Measuring the New Business of HR

1
Measuring the New Business of HR

• IMPA-HR 2006 International Training Conference
• October 2006
• Mike Sellars, Deputy Director
• Washington State Department of Personnel

2
Governors Management Framework
GMAP
RESULTS
PLAN
ALLOCATE
MANAGE
MONITOR
RESPOND
IMPROVE
PLAN Articulate clear goals Select a few
priorities Analyze external forces Assess
internal capacity Set performance measures at all
levels
MANAGE Set clear expectations for
employees Engage employees in better ways of
doing business Manage day-to-day operations work
the plan

• RESPOND
• Make decisions and take action
• During GMAP sessions, ask
• Are we where we thought we would be?
• Why or why not?
• Do we need to change our targets?
• What actions need to be taken?
• What is the story to be told?

ALLOCATE RESOURCES Reflect the priorities Financia
l, human IT resources Consider what falls
below the line to make room for higher
priorities Set meaningful targets for the
performance measures
MONITOR Collect data that drives
decisions Analyze the data from multiple
perspectives Create action-oriented
reports Customer employee feedback
IMPROVE Take action promptly Use process
improvement tools Seek best practices Collaborate
in new ways Use technology Adjust plan,
strategies, or targets as needed
3
What is GMAP?

• Cornerstone of Governors accountability
  initiative
• Government Management Accountability and
  Performance
• Modeled on former NYC Mayor Giulianis Compstat
  program for measuring city services
• Uses measures to quantify performance and track
  results over time
• Agency directors regularly present performance
  data in public forum
• Why GMAP?
• Improve government services
• Inform budget, workforce and operational
  decisions
• Tell our story
• Accountability leads to trust

4
Agency Internal GMAP Forums

• Agencies expected to conduct internal GMAP forums
  on its priority goals and objectives
• Many agencies also conduct division-level GMAP
• Linkages
• Governors priorities to
• agency priorities to
• individual performance plans

5
HR Management Report

• Using HR data to create a better, inspired
  workforce
• State has workforce breadth and depth for success
• Employees are committed to their work and goals
  of the organization
• Productive, successful employees are retained
• Report adopted and rolled out in 2006
• Developed in conjunction with GMAP
• Starting point for determining how well managers
  plan, hire, deploy, develop and reinforce
  performance of employees
• Agency and statewide level
• 23 key performance measures

6
Priorities of Government
Managers Accountability for Strategic Workforce
Management
Plan the Organization
Strategic Plan
Mobilize Resources
Deliver Services
Manage Financial Resources
Manage Human Resources
Manage Business Processes
Manage Relation-ships
Managers have five primary workforce management
functions
Manage Human Resources
7
LOGIC MODEL Managers accountability for
workforce management
Initial Outcomes
Intermediate Outcomes
Key Outputs
Foundation in place to build and sustain a
productive, high performing workforce

• Workforce levels, competencies, strategies are
  aligned with agency priorities
• Managers accountabilities are communicated
  understood

Articulation of managers HR performance
accountabilities. HR policies. Job competency
analyses. Workforce plan. Positions classified,
salaries assigned.
Plan Align Workforce
The right people are in the right job at the
right time
Best qualified hired reviewed during
appointment period
Qualified candidate pools, interviews
backgrounding. Job offers. Appointments and
initial performance monitoring.
Hire Workforce
Time talent is used effectively. Employees are
motivated productive.

• Workplace is safe, gives capacity to perform,
  fosters productive relations
• Employees know job requirements, how theyre
  doing, are supported

Work assignments requirements defined. Positive
workplace environment relations created.
Coaching, feedback, corrections.
Deploy Workforce
Employees have competencies for present job
career advancement
Learning environment created. Employees are
engaged in develop-ment opportunities seek to
learn.
Individual development plans. Time/ resources for
training. Continuous learning environment
created.
Develop Workforce
Successful performance is differentiated
strengthened. Employees are held accountable.
Employees know how their performance contributes
to success of organization. Strong performance
rewarded poor performance eliminated
Clear performance expectations linked to
organizational goals measures. Regular
performance appraisals. Recognition. Discipline.
Reinforce Performance

• 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

Ultimate Outcomes
Agency is enabled to successfully carry out its
mission. The citizens receive efficient,
cost-effective government services.
8
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
• Employee survey ratings on performance
  accountability questions
• Number/type of disciplinary issues, actions,
  appeals disposition

Plan Align Workforce
Hire Workforce
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
Deploy Workforce
Develop Workforce
Reinforce Performance
Ultimate Outcomes
9
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 agencies with Workforce Plan (TBD)
• Percent supervisors with current performance
  expectations for workforce management
• No employee survey data is collected for this HR
  Management Report category

Percent Current Position/Competency Descriptions
As of April 2006
10
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
• No employee survey data is collected for this HRM
  Report category

Candidate Quality(managers satisfaction rating)
Days to Fill Vacancies
This data will be reported by agencies to DOP in
April 2007
This data will be reported by agencies to DOP in
April 2007
Hiring Balance - FY 2006 First Half
Other (3,926)
Exempt Appts(581)
New Hires (1,635)
Intra-agency Promotions (136)
Inter-agency Promotions(176)
Intra-agency Promotions (1,441)

Separation during Review Period
Separation during Review Period
Released Voluntary
Data pending


Other transfers, demotions, reassignments,
movement in lieu of RIF, etc.
Source DOP Data Warehouse
11
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 (and unscheduled leave if
  available)
• Number type of non-disciplinary grievances and
  disposition

• Highlights
• 80 indicate that their supervisor treats them
  with dignity and respect
• Approximately 2/3rd of respondents feel they have
  the information, tools, and resources to do their
  job
• While 84 indicate that they know what is
  expected of them at work, only 62 receive
  regular feedback and nearly 50 of respondents
  indicate that they never-to-occasionally receive
  recognition for a job well done.
• 71 of supervisors agree that they have the
  opportunity to give input on decisions affecting
  their work, as compared to 52 of non-supervisory
  employees
• Action Steps
• Follow up with agencies where specific action
  plans should be prepared
• Correlate these employee survey results with the
  other Deploy Workforce performance measures
  after they are reported by agencies in October
  2006

Overall average score for productive workplace
questions is 3.8 Non-supv employees
3.78 Supervisors 3.93 Greater Olympia area
3.94 Western WA (without Oly) 3.74 Eastern
Washington 3.77
Average Rating per Question
12
Deploy Workforce - Slide 2 of 4
Overtime Is employee time well managed?
Average Overtime Hours per Employee per Quarter
Statewide Overtime Costs In Millions(all
agencies except DNR)
Quarter
Average Percent Employees Receiving Overtime
Percent Employees
Quarter
Source DOP Data Warehouse
Per capita
13
Deploy Workforce - Slide 3 of 4
Leave Do employees come to work as scheduled?

• Notes
• 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 most
  cashed out leave hours have been removed from
  this display.

Quarter
 
 
Source DOP Data Warehouse
Average since 10/01
14
HR Management Report category
Employee relations Are contracts/policies
applied appropriately?
Deploy Workforce - Slide 4 of 4
Number of Grievances Filed Since 7-1-05

• Notes
• The data shown in these charts is for
  represented employees as reported monthly by
  agencies to the State Labor Relations Office
  (LRO).

July 05 Aug 05 Sept 05 Oct 05
Nov 05 Dec 05 Jan 06
Feb 06
Discipline Compensation Overtime Work Hours Bid
System Leave Hiring/Appts Non-discrimination Manag
ement Rights All other
Source State Labor Relations Office
15
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

• Highlights
• 70 of supervisors indicate that they have
  opportunities to learn and grow, as compared to
  only 55 of non-supervisory employees
• Approximately 36 of both supervisors and
  employees indicate that they never-to-occasionally
  receive ongoing feedback from their supervisor
  that helps them improve their performance
• Action Steps
• Follow up with agencies where specific action
  plans should be prepared
• Correlate these employee survey results with the
  other Develop Workforce performance measure
  i.e., the percentage of their employees who have
  current Individual Development Plans. Agencies
  will report this measure to DOP in October 2006.

Employee perceptions onlearning and development
Q5. I have opportunities at work to learn and
grow. (3.6) Q8. My supervisor gives me ongoing
feedback that helps me improve my performance.
(3.7)
Overall average score for learning
development questions is 3.7 Non-supv employees
3.62 Supervisors 3.83 Greater Olympia area
3.77 Western WA (minus Oly) 3.60 Eastern
Washington 3.62
16
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

• Highlights
• 78 of employees and 85 of supervisors indicate
  that they know how their work contributes to the
  goals of the organization
• 77 of employees and 84 of supervisors indicate
  that they are held accountable for performance
• Only 51 say that their performance evaluation
  provides them with meaningful information about
  their performance
• Question 10 (performance evaluation) and
  Question 9 (recognition) are among the three
  lowest scoring questions in the survey
• Action Steps
• Follow up with agencies where specific action
  plans should be prepared
• Correlate these survey findings with the other
  Reinforce Performance performance measures
  after they are reported to DOP by agencies in
  October 2006

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 3.7 Non-supv
employees 3.73 Supervisors 3.85 Greater
Olympia area 3.84 Western WA (minus Oly)
3.69 Eastern Washington 3.72
17
Reinforce Performance
Successful performance is differentiated
strengthened. Employees are held accountable.
HR Management Report category
Disciplinary action Is poor performance dealt
with?
Reinforce Performance - Slide 2 of 2
Formal Disciplinary Actions, Appeals,
GrievancesFY 2006 to date (July 1, 2005-
February 28, 2006)
Non-represented employees Represented
employees (data on type of disciplinary grievance
not yet collected)
18
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 and
  of workforce diversity

Indicators of Employee Commitment

• Highlights
• 78 of employees and 85 of supervisors indicate
  that they know how their work contributes to the
  goals of the agency
• However, only 51 employees and 62 supervisors
  know how their agency measures its success
• The low scores on measuring success are
  especially disturbing in relation to the low
  scores on recognition. If you dont know how the
  organization measures success, how do you
  recognize individual performance that is linked
  to that success?
• Question 12 (performance evaluation) and
  Question 9 (recognition) are among the three
  lowest scoring questions in the survey
• Action Steps
• Follow up with agencies where specific action
  plans should be prepared

Q3. I know how my job contributes to the goals of
my agency. (4.1) Q12. I know how my agency
measures its success. (3.4) Q9. I receive
recognition for a job well done (3.3)
Overall average score for performance
accountability questions is 3.6 Non-supv
employees 3.57 Supervisors 3.77 Greater
Olympia area 3.76 Western WA (minus Oly)
3.53 Eastern Washington 3.58
19
Ultimate Outcomes continued
HR Management Report category
Ultimate Outcomes - Slide 2 of 3
Note All but 2 of the turnover is employees
leaving state government. The 2 is workforce
movement across agency lines.
Workforce Turnover Breakdown
Source DOP Data Warehouse
20
Ultimate Outcomes - Slide 3 of 3
Workforce Diversity
WA State Government

• State Government Diversity Profile(as of 1-1-06)
• Women 52.0
• Persons w/ disabilities 5.2
• Vietnam Veterans 7.3
• Disabled Veterans 1.3
• Persons over 40 73.1
• People of color 7.6

WA Labor Force
Source DOP Data Warehouse
21
Summary

• At varying levels of sophistication, performance
  measures have been in place for several years
• Some agencies have more expertise than others
• Whats new today
• Strong focus on management accountability
• High visibility of Governor and executive
  leadership
• Required use of metrics and data for decision
  making and problem resolution
• Persistent follow through
• Visible results

22

Washington State Resources

• Governor Gregoires GMAP web site
• www.governor.wa.gov/GMAP
• WA State Department of Personnel web site
• www.dop.wa.gov
• Mike Sellars
• [phone] MikeS_at_dop.wa.gov
• Julia Graham
• [phone] JuliaG_at_dop.wa.gov