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State of Washington Department of Labor and Industries Human Resource Management Report

2. . Logic Model Managers Accountability for Workforce Management. Plan

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State of Washington Department of Labor and Industries Human Resource Management Report

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    1. State of Washington Department of Labor and Industries Human Resource Management Report October 16, 2006

    2. 2 Logic Model Managers Accountability for Workforce Management

    3. 3 Human Resource Management Report Standard Performance Measures Percent current position/competencies descriptions Percent supervisors with current performance expectations for workforce management Time-to-fill funded vacancies Percent satisfaction with candidate quality New Hire-to-Promotional ratio Percent turnover during review period Percent employees with current performance expectations Employee survey ratings on “productive workplace” questions Leave usage (sick, LWOP, unscheduled leave) Overtime usage Number & type of non-disciplinary grievances Percent employees with current annual individual development plans Employee survey ratings on “learning/development” questions Percent current performance evaluations Employee survey ratings on “performance accountability” questions Number/type of disciplinary issues, actions, appeals disposition Turnover rates and types (e.g., retirement, resignation, etc.) Turnover rate of key occupational categories and of workforce diversity Employee survey ratings on “commitment” questions

    4. 4 Human Resource Management Report What L&I is doing … L&I adopted core competencies for all positions. L&I has created a database of position-specific skills, abilities and competencies for each agency position. We are working to integrate that database among HR systems for recruitment, classification, and performance appraisal. Average time to fill a vacant position is dependent upon many things, however our average time is 19.4 days over the period July 1, 2005 to June 30, 2006. L&I has identified critical job classes for recruitment priority. We are analyzing turnover is critical classes for patterns and solutions. We are training supervisors to assess candidates based on successful performance. Our sick leave use is “average,” but we don’t know how much is planned versus unplanned. Workforce resources are studied more regularly and re-distributed as needed, with less regard for divisional boundaries. L&I is developing a leadership program for supervisors and managers. We are also developing requirements for succession plans for critical program tasks. We are reviewing tuition reimbursement policies and career planning as development tools. L&I has developed a new performance appraisal form and process, based on core competencies and strategic expectations, tied to agency goals. System includes requirement for individual development plan for each employee. We are developing a system for reliability tracking when evaluations are due, and when they are completed. We are studying turnover and survey results to make L&I a “destination workplace.” We are monitoring turnover in critical classes. Diversity is among our core competencies.

    5. 5 Overall foundation & management accountability system to build & sustain a high performing workforce Notes: Plan & Align Workforce is the foundation for the remaining four key HRM functions. Ideally, each agency should have a comprehensive workforce plan that aligns staffing levels and competencies with business priorities, and identifies strategies to close workforce gaps. Most agencies do not have a workforce plan (a key reason WA did not get an A on Grading of the States). A future action step is to institute workforce planning in the state. Right now, as a starting point, managers need to know what their HRM responsibilities and performance expectations are. This includes an understanding of the master agreement provisions and new HR policies. Of the XX agencies with represented employees that responded to our inquiry, XX had trained the majority of their managers on those provisions. Next, a management accountability system needs to be in place. At this point, our best measure is whether managers are receiving performance evaluations. However, what needs to happen is implementation of the Managers HRM Report Card, so that those meaasures are incorporated in the evaluations.Notes: Plan & Align Workforce is the foundation for the remaining four key HRM functions. Ideally, each agency should have a comprehensive workforce plan that aligns staffing levels and competencies with business priorities, and identifies strategies to close workforce gaps. Most agencies do not have a workforce plan (a key reason WA did not get an A on Grading of the States). A future action step is to institute workforce planning in the state. Right now, as a starting point, managers need to know what their HRM responsibilities and performance expectations are. This includes an understanding of the master agreement provisions and new HR policies. Of the XX agencies with represented employees that responded to our inquiry, XX had trained the majority of their managers on those provisions. Next, a management accountability system needs to be in place. At this point, our best measure is whether managers are receiving performance evaluations. However, what needs to happen is implementation of the Managers HRM Report Card, so that those meaasures are incorporated in the evaluations.

    6. 6 Overall foundation & management accountability system to build & sustain a high performing workforce Notes: Plan & Align Workforce is the foundation for the remaining four key HRM functions. Ideally, each agency should have a comprehensive workforce plan that aligns staffing levels and competencies with business priorities, and identifies strategies to close workforce gaps. Most agencies do not have a workforce plan (a key reason WA did not get an A on Grading of the States). A future action step is to institute workforce planning in the state. Right now, as a starting point, managers need to know what their HRM responsibilities and performance expectations are. This includes an understanding of the master agreement provisions and new HR policies. Of the XX agencies with represented employees that responded to our inquiry, XX had trained the majority of their managers on those provisions. Next, a management accountability system needs to be in place. At this point, our best measure is whether managers are receiving performance evaluations. However, what needs to happen is implementation of the Managers HRM Report Card, so that those meaasures are incorporated in the evaluations.Notes: Plan & Align Workforce is the foundation for the remaining four key HRM functions. Ideally, each agency should have a comprehensive workforce plan that aligns staffing levels and competencies with business priorities, and identifies strategies to close workforce gaps. Most agencies do not have a workforce plan (a key reason WA did not get an A on Grading of the States). A future action step is to institute workforce planning in the state. Right now, as a starting point, managers need to know what their HRM responsibilities and performance expectations are. This includes an understanding of the master agreement provisions and new HR policies. Of the XX agencies with represented employees that responded to our inquiry, XX had trained the majority of their managers on those provisions. Next, a management accountability system needs to be in place. At this point, our best measure is whether managers are receiving performance evaluations. However, what needs to happen is implementation of the Managers HRM Report Card, so that those meaasures are incorporated in the evaluations.

    7. 7 Notes:Notes:

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    13. 13 Employees have competencies for present job and future advancement Notes: Notes:

    14. 14 Successful performance is differentiated & strengthened. Employees are held accountable.

    15. 15 Successful performance is differentiated & strengthened. Employees are held accountable.

    16. 16 Notes: Notes:

    17. 17 Notes: Trend Factors: HRISD – Project ending – if current trend continues = 8% by end of FY06 DIR – Change in leadership – if current trend continues = 7% by end of FY06 CERS & PSD - Reorganized – if current trend continues = 4% by end of FY06 ASD Stable and low rate – if current trend continues = .33% by end of FY06 OEDS – Stable and low rate – if current trend continues = 1.5% by end of FY06 Notes: Trend Factors: HRISD – Project ending – if current trend continues = 8% by end of FY06 DIR – Change in leadership – if current trend continues = 7% by end of FY06 CERS & PSD - Reorganized – if current trend continues = 4% by end of FY06 ASD Stable and low rate – if current trend continues = .33% by end of FY06 OEDS – Stable and low rate – if current trend continues = 1.5% by end of FY06

    18. 18 Notes: Trend Factors: HRISD – Project ending – if current trend continues = 8% by end of FY06 DIR – Change in leadership – if current trend continues = 7% by end of FY06 CERS & PSD - Reorganized – if current trend continues = 4% by end of FY06 ASD Stable and low rate – if current trend continues = .33% by end of FY06 OEDS – Stable and low rate – if current trend continues = 1.5% by end of FY06 Notes: Trend Factors: HRISD – Project ending – if current trend continues = 8% by end of FY06 DIR – Change in leadership – if current trend continues = 7% by end of FY06 CERS & PSD - Reorganized – if current trend continues = 4% by end of FY06 ASD Stable and low rate – if current trend continues = .33% by end of FY06 OEDS – Stable and low rate – if current trend continues = 1.5% by end of FY06

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