State of Washington Washington State Parks and Recreation Commission Human Resource Management Report

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State of WashingtonWashington State Parks and
Recreation CommissionHuman Resource Management
Report

• October 16, 2006

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Logic ModelManagers Accountability for Workforce
Management
Plan Align Workforce
DeployWorkforce
Reinforce Performance
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 orgnal
goals measures. Regular performance appraisals.
Recognition. Discipline.
Staffing levels competencies aligned with
agency priorities. Mgrs HRM accountabilities
are understood.
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 theyre 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 performance is differentiated
strengthened. Employees are held accountable.
State government has 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
Agencies are better enabled to successfully carry
out their mission. The citizens receive efficient
government services.
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Human Resource Management ReportStandard
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

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
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Overall foundation management accountability
system to build sustain a high performing
workforce
Plan Align Workforce
HR Management Report category

• Performance Measures
• Percent current position/competency descriptions
• Percent supervisors with current performance
  expectations for workforce management

• Analysis
• All WMS position descriptions are current as the
  agency recently reviewed each position for
  mid-management reductions.
• The agency has a policy that requires an updated
  position description every three years.
  Eighty-three percent of positions are in
  compliance.

Agency-wide Percent Current Position Competency
Descriptions 83
SPACE FOR AGENCYS DISCRETIONARY USE

• Action Steps
• The agency is in the process of modifying DOPs
  Position Description Form to meet its needs.
  This form will incorporate position duties,
  competencies, essential functions, and job
  analysis.
• Once the new form is finalized, HR staff will
  train supervisors on proper completion of the
  form. Supervisors will refer to the form when
  setting performance expectations for staff.

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Overall foundation management accountability
system to build sustain a high performing
workforce
Plan Align Workforce
HR Management Report category

• Performance Measures
• Percent current position/competency descriptions
• Percent supervisors with current performance
  expectations for workforce management

Percent supervisors with current performance
expectations for workforce management 31

• Analysis
• Although only 31 of supervisors have a PDP on
  file with expectations, all supervisors work
  toward goals (expectations) identified on the
  agencys Centennial Plan, the Directors Contract
  with the Commission, and the respective Service
  Centers Balanced Scorecard.

SPACE FOR AGENCYS DISCRETIONARY USE

• Action Steps
• The agency is in the process of establishing
  consistent and meaningful performance
  expectations for all Park Managers.
• Each Senior Management Team Member will be held
  accountable for setting expectations for all
  staff in their Service Center/Region.
• The Human Resources Office will distribute a PDP
  fact sheet with clear instructions for
  completion of the PDP. This will clear up
  confusion that occurred with the transition from
  the EDPP to the PDP.
• The Human Resources Office will send quarterly
  reminders for PDPs.

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Hire Workforce
HR Management Report category
Right People in the Right Job at the Right Time

• Performance Measures
• Days to fill vacancies
• satisfaction with candidate quality
• new hires promotional hires
• separation during review period

• Analysis
• One employee voluntary resigned during a trial
  service period (moved out of state). Two
  employees were dismissed during their
  probationary periods.
• The majority of hires have been new hires as the
  agency has filled several entry-level Park Ranger
  positions
• Note Parks is a Group 1 agency. Data from an
  internal log was added to capture hires from
  3/16/06 6/30/06.

Hiring Balance - 3/16/06-9/30/06
Total of 84 appointments
Other (3,926)
This data will be reported by agencies to DOP in
April 2007
Candidate Quality(managers satisfaction rating)

• Action Steps
• Supervisors will be held accountable for
  establishing performance expectations for new
  employees within the first week of employment.

Separation during Review Period
This data will be reported by agencies to DOP in
April 2007

Released Voluntary


Other transfers, demotions, reassignments,
movement in lieu of RIF, etc.
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Deploy Workforce
Employee time and talent is used effectively.
Employees motivated.
HR Management Report category

• Performance Measures
• Percent employees with current performance
  expectations
• Employee survey ratings on productive workplace
  questions
• Overtime usage
• Sick leave usage Number type of
  non-disciplinary grievances and disposition

Percent employees with current performance
expectations 27

• Analysis
• Although only 27 of employees have a PDP on file
  with expectations, 88 of employees reported on
  the employee survey that they know what is
  expected of them at work. The agency has clear
  expectations identified on the Centennial Plan,
  the Directors Contract with the Commission, and
  the Service Center/Region Balanced Scorecards.

SPACE FOR AGENCYS DISCRETIONARY USE

• Action Steps
• The HR Office will distribute a PDP fact sheet
  with clear instructions for completion of the
  PDP. This will clear up confusion that occurred
  with the transition from the EDPP to the PDP.
• The HR Office will send quarterly reminders for
  PDPs.
• Each Senior Management Team Member will be held
  accountable for setting expectations for all
  staff in their Service Center/Region.

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Deploy Workforce
Employee time and talent is used effectively.
Employees motivated.
HR Management Report category

• Performance Measures
• Percent employees with current performance
  expectations
• Employee survey ratings on productive workplace
  questions
• Overtime usage
• Sick leave usage Number type of
  non-disciplinary grievances and disposition

• Analysis
• The agency was the same or higher than the
  statewide average on all questions.

Overall average score for productive workplace
questions is 3.94

• Action Steps
• The HR Office will further promote the employees
  recognition program (question 9).
• Supervisors will be held accountable for
  providing performance feedback to employees
  (question 8).

SPACE FOR AGENCYS DISCRETIONARY USE
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Deploy Workforce
Employee time and talent is used effectively.
Employees motivated.
HR Management Report category

• Performance Measures
• Percent employees with current performance
  expectations
• Employee survey ratings on productive workplace
  questions
• Overtime usage
• Sick leave usage
• Number type of non-disciplinary grievances and
  disposition

• Analysis/Action Steps
• A long existing large number of ranger vacancies
  was cut by more than half through aggressive
  efforts by HR keeping this number lower should
  reduce OT.
• HR and Budget are working to better educate
  managers about OT costs.

Agency Overtime Costs
Average Overtime Hours (per capita)
Percent Employees Getting Overtime
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Deploy Workforce
Employee time and talent is used effectively.
Employees motivated.
HR Management Report category

• Performance Measures
• Percent employees with current performance
  expectations
• Employee survey ratings on productive workplace
  questions
• Overtime usage
• Sick leave usage
• Number type of non-disciplinary grievances and
  disposition

• Analysis/Action Steps
• Sick leave usage from State Parks employees is
  below the statewide average.
• It is unknown if sick leave usage is planned or
  unplanned.
• Sick leave usage peaked in January, 2004 and
  January, 2005. This may be due to planned sick
  leave usage (i.e., surgery) during the slow
  seasons.

Average Sick Leave Use(per capita)
Average since July 03
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Deploy Workforce
Employee time and talent is used effectively.
Employees motivated.
HR Management Report category

• Performance Measures
• Percent employees with current performance
  expectations
• Employee survey ratings on productive workplace
  questions
• Overtime usage
• Sick leave usage
• Number type of non-disciplinary grievances and
  disposition

Number of Grievances

• Grievance Disposition
• Two grievances were withdrawn. One is currently
  at Step 3. The other two have been resolved.
• Only three of the grievances allege that State
  Parks violated the contract. The other two were
  filed on a statewide basis (PID and
  Medical/Dental Expense Account).

Type of Grievances (July 05 June 06)
Discipline Compensation Overtime Work Hours Bid
System Leave Hiring/Appts Non-discrimination Manag
ement Rights All other
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Employees have competencies for present job and
future advancement
Develop Workforce
HR Management Report category

• Performance Measures
• Percent employees with current annual individual
  development plans
• Employee survey ratings on learning
  development questions

• Analysis
• Although only 27 of employees have current
  plans, the majority of employees reported that
  they have opportunities to learn and grow and
  receive ongoing feedback to improved their work
  performance.

Percent employees with current Individual
Development Plans 27
Overall average score for Learning
Development questions is 3.84

• Action Steps
• The Human Resources Office will distribute a PDP
  fact sheet with clear instructions for
  completion of the PDP. This will clear up
  confusion that occurred with the transition from
  the EDPP to the PDP.
• The Human Resources Office will send quarterly
  reminders for PDPs.
• Each Senior Management Team Member will be held
  accountable for developing IDPs for all staff in
  their Service Center/Region.

SPACE FOR AGENCYS DISCRETIONARY USE
94
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Successful performance is differentiated
strengthened. Employees are held accountable.
Reinforce Performance
HR Management Report category

• Performance 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

• Analysis
• The agency was the same or higher than the
  statewide average on all survey questions.

Percent employees with current performance
evaluations 33
Do employees see a meaningful linkage between
their performance and the success of the
organization?
Q3. I know how my work contributes to the goals
of my agency. (4.1) Q10. My performance
evaluation provides me with meaningful
information about my performance. (3.4) Q11. My
supervisor holds me and my co-workers accountable
for performance. (4.1) Q9. I receive
recognition for a job well done (3.3)
Overall average score for performance
accountability questions is 3.83

• Action Steps
• The Human Resources Office will distribute a PDP
  fact sheet with clear instructions for
  completion of the PDP. This will clear up
  confusion that occurred with the transition from
  the EDPP to the PDP.
• The Human Resources Office will send quarterly
  reminders for PDPs.
• Each Senior Management Team Member will be held
  accountable for completion of PDPs in their
  Service Center/Region.

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Successful performance is differentiated
strengthened. Employees are held accountable.
Reinforce Performance
HR Management Report category

• Performance 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

• Analysis
• Less than 1.5 of permanent employees were
  disciplined.
• Of the 8 disciplinary actions, only one grievance
  was filed.

Formal Disciplinary Actions, Appeals,
GrievancesFY 2006 to date (July 1, 2005- June
30, 2006)
Non-represented employees Represented
employees

• Action Steps
• Park Rangers will receive Just Cause training in
  January, 2007.
• All employees will be required to annually sign
  off on certain HR policies (email usage,
  internet, harassment, discrimination, violence in
  the workplace, etc.).

Issues Leading to Disciplinary Action Violation
of State Ethics Law inappropriate use of state
resources (e-mail and internet), special
privileges, inaccurate time reporting. Sexual
harassment. Inappropriate displays of
anger. Policy violations. Lying to internal
investigator. Overall poor work performance.
Disposition of Disciplinary-related Grievances or
Appeals One grievance settled during mediation
A pay reduction was reduced to a counseling
memo.
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Ultimate Outcomes
HR Management Report category
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.

• Performance Measures
• Employee survey ratings on commitment questions
• Turnover rates and types (e.g., retirement,
  resignation, etc.)
• Turnover rate of key occupational categories -
  TBD
• Diversity profile turnover TBD

• Analysis
• The agency was the same or higher than the
  statewide average on each question except 12.
  Only half of the agency usually or always knows
  how the agency measures its success.

Overall average score for performance
accountability questions is 3.67

• Action Steps
• The agency will further promote its 2013
  Centennial Plan which is how the agency is
  currently measuring its success (question 12).

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Ultimate Outcomes continued
HR Management Report category

• Performance Measures
• Employee survey ratings on commitment questions
• Turnover rates and types (e.g., retirement,
  resignation, etc.)
• Turnover rate of key occupational categories -
  TBD
• Diversity profile turnover TBD

Agency-wide Turnoverleaving agency

• Analysis
• In FY06, only two Park Rangers voluntarily left
  the agency (other than retirement). This is less
  than 1 of the Park Ranger workforce.
• The number of retirements in FY06 decreased due
  to the salary increases that staff received on
  7/1/05.
• Note FY06 includes data from March-June 2006
  (from agency log).

Agency Workforce Turnover Breakdown

• Action Steps
• Approximately 11 of the permanent workforce is
  eligible to retire in 2007 (full retirement). An
  additional 7.3 are eligible for early
  retirement.
• HR is working with a DOP Assessment consultant to
  conduct a comprehensive review and revision of
  Ranger hiring standards and process.
• Location specific strategies are being developed.

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Ultimate Outcomes continued
HR Management Report category

• Performance Measures
• Employee survey ratings on commitment questions
• Turnover rates and types (e.g., retirement,
  resignation, etc.)
• Turnover rate of key occupational categories -
  TBD
• Diversity profile turnover TBD

Parks Recreation Commission

• Diversity Profile Parks State
• Women 29.7 52
• Persons with disabilities 4.1 5
• Vietnam Veterans 6.8 7
• Disabled Veterans 1.4 2
• Persons over 40 68.6 76
• People of color 8.8 17.5

WA State Government

• Notes
• Increasing the diversity of park visitors and the
  workforce is a Commission priority.
• The agency hired a part-time Diversity Specialist
  in December, 2005 and implemented a Diversity
  Task Force to focus on increasing the diversity
  of the State Parks workforce.
• The agencys four-year Affirmative Action Plan is
  due in October, 2006.