Introduction - Georgia Department of Administrative Servicesdoas.ga.gov/assets/Human Resources...

Introduction

The state operates a large, diverse workforce, which currently encompasses five distinct generations.

Seasoned workers are nearing retirement at a rapid, yet predictable rate, while younger generations are

less enchanted by a traditional career path.

Research indicates that younger workers in the United States no longer expect to form long-term

psychological contracts with their employers. A 2007 journal article about Georgia’s 1996 Merit System

Reform Act notes the changing nature of the workforce. The author concludes that “at-will employment

may suit the next generation of workers, who enter the workforce anticipating that their career path will

involve a number of different jobs with different organizations.”

That at-will employment is mutually attractive to both the state and its employees is reflected in the

annual turnover rate of 19.5%. This figure includes not only retirements and terminations, but also (and

substantially) “voluntary” turnover, which accounts for those who leave to pursue opportunities of their

own choosing. Voluntary turnover creates service delivery challenges as there is generally unplanned lost

productivity, increased burdens on colleagues, increased recruiting costs, increased training costs and

reduction in morale.

The portion of the state’s budget devoted to personnel costs, especially increasing benefit expenses, is

significant. Taxpayer resources are not limitless; therefore, continuous refinement of the ways by which

vital services are delivered is important. Agency leaders must acknowledge employment trends and

embrace organizational change so that the state is able to deliver essential services efficiently and

effectively in the future.

State leaders must recognize that much has changed over the past 20 years, and organizational change is

certain to continue. The state workforce will look different tomorrow than it did yesterday, or even today.

How people work will change. It is in the interest of the state and every agency to anticipate this change

and plan effectively.

The FY 2018 Workforce Report is not a playbook of solutions – which are undoubtedly complicated and

likely unique to individual agencies or groups of agencies that are similar – but rather this report offers

insightful data and analysis to encourage collective leadership thinking.

Please note:

1. This report only reviews entities in the TeamWorks implementation of Oracle PeopleSoft HCM

under the purview of the State Account Office. There is no data included from the University

System of Georgia.

2. Unless stated otherwise, the counts reflect full-time, benefit eligible employees.

3. When listing entities, the counts will include administratively attached agencies as well when they

share a company number.

1

Executive Summary

Recruiting will become a core competence. Although holding at 19.5% turnover for FY 2018, there is room

to find improvement. Though the root cause is debatable, it is undeniable modern job candidates are less

likely to seek career-long employment with a single employer. Recruiting talented individuals – and

harnessing their capabilities during their state employment – will need to become a core competency of

every state entity as consistent churn is to be expected for at least the near-term.

Talent Development should also be a core competence. State entities must first have a clear

understanding of the competencies needed to support their statutory missions. Talent must be aligned

and developed to sustain effective operations. Organizational effectiveness will result not just from

recruiting key talent, but from nurturing teams and challenging staff to grow at every level in the

organization. This includes clearly defined expectations and appropriate engagement in decision-making.

Too often, managers neglect talent development, then seek “been there, done that” experience to solve

for critical needs. Coaching and performance management will be in greater demand as the dynamics in

the workforce change and as talent expects to learn before they leave for other opportunities.

Generational differences require a culture of adaptability. Though not necessarily reflected in senior

leadership, younger generations constitute a major segment of the workforce today. Soon the Millennial

generation will be the largest active cohort. The results of this change may take many forms, including

increased demands for non-standard work arrangements (i.e., mobile technology, flexible schedules) and

challenges to traditional organizational and decision-making structures. State entities that adapt to an

evolving workforce are most likely to realize organization goals and mission-oriented objectives by

attracting, developing and retaining talent in such a supportive employee culture.

Impending retirements will yield a substantial knowledge and experience gap. In addition to the

congratulations and the cakes, retirements mean potentially lost experience and expertise. As a large

portion of the workforce will be able to retire in the next five years, state entities must be conversant in

succession planning, management development and knowledge management strategies. Excelling at

recruiting and developing talent will be more apparent as only those organizations with a pipeline of new

leaders will continue to fulfill their core missions into the future.

2

Table of Contents

FY 2018 Demographics (Benefits Eligible) .................................................................................................... 3

FY 2018 Classification .................................................................................................................................... 3

Headcount by Fiscal Year .............................................................................................................................. 3

FY 2018 Headcount and Average Salary by Job Family ................................................................................. 4

FY 2018 Headcount by Agency ...................................................................................................................... 5

FY 2018 Employment by County ................................................................................................................... 6

FY 2018 Termination & Hiring Activity by Agency ........................................................................................ 7

Terminations by Type by Fiscal Year…. ......................................................................................................... 8

Voluntary Terminations by Tenure by Fiscal Year ........................................................................................ 8

FY 2018 Hires by Education Level ................................................................................................................. 8

FY 2018 Hires by Generation ........................................................................................................................ 8

FY 2018 Retirement Eligibility by Agency ..................................................................................................... 9

Turnover Trend by Fiscal Year ..................................................................................................................... 10

Voluntary Turnover by Generations by Fiscal Year ..................................................................................... 10

3

FY 2018 Demographics FY 2018 Classification

State law prohibits additional employees to be enrolled into

the Classified service after June 30, 1996. Since then all new

employees are in the unclassified service, which is defined as

“employment at will.”

Headcount by Fiscal Year

Note: As a result of the Job Classification and Career Pathing project (effective Jan 1, 2016), many positions previously

categorized as supervisors or non-managers moved into manager roles.

96.6%

3.4%

Unclassified Classified

80

,18

7

76

,37

8

73

,47

1

71

,07

1

68

,50

0

66

,04

6

65

,04

9

65

,06

3

61

,93

1

63

,00

0

62

,88

3

82,26278,369

75,50973,162

70,67368,196 67,207 67,313 66,495 67,771 67,798

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

90,000

FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

Staff Managers + Total

Headcount

Employees (Benefits Eligible) 67,798

Headcount by Gender

Males 34.4%

Females 65.6%

Headcount by Ethnicity

Black 50.6%

White 44.8%

Other 4.6%

Average Age 44.0

Average Tenure 8.6

4

FY 2018 Headcount and Average Salary by Job Family

Support Services includes administrative, clerical and customer service positions, operations and program/project support

and management positions, as well as, marketing and sales positions.

$44,232

$35,546

$61,458

$45,210

$48,314

$48,935

$25,648

$66,344

$70,447

$85,812

$34,362

$39,840

$44,487

$48,506

$56,115

$45,077

$39,666

$35,226

$41,522

0 2,000 4,000 6,000 8,000 10,000 12,000 14,000

Real Estate

General

Engineering

Natural Resources

Applied Science

Human Resources

Food - Farm

Information Technology

Legal

Audit

Facilities

Transportation

Regulatory

Financial

Education

Healthcare

Support Services

Social Services

Law Enforcement

Headcount noting Average Salary

5

FY 2018 Headcount by Agency (may include administratively attached)

153

3,878

5,737

230

195

11

41

92

13

104

123

144

257

1,040

85

1,860

984

771

177

326

1,755

696

295

1,075

3,311

1,564

201

3,477

163

123

196

903

151

547

6,608

90

876

199

577

706

567

9,637

2,090

5,277

951

349

4,197

99

523

203

0 2,000 4,000 6,000 8,000 10,000 12,000

Veterans Service

Transportation (DOT)

Technical Colleges

Technical College System (TCSG)

Teachers Retirement System (TRS)

Subsequent Injury Trust Fund

Student Finance Commission

State Road & Tollway (SRTA)

State Properties Commission

State Financing & Invest. Comm. (GSFIC)

State Board of Workers Comp.

State Accounting Office (SAO)

Secretary of State

Revenue (DOR)

Public Service Commission

Public Safety (DPS)

Public Health (DPH)

Public Defender Council

Pardons & Paroles

Office of Planning and Budget (OPB)

Natural Resources (DNR)

Legislative Branch

Law

Labor (DOL)

Juvenile Justice (DJJ)

Judicial Branch

Insurance Commissioner

Human Services (DHS)

Georgia Technology Authority (GTA)

Georgia Public Broadcasting

Georgia Correction Industries

Georgia Bureau of Investigation (GBI)

Georgia Building Auhority (GBA)

Forestry (GFC)

Family and Children Services (DFCS)

Employee Retirement Sys. (ERS)

Education (DOE)

Economic Development

Early Care & Learning (DECAL)

Driver Services (DDS)

Defense (DOD)

Corrections (DOC)

Community Supervision (DCS)

Community Service Boards

Community Health (DCH)

Community Affairs (DCA)

Behavioral Health & Developmental Disability (DBHDD)

Banking & Finance

Agriculture

Administrative Services (DOAS)

6

FY 2018 Employment by County

7

FY 2018 Termination and Hiring Activity by Agency (may include administratively attached)

44635

825161601224291412044

18210

358135136

864

197743712

1,241192

8693

92234112

2594

89918

11025

145137157

2,566209

2,191119

56953

1783

27

(35)(574)

(846)(29)(12)

(1)(5)

(20)(3)(7)

(13)(16)

(9)(46)

(112)(7)

(264)(145)(128)

(19)(72)

(177)(94)(34)

(252)(1,365)

(174)(22)

(482)(12)(28)(34)(73)(30)

(85)(1,372)

(16)(119)

(20)(57)

(129)(169)(2,677)

(258)(1,755)

(163)(97)

(1,047)(15)

(76)(55)

-3,000 -2,000 -1,000 0 1,000 2,000 3,000

Veterans Service


Technical Colleges

Technical College System (TCGS)




State Road & Tollway Authority (SRTA)



State Board of Workers Comp.


Soil & Water Conservation (SWC)

Secretary of State

Revenue (DOR)


Public Safety (DPS)

Public Health (DPH)


Pardons & Paroles



Legislative Branch

Law

Labor (DOL)


Judicial Branch



Georgia Technology Authority (GTA)


Georgia Correctional Industries


Georgia Building Authority (GBA)

Forestry (GFC)

Family and Children Services (DFACS)


Education (DOE)




Defense (DOD)

Corrections (DOC)






Banking & Finance

Agriculture


Terms Hires

8

Terminations by Type by Fiscal Year Voluntary Terminations by Tenure by Fiscal

Year

FY 2018 Hires by Education Level FY 2018 Hires by Generation

7,1

97

1,6

07

1,9

85

81

5

7,7

36

1,4

54

1,8

84

89

3

6,8

62

1,5

45

1,7

64

95

2

7,2

17

1,4

93

1,8

12

91

70

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

Voluntary Involuntary Retirement Transfers Out

FY 2015 FY 2016 FY 2017 FY 2018

47

.3%

33

.0%

10

.6%

9.1

%

47

.6%

34

.7%

8.4

%

9.3

%

48

.1%

35

.6%

6.9

%

9.4

%

51

.0%

34

.2%

6.4

%

8.5

%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

0.0 - 1.9 Yrs 2.0 - 5.9 Yrs 6.0 - 9.9 Yrs 10.0 + Yrs

FY 2015 FY 2016 FY 2017 FY 2018

14.8%

29.5%

20.6%

21.4%

13.8%

Less than HS High School Tech/AA Bachelor Master

Veterans (1925-1945)0.1%

10.9%

30.1%

56.7%

2.3%

Veterans (1925-1945) Baby Boomers (1946-1964)

Gen X (1965-1980) Millennials (1981-1997)

Gen Z (1998+)

9

FY 2018 Retirement Eligibility by Agency (may include administratively attached)

32.1%

23.8%

25.9%

29.6%

29.4%

54.6%

13.1%

14.0%

0.0%

41.8%

44.4%

25.7%

16.9%

25.0%

43.4%

17.0%

23.3%

19.1%

44.3%

13.7%

24.8%

28.7%

24.4%

37.6%

13.1%

29.0%

43.5%

22.8%

42.1%

14.6%

29.1%

15.3%

26.3%

19.6%

14.3%

13.8%

23.8%

23.8%

9.3%

19.2%

22.1%

16.5%

15.5%

17.0%

23.1%

20.7%

21.6%

15.2%

26.1%

29.2%

0% 10% 20% 30% 40% 50% 60%

Veterans Service


Technical Colleges

Technical College System (TCSG)




State Road & Tollway (SRTA)



State Board of Workers' Comp


Secretary of State

Revenue (DOR)


Public Safety (DPS)

Public Health (DPH)


Pardons & Paroles



Legislative Branch

Law

Labor (DOL)


Judicial Branch



Georgia Technology Authority


Georgia Correctional Industries


Georgia Building Authority

Forestry (GFC)

Family and Children Services (DFACS)


Education (DOE)




Defense (DOD)

Corrections (DOC)






Banking & Finance

Agriculture


Now 2 Years 5 Years

10

Turnover Trend by Fiscal Year

Voluntary Turnover by Generations by Fiscal Year

20.1% 19.7%20.4% 20.7%

19.5% 19.5%

0%

5%

10%

15%

20%

25%

FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

3.6%4.9% 5.7%

2.9%

4.3% 4.7% 4.4% 4.8%

9.1% 9.3%7.6% 7.4%

23.3%24.5%

19.6% 19.9%

29.1%

32.5%

0%

5%

10%

15%

20%

25%

30%

35%

FY 2015 FY 2016 FY 2017 FY 2018

Veterans (1925-1945) Baby Boomers (1946-1964) Gen X (1965-1980)

Millennials (1981-1997) Gen Z (1998+)

11

Notes

13

Human Resources Administration Division 200 Piedmont Avenue, West Tower, Suite 1206

1- 877 - 318 - 2772 [email protected]

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