State of Washington [Enter Agency Name] Human Resource Management Report Develop Workforce Reinforce...

State of Washington[Enter Agency Name]

Human ResourceManagement Report

Develop Workforce

Reinforce Performance

Deploy Workforce

Plan & Align Workforce

Hire Workforce

October 2009[Note: This is the standard format provided by DOP as of 7/23/09. Agencies may customize or supplement this format to meet unique needs, as long as the minimum information shown in this format is included.]

[Enter Agency Name]

2


DeployWorkforce

Develop Workforce

HireWorkforce


Articulation of managers HRM accountabilities. HR policies. Workforce planning. Job classes & salaries assigned.

Qualified candidate pools, interviews & reference checks. Job offers. Appts & per-formance monitoring.

Work assignments& requirements defined. Positive workplace environment created. Coaching, feedback, corrections.

Individual development plans. Time/ resources for training. Continuous learning environment created.

Clear performance expectations linked to orgn’al goals & measures. Regular performance appraisals. Recognition. Discipline.

Managers understand HRM accountabilities. Jobs, staffing levels, & competencies aligned with agency priorities.

Best candidate hired & reviewed during appointment period. Successful performers retained.

Workplace is safe, gives capacity to perform, & fosters productive relations. Staff know job rqmts, how they’re doing, & are supported.

Learning environment created. Employees are engaged in develop-ment opportunities & seek to learn.

Employees know how performance contributes to success of orgn. Strong performance rewarded; poor performance eliminated

Foundation is in place

to build and sustain a

productive, high

performing workforce.

The right people are in

the right job at the right

time.

Time & talent is used

effectively. Employees

are motivated &

productive.

Employees have

competencies for

present job & career

advancement

Successful perf is differentiated & strengthened. Employees are held accountable.

Employees are committed to the work they do & the goals of the organization

Productive, successful employees are retained

State has workforce depth & breadth needed for present and future success

Agencies are better enabled to successfully carry out their mission. The citizens receive efficient government services.

Outputs Initial Outcomes Intermediate Outcomes

Ultimate Outcomes

Managers’ Logic Model for Workforce Management

3

Performance Measure Status Action

Priority eComments

PLAN & ALIGN WORKFORCE

Management profile a [X.X%] = “Managers”; [X.X%] = WMS only WMS control point = [X.X%]

% employees with current position/competency descriptions b [X.X%]

HIRE WORKFORCE

Average Time to Hire Funded Vacancies c [X.X] avg days to hire (of [XX] vacancies filled)

Candidate quality ratings c [X.X%] cand. interviewed had competencies needed

[X.X%] mgrs said they were able to hire best candidate

Hiring balance (% types of appointments) c [XX%] promo; [XX%] new hires; [XX%] transfers;

[XX%] exempts; [XX%] otherNumber of separations during post-hire review period c [XX]

DEPLOY WORKFORCE

Percent employees with current performance expectations b [X.X%]

Overtime usage: (monthly average) c [X.X] hours (per capita); [X.X%] of EEs receiving OT

Sick leave usage: (monthly average) c [X.X] hours (per capita)

# of non-disciplinary grievances c [XX] grievances

# of non-disciplinary appeals & Dir’s Reviews filed c [XX] appeals, [XX] Director’s Reviews

DEVELOP WORKFORCE

Percent employees with current individual training plans b [X.X%]

REINFORCE PERFORMANCE

Percent employees with current performance evaluations b [X.X%]

Number of formal disciplinary actions taken c [XX]

Number of disciplinary grievances and appeals filed c [XX] grievances; [XX] appeals

ULTIMATE OUTCOMES

Turnover percentages (leaving state service) c [X.X%]

Diversity Profile a [XX%] female; [XX%] people of color; [XX%] 40+;

[XX%] with disabilities

Employee survey overall average rating d [X.X], [XX] survey responses

a) Data as of 6/30/09

b) Data as of 6/30/09 or agency may use more current date (if so, please note in the “Comments” section)c) Data from 7/1/08 through 6/30/09

d) Data as of November 2007 State Employee Survey

e) Action Priority: H=High, M=Medium, L=Low For those measures that have Action Steps

Executive Summary [Enter Agency Name]

[Enter Agency Name]

4

Washington Management ServiceHeadcount Trend

0

0

0

0

0

1

1

1

1

1

1

Jul-

08

Au

g-0

8

Se

p-0

8

Oct

-08

No

v-0

8

De

c-0

8

Jan

-09

Fe

b-0

9

Ma

r-0

9

Ap

r-0

9

Ma

y-0

9

Jun

-09

# W

MS

Em

plo

yee

s (H

ea

dco

un

t)


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


Performance Measures:

Management profile

Workforce Planning measure (TBD)

Percent employees with current position/ competency descriptions

Management

25%

Consultant25%

Policy25%

Not assigned

25%

Management [xxx]

Consultant [xxx]

Policy [xxx]

Not Assigned [xxx]

Analysis:

WMS Control Point: [XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

Action Steps: (What, by whom, by when)

[XXX]

[XXX]

[XXX]

[SAMPLE DATA ONLY. DOUBLE CLICK CHART TO ENTER AGENCY DATA]

WMS Employees Headcount = [xxx]

Percent of agency workforce that is WMS = [xx]%

All Managers* Headcount = [xxx]

Percent of agency workforce that is Managers* = [xx]%

* In positions coded as “Manager” (includes EMS, WMS, and GS)

Management Profile

WMS Management Type

[DOUBLE CLICK CHART TO ENTER AGENCY DATA]

[USE OF THIS CHART IS OPTIONAL]

Data as of [mm/yy]Source: [Enter Data Source]

Data Time Period: [mm/yy] through [mm/yy]

Agency Priority: [High/Medium/Low]

[Enter Agency Name]

5

Analysis:

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]


[XXX]

[XXX]

[XXX]


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


Performance Measures:

Management profile

Workforce Planning measure (TBD)

Percent employees with current position/ competency descriptions

Percent employees with current position/competency descriptions = [XX]%*

Current Position/Competency Descriptions

*Based on [XXX] of [XXX] reported employee count Applies to employees in permanent positions, both WMS & GS



[Enter Agency Name]

6

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-hire vacancies

Candidate quality

Hiring Balance (proportion of appointment types)

Separation during review period

Analysis:

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]


[XXX]

[XXX]

[XXX]

Time-to-Hire Funded Vacancies

Average number of days to hire*: [XXX]

Number of vacancies filled: [XXX]

*Equals # of days from the date the hiring supervisor informs the agency HR Office to start the process to fill the position, to the date the job offer is accepted.

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”:


Hiring managers indicating “no”:


Time-to-Hire / Candidate Quality

Data Time Period: [mm/yy] through [mm/yy]Source: [Enter Data Source]



[Enter Agency Name]

7

Analysis:

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]


[XXX]

[XXX]

[XXX]

Total number of appointments = [XXX]*Includes appointments to permanent vacant positions only; excludes reassignments“Other” = Demotions, re-employment, reversion & RIF appointments

Separation During Review Period

Probationary separations - Voluntary [xxx]Probationary separations - Involuntary [xxx]

Total Probationary Separations [xxx]

Trial Service separations - Voluntary [xxx]Trial Service separations - Involuntary [xxx]

Total Trial Service Separations [xxx]

Total Separations During Review Period [xxx]

Hire Workforce

Outcomes:

Best candidates are hired

and reviewed during

appointment period. The

right people are in the right

job at the right time.


Time-to-hire vacancies

Candidate quality

Hiring Balance (proportion of appointment types)

Separation during review period

Types of Appointments

Other20%

New Hires20%

Promotions20%

Transfers20%

Exempt20%

Hiring Balance / Separations During Review Period





[Enter Agency Name]

8

Deploy Workforce

Outcomes:

Staff know job

expectations, how they’re

doing, & are supported.

Workplace is safe, gives

capacity to perform, &

fosters productive

relations. Employee time

and talent is used

effectively. Employees are

motivated.


Percent employees with current performance expectations

Overtime usage

Sick leave usage

Non-disciplinary grievances/appeals filed and disposition (outcomes)

Analysis:

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]


[XXX]

[XXX]

[XXX]

Percent employees with current performance expectations = [XXX]%*

Current Performance Expectations




[Enter Agency Name]

9

Overtime Cost - Agency

Jul-08

Aug-08

Sep-08

Oct-08

Nov-08

Dec-08

Jan-09

Feb-09

Mar-09

Apr-09

May-09

Jun-09

Analysis:

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]


[XXX]

[XXX]

[XXX]

Average Overtime (per capita) *

0

1

2

3

4

5

Jul-0

8

Aug

-08

Sep

-08

Oct

-08

Nov

-08

Dec

-08

Jan-

09

Feb-

09

Mar

-09

Apr

-09

May

-09

Jun-

09

Ave

rage

OT

Hou

rs

Avg OT Hrs - Agency Avg OT Hrs - Statewide

% Employees Receiving Overtime *

0%

5%

10%

15%

20%

25%

Jul-0

8

Aug-

08

Sep-

08

Oct

-08

Nov-

08

Dec-

08

Jan-

09

Feb-

09

Mar

-09

Apr-0

9

May

-09

Jun-

09

Perc

ent E

mpl

oyee

s

Pct EE's w/OT - Agency Pct EE's w/OT - Statewide

Overtime UsageDeploy

Workforce

Outcomes:

Staff know job





fosters productive


and talent is used


motivated.



Overtime usage

Sick leave usage


Overall agency avg overtime usage – per capita, per month: [XXX]**

Overall agency avg employees receiving overtime per month: [XXX]%**

[DOUBLE CLICK CHARTS TO ENTER AGENCY DATA]

**Overall agency avg overtime usage – per capita, per month = sum of monthly OT averages / # months

**Overall agency avg employees receiving overtime per month = sum of monthly OT percentages / # months



*Statewide overtime values do not include DNR

[Enter Agency Name]

10

Analysis:

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]


[XXX]

[XXX]

[XXX]

Average Sick Leave Use

0

1

2

3

4

5

6

7

8

9

Jul-0

8

Aug-

08

Sep-

08

Oct

-08

Nov-

08

Dec-

08

Jan-

09

Feb-

09

Mar

-09

Apr-0

9

May

-09

Jun-

09

Avg

Hour

s

Per capita SL use - Agency Per capita SL use - Statewide*

Sick Leave Hrs Used / Sick Leave Balance (per capita)

* Statewide data does not include DOL, DOR, L&I, and LCB

Sick Leave UsageDeploy Workforce

Outcomes:

Staff know job





fosters productive


and talent is used


motivated.



Overtime usage

Sick leave usage


Avg Hrs SL Used (per capita) - Agency

Avg SL Balance (per capita) - Agency

[XX] Hrs [XX] Hrs

Avg Hrs SL Used (per capita) – Statewide*

Avg SL Balance (per capita) – Statewide*

6.4 Hrs 240.2 Hrs




[Enter Agency Name]

11

Number of Non-Disciplinary Grievances Filed

0

5

10

15

20

25

30

Jul-0

8

Aug-

08

Sep-

08

Oct

-08

Nov-

08

Dec-

08

Jan-

09

Feb-

09

Mar

-09

Apr-0

9

May

-09

Jun-

09

Non-Disciplinary Grievances (represented employees)

Analysis:

[XXX]

[XXX]

[XXX]

[XXX]


[XXX]

[XXX]

[XXX]


Non-Disciplinary Grievance Disposition*(Outcomes determined during time period listed below)

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

* 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.

Deploy Workforce

Outcomes:

Staff know job





fosters productive


and talent is used


motivated.



Overtime usage

Sick leave usage


Top 5 Non-Disciplinary Grievance Types (i.e., Compensation, Overtime, Leave, etc)


Total Non-Disciplinary Grievances = [XX]

Grievance Type#

Grievances

1. [XX] [XX]

2. [XX] [XX]

3. [XX] [XX]

4. [XX] [XX]

5. [XX] [XX]


Non-Disciplinary Appeals (mostly non-represented employees)

Director's Review Outcomes

Affirmed20%

Modified20%

No jurisdiction

20%

Reversed20%

Withdrawn20%

Personnel Resources Board Outcomes

Affirmed16%

Modified17%

Remanded17%

Reversed16%

Withdrawn17%

Dismissed17%

Filings for DOP Director’s Review

[XX] Job classification

[XX] Rule violation

[XX] Name removal from Layoff List

[XX] Exam results or name removal from applicant/candidate pool, if DOP did assessment

[XX] Remedial action

[XX] Total filings

Filings with Personnel Resources Board

[XX] Job classification

[XX] Other exceptions to Director Review

[XX] Layoff

[XX] Disability separation

[XX] Non-disciplinary separation

[XX] Total filings

Non-Disciplinary appeals only are shown above.

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.

Deploy Workforce

Outcomes:

Staff know job





fosters productive


and talent is used


motivated.



Overtime usage

Sick leave usage


[SAMPLE DATA ONLY. DOUBLE CLICK CHARTS TO ENTER AGENCY DATA]

Data Time Period: [mm/yy] through [mm/yy]Source: Department of Personnel

Total outcomes = [XX]Total outcomes = [XX]


[Enter Agency Name]

13

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.


Percent employees with current individual development plans

Competency gap analysis (TBD)

Analysis:

[XXX]

[XXX]

[XXX]


[XXX]

[XXX]

[XXX]

Percent employees with current individual development plans = [XX]%*

Individual Development Plans




[Enter Agency Name]

14


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.


Percent employees with current performance evaluations

Disciplinary actions and reasons, disciplinary grievances/appeals filed and disposition (outcomes)

Reward and recognition practices (TBD)

Analysis:

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]


[XXX]

[XXX]

[XXX]

Percent employees with current performance evaluations = [XX]%*

Current Performance Evaluations




[Enter Agency Name]

15

Formal Disciplinary Actions

Issues Leading to Disciplinary Action

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

Analysis:

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]


[XXX]

Disciplinary Action Taken

* Reduction in Pay is not currently available as an action in HRMS/BI.

Action Type # of Actions

Dismissals [XXX]

Demotions [XXX]

Suspensions [XXX]

Reduction in Pay* [XXX]

Total Disciplinary Actions* [XXX]


Outcomes:



the goals of the



poor performance is



and strengthened.

Employees are held

accountable.







[Enter Agency Name]

16

Disciplinary Grievances(Represented Employees)

Affirmed16%

Reversed16%

Modified17%

Dismissed17%

Remanded17%

Withdrawn17%

02468

101214161820

Jul-0

7

Aug-

07

Sep-

07

Oct

-07

Nov-

07

Dec-

07

Jan-

08

Feb-

08

Mar

-08

Apr-0

8

May

-08

Jun-

08

Disposition (Outcomes) of Disciplinary Grievances

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

Total # Disciplinary Grievances Filed: [XX]

Disposition (Outcomes) of Disciplinary Appeals*

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.

Disciplinary Grievances and Appeals

Disciplinary Appeals(Non-Represented Employees

filed with Personnel Resources Board)

[XX] Dismissal

[XX] Demotion

[XX] Suspension

[XX] Reduction in salary

[XX] Total Disciplinary Appeals Filed with PRB


Outcomes:



the goals of the



poor performance is



and strengthened.

Employees are held

accountable.





*Outcomes issued by Personnel Resources Board





[Enter Agency Name]

17

Analysis:

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]


[XXX]

[XXX]

[XXX]


Note: Movement to another agency is currently not available in HRMS/BI

Turnover Rates

Total Turnover Actions: [xx]Total % Turnover: [xx]%

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


Turnover rate: key occupational categories

Workforce Diversity Profile

Employee Survey Information

Retention measure (TBD)

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

120.0%

Retirement Resignation Dismissal Other

Total % Turnover (leaving state)



[Enter Agency Name]

18

Percent Age Distribution

% <

15

% 1

5-1

9

% 2

0-2

4

% 2

5-2

9

% 3

0-3

4

% 3

5-3

9

%4

0-4

4

% 4

5-4

9

% 5

0-5

4

% 5

5-5

9

% 6

0-6

4

% 6

5 +

% E

mpl

oyee

s

All Employees (including WMS) WMS Employees Only

Agency StateFemale [xx]% 53%Persons w/Disabilities [xx]% 4%Vietnam Era Veterans [xx]% 6%Veterans w/Disabilities [xx]% 2%People of color [xx]% 18%Persons over 40 [xx]% 74%

Diversity Profile by Ethnicity

5% 5% 2%7%

82%

% B

lack

or

Afric

anAm

eric

an

%H

ispa

nic/

Latin

o

% A

mer

ican

Indi

an /

Alas

kan

Nat

ive

% A

sian

% W

hite

% E

mpl

oyee

s

Agency Statewide

Workforce Diversity ProfileULTIMATE

OUTCOMES





Turnover rates and types






[DOUBLE CLICK CHART TO ENTER DATA]


Analysis:

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]


[XXX]

[XXX]

[XXX]

[XXX]

[XXX]


[Enter Agency Name]

19

Employee Survey RatingsULTIMATE

OUTCOMES





Turnover rates and types





Data as of November 2007Source: Statewide Employee Survey


Analysis:

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]


[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

[XXX]

Question

Avg April 2006

Avg Nov 2007

1) I have the opportunity to give input on decisions affecting my work.

2) I receive the information I need to do my job effectively.

3) I know how my work contributes to the goals of my agency.

4) I know what is expected of me at work.

5) I have opportunities at work to learn and grow.

6) I have the tools and resources I need to do my job effectively.

7) My supervisor treats me with dignity and respect.

8) My supervisor gives me ongoing feedback that helps me improve my performance.

9) I receive recognition for a job well done.

10) My performance evaluation provides me with meaningful information about my performance.

11) My supervisor holds me and my co-workers accountable for performance.

12) I know how my agency measures its success.

13) My agency consistently demonstrates support for a diverse workforce.

Overall average: [X.X] [X.X]

Number of survey responses: [XX] [XX]

State of Washington [Enter Agency Name] Human Resource Management Report Develop Workforce Reinforce...

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