HR Performance Dashboards

1
HR Performance Dashboards
Second Quarter 2007

• Department of Public Instruction

2
Overview The Evolution of Metrics

• These dashboards represent the next developmental
  step in the metrics effort. The dashboard
  elements are more simplified, based on your
  feedback. We hope you find the format useful and
  informative.
• The current dashboard edition adds metrics to
  track performance with key positions. This data
  is important because these positions are critical
  to the agency's ability to function continuously.
• Please note that we have included responses to
  clarify the meaning and intent of some of the
  metrics in response to your feedback.

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Feedback

• Staffing
• Metric 2
•  Your agency may require longer fill times for
  certain positions because of
• Regional or national searches
• Requirements for criminal justice certified
  positions
• Other similar positions with recruitment, legal
  or process restrictions.
• Notwithstanding these exceptions, OSP recommends
  that agencies set hiring time goals consistent
  with the statewide goal for all other positions
  not having constraints.
•  
• The rationale for this standard is based on
  research that has clearly demonstrated that for
  most positions, the top 1/3 of candidates are no
  longer available 30 days after the closing date
  and that the middle 1/3 of the candidates are
  employed by 60 days. Therefore, if your process
  takes over 60 days, you are routinely selecting
  from the bottom 1/3 of applicants.

4
Feedback

• Motivation
• Metric 5
• Although OSP has designed this metric to capture
  the pay differential based on performance, the
  intention is to heighten awareness of the
  systemic problems created by a lack of a robust
  performance pay system. Please consider that if
  we do not track these results, we cannot make our
  point about the need for performance pay. The
  metric is designed to help diagnose the problem,
  not accuse agency management it builds the case
  for the decision makers who can change the
  current system so that it becomes more
  competitive.

5
Feedback

• Development
• Metric 6A
• This metric captures the agencys effectiveness
  in hiring candidates who are productive and
  performing within a reasonable time after
  promotion. This metric is an indicator of how
  well promoted employees are performing and is
  also a diagnostic to illustrate possible needed
  development efforts.
• This metric does not encourage inflated ratings.
  The point is to diagnose those who are not
  performing well after promotion so the
  organization can implement strategies to help
  the promoted employees perform better.

6
Feedback

• Retention
• Metric 8
• The data for turnover by race-sex was analyzed to
  eliminate large turnover percentages in small
  populations. Specifically, for almost all
  departments turnover data for other males and
  other females were so statistically small that
  they could not be counted in determining the 20
  limit. The vast majority of departments had
  mainly black-white comparisons of turnover
  because of this condition.
• The core retention issue is keeping high
  performers. Turnover by itself is not negative
  if your agency is losing poor performers.
  However, the agency must work to make performance
  ratings more correct so that one can be certain
  of the performance levels of those exiting.

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Staffing
Metric 1B not available.
The percent of key PMFT employees hired between
7/1/04 and 6/30/05 who remain employed and had
achieved a performance rating of 4 0r 5 on their
last performance appraisal.
The percent of PMFT employees hired between
7/1/04 and 6/30/05 who remain employed and had
achieved a performance rating of 4 0r 5 on their
last performance appraisal.
8
Staffing
Metric 2B not available.
9
Staffing
10
Staffing
11
Motivation
The percent differential in pay increases between
71/06 and 3/31/07 for employees with a
performance rating of 5 and employees with a
performance rating of 3.
GOAL There is a 7 differential in average annual
pay increases between level 5 and level 3
performers.
12
Development
Metric 6B not available.
13
Retention
Metric 7B not available.
14
Retention
Limit 4.75