Description
In organizational studies, resource management is the efficient and effective deployment of an organization's resources when they are needed. Such resources may include financial resources, inventory, human skills, production resources, or information technology (IT).
Washington State
Human Resource Management Report
Prepared by: Department of Personnel April 2006 (rev 6/06)
Updated through FY 2006 1st & 2nd Quarters
1
Human Resource Management Report - Reporting Process GMAP
Managers’ evaluations includes HR Management Report results
Agency director communicates workforce management and HR Management Report expectations & measures to managers
Managers collect and report data for HR Management Report performance measures
Agency Director has agency-wide data analysis and reports prepared
Agency internal GMAP sessions include HR Management Report presentation Agency Director presents selected portions of HR Management Report at agency’s assigned Governor’s GMAP forums
Agency HR Office assists managers in data collection, analysis, report preparation
• Base set of data • Quarterly statewide updates • Special request data
• Quarterly reporting to DOP of agency-tracked standard measures • Copy to DOP of agency-internal GMAP reports on HR management as they are done
DOP presents enterprisewide HR Management Report at Governor’s GMAP forums on Government Efficiency
DOP provides agency with centrally available data analysis queries & consultation
DOP collects statewide data and conducts overall analysis
DOP submits annual comprehensive statewide status report to Governor & Directors
2
Human Resource Management Report - Reporting Timeline
Government Efficiency GMAP on enterprise HR Management Report
DOP sends statewide data update to agencies
DOP provides with base set of centrally available data & queries for standard performance measures
Government Efficiency GMAP on enterprise HR Management Report
DOP sends statewide data update to agencies
Government Efficiency GMAP on enterprise HR Management Report
DOP sends statewide data update to agencies
Government Efficiency GMAP on enterprise HR Management Report
DOP sends statewide data update to agencies
Dec 05 | Jan 06 | Feb 06 | Mar 06 | Apr 06 | May 06 | June 06 | July 06 | Aug 06 | Sept 06 | Oct 06 | Nov 06 | Dec 06
Agencies report selected “agencytracked” HR Mgmt Report standard measures to DOP* Agencies report selected “agencytracked” HR Mgmt Report standard measures to DOP*
Agency Directors communicate “workforce management” performance expectations, measures, and reporting process requirements to their managers
Agency-internal GMAP sessions on HR Management Report
* “Agency-tracked” means certain HR Management Report data that must be tracked by each agency because it is not available in the central system. ** In addition, agencies send copies of their internal GMAP reports on HR Management Report to DOP as they are completed.
DOP delivers comprehensive first annual report statewide human management status to Governor
3
Priorities of Government Plan the Organization Mobilize Resources Manage Financial Resources Manage Human Resources
Strategic Plan
Deliver Services Manage Manage Business RelationProcesses ships
Managers’ Accountability for Strategic Workforce Management
Achieve Public Value & Benefit
Managers have five primary workforce management functions:
Manage Human Resources
Hire Workforce
Plan & Align Workforce
Deploy Workforce
Reinforce Performance
Develop Workforce
4
Agency Managers’ Logic Model for Workforce Management
Key Outputs Initial Outcomes Intermediate Outcomes
Plan & Align Workforce
Articulation of managers HR performance accountabilities. HR policies. Job & competency analyses. Workforce plan. Positions classified, salaries assigned.
Qualified candidate pools, interviews & backgrounding. Job offers. Appointments and initial performance monitoring. Work assignments& requirements defined. Positive workplace environment & relations created. Coaching, feedback, corrections. Individual development plans. Time/ resources for training. Continuous learning environment created. Clear performance expectations linked to organizational goals & measures. Regular performance appraisals. Recognition. Discipline.
• Workforce levels, competencies, & strategies are aligned with agency priorities • Managers’ accountabilities are communicated & understood Best qualified hired & reviewed during appointment period
Foundation in place to build and sustain a productive, high performing workforce
Hire Workforce
The right people are in the right job at the right time
Deploy Workforce
• Workplace is safe, gives capacity to perform, fosters productive relations • Employees know job requirements, how they’re doing, & are supported Learning environment created. Employees are engaged in development opportunities & seek to learn. Employees know how their performance contributes to success of organization. Strong performance rewarded; poor performance eliminated
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.
Develop Workforce
Reinforce Performance
Ultimate Outcomes
Agencies have 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
5
Agency is enabled to successfully carry out its mission. The citizens receive efficient, cost-effective government services.
Human Resource Management Report Standard Performance Measures
Plan & Align Workforce • • • • • • • • • • • • • • • • • • • Percent current position/competencies descriptions [agency tracking system] Percent supervisors with current performance expectations for workforce management
[agency tracking system]
Hire Workforce
Time-to-fill funded vacancies [agency tracking system] Percent satisfaction with candidate quality [agency tracking system] New Hire-to-Promotional ratio [DOP Data/Business Warehouse] Percent turnover during review period [DOP Data/Business Warehouse] Percent employees with current performance expectations [agency tracking system] Employee survey ratings on “productive workplace” questions [DOP standard survey] Leave usage (sick, LWOP, unscheduled leave) [DOP Data/Business Warehouse] Overtime usage [DOP Data/Business Warehouse] Number & type of non-disciplinary grievances [agency tracking system]
Measures to add in the future: Current workforce plans that align staff with business priorities Safety and Workers Compensation measures Competency gap analysis measure measure
Deploy Workforce
Develop Workforce
Percent employees with current annual individual development plans [agency tracking system] Recognition/reward Employee survey ratings on “learning/development” questions [DOP standard survey] Percent current performance evaluations [agency tracking system] Employee survey ratings on “performance accountability” questions [DOP standard survey] Number/type of disciplinary issues, actions, appeals disposition [agency tracking system] Turnover rates and types (e.g., retirement, resignation, etc.) [DOP Data/Business Warehouse] Turnover rate of key occupational categories and of workforce diversity [DOP Data/Business
Warehouse]
Reinforce Performance
Others to be determined
Ultimate Outcomes
Employee survey ratings on “commitment” questions [DOP standard survey]
6
HR Management Report category:
Plan & Align Workforce |
Overall foundation & management accountability system to build & sustain high performing workforce
Plan & Align - Slide 1 of 1
HR Management Report
(preliminary standard measures)
Percent Current Position/Competency Descriptions
14 N u m b e r o f A g e n cie s 12 10 8 6 4 2 0 0 - 10% 11 - 20% 21 - 30% 31 - 40% 41 - 50% 51 - 60% 61 - 70% 71 - 80% 81 - 90% 91-100% Percent Current Position/Competency Descriptions 1 0 2 3 1 5 2 3 3 7
Percent current position/competency descriptions Percent supervisors with current performance expectations for workforce management
Percent supervisors with current performance expectations for workforce management
This data will be reported by agencies to DOP on October 15, 2006
7
HR Management Report category:
Hire Workforce |
HR Management Report
(standard measures)
Right People in the Right Job at the Right Time
Hire Workforce - Slide 1 of 1
Days to Fill Vacancies
This data will be reported by agencies to DOP on October 15, 2006
Candidate Quality
(managers’ satisfaction rating) This data will be reported by agencies to DOP on October 15, 2006
Days to fill vacancies (from requisition to appointment) % satisfaction with candidate quality % new hires; % promotional hires % separation during review period
Hiring Balance - 2003-05 Biennium
Hiring Balance - FY 2006 First Half
47%
Other (14,782) Exempt Appts (2,584)
51%
Other (3,926) Exempt Appts (581)
8%
7%
Inter-agency Promotions (1,026)
3%
22%
Intra-agency Promotions (6,925)
New Hires (6,170)
20%
21% 2%
Inter-agency Promotions (176)
19%
Intra-agency Promotions (1,441)
Intra-agency Promotions (136)
New Hires (1,635)
Separation during Review Period
New Hire Separations Promotional Separations 9% ** 6% ** 1%* 5% *
*
* Released ** Voluntary
Separation during Review Period
New Hire Separations
Data pending * Released ** Voluntary
**
Promotional Separations
*
Source: DOP Data Warehouse
Other = transfers, demotions, reassignments, movement in lieu of RIF, etc.
8
HR Management Report category:
Deploy Workforce |
HR Management Report
(standard measures)
Employee time and talent is used effectively. Employees motivated.
Deploy Workforce - Slide 1 of 4
Percent employees with current performance expectations Employee survey ratings on “productive workplace” questions Overtime usage Sick leave usage (and “unscheduled” leave if available) Number & type of non-disciplinary grievances and disposition
Percent employees with current performance expectations
This data will be reported by agencies to DOP on October 15, 2006
Do employees have day-to-day support to enable successful job performance?
NOTE: The “productive workplace” questions from the statewide employee survey are shown below. This survey was conducted in Spring 2006.
I know what is expected of me at work. (4.3) I have opportunity to give input on decisions affecting my work. (3.5) I receive the information I need to do my job effectively. (3.8)
2%3% 8% 8% 2% 7% 12% 19% 18%
37% 23% 48% 45% 23% 19% 14% 24% 29% 26% 57% 32%
47% 22% 21% 22%
3% 2% 2% 3% 3% 33% 22% 3% 3%
I have the tools and resources I need to do my job effectively. (3.8) 3% 8% My supervisor treats me with dignity and respect. (4.3) My supervisor gives me ongoing feedback that helps me improve my performance. (3.7) I receive recognition for a job well done. (3.3)
4% 5% 8% 7% 11% 10%
Never Seldom Occasionally Usually Always No Response
9
HR Report Card category:
Deploy Workforce |
Employee time and talent is used effectively. Employees motivated.
Deploy Workforce - Slide 2 of 4
Overtime: Is employee time well managed? Average Overtime Hours per Employee per Quarter*
10 8 6 4 2 0
Statewide Overtime Costs – In Millions
(all agencies except DNR)
$50.0
$45
$47
$49
2 0 0 2J a n
2 0 0 3J a n
2 0 0 4J a n
2 0 0 5J a n
2 0 0 1O c t
2 0 0 2O c t
2 0 0 3O c t
2 0 0 4O c t
2 0 0 2J u ly
2 0 0 3J u ly
2 0 0 4J u ly
2 0 0 5J u ly
2 0 0 2A p r
2 0 0 3A p r
2 0 0 4A p r
2 0 0 5A p r
2 0 0 5O c t
Quarter
$40.0
Statewide minus DNR
$30.0
$27
Average Percent Employees Receiving Overtime
35 30
$20.0
$10.0
Percent Employees
25 20 15 10 5
2002 Jan 2003 Jan 2004 Jan 2005 Jan 2001 O ct 2002 O ct 2003 O ct 2004 O ct 2002 July 2003 July 2004 July 2005 July 2002 A pr 2003 A pr 2004 A pr 2005 A pr 2005 O ct
$0.0
FY 2003
FY 2004
FY 2005
FY 06 (Q 1 & 2)
0
Quarter
Statewide minus DNR
* Per capita
Source: DOP Data Warehouse
10
HR Report Card category:
Deploy Workforce |
Employee time and talent is used effectively. Employees motivated.
Deploy Workforce - Slide 3 of 4
Leave: Do employees come to work as scheduled? Average Sick Leave Hours per Employee per Quarter
30 25 20 15 10 5 0
Notes: It is unknown whether the sick leave usage shown was planned or unplanned. For the most part, only actual leave time gone from work is shown. Leave hours donated and most cashed out leave hours have been removed from this display.
2002 Jan
2003 Jan
2004 Jan
2005 Jan
2001 Oct
2002 Oct
2003 Oct
2004 Oct
2002 July
2003 July
2004 July
Statewide
Ave. Sick Leave Hours Used per Quarter Per Capita Sick Leave Use* Just Those Who Took Sick Leave*
*Average since 10/01
Percent of Earned Sick Leave 74% 95%
Source: DOP Data Warehouse
17.7 hours 22.8 hours
2005 July
2005 Oct
2002 Apr
2003 Apr
2004 Apr
2005 Apr
Quarter
11
HR Management Report category:
Deploy Workforce |
Employee time and talent is used effectively. Employees motivated.
Deploy Workforce - Slide 4 of 4
Employee relations: Are contracts/policies applied appropriately? Number of Grievances Filed Since 7-1-05
116 95 80 91 98 86 61 69
Notes: The data shown in these charts is for “represented” employees as reported monthly by agencies to the State Labor Relations Office (LRO).
July 05
Aug 05
Sept 05
Oct 05
Nov 05
Dec 05
Jan 06
Feb 06
Discipline Compensation Overtime Work Hours Bid System Leave Hiring/Appts Non-discrimination Management Rights All other
0.4% 22.0% 4.1% 5.3% 5.1% 2.9% 4.1% 12.7% 17.3%
26.0%
Source: State Labor Relations Office
12
HR Management Report category:
Develop Workforce |
HR Management Report
(standard measures)
Employees have competencies for present job and future advancement
Develop Workforce - Slide 1 of 1
Percent employees with current annual individual development plans
Percent employees with current annual individual development plans Employee survey ratings on “learning & development” questions
This data will be reported by agencies to DOP on October 15, 2006
Employee perceptions on learning and development:
NOTE: The “learning & development” questions from the statewide employee survey are shown below. This survey was conducted in Spring 2006.
I have the opportunities at work to learn and grow. (3.6)
7%
12%
21%
30%
27%
3%
My supervisor gives me ongoing feedback that helps me improve my performance. (3.7)
7%
10%
19%
29%
33%
3%
Never
Seldom
Occasionally
Usually
Always
94%
No Response
13
HR Management Report category:
Reinforce Performance |
HR Management Report
(standard measures)
Successful performance is differentiated & strengthened. Employees are held accountable.
Reinforce Performance - Slide 1 of 3
Percent employees and managers with current annual performance evaluations
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
This data will be reported by agencies to DOP on October 15, 2006
Do employees see a meaningful linkage between their performance and the success of the organization?
NOTE: The “performance and accountability” questions from the statewide employee survey are shown below. This survey was conducted in Spring 2006.
I know how my work contributes to the goals of my agency. (4.1) My performance evaluation provides me with meaningful information about my performance. (3.4) My supervisor holds me and my co-workers accountable for performance. (4.1) I receive recognition for a job well done. (3.3)
3% 5%
12%
36%
42%
3%
11%
13%
19%
30%
21%
6%
3% 5%
11%
33%
44%
3%
11%
14%
24%
26%
22%
3%
Never
Seldom
Occasionally
Usually
Always
No Response
14
HR Management Report category:
Reinforce Performance |
Successful performance is differentiated & strengthened. Employees are held accountable.
Reinforce Performance - Slide 2 of 2
Disciplinary action: Is poor performance dealt with?
Formal Disciplinary Actions, Appeals, Grievances FY 2006 to date (July 1, 2005- February 28, 2006)
Issues Leading to Disciplinary Action and Disciplinary Grievances
# Actions Taken
190
26
91
79
Placeholder. DOP will be developing list of categories for disciplinary-related issues.
# Appeals*
21
Disciplinary Grievances**
182
Disposition of Disciplinary-related Grievances and Appeals
Dismissal
Demotion
Suspension
Salary Reduction
Placeholder. Too early in new process for reliable disposition data.
* Non-represented employees ** Represented employees (data on type of disciplinary grievance not yet collected)
15
HR Management Report category:
Ultimate Outcomes |
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.
HR Management Report
(standard measures)
Ultimate Outcomes - Slide 1 of 3
Employee survey ratings on “commitment” questions Turnover rates and types (e.g., retirement, resignation, etc.) Turnover rate of key occupational categories and of workforce diversity
Indicators of Employee Commitment
NOTE: The “employee commitment” questions from the statewide employee survey are shown below. This survey was conducted in Spring 2006.
11% 13% 21% 32% 20% 3%
I know how my agency measures its success. (3.4) I know how my work contributes to the goals of my agency. (4.1) I receive recognition for a job well done. (3.3)
3% 5%
12%
36%
42%
3%
11%
14% Never Seldom
24% Occasionally
26% Usually Always
22% No Response
3%
16
HR Management Report category:
Ultimate Outcomes |
Statewide Turnover *
14.0% 12.0% 10.0% 8.0%
11.3% 10.9% 11.0%
continued
Ultimate Outcomes - Slide 2 of 3
11.6%
*Note: All but ~2% of the turnover is employees leaving state government. The ~2% is workforce movement across agency lines.
6.4%
6.0% 4.0% 2.0% 0.0% FY 02 FY 03 FY 04 FY 05 FY 06 1st Half
18.0% 16.0% 14.0% 12.0% 10.0% 8.0% 6.0% 4.0% 2.0% 0.0% FY 02
Workforce Turnover Breakdown
Total State Resignation Retirement Dismissal RIF/Other To another agency
FY 03
FY 04
FY 05
Source: DOP Data Warehouse
17
HR Report Card category:
Ultimate Outcomes |
Workforce Diversity
continued Ultimate Outcomes - Slide 3 of 3
State Government Diversity Profile (as of 1-1-06) Women Persons w/ disabilities Vietnam Veterans Disabled Veterans Persons over 40 People of color 52.0% 5.2% 7.3% 1.3% 73.1% 7.6%
WA State Government
Native American 2.0% Hispanic 4.4% Asian/Pacific Islander 6.2% African Am erican 5.0% Caucasian 82.4%
WA Labor Force
Native American 2.4% Caucasian 81.1%
Hispanic 6.4%
Asian/Pacific Islander 6.8%
African American 3.3%
Source: DOP Data Warehouse
18
doc_709522927.pdf
In organizational studies, resource management is the efficient and effective deployment of an organization's resources when they are needed. Such resources may include financial resources, inventory, human skills, production resources, or information technology (IT).
Washington State
Human Resource Management Report
Prepared by: Department of Personnel April 2006 (rev 6/06)
Updated through FY 2006 1st & 2nd Quarters
1
Human Resource Management Report - Reporting Process GMAP
Managers’ evaluations includes HR Management Report results
Agency director communicates workforce management and HR Management Report expectations & measures to managers
Managers collect and report data for HR Management Report performance measures
Agency Director has agency-wide data analysis and reports prepared
Agency internal GMAP sessions include HR Management Report presentation Agency Director presents selected portions of HR Management Report at agency’s assigned Governor’s GMAP forums
Agency HR Office assists managers in data collection, analysis, report preparation
• Base set of data • Quarterly statewide updates • Special request data
• Quarterly reporting to DOP of agency-tracked standard measures • Copy to DOP of agency-internal GMAP reports on HR management as they are done
DOP presents enterprisewide HR Management Report at Governor’s GMAP forums on Government Efficiency
DOP provides agency with centrally available data analysis queries & consultation
DOP collects statewide data and conducts overall analysis
DOP submits annual comprehensive statewide status report to Governor & Directors
2
Human Resource Management Report - Reporting Timeline
Government Efficiency GMAP on enterprise HR Management Report
DOP sends statewide data update to agencies
DOP provides with base set of centrally available data & queries for standard performance measures
Government Efficiency GMAP on enterprise HR Management Report
DOP sends statewide data update to agencies
Government Efficiency GMAP on enterprise HR Management Report
DOP sends statewide data update to agencies
Government Efficiency GMAP on enterprise HR Management Report
DOP sends statewide data update to agencies
Dec 05 | Jan 06 | Feb 06 | Mar 06 | Apr 06 | May 06 | June 06 | July 06 | Aug 06 | Sept 06 | Oct 06 | Nov 06 | Dec 06
Agencies report selected “agencytracked” HR Mgmt Report standard measures to DOP* Agencies report selected “agencytracked” HR Mgmt Report standard measures to DOP*
Agency Directors communicate “workforce management” performance expectations, measures, and reporting process requirements to their managers
Agency-internal GMAP sessions on HR Management Report
* “Agency-tracked” means certain HR Management Report data that must be tracked by each agency because it is not available in the central system. ** In addition, agencies send copies of their internal GMAP reports on HR Management Report to DOP as they are completed.
DOP delivers comprehensive first annual report statewide human management status to Governor
3
Priorities of Government Plan the Organization Mobilize Resources Manage Financial Resources Manage Human Resources
Strategic Plan
Deliver Services Manage Manage Business RelationProcesses ships
Managers’ Accountability for Strategic Workforce Management
Achieve Public Value & Benefit
Managers have five primary workforce management functions:
Manage Human Resources
Hire Workforce
Plan & Align Workforce
Deploy Workforce
Reinforce Performance
Develop Workforce
4
Agency Managers’ Logic Model for Workforce Management
Key Outputs Initial Outcomes Intermediate Outcomes
Plan & Align Workforce
Articulation of managers HR performance accountabilities. HR policies. Job & competency analyses. Workforce plan. Positions classified, salaries assigned.
Qualified candidate pools, interviews & backgrounding. Job offers. Appointments and initial performance monitoring. Work assignments& requirements defined. Positive workplace environment & relations created. Coaching, feedback, corrections. Individual development plans. Time/ resources for training. Continuous learning environment created. Clear performance expectations linked to organizational goals & measures. Regular performance appraisals. Recognition. Discipline.
• Workforce levels, competencies, & strategies are aligned with agency priorities • Managers’ accountabilities are communicated & understood Best qualified hired & reviewed during appointment period
Foundation in place to build and sustain a productive, high performing workforce
Hire Workforce
The right people are in the right job at the right time
Deploy Workforce
• Workplace is safe, gives capacity to perform, fosters productive relations • Employees know job requirements, how they’re doing, & are supported Learning environment created. Employees are engaged in development opportunities & seek to learn. Employees know how their performance contributes to success of organization. Strong performance rewarded; poor performance eliminated
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.
Develop Workforce
Reinforce Performance
Ultimate Outcomes
Agencies have 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
5
Agency is enabled to successfully carry out its mission. The citizens receive efficient, cost-effective government services.
Human Resource Management Report Standard Performance Measures
Plan & Align Workforce • • • • • • • • • • • • • • • • • • • Percent current position/competencies descriptions [agency tracking system] Percent supervisors with current performance expectations for workforce management
[agency tracking system]
Hire Workforce
Time-to-fill funded vacancies [agency tracking system] Percent satisfaction with candidate quality [agency tracking system] New Hire-to-Promotional ratio [DOP Data/Business Warehouse] Percent turnover during review period [DOP Data/Business Warehouse] Percent employees with current performance expectations [agency tracking system] Employee survey ratings on “productive workplace” questions [DOP standard survey] Leave usage (sick, LWOP, unscheduled leave) [DOP Data/Business Warehouse] Overtime usage [DOP Data/Business Warehouse] Number & type of non-disciplinary grievances [agency tracking system]
Measures to add in the future: Current workforce plans that align staff with business priorities Safety and Workers Compensation measures Competency gap analysis measure measure
Deploy Workforce
Develop Workforce
Percent employees with current annual individual development plans [agency tracking system] Recognition/reward Employee survey ratings on “learning/development” questions [DOP standard survey] Percent current performance evaluations [agency tracking system] Employee survey ratings on “performance accountability” questions [DOP standard survey] Number/type of disciplinary issues, actions, appeals disposition [agency tracking system] Turnover rates and types (e.g., retirement, resignation, etc.) [DOP Data/Business Warehouse] Turnover rate of key occupational categories and of workforce diversity [DOP Data/Business
Warehouse]
Reinforce Performance
Others to be determined
Ultimate Outcomes
Employee survey ratings on “commitment” questions [DOP standard survey]
6
HR Management Report category:
Plan & Align Workforce |
Overall foundation & management accountability system to build & sustain high performing workforce
Plan & Align - Slide 1 of 1
HR Management Report
(preliminary standard measures)
Percent Current Position/Competency Descriptions
14 N u m b e r o f A g e n cie s 12 10 8 6 4 2 0 0 - 10% 11 - 20% 21 - 30% 31 - 40% 41 - 50% 51 - 60% 61 - 70% 71 - 80% 81 - 90% 91-100% Percent Current Position/Competency Descriptions 1 0 2 3 1 5 2 3 3 7
Percent current position/competency descriptions Percent supervisors with current performance expectations for workforce management
Percent supervisors with current performance expectations for workforce management
This data will be reported by agencies to DOP on October 15, 2006
7
HR Management Report category:
Hire Workforce |
HR Management Report
(standard measures)
Right People in the Right Job at the Right Time
Hire Workforce - Slide 1 of 1
Days to Fill Vacancies
This data will be reported by agencies to DOP on October 15, 2006
Candidate Quality
(managers’ satisfaction rating) This data will be reported by agencies to DOP on October 15, 2006
Days to fill vacancies (from requisition to appointment) % satisfaction with candidate quality % new hires; % promotional hires % separation during review period
Hiring Balance - 2003-05 Biennium
Hiring Balance - FY 2006 First Half
47%
Other (14,782) Exempt Appts (2,584)
51%
Other (3,926) Exempt Appts (581)
8%
7%
Inter-agency Promotions (1,026)
3%
22%
Intra-agency Promotions (6,925)
New Hires (6,170)
20%
21% 2%
Inter-agency Promotions (176)
19%
Intra-agency Promotions (1,441)
Intra-agency Promotions (136)
New Hires (1,635)
Separation during Review Period
New Hire Separations Promotional Separations 9% ** 6% ** 1%* 5% *
*
* Released ** Voluntary
Separation during Review Period
New Hire Separations
Data pending * Released ** Voluntary
**
Promotional Separations
*
Source: DOP Data Warehouse
Other = transfers, demotions, reassignments, movement in lieu of RIF, etc.
8
HR Management Report category:
Deploy Workforce |
HR Management Report
(standard measures)
Employee time and talent is used effectively. Employees motivated.
Deploy Workforce - Slide 1 of 4
Percent employees with current performance expectations Employee survey ratings on “productive workplace” questions Overtime usage Sick leave usage (and “unscheduled” leave if available) Number & type of non-disciplinary grievances and disposition
Percent employees with current performance expectations
This data will be reported by agencies to DOP on October 15, 2006
Do employees have day-to-day support to enable successful job performance?
NOTE: The “productive workplace” questions from the statewide employee survey are shown below. This survey was conducted in Spring 2006.
I know what is expected of me at work. (4.3) I have opportunity to give input on decisions affecting my work. (3.5) I receive the information I need to do my job effectively. (3.8)
2%3% 8% 8% 2% 7% 12% 19% 18%
37% 23% 48% 45% 23% 19% 14% 24% 29% 26% 57% 32%
47% 22% 21% 22%
3% 2% 2% 3% 3% 33% 22% 3% 3%
I have the tools and resources I need to do my job effectively. (3.8) 3% 8% My supervisor treats me with dignity and respect. (4.3) My supervisor gives me ongoing feedback that helps me improve my performance. (3.7) I receive recognition for a job well done. (3.3)
4% 5% 8% 7% 11% 10%
Never Seldom Occasionally Usually Always No Response
9
HR Report Card category:
Deploy Workforce |
Employee time and talent is used effectively. Employees motivated.
Deploy Workforce - Slide 2 of 4
Overtime: Is employee time well managed? Average Overtime Hours per Employee per Quarter*
10 8 6 4 2 0
Statewide Overtime Costs – In Millions
(all agencies except DNR)
$50.0
$45
$47
$49
2 0 0 2J a n
2 0 0 3J a n
2 0 0 4J a n
2 0 0 5J a n
2 0 0 1O c t
2 0 0 2O c t
2 0 0 3O c t
2 0 0 4O c t
2 0 0 2J u ly
2 0 0 3J u ly
2 0 0 4J u ly
2 0 0 5J u ly
2 0 0 2A p r
2 0 0 3A p r
2 0 0 4A p r
2 0 0 5A p r
2 0 0 5O c t
Quarter
$40.0
Statewide minus DNR
$30.0
$27
Average Percent Employees Receiving Overtime
35 30
$20.0
$10.0
Percent Employees
25 20 15 10 5
2002 Jan 2003 Jan 2004 Jan 2005 Jan 2001 O ct 2002 O ct 2003 O ct 2004 O ct 2002 July 2003 July 2004 July 2005 July 2002 A pr 2003 A pr 2004 A pr 2005 A pr 2005 O ct
$0.0
FY 2003
FY 2004
FY 2005
FY 06 (Q 1 & 2)
0
Quarter
Statewide minus DNR
* Per capita
Source: DOP Data Warehouse
10
HR Report Card category:
Deploy Workforce |
Employee time and talent is used effectively. Employees motivated.
Deploy Workforce - Slide 3 of 4
Leave: Do employees come to work as scheduled? Average Sick Leave Hours per Employee per Quarter
30 25 20 15 10 5 0
Notes: It is unknown whether the sick leave usage shown was planned or unplanned. For the most part, only actual leave time gone from work is shown. Leave hours donated and most cashed out leave hours have been removed from this display.
2002 Jan
2003 Jan
2004 Jan
2005 Jan
2001 Oct
2002 Oct
2003 Oct
2004 Oct
2002 July
2003 July
2004 July
Statewide
Ave. Sick Leave Hours Used per Quarter Per Capita Sick Leave Use* Just Those Who Took Sick Leave*
*Average since 10/01
Percent of Earned Sick Leave 74% 95%
Source: DOP Data Warehouse
17.7 hours 22.8 hours
2005 July
2005 Oct
2002 Apr
2003 Apr
2004 Apr
2005 Apr
Quarter
11
HR Management Report category:
Deploy Workforce |
Employee time and talent is used effectively. Employees motivated.
Deploy Workforce - Slide 4 of 4
Employee relations: Are contracts/policies applied appropriately? Number of Grievances Filed Since 7-1-05
116 95 80 91 98 86 61 69
Notes: The data shown in these charts is for “represented” employees as reported monthly by agencies to the State Labor Relations Office (LRO).
July 05
Aug 05
Sept 05
Oct 05
Nov 05
Dec 05
Jan 06
Feb 06
Discipline Compensation Overtime Work Hours Bid System Leave Hiring/Appts Non-discrimination Management Rights All other
0.4% 22.0% 4.1% 5.3% 5.1% 2.9% 4.1% 12.7% 17.3%
26.0%
Source: State Labor Relations Office
12
HR Management Report category:
Develop Workforce |
HR Management Report
(standard measures)
Employees have competencies for present job and future advancement
Develop Workforce - Slide 1 of 1
Percent employees with current annual individual development plans
Percent employees with current annual individual development plans Employee survey ratings on “learning & development” questions
This data will be reported by agencies to DOP on October 15, 2006
Employee perceptions on learning and development:
NOTE: The “learning & development” questions from the statewide employee survey are shown below. This survey was conducted in Spring 2006.
I have the opportunities at work to learn and grow. (3.6)
7%
12%
21%
30%
27%
3%
My supervisor gives me ongoing feedback that helps me improve my performance. (3.7)
7%
10%
19%
29%
33%
3%
Never
Seldom
Occasionally
Usually
Always
94%
No Response
13
HR Management Report category:
Reinforce Performance |
HR Management Report
(standard measures)
Successful performance is differentiated & strengthened. Employees are held accountable.
Reinforce Performance - Slide 1 of 3
Percent employees and managers with current annual performance evaluations
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
This data will be reported by agencies to DOP on October 15, 2006
Do employees see a meaningful linkage between their performance and the success of the organization?
NOTE: The “performance and accountability” questions from the statewide employee survey are shown below. This survey was conducted in Spring 2006.
I know how my work contributes to the goals of my agency. (4.1) My performance evaluation provides me with meaningful information about my performance. (3.4) My supervisor holds me and my co-workers accountable for performance. (4.1) I receive recognition for a job well done. (3.3)
3% 5%
12%
36%
42%
3%
11%
13%
19%
30%
21%
6%
3% 5%
11%
33%
44%
3%
11%
14%
24%
26%
22%
3%
Never
Seldom
Occasionally
Usually
Always
No Response
14
HR Management Report category:
Reinforce Performance |
Successful performance is differentiated & strengthened. Employees are held accountable.
Reinforce Performance - Slide 2 of 2
Disciplinary action: Is poor performance dealt with?
Formal Disciplinary Actions, Appeals, Grievances FY 2006 to date (July 1, 2005- February 28, 2006)
Issues Leading to Disciplinary Action and Disciplinary Grievances
# Actions Taken
190
26
91
79
Placeholder. DOP will be developing list of categories for disciplinary-related issues.
# Appeals*
21
Disciplinary Grievances**
182
Disposition of Disciplinary-related Grievances and Appeals
Dismissal
Demotion
Suspension
Salary Reduction
Placeholder. Too early in new process for reliable disposition data.
* Non-represented employees ** Represented employees (data on type of disciplinary grievance not yet collected)
15
HR Management Report category:
Ultimate Outcomes |
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.
HR Management Report
(standard measures)
Ultimate Outcomes - Slide 1 of 3
Employee survey ratings on “commitment” questions Turnover rates and types (e.g., retirement, resignation, etc.) Turnover rate of key occupational categories and of workforce diversity
Indicators of Employee Commitment
NOTE: The “employee commitment” questions from the statewide employee survey are shown below. This survey was conducted in Spring 2006.
11% 13% 21% 32% 20% 3%
I know how my agency measures its success. (3.4) I know how my work contributes to the goals of my agency. (4.1) I receive recognition for a job well done. (3.3)
3% 5%
12%
36%
42%
3%
11%
14% Never Seldom
24% Occasionally
26% Usually Always
22% No Response
3%
16
HR Management Report category:
Ultimate Outcomes |
Statewide Turnover *
14.0% 12.0% 10.0% 8.0%
11.3% 10.9% 11.0%
continued
Ultimate Outcomes - Slide 2 of 3
11.6%
*Note: All but ~2% of the turnover is employees leaving state government. The ~2% is workforce movement across agency lines.
6.4%
6.0% 4.0% 2.0% 0.0% FY 02 FY 03 FY 04 FY 05 FY 06 1st Half
18.0% 16.0% 14.0% 12.0% 10.0% 8.0% 6.0% 4.0% 2.0% 0.0% FY 02
Workforce Turnover Breakdown
Total State Resignation Retirement Dismissal RIF/Other To another agency
FY 03
FY 04
FY 05
Source: DOP Data Warehouse
17
HR Report Card category:
Ultimate Outcomes |
Workforce Diversity
continued Ultimate Outcomes - Slide 3 of 3
State Government Diversity Profile (as of 1-1-06) Women Persons w/ disabilities Vietnam Veterans Disabled Veterans Persons over 40 People of color 52.0% 5.2% 7.3% 1.3% 73.1% 7.6%
WA State Government
Native American 2.0% Hispanic 4.4% Asian/Pacific Islander 6.2% African Am erican 5.0% Caucasian 82.4%
WA Labor Force
Native American 2.4% Caucasian 81.1%
Hispanic 6.4%
Asian/Pacific Islander 6.8%
African American 3.3%
Source: DOP Data Warehouse
18
doc_709522927.pdf