# Presentation: YEADIZZGVFFDILX6DGLGC2JY3VZBRJJB

## Washington StateDepartment of Transportation Human Resource Management Report

- Prepared for:
- Doug MacDonald, Secretary
- Washington State Department of Transportation
- By:
- WSDOT Office of Human Resources
- Kermit B. Wooden
- Director

- DATA IN THE REPORT DOES NOT INCLUDE THE MARINE DIVISION

## Human Resource Management Report - Reporting Process

- Human Resource Management Report - Reporting Process

- DOP collects statewide data and conducts overall analysis

- DOP presents enterprise-wide HR Management Report at **Governor’s GMAP forums on Government Efficiency**

- DOP submits annual comprehensive **statewide status report to Governor & Directors**

- GMAP

**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 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

- DOP provides agency with centrally available data analysis queries & consultation

- Agency HR Office assists managers in data collection, analysis, report preparation

- Managers’ evaluations includes HR Management Report results

- Quarterly reporting to DOP of agency-tracked standard measures
- Copy to DOP of agency-internal GMAP reports on HR management as they are done

- Base set of data
- Quarterly statewide updates
- Special request data

## Human Resource Management Report - Reporting Timeline

**   ****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   **

- Agency Directors communicate “workforce management” performance expectations, measures, and reporting process requirements to their managers

- DOP delivers comprehensive first annual report statewide human management status to Governor

*****  “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.

-        Agency-internal GMAP sessions on HR Management Report **	**

## Managers’ Accountability for Strategic Workforce Management

- Priorities of Government

- Plan the Organization

- Strategic Plan

- Mobilize Resources

- Deliver Services

- Manage Financial Resources

- Manage Human Resources

- Manage Business Processes

- Manage Relation-ships

- Manage Human Resources

- Managers have five primary workforce management functions:

## Agency Managers’ Logic Model for Workforce Management

**Plan & Align Workforce**

**Deploy Workforce**

**Reinforce Performance**

- Foundation 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 performance is differentiated & strengthened. Employees are held accountable.

**Develop Workforce**

**Hire Workforce**

**Initial Outcomes**

**Intermediate Outcomes**

- Workforce levels, competencies, & strategies are aligned with agency priorities
- Managers’ accountabilities are communicated & understood

- Best qualified hired & reviewed during appointment period

- 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 develop-ment opportunities & seek to learn.

- Employees know how their performance contributes to success of organization. Strong performance rewarded; poor performance eliminated

**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**

- 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.

**Key Outputs**

**Agency is enabled to successfully carry out its mission. The citizens receive efficient, cost-effective government services.**

**Notes:**
Notes:
This is an abbreviated version of the logic model for agency managers’ HRM accountabilities. NOTE - these are the outcomes for agency managers, not the HR office. The role of the HR office is to guide and support managers in achieving these outcomes.

## Human Resource Management ReportStandard Performance Measures

- Percent current position/competencies descriptions [agency tracking system]
- Percent supervisors with current performance expectations for workforce management [agency tracking system]
- 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]
- Percent employees with current annual individual development plans [agency tracking system]
- 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]
- Employee survey ratings on “commitment” questions [DOP standard survey]

**Measures to add in the future:**
- Current workforce plans that align staff with business priorities
- Safety and Workers Compensation measures
- Competency gap analysis measure
- Recognition/reward measure
- Others to be determined

- Reinforce Performance

- Plan & Align Workforce

- Hire Workforce

- Deploy Workforce

- Develop Workforce

- Ultimate Outcomes

## Overall foundation & management accountability system to build & sustain high performing workforce

- HR Management Report
- (preliminary standard measures)
- Percent current position/competency descriptions
- Percent supervisors with current performance expectations for workforce management

**Percent supervisors with current performance expectations for workforce management (FY 2006)**

- HR Management Report category:

**Percent positions with current job and competency descriptions**

- The agency's percentage of employees who have had competencies identified for them is approximately 57% as of the end of 2005.  However, as you are aware, the agency is piloting it's new Performance Management Program in parts of headquarters as well as the North and South Central regions.  Managers using the new program are just beginning to meet with employees to review their CQ's as well as to set the competencies for which the employees will be rated on during the upcoming pilot period (April thru October).  We will begin building reports to track who has started the process as we move forward through the pilot program.  We anticipate complete deployment of our new Performance Management Program during 2007.

- Plan & Align - Slide 1 of 1

- Source: WSDOT OHR

**Notes:**
Notes:

## Hire Workforce |

- (standard measures)
- Days to fill vacancies (from requisition to job offer)
- % satisfaction with candidate quality
- % new hires; % promotional hires
- Retention/dismissal rate during appointment period

- Source: DOP Data Warehouse

- Right People in the Right Job at the Right Time

- Agency-unique data would be collected and inserted by agency. DOP will provide agencies with suggested standard rating tool.
- Report to DOP 10-15-06

- Hire Workforce - Slide 1 of 1

- Other

- Promotions(inter-agency)

- New Hires

- Promotions(intra-agency)

- * Released
- ** Voluntary

- **

- **

- *

- *

**Separation during Review Period**

**Hiring Balance****2003-05 Biennium**

- Other

- Promotions(inter-agency)

- New Hires

- Promotions(intra-agency)

**Hiring Balance****FY 06**

*(500 total appointments)*

*(3,875 total appointments)*

- HR Management Report category:

**Separation during Review Period**

- * Released
- ** Voluntary

- *

- *

- *

- **

- **

**Notes:**
Notes:

## HR Management Report 

- (standard measures)
- 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 (FY2006)**

- Deploy Workforce - Slide 1 of 4

- HR Management Report category:

- Q4. I know what is expected of me at work.
- Q1. I have the opportunity to give input on decisions affecting my work.
- Q2. I received 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.

**Deploy Workforce – Results from the DOP survey of WSDOT**

- Source: WSDOT OHR

- Source: DOP 2006 Employee Survey

## Overtime:  Is employee time well managed?

- Source: DOP Data Warehouse

- * Does not include DNR

- Deploy Workforce - Slide 2 of 4

- HR Management Report category:

## Notes:

- Statewide, peak sick leave usage tends to be October-December quarter. DOP indicates that this generally follows trend with overtime usage for most state agencies and institutions.  However, WSDOT notices a decline for the July-October quarter.  This is also when our overtime peaks for construction season.
- 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 leave hours cashed out have been removed from this display (except for retirement cash out).

- Leave: Do employees come to work as scheduled?

- Source: DOP Data Warehouse

- *Average since 10/01

- Deploy Workforce - Slide 3 of 4

- HR Management Report category:

|   | Per Capita Sick Leave Use |  |  | Just Those Who Took Sick Leave |  |  |
| --- | --- | --- | --- | --- | --- | --- |
|   | Ave. Sick Leave           Hours Used per Qtr* |  | % of Earned           Sick Leave | Ave. Sick Leave                 Hours Used per Qtr* |  | % of Earned               Sick Leave |
| Statewide through FY06 3rd Qtr | 17.8 | hours | 74% | 22.8 | hours | 95% |
| WSDOT through FY06 4th Qtr | 18.6 | hours | 77% | 22.9 | hours | 95% |

## Employee relations: Are contracts/policies applied appropriately? 

- Employee relations: Are contracts/policies applied appropriately?

- 95

- Notes:
- Grievance filing information is reported monthly by the agency to the State Labor Relations Office (LRO). LRO then maintains statewide data.
- LRO tracks which grievances move on to pre-arbitration reviews and arbitrations. They also track outcomes and trends statewide and by agency. This information will be included in future GMAP reports.

- Source: State Labor Relations Office

- Deploy Workforce - Slide 4 of 4

- HR Management Report category:

**Number of Grievances filed at WSDOT for FY2006**

**Types of Grievances filed at WSDOT for FY2006**

## Employees have competencies for present job and future advancement

- Develop Workforce |

- HR Management Report
- (standard measures)
- Percent employees with current annual individual development plans
- Employee survey ratings on “learning & development” questions

- Develop Workforce - Slide 1 of 1

- HR Management Report category:

- Q5. I have opportunities at work to learn and grow.
- Q8. My supervisor gives me ongoing feedback that helps me improve my
-        performance.

**Develop Workforce – ****Results from the DOP survey of WSDOT**

- Source: DOP 2006 Employee Survey

- Source: WSDOT OHR

**Notes:**
Notes:

## Successful performance is differentiated & strengthened. Employees are held accountable.

- Reinforce Performance |

- HR Management Report
- (standard measures)
- 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

- Reinforce Performance - Slide 1 of 3

- HR Management Report category:

**Reinforce Performance - ****Results from the DOP survey of WSDOT**

- Q3. I know how my work contributes to the goals of the agency.
- Q9. I receive recognition for a job well done.
- Q10. My performance evaluation provides me with meaningful information
-          about my performance.
- Q11. My supervisor holds me and my co-workers accountable for
-          performance.

- Source: DOP 2006 Employee Survey

- Source: WSDOT OHR

**Notes:**
Notes:
Training on the new performance evaluation system has been very popular. In FY 05 = 1,200 trained. In FY 06 to date = 225 and 875 more anticipated for remainder of fiscal year. Over 97% of these participants are managers and supervisors.

## Reinforce Performance |

- Successful performance is differentiated & strengthened. Employees are held accountable.

- Disciplinary action:  Is poor performance dealt with?

**Issues Leading to Disciplinary Action and Disciplinary Grievances**

- Placeholder. DOP is presently working with LRO and AGO to track types of issues that lead to disciplinary action and related grievances.

- Reinforce Performance - Slide 2 of 3

- HR Management Report category:

## Reinforce Performance |

- Source: WSDOT Labor Relations Office

- Disciplinary action:  Is poor performance dealt with?

- Successful performance is differentiated & strengthened. Employees are held accountable.

- Reinforce Performance - Slide 3 of 3

- HR Management Report category:

**Notes:**
Notes:

## Reinforce Performance |

- Source: WSDOT Labor Relations Office

- Disciplinary action:  Is poor performance dealt with?

- Successful performance is differentiated & strengthened. Employees are held accountable.

- Reinforce Performance - Slide 3 of 3

- HR Management Report category:

**Notes:**
Notes:

## 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)
- 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

- Ultimate Outcomes - Slide 1 of 3

- HR Management Report category:

**Ultimate Outcomes - ****Results from the DOP survey of WSDOT**

- Q12. I know how my agency measures its success.
- Q3. I know how my work contributes to the goals of my agency.
- Q9. I receive recognition for a job well done.

- Source: DOP 2006 Employee Survey

**Notes:**
Notes:

## Ultimate Outcomes | continued

**Turnover – All WASHDOT****(Leaving the agency)**

**Workforce Turnover Breakdown**

- Source: DOP Data Warehouse

- Ultimate Outcomes | continued

- Ultimate Outcomes - Slide 2 of 3

- HR Management Report category:

**Notes:**
Notes:

## Ultimate Outcomes | continued

**WA State Government**

**WA Labor Force**

- Source: DOP Data Warehouse

**Diversity Profile****	****WASHDOT****	****State**
- Women		 25.5%	52.0%
- Persons with disabilities	   4.1%	 5.2%
- Vietnam Veterans	   7.2%	 7.3%
- Disabled Veterans	   0.6% 	 1.3%
- Persons over 40		  71.9%	73.1%
- People of color		 10.5%	17.6%

- Ultimate Outcomes | continued

**Department of Transportation**

- Ultimate Outcomes - Slide 3 of 3

- HR Management Report category: