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State of Washington School for the Blind Human Resource Management Report

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... format to meet unique needs, as long as the minimum information shown in this ... Overdue Performance Expectations by department ... – PowerPoint PPT presentation

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Title: State of Washington School for the Blind Human Resource Management Report


1
State of WashingtonSchool for the BlindHuman
ResourceManagement Report
Note This is the standard format provided by DOP
as of 1-1-07. Agencies may customize or
supplement this format to meet unique needs, as
long as the minimum information shown in this
format is included.
October 15, 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
  • HR Manager excluded from this count as the
    incumbent has no supervisory role.
  • Action Steps
  • Continue to remind supervisor of impending due
    dates.
  • HR to continue to provide training and assistance
    to supervisors.
  • Continue assessment of most effective performance
    expectations date review.

Percent supervisors with current performance
expectations for workforce management 100
Total of supervisors with current performance
expectations for workforce management 12 Total
of supervisors 12
Data as of 06/2007 Source Agency Personnel Files
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
  • Sufficient number of managers per workforce
  • Action Steps
  • Continue detailed monthly management evaluations
    and feedback sessions.
  • Superintendent will continue to hold individual
    meetings with each manager as well as weekly
    Administrative meetings.

Number of WMS employees 5.0 Percent of agency
workforce that is WMS 4.8 Number of all
Managers 9.0 Percent of agency workforce that
is Managers 8.6 Headcount in positions
coded as Manager (includes EMS, WMS, and GS)
Use of this chart is optional
Manager 4 Consultant 1
Data as of 06/2007 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
  • All positions as of 06/30/07 have been updated
    and set for regular review.
  • Action Steps
  • Review each PDF and update as needed.

Percent employees with current position/competency
descriptions 100
Total of employees with current
position/competency descriptions 113 Total
of employees 113 Applies to employees in
permanent positions, both WMS GS
Data as of 06/2007 Source Agency Personnel Files
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
  • Analysis
  • On-call staff not included.
  • Recruiting for Instructional and Classroom
    Support Technician 1
  • Director of On-campus Programs, Assistant
    Principal, and the HR Manager were the hiring
    managers for this these recruitments.
  • E-recruiting used but internal candidates were
    most qualified.
  • Advertised in various publications including
    Craigs list
  • These figures do not include Teacher of the
    Visually Impaired and Blind. State systems do
    not provide assistance for these types of
    recruitment needs.
  • Action Steps
  • Continue to advertise on Craigs list..
  • Continue to track difficulty with Teacher of the
    Visually Impaired recruitment using GMAP
    reporting.

Time-to-fill Funded Vacancies Average Number of
Days to fill 30 Number of vacancies
filled 1 Equals of days from hiring
requisition to job offer acceptance
Candidate Quality Percent Number Candidates
interviewed who had competencies needed for the
job 100 7 Hiring managers who indicated they
could hire best candidate 100 2
Data as of 06/2007 Source Agency Recruitment
Files
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
  • Analysis
  • One Instructional and Classroom Support
    Technician Position filled
  • Action Steps
  • Continue to recruit and interview with current
    processes in accordance with all applicable laws.

Total number of appointments 1 Time period
1/2006 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 0 Trial Service separations -
Involuntary 0 Total Trial Service
Separations 0 Total Separations During Review
Period 0 Time period 01/2007 to 06/2007
Data as of 06/2007 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)
  • Safety and Workers Compensation (TBD)

Current Performance Expectations
  • Analysis
  • Supervisors have received DOP training for PDP
    development.
  • Reminder system has been established to ensure
    timely performance expectation review.
  • Action Steps
  • HR Manager will continue to provide training to
    managers and supervisors.
  • Outlook calendars are being used to set reminders
    for performance expectation review on annual
    basis.

Percent employees with current performance
expectations 100
Total of employees with current performance
expectations 113 Total of employees
113 Applies to employees in permanent positions,
both WMS General Service
Overdue Performance Expectations by department
As of 6/30/2007 all performance expectation for
all departments have been updated.
Data as of 06/2007 Source Agency Personnel Files
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
  • 2 of staff are not aware of the expectations of
    their positions.
  • 3 of staff are without the tools and resources
    they need.
  • 3 of staff are not getting the feedback they
    need.
  • 7 of staff are not being recognized for their
    efforts.
  • Action Steps
  • Continue to provide training to supervisors in
    the areas of performance evaluations/expectations.
  • Offer tools and resources to supervisors to
    enable recognition of jobs well done. Create a
    forum for this type of information sharing and
    assure that these notes are included in
    performance evaluations.
  • Create an intranet directory of tools and
    resources available to staff per department to
    include DOP offered trainings, conference
    calendars, internal training offerings and
    contact information for various agencies to
    provide resources to protect and education
    children with and without special needs.
  • Management to structure better support systems to
    ensure employees are receiving the training
    necessary to perform their job functions.

4.6
4.0
4.1
4.6
4.6
4.1
3.7
Overall average score for Productive Workplace
Ratings 4.2
Data as of 06/2007 Source 2006 Employee Survey
Results provided by DOP
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)
  • Safety and Workers Compensation (TBD)

Overtime Usage
  • Analysis
  • After a few GMAP sessions we discovered that 2
    staff members were accumulating the majority of
    the overtime reported.
  • Overtime in November due to student
    transportation on state holiday.
  • Action Steps
  • Position duties have been re-evaluated and
    shifted to prevent excessive overtime costs.
    These changes were implemented effective the new
    school year.

Statewide overtime values do not include
DNR Data as of 06/2007 Source HRMS Business
Warehouse
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)
  • Safety and Workers Compensation (TBD)

Sick Leave Usage
  • Analysis
  • GMAP has shown that our sick leave use follows a
    trend beginning at the beginning of the school
    year and after the school breaks.
  • Action Steps
  • We will be comparing staff sick leave trends to
    student sick leave trends to identify any
    similarities.
  • We will continue to encourage our FIT for LIFE
    and Wellness Programs for staff and students.

Sick Leave Hrs Used / Earned (per capita)
 
Sick Leave Hrs Used / Earned (those who took SL)
Statewide data does not include DOL, DOR. LI,
and LCB Source Spreadsheet provided by DOP via
BW report
Sick Leave time period 1/2007 to 6/2007
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)
  • Safety and Workers Compensation (TBD)

Non-Disciplinary Grievances (represented
employees)
Total Non-Disciplinary Grievances 0
  • Analysis
  • No Grievances have been filed.
  • Grievance Tracker has not been used by our agency
    since go-live of the system.
  • Employees are invited to bring their issue
    forward to Management and Administration to
    promote resolution of issues early on.
  • Action Steps
  • Continue the established open-door/open-communica
    tion process we currently use.
  • Non-Disciplinary Grievance Disposition(Outcomes
    determined during 01/2007 through 06/2007)
  • 0

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 06/2007 Source Internal Grievance
File
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)
  • Safety and Workers Compensation (TBD)

Non-Disciplinary Appeals (mostly non-represented
employees)
Filings with Personnel Resources Board Time
Period 01/07 through 06/07 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
01/07 through 06/07 0 Job classification 0
Rule violation 0 Name removal from register 0
Rejection of job application 0 Remedial action 0
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 01/07 through
06/07
Total outcomes 0 Time Period 01/07 through
06/07
Source Dept of Personnel
15
  • 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
  • 2 of staff feel they do not have the
    opportunities to learn and grow.
  • 3 of staff do get the feedback they need to
    improve their performance.
  • Action Steps
  • Create an intranet directory of tools and
    resources available to staff per department to
    include DOP offered trainings, conference
    calendars, internal training offerings and
    contact information for various agencies to
    provide resources to protect and educate children
    with and without special needs.
  • Continue to provide training to supervisors in
    the areas of performance evaluations/expectations

Percent employees with current individual
development plans 1
Total of employees with current IDPs 2 Total
of employees 113 Applies to employees in
permanent positions, both WMS GS
Employee Survey Learning Development Ratings
Q5. I have opportunities at work to learn and
grow. Q8. My supervisor gives me ongoing feedback
that helps me improve my performance.
Avg
4.2
4.1
Overall average score for Learning Development
Ratings 4.2
Data as of 06/2007 Source 2006 Employee Survey
Results provided by DOP
16
  • 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
  • Performance Evaluations and Expectations are
    reviewed and updated together by supervisors
    therefore the same employees are impacted.
  • Additional Training was needed for the PDP
    process.
  • Action Steps
  • Outlook calendars are used to set reminders for
    performance evaluations review on annual basis or
    at completion of probationary period.
  • The School for the Deaf hosted a DOP driven PDP
    training session over the summer and they invited
    our staff to attend. This training was very
    informative and have been essential to meeting
    the required deadline.

Percent employees with current performance
evaluations 100
Total of employees with current performance
evaluations 113 Total of employees
113 Applies to employees in permanent positions,
both WMS GS
Data as of 06/2007 Source Agency Personnel Files
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)

Employee Survey Performance Accountability
Ratings
Avg
  • Analysis
  • 5 of staff do not feel their performance
    evaluations provide them with meaningful
    information.
  • 2 of staff do not feel supervisors hold
    employees accountable
  • 7 of staff do not feel recognized for a job well
    done.
  • Action Steps
  • Managers and supervisors will be provided with
    training on performance evaluations.
  • Managers and supervisors have and will continue
    to attend supervisory training with an emphasis
    on accountability.
  • Agency recognition committee will be reviewed and
    restructured to ensure all departments are
    represented and recognition ideas will be passed
    along to managers and supervisors.

Q3. I know how my work contributes to the goals
of my agency. Q10. My performance evaluation
provides me with meaningful information about my
performance. Q11. My supervisor holds me and my
co-workers accountable for performance. Q9. I
receive recognition for a job well done.
4.0
3.8
4.1
3.7
Overall average score for Performance
Accountability ratings 4.3
Data as of 06/2007 Source 2006 Employee Survey
Results provided by DOP
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)

Formal Disciplinary Actions
  • Analysis
  • No disciplinary action was taken in this
    timeframe.
  • One allegation is currently being investigated.
  • Action Steps
  • Just Cause and investigation refresher course is
    needed for supervisors and managers in the event
    of future occurrence that may require
    disciplinary action.

Reduction in Pay is not currently available in
HRMS/BW.
  • Issues Leading to Disciplinary Action
  • 1

Data as of 06/2007 Source HRMS BW and Agency
supervisory files
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)

Disciplinary Grievances and Appeals
Disciplinary Grievances(Represented Employees)
Disciplinary Appeals(Non-Represented
Employeesfiled with Personnel Resources
Board) Time Period 01/07 through 06/07 0
Dismissal 0 Demotion 0 Suspension 0 Reduction
in salary 0 Total Disciplinary Appeals Filed
with PRB
Total Disciplinary Grievances Filed 0
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 01/07 through 06/07
  • 0

Disposition (Outcomes) of Disciplinary
Appeals Time period 01/07 through 06/07
Outcomes issues by Personnel Resources Board
Data as of 06/2007 Source Internal Grievance
Files
20
  • 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
Avg
  • Analysis
  • 74 of staff know how their work contributes to
    the agency which indicates that information
    sharing regarding student and overall agency
    development is beneficial.
  • 3 of staff do not know how the agency measures
    its success.
  • 7 of staff do not feel recognized for a job well
    done.
  • Action Steps
  • Continue to information share about students and
    agency development.
  • Information and actual GMAP slides pertaining to
    provided services by department to be made
    accessible via intranet by all staff.
  • Continue to encourage staff to participate in the
    Recognition Committee and encourage suggestions
    from all staff regardless of participation.

Q3. I know how my work contributes to the goals
of my agency. Q12. I know how my agency measures
its success. Q9. I receive recognition for a job
well done.
4.7
4.1
3.7
DOUBLE CLICK ON THE BAR CHARTS TO ENTER YOUR
AGENCYS DATA
Overall average score for Employee Commitment
ratings 4.2
Data as of 06/2007 Source 2006 Employee Survey
Results provided by DOP
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)

Turnover Rates
  • Analysis
  • The school average turnover rate is 18.7 years.
    This indicates that staff believe in the services
    they provide to students.
  • Action Steps
  • Continue to seek creative and engaging training
    to provide to staff to prevent employees from
    burn-out.
  • Continue to share information about current and
    graduated students success.
  • Find creative ways to recognize staff for the
    exceptional work they provide to the Blind and
    Visually Impaired children of the State of WA.

Total Turnover Actions 0
Note Movement to another agency is currently
not available in HRMS/BW
Washington State School for the Blind Striving to
educate blind and visually impaired children for
independence and success!
Data as 06/2007 Source HRMS BW
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)

Workforce Diversity Profile
  • Agency State
  • Female 69 53
  • Disabled 16 5
  • Vietnam Vet 4 7
  • Disabled Vet 3 2
  • People of color 16 18
  • Persons over 40 81 75

SAMPLE DATA ONLY. DOUBLE CLICK ON THE CHARTS TO
ENTER YOUR AGENCYS DATA
  • Analysis
  • Currently the agency employs a low number of
    veterans.
  • Currently the agency employs a low number of
    Asians.
  • Action Steps
  • Seek new ways of advertising and recruitment to
    appeal to the veteran community.
  • Seek new ways of advertising and recruitment to
    appeal to the Asian community.

Data as of 06/2007 Source HRMS BW
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