plan document to ensure that all
  leaders are evaluated on their workforce
  management skills.
• GA requires all Supervisors and Managers to
  attend training in the following areas Just
  Cause, CBA Overview, Using Competencies to Manage
  Staff, and Performance Development Plan
  preparation.
• Action Steps
• Director Bremers performance and leadership
  competencies will be reviewed, updated and
  distributed to all managers and supervisors again
  in the fall of 2007.
• Human Resources will monitor outcomes of agency
  efforts as reflected in the timeliness of
  performance evaluations, outcomes of disciplinary
  actions, and grievance activity. This information
  will be reported at quarterly GMAP sessions at
  GA.
• Managers and supervisors will be held accountable
  for timely, high quality performance evaluations.

Percent supervisors with current performance
expectations for workforce management 100
Based on 117 of 117 reported number of
supervisors
Data as of 6/2007 Source Agency Tracked Data
5

• Plan Align Workforce
• Outcomes
• Managers understand workforce management
  accountabilities. Jobs and competencies are
  defined and aligned with business priorities.
  Overall foundation is in place to build sustain
  a high performing workforce.
• Performance Measures
• Percent supervisors with current performance
  expectations for workforce management
• Management profile
• Workforce Planning measure (TBD)
• Percent employees with current position/
  competency descriptions

Management Profile

• Analysis
• GA met its targeted mid manager reduction as of
  March 31, 2007.
• Reduction targets were met primarily through
  agency reorganization and retirements.
• Action Steps
• GAs WMS review team will review WMS positions to
  ensure proper inclusion and evaluation.
• Each mid-management position requires analysis
  and approval by HR Director and Assistant
  Directors prior to recruitment.

WMS Employee Headcount 63 Percent of agency
workforce that is WMS 9.3 Manager Headcount
117 Percent of agency workforce classed as
Managers 17.3 In positions coded as
Manager (includes EMS, WMS, and GS)
Management 48 Consultant 12 Policy 2 Not
Assigned 1
Data as of 7/2006 6/2007 Source HRMS BW
6

• Plan Align Workforce
• Outcomes
• Managers understand workforce management
  accountabilities. Jobs and competencies are
  defined and aligned with business priorities.
  Overall foundation is in place to build sustain
  a high performing workforce.
• Performance Measures
• Percent supervisors with current performance
  expectations for workforce management
• Management profile
• Workforce Planning measure (TBD)
• Percent employees with current position/
  competency descriptions

Current Position/Competency Descriptions

• Analysis
• The percentage of current position/competency
  descriptions rose from 80 to 92 during the
  reporting period. (January 2007 July 2007).
• All remaining position descriptions are currently
  under review for updating.
• Action Steps
• Supervisors will review all PDFs at least
  annually during the employee evaluation to ensure
  the PDF is clear, aligned with GAs strategic
  plan and understandable to the employee.
• Human Resources will provide assistance to
  supervisors on completion of the Position
  Description form as needed.
• Programs will continue to report at GAs GMAP
  session on their completion/progress of targets.

Percent employees with current position/competency
descriptions 92
Based on 579 of 629 reported employee count
Applies to employees in permanent positions, both
WMS GS
Data as of 7/1/2007 Source Agency Tracked Data
7

• Hire Workforce
• Outcomes
• Best candidates are hired and reviewed during
  appointment period. The right people are in the
  right job at the right time.
• Performance Measures
• Time-to-fill vacancies
• Candidate quality
• Hiring Balance (proportion of appointment types)
• Separation during review period

Time-to-fill / Candidate Quality

• Analysis
• The majority of GA positions are referred and
  appointments are done through internal GA
  recruitment efforts. Time to fill information is
  compiled through internal tracking methods.
• GA worked with DOP to develop a survey for rating
  candidate quality. The Candidate Quality Survey
  will be sent to hiring managers along with
  referrals beginning October 1, 2007.
• Some classifications, such as Architects and
  Engineers, Electricians, Plumbers and other
  trades positions, present our greatest
  recruitment challenge, often taking several
  months to fill.
• Action Steps
• Human Resources will expand its use of
  e-recruiting as we further develop our knowledge
  of the e-recruiting system and its capabilities.
• Human Resources will work with DOP recruitment
  staff to develop additional recruiting channels
  and strategies to attract qualified candidates
  for hard-to-fill positions.
• Program managers/supervisors will begin
  completing the Candidate Quality Survey on
  recruitments, beginning October 1, 2007.
  Information from the Candidate Quality Survey
  will be reported on our next HR Management
  report.

Time-to-fill Funded Vacancies Average number of
days to fill 36.8 days Number of vacancies
filled 47 Equals of days from
creation of the requisition to job offer
acceptance Time Period 07/2006 through 6/2007
Candidate Quality Of the candidates interviewed
for vacancies, how many had the competencies
(knowledge, skills abilities) needed to perform
the job? Number XXX Percentage XXX Of
the candidates interviewed, were hiring managers
able to hire the best candidate for the
job? Hiring managers indicating yes
Number XXX Percentage XXX Hiring
managers indicating no Number XXX
Percentage XXX Time Period mm/dd/yyyy
mm/dd/yyyy
Data as of 7/1/2007 Source Agency Tracked Data
8

• Hire Workforce
• Outcomes
• Best candidates are hired and reviewed during
  appointment period. The right people are in the
  right job at the right time.
• Performance Measures
• Time-to-fill vacancies
• Candidate quality
• Hiring Balance (proportion of appointment types)
• Separation during review period

Hiring Balance / Separations During Review Period

• Analysis
• 79 of GAs permanent hires during this reporting
  period are internal candidates compared with the
  statewide average of 48. This reflects GAs
  commitment to developing staff and providing
  promotional opportunities.
• 2 other category reflects staff members who
  exercised their reversion rights.
• Action Steps
• GA has made succession planning and the
  development of recruitment activities for
  critical positions key parts of its strategic and
  business plans over the next biennium.
• Human Resources will facilitate efforts by the
  Senior Management Team and agency programs to
  identify critical leadership positions develop
  succession strategies develop comprehensive
  recruitment strategies and recommend strategies
  for using apprenticeship programs and internships
  in GA. The action plan and its completion of
  this initiative are part of strategic plan
  reporting.
• Employees are encouraged to gain additional
  skills and competencies necessary to build
  capacity in current positions and to promote
  either within GA or other state agencies.

Total number of appointments 43 Time period
7/2006 through 6/2007 Includes appointments to
permanent vacant positions only excludes
reassignments Other Demotions, re-employment,
reversion RIF appointments
Separation During Review Period Probationary
separations - Voluntary 0 Probationary
separations - Involuntary 0 Total Probationary
Separations 0 Trial Service separations -
Voluntary 5 Trial Service separations -
Involuntary 0 Total Trial Service
Separations 5 Total Separations During Review
Period 5 Time period 7/2006 through 6/2007
Data as of 7/2006 6/2007 Source HRMS BW
9

• Deploy Workforce
• Outcomes
• Staff know job expectations, how theyre doing,
  are supported. Workplace is safe, gives capacity
  to perform, fosters productive relations.
  Employee time and talent is used effectively.
  Employees are motivated.
• Performance Measures
• Percent employees with current performance
  expectations
• Employee survey ratings on productive workplace
  questions
• Overtime usage
• Sick leave usage
• Non-disciplinary grievances/appeals filed and
  disposition (outcomes)
• Worker safety

Current Performance Expectations

• Analysis
• Over this reporting period (January 2007 July
  2007), GAs percentage of employees with current
  performance expectations increased from 51 to
  87.
• The agency and its leadership has placed an
  emphasis on all employees having clear,
  measurable, written performance expectations.
• Action Steps
• DOPs Performance and Development Plan class is
  required training for all supervisors.
  Attendance at this training is reported during
  internal GMAP sessions.
• Beginning January 2008, Performance Expectations
  will be required to be submitted at the same time
  as annual evaluations.
• Each program will report outcomes of their
  efforts as reflected in quality of performance
  evaluations and outcomes of disciplinary actions.
  This information will be reported during
  quarterly GMAP sessions.

Percent employees with current performance
expectations 87
Based on 547 of 629 reported employee count
Applies to employees in permanent positions, both
WMS GS
Data as of 6/2007 Source Agency Tracked Data
10

• Deploy Workforce
• Outcomes
• Staff know job expectations, how theyre doing,
  are supported. Workplace is safe, gives capacity
  to perform, fosters productive relations.
  Employee time and talent is used effectively.
  Employees are motivated.
• Performance Measures
• Percent employees with current performance
  expectations
• Employee survey ratings on productive workplace
  questions
• Overtime usage
• Sick leave usage
• Non-disciplinary grievances/appeals filed and
  disposition (outcomes)
• Safety and Workers Compensation (TBD)

Employee Survey Productive Workplace Ratings
Avg
Q4. I know what is expected of me at work. Q1. I
have opportunity to give input on decisions
affecting my work. Q2. I receive the information
I need to do my job effectively. Q6. I have the
tools and resources I need to do my job
effectively. Q7. My supervisor treats me with
dignity and respect. Q8. My supervisor gives me
ongoing feedback that helps me improve my
performance. Q9. I receive recognition for a job
well done.

• Analysis
• Based on the employee survey ratings, most GA
  employees understand what is expected of them at
  work have information needed to effectively
  complete their job assignments have the tools
  resources to do their jobs and are treated with
  dignity and respect.
• Opportunities for improvement include providing
  input on decisions affecting employees jobs
  supervisors providing ongoing feedback for
  improved performance, and recognition for a job
  well done.
• Action Steps
• With an ongoing emphasis on completion of timely
  evaluations, ratings should go up.
• GA is committed to honoring employees at our
  annual recognition event held each fall.
• Director sends personal kudos and recognizes
  accomplishments at each Tuesday management team
  meeting.
• In addition, programs within GA recognize
  employees as projects are completed.
  Supervisors/managers are encouraged to recognize
  just-in-time performance for special work
  efforts by employees.
• Include program demographics in next DOP Employee
  Climate Survey (October 2007), so actions to
  address survey results can be more effectively
  tailored to work units.

4.4
3.8
4.0
4.1
4.4
3.9
3.5
Overall average score for Productive Workplace
Ratings 4.0
Data as of Spring 2006 Source DOP Staff Survey
11

• Deploy Workforce
• Outcomes
• Staff know job expectations, how theyre doing,
  are supported. Workplace is safe, gives capacity
  to perform, fosters productive relations.
  Employee time and talent is used effectively.
  Employees are motivated.
• Performance Measures
• Percent employees with current performance
  expectations
• Employee survey ratings on productive workplace
  questions
• Overtime usage
• Sick leave usage
• Non-disciplinary grievances/appeals filed and
  disposition (outcomes)
• Worker safety

Overtime Usage
Overall agency avg overtime usage per capita,
per month .843
Statewide overtime values do not include
DNR Overall agency avg overtime usage per
capita, per month sum of monthly OT averages
divided by number of months

• Analysis
• GAs overtime hours and costs are well below the
  statewide average.
• GAs overtime can be primarily attributed to
  programs that respond to increased customer
  demand for services (i.e., Campus Mail and
  Central Stores) and those that must support
  Capitol Campus facilities and events (i.e.,
  Building Grounds) for seasonal demands.
• The agency has analyzed its overtime use rates
  and determined that the use of overtime allows
  the agency to manage peak workloads and achieve
  its business objectives.
• Action Steps
• This information is being reviewed monthly by the
  agency Director, Deputy Director, Assistant
  Directors, HR Director, and program managers. No
  targeted actions are planned at this time.

Overall agency avg employees receiving overtime
per month 8.7
Statewide overtime values do not include
DNR Overall agency avg employees receiving
overtime per month sum of monthly OT
percentages divided by number of months
Data as of 6/2007 Source HRMS BW
12

• Deploy Workforce
• Outcomes
• Staff know job expectations, how theyre doing,
  are supported. Workplace is safe, gives capacity
  to perform, fosters productive relations.
  Employee time and talent is used effectively.
  Employees are motivated.
• Performance Measures
• Percent employees with current performance
  expectations
• Employee survey ratings on productive workplace
  questions
• Overtime usage
• Sick leave usage
• Non-disciplinary grievances/appeals filed and
  disposition (outcomes)
• Worker safety

Sick Leave Usage

• Analysis
• GAs sick leave usage per capita is slightly
  below the statewide average.
• GA began providing detailed sick leave usage
  reports to agency leadership in March 2007.
  Since that time, sick leave usage per capita has
  reduced from 8.2 hrs. to 5.2 hrs., and by those
  who took sick leave from 14.1 to 10.9 hrs.
• Action Steps
• Monthly reports provided to agency Director,
  Deputy Director, Assistant Directors, and HR
  Director. Each Assistant Director reviews
  progress with Director every month.
• Assistant Directors and program managers will
  monitor data for unusual or excessive patterns
  within their programs.
• The HR Director will provide agency-wide
  information/trends to senior leadership.

Sick Leave Hrs Used / Earned (per capita)
 
Sick Leave Hrs Used / Earned (those who took SL)
Sick Leave time period 7/2006 through 6/2007
Statewide data does not include DOL, DOR, LI,
and LCB Source Provided by DOP
13

• Deploy Workforce
• Outcomes
• Staff know job expectations, how theyre doing,
  are supported. Workplace is safe, gives capacity
  to perform, fosters productive relations.
  Employee time and talent is used effectively.
  Employees are motivated.
• Performance Measures
• Percent employees with current performance
  expectations
• Employee survey ratings on productive workplace
  questions
• Overtime usage
• Sick leave usage
• Non-disciplinary grievances/appeals filed and
  disposition (outcomes)
• Worker safety

Non-Disciplinary Grievances (represented
employees)
Total Non-Disciplinary Grievances 0

• Analysis
• GA has had no non-disciplinary grievances filed
  during this reporting period (June 2006 July
  2007).
• Training on the 2007 2009 Collective Bargaining
  Agreement required for all GA managers and
  supervisors.
• Action Steps
• Provide on-going assistance to employees,
  supervisors and managers regarding contract
  requirements.
• Resolving issues at the lowest possible level is
  a standard practice. HR works closely with
  employees and supervisors to assist with issues
  as they arise.

There may not be a one-to-one correlation
between the number of grievances filed (shown top
of page) and the outcomes determined during this
time period. The time lag between filing date and
when a decision is rendered can cross the time
periods indicated.
Data as of 7/1/2007 Source Agency Tracked Data
14

• Deploy Workforce
• Outcomes
• Staff know job expectations, how theyre doing,
  are supported. Workplace is safe, gives capacity
  to perform, fosters productive relations.
  Employee time and talent is used effectively.
  Employees are motivated.
• Performance Measures
• Percent employees with current performance
  expectations
• Employee survey ratings on productive workplace
  questions
• Overtime usage
• Sick leave usage
• Non-disciplinary grievances/appeals filed and
  disposition (outcomes)
• Worker safety

Non-Disciplinary Appeals (mostly non-represented
employees)
Filings with Personnel Resources Board Time
Period 07/2006 through 06/2007 0 Job
classification 0 Other exceptions to Director
Review 0 Layoff 0 Disability separation 0
Non-disciplinary separation 0 Total
filings Non-Disciplinary appeals only are shown
above.
Filings for DOP Directors Review Time Period
07/2006 through 06/2007 2 Job classification 0
Rule violation 0 Name removal from register 0
Rejection of job application 0 Remedial action 2
Total filings
There is no one-to-one correlation between the
filings shown above and the outcomes displayed in
the charts below. The time lag between filing
date and when a decision is rendered can cross
the time periods indicated.
Total outcomes 0 Time Period 07/2006 through
06/2007
Total outcomes 0 Time Period 07/2006 through
6/2007
Source Dept of Personnel
15
Deploy Workforce Outcomes Staff know job
expectations, how theyre doing, are supported.
Workplace is safe, gives capacity to perform,
fosters productive relations. Employee time and
talent is used effectively. Employees are
motivated. Performance Measures Percent
employees with current performance
expectations Employee survey ratings on
'productive workplace' questions Overtime usage
Sick leave usage Non-disciplinary
grievances/appeals filed and disposition
outcomes Worker Safety
Worker Safety General Administration, Department
of

• Action Plan
• Safe Worker Action Plan sent to the Governors
  office on July 31, 2007.
• Memo from Senior Management Team to all
  employees communicating safety performance
  expectations was sent on October 3, 2007.
• Safety expectations and competencies included in
  all Position Description Forms by July 2008
• Re-survey employees on safety by April 2008.

• Analysis
• GA tends to have more injuries during the winter
  months due to the nature of our work.
• GAs injury claims information reflects 13.3
  injuries or 1.9 injuries per 100 FTE per quarter,
  per last years data.
• NOTE GA is working with LI to verify the data
  reflected on this report. Our agency statistics
  published by the Safety Manager are different
  than those shown below by LI.

Allowed Annual Claims Rate Agency vs. All
HR Management Report (HRMR) agencies Annual
claims rate is claims / 100 FTE 1 FTE 2000
hours Due to natural lag in claim filing,
rates are expected to increase significantly over
time
Injuries by Occupational Injury and
Illness Classification (OIICS) event For fiscal
period 2002Q3 through 2007Q2 (categories under
3 or not adequately coded are grouped into
'misc.')
Source Labor Industries, Research and Data
Services (data as of 09/03/2007 )
16

• Develop Workforce
• Outcomes
• A learning environment is created. Employees are
  engaged in professional development and seek to
  learn. Employees have competencies needed for
  present job and future advancement.
• Performance Measures
• Percent employees with current individual
  development plans
• Employee survey ratings on learning
  development questions
• Competency gap analysis (TBD)

Individual Development Plans

• Analysis
• Over this reporting period (January 2007 July
  2007), GAs percentage of employees with current
  individual development plans increased from 50
  to 86.
• Individual development plans are typically
  completed at the time the performance evaluation
  is completed.
• GAs overall average score on the Learning and
  Development questions is slightly above the
  statewide average of 3.65.
• Action Steps
• DOPs Performance and Development Plan class is
  required for all supervisors and managers.
  Attendance at this training is reported during
  internal GMAP sessions.
• As GA works to develop succession planning
  strategies for key positions, we will explore
  career and succession planning as basis for
  development opportunities.
• Human Resources will provide consultation and
  training to managers and supervisors in the area
  of determining appropriate training for employees.

Percent employees with current individual
development plans 86
Based on 541 of 629 reported employee count
Applies to employees in permanent positions, both
WMS GS
Employee Survey Learning Development Ratings
Overall average score for Learning Development
Ratings 3.8
Data as of 7/1/2007 Source Agency Tracked Data
17

• Reinforce Performance
• Outcomes
• Employees know how their performance contributes
  to the goals of the organization. Strong
  performance is rewarded poor performance is
  eliminated. Successful performance is
  differentiated and strengthened. Employees are
  held accountable.
• Performance Measures
• Percent employees with current performance
  evaluations
• Employee survey ratings on performance and
  accountability questions
• Disciplinary actions and reasons, disciplinary
  grievances/appeals filed and disposition
  (outcomes)
• Reward and recognition practices (TBD)

Current Performance Evaluations

• Analysis
• Over this reporting period (January 2007 July
  2007), GAs percentage of employees with current
  performance development plans increased from 73
  to 94.
• Action Steps
• Hold supervisors accountable for completing
  evaluations.
• Continue monthly internal GMAP reporting by
  program manager. Sharing status of completion at
  the GMAP session highlights the importance.
• Human Resources will continue to advise and train
  managers and supervisors in the area in
  conducting meaningful evaluations.

Percent employees with current performance
evaluations 94
Based on 589 of 629 reported employee count
Applies to employees in permanent positions, both
WMS GS
Data as of 7/1/2007 Source Agency Tracked Data
18

• Reinforce Performance
• Outcomes
• Employees know how their performance contributes
  to the goals of the organization. Strong
  performance is rewarded poor performance is
  eliminated. Successful performance is
  differentiated and strengthened. Employees are
  held accountable.
• Performance Measures
• Percent employees with current performance
  evaluations
• Employee survey ratings on performance and
  accountability questions
• Disciplinary actions and reasons, disciplinary
  grievances/appeals filed and disposition
  (outcomes)
• Reward and recognition practices (TBD)

Employee Survey Performance Accountability
Ratings

• Analysis
• Survey data indicates that GA employee responses
  are slightly higher than the statewide average of
  3.7 for performance and accountability survey
  questions.
• Survey results indicate GA employees know how
  their work contributes to GAs strategic goals
  and they are held accountable for their
  performance.
• Opportunities for improvement include providing
  meaningful performance evaluations and
  recognition.
• Action Steps
• Director Bremer and the senior management team
  review completion of annual performance
  evaluations, PDPs (expectations), and Individual
  Development Plans (IDPs) during internal GMAP
  sessions.
• Agency leadership has placed a greater emphasis
  on all employees having clear, written job
  expectations.
• GA is committed to honoring employees at our
  annual fall recognition event and through
  just-in-time performance recognition by
  managers for special work efforts by employees.
• Include program demographics in DOPs next
  climate survey so improvement strategies can be
  better tailored to applicable work unit.

Overall average score for Performance
Accountability ratings 3.9
Data as of Spring 2006 Source DOP Staff Survey
19

• Reinforce Performance
• Outcomes
• Employees know how their performance contributes
  to the goals of the organization. Strong
  performance is rewarded poor performance is
  eliminated. Successful performance is
  differentiated and strengthened. Employees are
  held accountable.
• Performance Measures
• Percent employees with current performance
  evaluations
• Employee survey ratings on performance and
  accountability questions
• Disciplinary actions and reasons, disciplinary
  grievances/appeals filed and disposition
  (outcomes)
• Reward and recognition practices (TBD)

Formal Disciplinary Actions

• Analysis
• Number of formal disciplinary actions remain low.
  
• Although a small amount of formal disciplinary
  actions took place, the number of
  pre-disciplinary investigations has increased.
  Thorough investigations lead to better
  determination of course of action and do not
  always lead to formal discipline.
• No disciplinary actions have been arbitrated.
• 7 steps of Just Cause refresher training was
  included with the 2007 2009 collective
  bargaining agreement training. This was required
  training for all managers/supervisors.
• Action Steps
• Human Resources will train and coach supervisors
  to work with problem performance early and often
  to avoid more formal disciplinary action being
  taken whenever possible.
• GA will continue to foster positive and effective
  relationships with labor representatives so we
  can partner to help employees succeed.

Reduction in Pay is not currently available in
HRMS/BW.

• Issues Leading to Disciplinary Action
• Violence in the Workplace policy violations
• Failed to meet position expectations.

Data as of 7/2006 6/2007 Source HRMS BW
Agency Tracked Data
20

• Reinforce Performance
• Outcomes
• Employees know how their performance contributes
  to the goals of the organization. Strong
  performance is rewarded poor performance is
  eliminated. Successful performance is
  differentiated and strengthened. Employees are
  held accountable.
• Performance Measures
• Percent employees with current performance
  evaluations
• Employee survey ratings on performance and
  accountability questions
• Disciplinary actions and reasons, disciplinary
  grievances/appeals filed and disposition
  (outcomes)
• Reward and recognition practices (TBD)

Disciplinary Grievances and Appeals
Disciplinary Grievances(Represented Employees)
Disciplinary Appeals(Non-Represented
Employeesfiled with Personnel Resources
Board) Time Period 7/2006 through 6/2007 0
Dismissal 0 Demotion 0 Suspension 0 Reduction in
salary 0 Total Disciplinary Appeals Filed with
PRB
Total Disciplinary Grievances Filed 1
There is no one-to-one correlation between the
filings shown above and the outcomes displayed in
the charts below. The time lag between filing
date and when a decision is rendered can cross
the time periods indicated.

• Disposition (Outcomes) of Disciplinary Grievances
• Time period 7/2006 through 6/2007
• Grievance resolved at the agency head step of the
  grievance process.

• Disposition (Outcomes) of Disciplinary Appeals
• Time period 7/2006 through 6/2007
• There were no disciplinary appeal outcomes in the
  period from July 2006 through June 2007.

Data as of 6/30/2007 Source Agency Tracked Data
21

• ULTIMATE OUTCOMES
• Employees are committed to the work they do and
  the goals of the organization
• Successful, productive employees are retained
• The state has the workforce breadth and depth
  needed for present and future success
• Performance Measures
• Employee survey ratings on commitment questions
• Turnover rates and types
• Turnover rate key occupational categories
• Workforce diversity profile
• Retention measure (TBD)

Employee Survey Employee Commitment Ratings

• Analysis
• Overall, employees in GA understand how their
  specific responsibilities contribute to GAs
  strategic goals.
• Areas for improvement include employee
  recognition and increasing employee understanding
  of how GA measures its success.
• Action Steps
• Increase communications that emphasize the links
  between our on-going work and achievements, and
  our strategic plan goals and GMAP performance
  management.
• GA is committed to honoring employees at our
  annual fall recognition event and through
  just-in-time performance recognition by
  managers for special work efforts by employees.
• Include program demographics in DOPs next
  employee climate survey so improvement strategies
  can be better tailored to the applicable work
  unit.

DOUBLE CLICK ON THE BAR CHARTS TO ENTER YOUR
AGENCYS DATA
Overall average score for Employee Commitment
ratings 3.6
Data as of Spring 2006 Source DOP Staff Survey
22

• ULTIMATE OUTCOMES
• Employees are committed to the work they do and
  the goals of the organization
• Successful, productive employees are retained
• The state has the workforce breadth and depth
  needed for present and future success
• Performance Measures
• Employee survey ratings on commitment questions
• Turnover rates and types
• Turnover rate key occupational categories
• Workforce diversity profile
• Retention measure (TBD)

Turnover Rates

• Analysis
• Standard turnover measures do not capture
  inter-agency movement or internal churning.
• During this reporting period, 15 GA employees
  retired, 18 resigned from state service, 4 moved
  out of state, and 1 employee death.
• Of the 18 who resigned from their positions and
  left state service, 4 resigned due to family or
  heath issues and one started their own business.
• Action Steps
• During the next biennium, Human Resources will
  facilitate efforts by the Senior Management Team
  and agency programs to identify critical
  leadership positions develop succession
  strategies develop comprehensive recruitment
  strategies and recommend strategies for using
  apprenticeship programs and internships in GA.
  These processes will help to elevate the effects
  of staff turnover in critical areas and are
  reported on through strategic plan follow-up.
• HR will lead efforts to design and implement an
  agency-wide exit interview strategy. Exit
  interviews will be included as part of GAs In
  and Out Processing. Completion of the In and
  Out Processing is expected by March 2008.

Total Turnover (leaving state) Time Period
7/2006 through 6/2007
Total Turnover Actions 40Total Turnover
6.7
Note Movement to another agency is currently
not available in HRMS/BW
Data as of 7/2006 6/2007 Source HRMS BW
23

• ULTIMATE OUTCOMES
• Employees are committed to the work they do and
  the goals of the organization
• Successful, productive employees are retained
• The state has the workforce breadth and depth
  needed for present and future success
• Performance Measures
• Employee survey ratings on commitment questions
• Turnover rates and types
• Turnover rate key occupational categories
• Workforce diversity profile
• Retention measure (TBD)

Workforce Diversity Profile

• Agency State
• Female 36 53
• Disabled 7 5
• Vietnam Vet 9 7
• Disabled Vet 1 2
• People of color 22 18
• Persons over 40 81 75

• Analysis
• GA continues to reflect a diverse workforce that
  is above the statewide profile except in the area
  of employment of women.
• Age distribution data reflects the depth of the
  aging problem that GA will face in the future.
  This data is also reflective of the number of
  retirements shown in the turnover statistics.
• GA has been commended by the GAAPCom for its
  ongoing commitment to diversity.
• Action Steps
• Maintain diversity through management awareness
  and continued program monitoring.
• As part of the agency strategic plan activities,
  GA has identified the need to include a workforce
  planning strategy for developing our workforce,
  and a comprehensive succession plan, to replace
  staff who will be retiring.

Data as of 7/2006 6/2007 Source HRMS BW