Professional Documents
Culture Documents
Hire Workforce
[Note: This is the standard format provided by DOP as of August 2010. Agencies may customize or supplement this format to meet unique needs, as long as the minimum information shown in this format is included.]
Hire Workforce
Qualified candidate pools, interviews & reference checks. Job offers. Appointments & performance monitoring.
Best candidate hired & reviewed during appointment period. Successful performers retained.
The right people are in the right job at the right time.
Ultimate Outcomes 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
Deploy Workforce
Work assignments & requirements defined. Positive workplace environment created. Coaching, feedback, corrections.
Workplace is safe, gives capacity to perform, & fosters productive relations. Staff know job rqmts, how theyre doing, & are supported.
Time & talent is used effectively. Employees are motivated & productive.
Develop Workforce
Individual development plans. Time/ resources for training. Continuous learning environment created.
Learning environment created. Employees are engaged in development opportunities & seek to learn.
Employees have competencies for present job & career advancement Agencies are better enabled to successfully carry out their mission. The citizens receive efficient government services.
Reinforce Performance
Clear performance expectations linked to original goals & measures. Regular performance appraisals. Recognition. Discipline.
Employees know how performance contributes to success of orgn. Strong performance rewarded; poor performance eliminated
Executive Summary
Performance Measure PLAN & ALIGN WORKFORCE Status Action Priority
a b
e
Management profile
HIRE WORKFORCE
[X.X%] = Managers; [X.X%] = WMS only [X.X%] [X.X] avg days to hire (of [XX] vacancies filled) [X.X%] cand. interviewed had competencies needed [X.X%] mgrs said they were able to hire best candidate
% employees with current position/competency descriptions Average Time to Hire Funded Vacancies Candidate quality ratings
c c
% Employees with current performance expectations Sick leave usage: (monthly average) c # of non-disciplinary grievances
DEVELOP WORKFORCE
c c
[X.X%] [X.X] hours (per capita) [XX] grievances [XX] appeals, [XX] Directors Reviews [X.X%] [X.X%] [XX] [XX] grievances; [XX] appeals [X.X%] [XX%] female; [XX%] persons of color; [XX%] 40+; [XX%] persons with disabilities
Overtime usage: (monthly average for those eligible for OT) [X.X] hours (per capita); [X.X%] of EEs receiving OT
# of non-disciplinary appeals & Dirs Reviews filed % Employees with current individual training plans
REINFORCE PERFORMANCE
b) Data as of 6/30/10 or agency may use more current date (if so, please note in the Comments section) c) Data from 7/1/09 through 6/30/10 d) Data as of November 2009 State Employee Survey e) Action Priority: H=High, M=Medium, L=Low For those measures that have Action Steps.
Management Profile
Agency Priority: [High/Medium/Low]
# of WMS Employees: [xx] % of agency workforce that is WMS: [x.x ]% # of Managers*: [xx] % of agency workforce that is Managers*: [x.x]% * Management Type coded as Manager (includes EMS, WMS, and GS)
Analysis: WMS Control Point: [XXX] [XXX] [XXX] [XXX] [XXX] [XXX] [XXX] Action Steps: (What, by whom, by when) [XXX] [XXX] [XXX]
WMS Management Type Management Consultant Policy Not Assigned [xxx] [xxx] [xxx] [xxx]
Managemen t 25% Policy 25%
Consultant 25%
Performance Measures:
Analysis: [XXX] [XXX] [XXX] [XXX] [XXX] [XXX] [XXX] Action Steps: (What, by whom, by when) [XXX] [XXX] [XXX]
Performance Measures: Management profile Percent employees with current position/ competency descriptions
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 Funded Vacancies Average number of days to hire*: # of vacancies filled: [XXX] [XXX]
Analysis: [XXX] [XXX] [XXX] [XXX] [XXX] [XXX] [XXX] Action Steps: (What, by whom, by when) [XXX] [XXX] [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.
Agency Priority: [High/Medium/Low]
Candidate Quality
Performance Measures Time-to-hire vacancies Candidate quality Hiring Balance (proportion of appointment types) Separation during review period
Of the candidates interviewed for vacancies, how many had the competencies (knowledge, skills & abilities) needed to perform the job? Number = [XXX] Percentage = [XXX]% Of the candidates interviewed, were hiring managers able to hire the best candidate for the job? Hiring managers indicating yes: Number = [XXX] Percentage = [XXX]%
Data Time Period: [mm/yy] through [mm/yy] Source: [Enter Data Source]
Hire Workforce
Outcomes: Best candidates are hired and reviewed during appointment period. The right people are in the right job at the right time.
ypes of
Promotions 20%
ppointments
Performance Measures Time-to-hire vacancies Candidate quality Hiring Balance (proportion of appointment types) Separation during review period Total number of appointments = [XXX]*
Includes permanent or intent to become permanent appointments only
[XXX]
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.
[XXX] [XXX] [XXX] [XXX] Action Steps: (What, by whom, by when) [XXX] [XXX] [XXX]
Performance Measures Percent employees with current performance expectations Overtime usage Sick leave usage Non-disciplinary grievances/appeals filed and disposition (outcomes)
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.
Overtime Usage
Agency Priority: [High/Medium/Low]
7 Average OT Hours 6 5 4 3 2 1 Aug-09 Sep-09 Nov-09 Dec-09 Feb-10 Mar-10 Apr-10 0 Jul-09 Oct-09 Jan-10 May-10 Jun-10
Overtime Cost
ay A r
**Overall agency avg overtime usage per capita, per month = sum of monthly OT averages / # months
Percent Employees
Performance Measures Percent employees with current performance expectations Overtime usage Sick leave usage Non-disciplinary grievances/appeals filed and disposition (outcomes)
[XXX] [XXX] Action Steps: (What, by whom, by when) [XXX] [XXX] [XXX]
Sep-09
Oct-09
Apr-10
May-10
Mar-10
Nov-09
Dec-09
Jan-10
Permanent & Non-permanent Employees Data Time Period: [mm/yy] through [mm/yy] Source: [Enter Data Source]
Feb-10
Jun-10
Overall agency avg overtime usage per capita, per month: [XXX]**
A g
an ec
ct
ar
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.
[XXX]
1 May-10 Aug-09 Sep-09 Feb-10 Nov-09 0 Jul-09 Dec-09 Oct-09 Jan-10 Mar-10 Jun-10 Apr-10
[XXX] [XXX]
Performance Measures Percent employees with current performance expectations Overtime usage Sick leave usage Non-disciplinary grievances/appeals filed and disposition (outcomes)
* Statewide data does not include DOL, DOR, L&I, and LCB
Permanent & Non-permanent Employees Data Time Period: [mm/yy] through [mm/yy] Source: [Enter Data Source]
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.
Top Five Non-Disciplinary Grievance Types (i.e., Compensation, Overtime, Leave, etc)
Nov-09
May-10
Aug-09
Sep-09
Oct-09
Dec-09
Feb-10
Jan-10
Jun-10
Jul-09
Total Non-Disciplinary Grievances = [XX] * 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. Non-Disciplinary Grievance Disposition* (Outcomes determined during time period listed below) [XXX] [XXX] [XXX] [XXX] [XXX] [XXX]
Mar-10
Apr-10
5. [XX]
Analysis: [XXX] [XXX] [XXX] [XXX] Action Steps: (What, by whom, by when) [XXX] [XXX] [XXX]
Performance Measures Percent employees with current performance expectations Overtime usage Sick leave usage Non-disciplinary grievances/appeals filed and disposition (outcomes)
Data Time Period: [mm/yy] through [mm/yy] Source: [Enter Data Source]
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.
[XX] Total filings [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.
Director's
Withdrawn 17%
e ie
O tcomes
Untimely 17%
oard O tcomes
Performance Measures Percent employees with current performance expectations Overtime usage Sick leave usage Non-disciplinary grievances/appeals filed and disposition (outcomes)
Remanded 17% [SAMPLE DATA ONLY. DOUBLE CLICK CHARTS TO ENTER AGENCY DATA] Modified 17% Withdrawn 17%
Modified 17%
No jurisdiction 17%
Reversed 16%
Affirmed 16%
Reversed 16%
Affirmed 16%
Total outcomes = [XX] Data Time Period: [mm/yy] through [mm/yy] Source: Department of Personnel
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.
Analysis:
[XXX] [XXX] [XXX] Action Steps: (What, by whom, by when) [XXX] [XXX] [XXX]
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.
Analysis:
[XXX] [XXX] [XXX] [XXX] [XXX] [XXX] [XXX] Action Steps: (What, by whom, by when) [XXX] [XXX] [XXX]
Performance Measures Percent employees with current performance evaluations Disciplinary actions and reasons, disciplinary grievances/appeals filed and disposition (outcomes)
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.
Analysis: Disciplinary Action Type Dismissals Demotions Suspensions Reduction in Pay* Total Disciplinary Actions* * Reduction in Pay is agency tracked Action Steps: (What, by whom, by when) [XXX] Issues Leading to Disciplinary Action [XXX] [XXX] [XXX] # of Actions [XXX] [XXX] [XXX] [XXX] [XXX] [XXX] [XXX] [XXX] [XXX] [XXX] [XXX] [XXX]
Performance Measures Percent employees with current performance evaluations Disciplinary actions and reasons, disciplinary grievances/appeals filed and disposition (outcomes)
Data Time Period: [mm/yy] through [mm/yy] Source: [Enter Data Source]
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.
Disciplinary Appeals (Non-Represented Employees filed with Personnel Resources Board) [XX] Dismissal [XX] Demotion [XX] Suspension [XX] Pay Reduction
Oct-09
May-10
Sep-09
Aug-09
Nov-09
Jul-09
Dec-09
Feb-10
Mar-10
Jan-10
Apr-10
Jun-10
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 Disposition (Outcomes) of Disciplinary Appeals*
Withdrawn 17%
Performance Measures Percent employees with current performance evaluations Disciplinary actions and reasons, disciplinary grievances/appeals filed and disposition (outcomes) [XXX] [XXX] [XXX] [XXX] [XXX] [XXX]
#
[XXX]
*Outcomes issued by Personnel Resources Board Data Time Period: [mm/yy] through [mm/yy] Source: [Enter Data Source] 6
"!
$ % &
Affirmed 16% Remanded 17% [SAMPLE DATA ONLY. DOUBLE CLICK CHART TO ENTER AGENCY DATA] Reversed 16% ismissed 17% dified 17%
ULTIMATE OUTCOMES
Employees are committed to the work they do and the goals of the organization
Turnover Rates
Agency Priority: [High/Medium/Low]
100.0%
[XXX] [XXX] [XXX] [DOUBLE CLICK CHART TO ENTER AGENCY DATA] [XXX] Action Steps: (What, by whom, by when) [XXX]
80.0%
60.0%
The state has the workforce breadth and depth needed for present and future success
40.0%
20.0%
[XXX] [XXX]
Performance Measures Turnover rates and types Turnover rate: key occupational categories (optional) Workforce Diversity Profile Employee Survey Information Total Turnover Actions: [xx] Total % Turnover: [xx]%
Data Time Period: [mm/yy] through [mm/yy] Source: [Enter Data Source]
'
ayoff
Other
ULTIMATE OUTCOMES
Employees are committed to the work they do and the goals of the organization
Impact of Prior Strategies: What happened as a result of the affirmative action strategies detailed in the last approved affirmative action plan or update? [XXX] [XXX] Key Current Issues: What are the key affirmative action issues that the agency or institution intends to address moving forward? [XXX] [XXX] Future Strategies: What are the agencys or institutions primary strategies to address these key issues?
3 5
5 2 6
Turnover rates and types Turnover rate: key occupational categories (optional) Workforce Diversity Profile Employee Survey Information
A Em
yee ( nc
ng
Em
yee
yee
% Em
%3 3
%3 3
%<
28
8 3 86 7
C TF
2 3 22 4
ECD
2 3 26 7
Q R P
7 3 72 4
7 3 76 7
Q SR P
32
GIHC G F
36
ECD
5 3 52 4
CC
Performance Measures
The state has the workforce breadth and depth needed for present and future success
Black
V U V U V U V
5 3 56 7
Vietnam-Era Veterans
V U V V
[XXX] [XXX]
3 12
B A
9@
Permanent & Non-Permanent Employees Data as of [mm/yy] Source: [Enter Data Source]
ULTIMATE OUTCOMES
Employees are committed to the work they do and the goals of the organization
Question ) 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. ) I receive recognition for a job well done. ) My performance evaluation provides me with meaningful information about my performance. ) My supervisor holds me and my coworkers accountable for performance. 2) I know how my agency measures its success. 3) My agency consistently demonstrates support for a diverse workforce.
Avg 2006
Avg 2007
Avg 2009
Analysis: [XXX] [XXX] [XXX] [XXX] [XXX] Action Steps: (What, by whom, by when) [XXX] [XXX] [XXX]
The state has the workforce breadth and depth needed for present and future success
Performance Measures Turnover rates and types Turnover rate: key occupational categories Workforce Diversity Profile Employee Survey Information
Overall average: [X.X] Number of survey responses: [XX] Data as of November 2009 Source: Statewide Employee Survey
[X.X] [XX]
[X.X] [XX]