# Presentation: TNCJGFSI4VHDJRPFDFCJFH2VM3PGCYE7

## State of WashingtonDepartment of PrintingHuman ResourceManagement Report

**October 2007**

## Managers’ Logic Model for Workforce Management

- Department of Printing

## Standard Performance Measures

- Percent supervisors with current performance expectations for workforce management
- Management profile
- Workforce planning measure (TBD)
- Percent employees with current position/competencies descriptions
- Time-to-fill funded vacancies
- Candidate quality
- Hiring Balance (Proportion of appointment types)
- Separation during review period
- Percent employees with current performance expectations
- Employee survey ratings on “productive workplace” questions
- Overtime usage
- Sick leave usage
- Non-disciplinary grievances/appeals filed and disposition (outcomes)
- Worker safety
- Percent employees with current individual development plans
- Employee survey ratings on “learning & development” questions
- Competency gap analysis (TBD)
- Percent employees with current performance evaluations
- Employee survey ratings on “performance & accountability” questions
- Disciplinary actions and reasons, disciplinary grievances/appeals filed and disposition (outcomes)
- Reward and recognition practices (TBD)

- Ultimate Outcomes

- Employee survey ratings on “commitment” questions
- Turnover rates and types
- Turnover rate: key occupational categories
- Workforce diversity profile
- Retention measure (TBD)

- Department of Printing

## Plan & Align Workforce

- Percent of supervisors with current performance expectations is below the 95% goal.
- Slight decrease during last half of year – down from 67%.
**Action Steps:**
- Currently creating an action plan to increase percentage monthly until 95% is reached.
- Will regularly meet with leadership team to discuss agency progress in this area.

- 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 performing workforce.
- Performance Measures:
**Percent supervisors with current performance expectations for workforce management**
- Management profile
-  Workforce Planning measure (TBD)
- Percent employees with current position/ competency descriptions

- Data as of July 1, 2007
- Source:  Agency Tracking

**Percent supervisors with current performance expectations for workforce management = 60]%***

- *Based on 9 of 15 reported number of supervisors

**Workforce Management Expectations**

- Department of Printing

## Plan & Align Workforce

- 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 performing workforce.
- Performance Measures:
- Percent supervisors with current performance expectations for workforce management
**Management profile**
- Workforce Planning measure (TBD)
- Percent employees with current position/ competency descriptions

- Data as of July 1, 2007
- Source:  DOP Business Warehouse

**Analysis:**
- The Department of Printing does not have any WMS Employees.

**WMS Employees Headcount = 0**
**Percent of agency workforce that is WMS = 0%**
**Managers* Headcount = 12**
**Percent of agency workforce that is Managers* = 9.8%**
- * In positions coded as “Manager” (includes EMS, WMS, and GS)

**Management Profile**

- Department of Printing

## Plan & Align Workforce

- This is a slight increase over the first half of the year.
**Action Steps:**
- As we fill new positions, we will continue to review and update position descriptions as needed.
- Will work with management to complete all changes to those position descriptions that are not current.

- 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 performing workforce.
- Performance Measures:
- Percent supervisors with current performance expectations for workforce management
- Management profile
-  Workforce Planning measure (TBD)
**Percent employees with current position/ competency descriptions**

- Data as of July 1, 2007
- Source:  Agency Tracking

**Percent employees with current position/competency descriptions = 97%***

**Current Position/Competency Descriptions**

- *Based on 118 of 122 reported employee count Applies to employees in permanent positions, both WMS & GS

- Department of Printing

## 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-fill vacancies**
**Candidate quality**
- Hiring Balance (proportion of appointment types)
- Separation during review period

**Analysis:**
- The average number of days is affected greatly by 3 hires in particular that went over 100 days as the necessity of the necessity of the positions was reviewed.
- The average number of days to fill has decreased in the last half of the year.
**Action Steps:**
- The agency will continue to look at ways of streamlining the process while maintaining the integrity of the process.

- Data as of October 2007
- Source:  Agency Tracking

**Time-to-fill Funded Vacancies**
- Average number of days to fill*:**  ****	****	**44
- Number of vacancies filled:          		20
- *Equals # of days from creation of the requisition to job offer acceptance
- Time Period:   07/01/06 – 06/30/07

**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”:
-        Number = [XXX]     Percentage = [XXX]
- Hiring managers indicating “no”:
-       Number = [XXX]     Percentage = [XXX]
- Time Period:   [mm/dd/yyyy – mm/dd/yyyy]

**Time-to-fill / Candidate Quality**

- The Department of Printing has not measured Candidate Quality to date.  Implementation of a survey to be done by the end of the year.

- Department of Printing

## Hire Workforce

- Through December 2006, 23% of appointments were promotions.  By year end, promotions constituted 35% of the appointments.
- Through December 2006, 62% of appointments were new hires.  By year end, new hires constituted 55% of the appointments.
**Action Steps:**
- The agency will continue to look at developing our employees to compete for promotional opportunities.

**Total number of appointments = 20***
- Time period = July 2007 through June 2007
- Includes appointments to permanent vacant positions only; excludes reassignments
- “Other” = Demotions, re-employment, reversion & RIF appointments

- Data as of October 2007
- Source:  Agency Tracking

**Separation During Review Period**
- Probationary separations - Voluntary	0
- Probationary separations - Involuntary	0
*Total Probationary Separations**	**0*
- Trial Service separations - Voluntary	0
- Trial Service separations - Involuntary	0
*Total Trial Service Separations**	**0*
**Total Separations During Review Period****	****0**
- Time period = July 2006 through June 2007

- 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-fill vacancies
- Candidate quality
**Hiring Balance (proportion of appointment types)**
**Separation during review period**

**Hiring Balance / Separations During Review Period**

- Department of Printing

## 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.
- Performance Measures
**Percent employees with current performance expectations**
- Employee survey ratings on “productive workplace” questions
- Overtime usage
- Sick leave usage
- Non-disciplinary grievances/appeals filed and disposition (outcomes)
- Worker safety

- Data as of July 1, 2007
- Source:  Agency Tracking

**Analysis:**
- The agency goal for current performance expectations is 95%.
**Action Steps:**
- The agency has drafted a new performance development plan form that will include a new performance expectations section that will meet the needs of a production environment and will support the development of our staff.  It is currently being used and appears to be helpful in moving towards our goal.
- Currently creating an action plan to increase percentage monthly until 95% is reached.
- Will regularly meet with leadership team to discuss agency progress in this area.

**Percent employees with current performance expectations = 60.1%***

**Current Performance Expectations**

- *Based on 74 of 123 reported employee count Applies to employees in permanent positions, both WMS & GS

- Department of Printing

## Deploy Workforce

**Overall average score for Productive Workplace Ratings:  3.8**

**Analysis:**
- More than a quarter of our employees feel that they seldom or never receive recognition for a job well done.  Agency average is below state average.
**Action Steps:**
- Our agency regularly posts letters of thanks from  co-workers and external customers.  We are developing a recognition program that will incorporate individual thanks.  The program is to be in place by the end of November.

- Data as of October 2007
- Source:  2006 DOP Employee Survey

- 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.
- Performance Measures
- Percent employees with current performance expectations
**Employee survey ratings on “productive workplace” questions**
- Overtime usage
- Sick leave usage
- Non-disciplinary grievances/appeals filed and disposition (outcomes)
- Worker safety

- Department of Printing

## Deploy Workforce

**Analysis:**
- Average Overtime per capita is generally less than the state.  There will be peaks that do not match the state based on being a production facility.  The majority of overtime is earned by our production employees.  Our production employees represent over 50% of our staff.  This also accounts for the % of employees receiving overtime.
- The Overtime Cost for the agency will fluctuate based on business needs.  One such pattern of high overtime is during the end of the fiscal year as a high volume of jobs are ordered by our customers.
**Action Steps:**
- We regularly monitor overtime and the ability to meet the needs of our customers.

- Data as of October 2007
- Source:  DOP Business Warehouse

**Overtime Usage**

- 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.
- Performance Measures
- Percent employees with current performance expectations
- Employee survey ratings on “productive workplace” questions
**Overtime usage**
- Sick leave usage
- Non-disciplinary grievances/appeals filed and disposition (outcomes)
- Worker safety

- Overall agency avg overtime usage – per capita, per month: 2.47**

- Overall agency avg employees receiving overtime per month:  35.95%**

- *Statewide overtime values do not include DNR
- **Overall agency avg overtime usage – per capita, per month =  sum of monthly OT averages divided by number of months

- *Statewide overtime values do not include DNR
- **Overall agency avg employees receiving overtime per month = sum of monthly OT percentages divided by number of months

- Department of Printing

## Deploy Workforce

**Analysis:**
- Sick Leave Hours Used/Earned and Sick Leave Hours Used/Earned (those that took sick leave) are both below state figures.
- Average Sick Leave Use Per Capita mirrors the state average except the spike in November and February.
**Action Steps:**
- As an agency, we will continue to work with our management team to monitor leave patterns and, if necessary, start the corrective action process.
- When we monitor average sick leave, we are careful to take into consideration the size of our agency as any extended absence can dramatically affect the average short term.

**Sick Leave Hrs Used / Earned (per capita)**

**Sick Leave Hrs Used / Earned (those who took SL)**

- Sick Leave time period = July 2006 through June 2007

- * Statewide data does not include DOL, DOR, L&I, and LCB
- Source:  DOP MI HRM Performance And Accountability

**Sick Leave Usage**

- 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.
- Performance Measures
- Percent employees with current performance expectations
- Employee survey ratings on “productive workplace” questions
- Overtime usage
**Sick leave usage**
- Non-disciplinary grievances/appeals filed and disposition (outcomes)
- Worker safety

| Avg Hrs SL Used (per capita) - Agency | % of SL Hrs Earned (per capita) - Agency |
| --- | --- |
| 5.5 Hrs | 70.1% |

| Avg Hrs SL Used (per capita) – Statewide* | % of SL Hrs Earned (per capita) – Statewide* |
| --- | --- |
| 6.4 Hrs | 82.5% |

| Avg Hrs SL Used (those who took SL) - Agency | % SL Hrs Earned (those who took SL) - Agency |
| --- | --- |
| 9.8 Hrs | 122.4% |

| Avg Hrs SL Used (those who took SL) – Statewide* | % SL Hrs Earned (those who took SL) – Statewide* |
| --- | --- |
| 11.9 Hrs | 148.4% |

- Department of Printing

## Deploy Workforce

**Non-Disciplinary Grievances ****(represented employees)**

**Total Non-Disciplinary Grievances = 2**

**Analysis:**
- Open communication between Management and the Unions representing the production employees of the Department of Printing reduces the need for grievances.
**Action Steps:**
- The Department of Printing Management will continue to foster a positive relationship with the Unions.

- Data as of October 2007
- Source:  Agency Tracking

**Non-Disciplinary Grievance Disposition***(Outcomes determined during 07/06 through 06/07)
- Agreement made with union concerning the compensation of an employee filling in for a lead.  Clarification in the CBA wording.
- Arbitration scheduled but avoided by a settlement with the employee and agreement with union concerning represented employees moving into non-represented positions.

- * 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.

- 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.
- Performance Measures
- Percent employees with current performance expectations
- Employee survey ratings on “productive workplace” questions
- Overtime usage
- Sick leave usage
**Non-disciplinary grievances/appeals filed and disposition (outcomes)**
- Worker safety

- Department of Printing

## Deploy Workforce

- Source:  Dept of Personnel

**Filings for DOP Director’s Review**
- Time Period = 07/06 through 06/07
- 0  Job classification
- 0  Rule violation
- 0  Name removal from register
- 0  Rejection of job application
- 0 Remedial action
**0  Total filings**

**Filings with Personnel Resources Board**
- Time Period = 07/06 through 06/07
- 0  Job classification
- 0  Other exceptions to Director Review
- 0  Layoff
- 0  Disability separation
- 0  Non-disciplinary separation
**0  Total filings**
- Non-Disciplinary appeals only are shown above.

- 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.
- Performance Measures
- Percent employees with current performance expectations
- Employee survey ratings on “productive workplace” questions
- Overtime usage
- Sick leave usage
**Non-disciplinary grievances/appeals filed and disposition (outcomes)**
- Worker safety

- Department of Printing

## 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.
- Performance Measures
- Percent employees with current performance expectations
- Employee survey ratings on 'productive workplace' questions
- Overtime usage
- Sick leave usage
- Non-disciplinary grievances/appeals filed and disposition outcomes
**Worker Safety**

**Action Plan:**
-  The agency will continue to focus on reducing the overall number of injuries through safety awareness, initial safety training for new hires, and continued training for existing employees.
-  Utilize safety committee communication to increase overall awareness.

**Analysis:**
-  During the last four quarters, no time loss incidents.
-  The highest level of incidents is in the classification of overexertion.

**Allowed***** Annual***
***Claims Rate******^:**
- Agency vs. All HR
- Management Report
- (HRMR) agencies
- *Annual claims rate
-  is # claims / 100 FTE
-  1 FTE = 2000 hours
- ^Due to natural lag
- in claim filing, rates
- are expected to
- increase significantly
- over time

**Injuries by***** Occupational***
***Injury and Illness***
***Classificatio*****n (OIICS)**
**event:**
- For fiscal period 2002Q3
-  through 2007Q2
- (categories under 3% or not
-  adequately coded are grouped
- into 'misc.')

- Source: Labor & Industries, Research and Data Services (data as of 09/03/2007 )

**Worker Safety: Printing, Department of**

| Oiics Code | Oiics Description | Percent | Number |
| --- | --- | --- | --- |
| 21 | Bodily Reaction       | 9% | 5 |
| 03 | Caught In Or Compress | 7% | 4 |
| 35 | Exposure To Noise     | 6% | 3 |
| - | Misc | 11% | 6 |
| 22 | Overexertion          | 44% | 24 |
| 01 | Struck Against Object | 11% | 6 |
| 02 | Struck By Object      | 11% | 6 |

- Department of Printing

**Notes:**
HRMR Safety Report Overview

The HRMR Safety Reports are:
  - PowerPoint slides created by the Department of Labor and Industries
  - Created for each state agency that is reporting their employee safety program results bi-
    annually as part of their Human Resources Management Report (HRMR). 
  - Snapshots of five years of worker’s compensation claim data specific to that agency, as
    well as a comparison to the combined data for agencies completing HRMR reports. 
  - There is a two quarter lag at the end of the five years.
    This allows each agency’s payroll data to be entered into L&I’s computer system.  This
    payroll data is used to compute the number of workers per agency and quarter.

Definitions

Claim – When a covered worker sustains an occupational injury or illness, that worker files a
'claim’ for benefits.  A 'claim number' is assigned, and all wage replacement payments, medical
provider bills, etc, for that worker and injury, are associated with that claim number.

Report Detail

'Allowed Annual Claim Rate'
This chart shows your agency's rate of injuries resulting in allowed
claims, by injury quarter, for on-the-job injuries and occupational illnesses. The rate for all
reporting agencies is shown for comparison.
  - The rate is the number accepted claims per 200,000 annual worker hours (100 workers)

    Three rates are included in this chart:
      A)The total rate for all injuries resulting in a claim; the two groups listed below are
        exclusive of each other.
      B)The rate of injuries which required medical care, but no compensation for lost
        time.
      C)The rate of injuries which resulted in compensation for lost time in addition to
        medical care.

'Injuries by Occupational Injury and Illness Classification (OIICS) Event’
This section contains a pie chart which shows your agency's injuries by type* and a table which
shows the percent and number of accepted claims by OIICS Event description and code.

This information is useful in identifying what causes injuries so prevention can occur. Prevention
might include root cause analysis, education, and hazard mitigation.

* Injury Type is based on the 2 digit Major Group code of the Event or Exposure section of the Occupational
Injury and Illness Classification System (OIICS). Groups with less than 3% of the
total injuries are combined into the 'Misc' category.

How to get this report for your agency:
All worker compensation reports will be available on the L&I website by the 20th of September or
the 20th of March of each year. The data will be provided in a PowerPoint slide to which you will
add your own analyses and action plans.

## 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.
- Performance Measures
**Percent employees with current individual development plans**
**Employee survey ratings on “learning & development” questions**
- Competency gap analysis (TBD)

**Employee Survey “Learning & Development” Ratings**

**Overall avg score for Learning & Development Ratings:  3.5**

- Data as of July 1, 2007
- Source:  Agency Tracking

**Analysis:**
- The agency goal for current individual development plans is 95%.
**Action Steps:**
- Currently creating an action plan to increase percentage monthly until 95% is reached.
- Will regularly meet with leadership team to discuss agency progress in this area.
- The agency uses the performance development plan sections 2 and 3 as an individual development plan.
- The agency has drafted a new performance development plan form that includes an entire section for individual development.   The form meets the needs of a production environment and has just gone into use.  It should help in reaching our goal.

**Percent employees with current individual development plans = 60.1%***

**Individual Development Plans**

- *Based on 74 of 123 reported employee count Applies to employees in permanent positions, both WMS & GS

- Department of Printing

## 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.
- Performance Measures
**Percent employees with current performance evaluations**
- Employee survey ratings on “performance and accountability” questions
- Disciplinary actions and reasons, disciplinary grievances/appeals filed and disposition (outcomes)
- Reward and recognition practices (TBD)

- Data as of July 1, 2007
- Source:  Agency Tracking

**Analysis:**
- The agency goal for current performance evaluations is 95%.
**Action Steps:**
- Currently creating an action plan to increase percentage monthly until 95% is reached.
- Will regularly meet with leadership team to discuss agency progress in this area.
- The agency has drafted a new performance evaluation form.  The form meets the needs of a production environment and has just gone into use.  It should help in reaching our goal.

**Percent employees with current performance evaluations = 60.1%***

**Current Performance Evaluations**

- *Based on 74 of 123 reported employee count Applies to employees in permanent positions, both WMS & GS

- Department of Printing

## Reinforce Performance

- Agency averages for questions 3, 10, and 11 are above the state average.
- Agency average for question 9 is slightly below the state average of 3.4. More than a quarter of our employees feel that they seldom or never receive recognition for a job well done.
**Action Steps:**
- Our agency is developing a recognition program that will incorporate individual thanks as well as traditional forms of recognition.  The program is to be in place by the end of November.

**[DOUBLE CLICK ON THE BAR CHARTS TO ENTER YOUR AGENCY’S DATA]**

**Employee Survey “Performance & Accountability” Ratings**

**Overall average score for “Performance & Accountability” ratings:  3.7**

- Data as of October 2007
- Source:  2006 DOP Employee Survey

- 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.
- Performance Measures
- Percent employees with current performance evaluations
**Employee survey ratings on “performance and accountability” questions**
- Disciplinary actions and reasons, disciplinary grievances/appeals filed and disposition (outcomes)
- Reward and recognition practices (TBD)

- Department of Printing

## Reinforce Performance

**Issues Leading to Disciplinary Action**
- Job abandonment.
- Poor work performance.

**Analysis:**
- Historically, the agency has a low number of disciplinary actions.
**Action Steps:**
- The agency will continue to work with managers to address performance issues and educate employees prior to the need for disciplinary actions.

- Data as of October 2007
- Source:  Agency Tracking

- * Reduction in Pay is not currently available in HRMS/BW.

|  |  |
| --- | --- |
| Dismissals | 2 |
| Demotions | 0 |
| Suspensions | 1 |
| Reduction in Pay* | 0 |
| Total Disciplinary Actions* | 3 |

- 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.
- Performance Measures
- Percent employees with current performance evaluations
- Employee survey ratings on “performance and accountability” questions
**Disciplinary actions and reasons, disciplinary grievances/appeals filed and disposition (outcomes)**
- Reward and recognition practices (TBD)

- Department of Printing

## Reinforce Performance

- Data as of October 2007
- Source:  Agency Tracking

**Disposition (Outcomes) of Disciplinary Grievances**
- Time period = 07/06 through 06/07
- August 2006 grievance dismissed August 2006

**Total # Disciplinary Grievances Filed:  1**

**Disposition (Outcomes) of Disciplinary Appeals***
- Time period = 07/06 through 06/07

- 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)**
- Time Period = 07/06 through 06/07
- 0  Dismissal
- 0  Demotion
- 0  Suspension
- 0  Reduction in salary
**0  Total Disciplinary Appeals Filed with PRB**

- 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.
- Performance Measures
- Percent employees with current performance evaluations
- Employee survey ratings on “performance and accountability” questions
**Disciplinary actions and reasons, disciplinary grievances/appeals filed and disposition (outcomes)**
- Reward and recognition practices (TBD)

- *Outcomes issued by Personnel Resources Board

- No Disciplinary Appeals

- Department of Printing

## 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
- Performance Measures
**Employee survey ratings on “commitment” questions**
- Turnover rates and types
- Turnover rate: key occupational categories
- Workforce diversity profile
- Retention measure (TBD)

**Employee Survey “Employee Commitment” Ratings**

**Analysis:**
- Agency averages for questions 9 and 12 are slightly below the state averages.  Agency average for question 3 is equal to the state average.
- Agency average for question 9 is slightly below the state average of 3.4. More than a quarter of our employees feel that they seldom or never receive recognition for a job well done.
**Action Steps:**
- The agency has focused on open communication of its goals, its successes, areas needing improvement, and the direction the agency is going.  This information is shared to all employees via all staff meetings and department meetings.
- Our agency is developing a recognition program that will incorporate individual thanks as well as traditional forms of recognition.  The program is to be in place by the end of November.

**Overall average score for Employee Commitment ratings:  3.5**

- Data as of October 2007
- Source:  2006 DOP Employee Survey

- Department of Printing

## ULTIMATE OUTCOMES

- There was a slight decrease in turnover during the second half or the fiscal year.
- The majority of our resignations come from our entry level production employees.
**Action Steps:**
- The agency has addressed one cause of the entry level production resignations by reviewing and changing the wage structure for those positions.  The positions are physically demanding so some turnover is to be expected.
- In addition, the agency is developing a recognition program that will incorporate individual thanks as well as traditional forms of recognition.

- Data as of October 2007
- Source:  DOP Business Warehouse

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

**Turnover Rates**

**Total Turnover Actions:  17****Total % Turnover:  14.0%**

- 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
- Performance Measures
- Employee survey ratings on “commitment” questions
**Turnover rates and types**
- Turnover rate: key occupational categories
- Workforce diversity profile
- Retention measure (TBD)

**Total % Turnover (leaving state)**
- Time Period:  07/06 through 06/07

- Department of Printing

## ULTIMATE OUTCOMES

**	**** ****Agency****	****State**
- Female	 41%	   53%
- Disabled	 2%	    5%
- Vietnam Vet	1%	    7%
- Disabled Vet 	    2% 	    2%
- People of color	16%	   18%
- Persons over 40	 59%	   75%

**Analysis:**
- According to the May 2006 Affirmative Action Plan for the agency, compared to similar production facilities, we are underrepresented in the Native American group.
**Action Steps:**
- The agency will continue to monitor the hiring process to determine if our recruitment or hiring practices need to be revised.
- The agency will continue to utilize various diversity listings to attract qualified candidates.

**Workforce Diversity Profile**

- 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
- Performance Measures
- Employee survey ratings on “commitment” questions
- Turnover rates and types
- Turnover rate: key occupational categories
**Workforce diversity profile**
- Retention measure (TBD)

- Data as of July 1, 2007
- Source:  DOP Business Warehouse

- Department of Printing