State Personnel Administration

1. State Personnel Administration HR Directors Update MeetingJob System Redesign UpdatePerformance Management - Phase 1Thursday, February 7, 2008

2. AGENDA Welcome Marion Fedrick The New Job System Pat Kinard-Boutte’ Questions and Answers Performance Management - Phase I Ronnie Witcher Questions and Answers Reorganization of Compensation Sherma Francis Questions and Answers

3. WELCOME Marion Fedrick

4. THE JOB SYSTEM UPDATE Pat Kinard-Boutte’

5. The New Job System Go Live – June 01, 2008

6. Job Redesign • More than 3500 jobs consolidated into approximately 750 jobs • New jobs determined by data from agency HR staff and inter-agency focus group meetings

7. How are the new jobs different? The new jobs are broader categories of work – similar to descriptions found in surveys and national job information sources. • New jobs identify occupational area, functional level, job series and career level • Career paths and career milestones are built into the job system

8. Occupational Areas • Occupational Areas Examples: • Support Staff: Supply, Inventory, Warehouse • Technical Staff: Procurement, Supply, Warehousing • Professional Staff: Purchasing & Procurement • Management Staff: Purchasing, Procurement & Storage

9. New Coding X X X X X X Occupational Area Functional Level Job Series Career or Job Series Level

10. New Coding HC P 07 1 Health Care Professional Registered Nurse Working Level

11. Sample New Job GSS032 - Support Staff: Clerical (Advanced Level) Made up of these 17 current jobs 60232 Program Assistant (DCA) 60146 Examination Program Monitor 60615 Administrative Operations Asst 60122 Motor Vehicle Specialist 3 61803 Admin Coordinator (Bilingual) 16105 Clerk, Benefit 60164 Office Support Supv 60116 Support Assistant 61712 Administrative Technician (DNR) 60113 Program Associate (DHR) 60072 Clerk, Administrative (SOS) 60241 Project Assistant-CDBG 60172 Clerk 3, Revenue 61145 Quality Control Specialist 2 60169 Program Associate (DOL) • Elections Coordinator 1 60195 Administrative Assistant (DCA) 60057 Professional Staff Assistant

12. Career Levels • The new job series may have as many as four levels • Entry or Trainee • Working or Full Performance • Expert or Advanced • Supervisor

13. Management Levels • There are 3 Management levels • Manager • Middle Manager • General Manager

14. Components of New Job Description • Summary Descriptor • Typical Responsibilities • Technical Competencies • Qualification Statements • Career Development Increments

15. Sample Job Description • See hand-out

16. The New Job System • Current job titles will change to new job titles • Job Descriptions with new qualifications, technical competencies and career development criteria will be used • Current job codes, and pay grades will remain the same

17. Jobs After June 1, 2008 • What Changes? Old job title: Personnel Analyst 2 becomes New job title:Human Resource Specialist (Working Level) • What does not change? Job Code: 16009 Pay Grade: 14

18. Recruitment Process • The Job Site • Will default to New Job Titles • When posting jobs agencies can change • Modify job titles • Modify job descriptions • Add preferred qualifications

19. Implementing the New Job System • Employees will see • New job titles in PeopleSoft on pay advisement • Employees will NOT see a change in • Salaries • pay grade • job code

20. Transition to New Job System • Individual Agency Feedback Sessions Feb. 25, 2008 - March 14,2008

21. Next Phase: New Pay System • Implementing a New Salary Structure Anticipated Change Date January, 2010

22. Questions and Answers

23. State Personnel Administration Performance Management Initiative Update Ronnie Witcher

24. Enhanced Performance Management Process Objective • Drive overall State, Agency and department vision to successful outcomes through effective goal setting, performance monitoring and measurement. Strategy • Develop a consistent core Statewide performance management process • Measure employee performance based on competencies and goals • Hold managers and employees accountable for results • Provide managers with the proper skills and tools • Educate managers and employees in effective performance management • Link performance management to other critical talent programs

25. What’s New • Consistent core Statewide process • Simple, easy-to-use process • Provides feedback to individuals to help them move toward exemplary performance • Flexibility to define appropriate performance criteria for individual jobs • New evaluation scale • Based on Goals and Competencies • Link between individual performance and State/Agency goal • Identifies and targets competency gaps and developmental opportunities • Provides consistency in performance expectations and measures • Provides a shared understanding of what will be monitored and measured • Traceable, auditable, and legally defensible • Supports other HR programs

26. May change year to year Focuses on a specific action in a performance period with specific terms Best used for managers and professional individual contributors Do not change from year to year Provides direction on a critical aspect of one’s job Defines specific behaviors and expected results Best used for entry-level professionals Setting and Aligning Goals Aligned Goals • Align with the vision, mission, and goals and its entities • Goals are “cascaded” and translated to be relevant to each level of the organization • Goals included in the performance plan • Description of linkage between individual and agency goals on performance evaluation Task-oriented goal Result-oriented goal

27. Competencies • Definition: • Attributes, knowledge, skills, abilities that contribute to successful job performance. • Technical • Behavioral • Benefits : • Translate goals into behavior • Set objective criteria for evaluating performance • Legally defensible recruitment, selection, and assessment systems • Reduce hiring costs and absenteeism / turnover rates • Identify areas for employee development linked to desired organizational objectives • Help distinguish exceptional employees • Assists with development plans that improve specific behavior

28. Integrated Competency-Based HR

29. Performance Management Process Performance Execution Do the job, achieve goals, get results • Performance log • Updated goals • Mid-year or quarterly review • Competencies • Set Agency Goals • Align Goals • Agree on responsibilities, tasks & projects Performance Assessment Judge strengths & weaknesses Performance Planning Describe “fully successful” performance Performance Management Model • Results • Key tasks or activities • Major achievements • Development plan • Career development Performance Review Go over assessment with employee Distribution Review and Calibration • Ensures consistent rating practices • Analysis of statistical norms • Gain understanding

30. July Aug Sept Oct Nov Dec Jan Feb March April May June Process Timeline • Manager and employee have one-on-one Performance Meeting(s) to conduct: • Performance Evaluation: Discuss year-end results and performance rating; Communicate pay increases (if applicable) • Performance Planning: Review goals and competencies for coming year (may be held in separate meeting from Performance Evaluation) • Complete previous year evaluation. • PeopleSoft ePerformance Management System begins. • HR and Sr. Leader reviews ratings, pay decisions, and Calibrations • Mid-year Review Meeting to discuss progress Ongoing Coaching and Feedback Throughout Year Note: This timeline is based upon the State utilizing a common review date and uses its fiscal year to determine the timing of the performance management cycle. Under this calendar, managers have discretion to hold meetings with their employees anytime between June 1 and August 31

31. Performance Evaluation The State will use a 5-point scale for evaluating performance

32. Implementation Dates • Phase I agencies • DOAS, DCH, DOC, Econ Dev, DHR, DOR, GBI, SAO, SPA • Implementation dates

33. Desired State • Expectations are communicated clearly with measurable and objective criteria • Employees aren’t surprised at performance review time • Employees are more engaged in the process and can manage their results • Employees are rewarded for excellence • Goals are aligned among state, agency, managers, and individuals • HR and Managerial decisions can be defended and supported • Training dollars can be spent wisely

34. Questions and Answers

35. Reorganization of Compensation Division Sherma Francis

36. Organizational Chart

37. Agency Assignment • Griff Knoop • Corrections • GBI • Juvenile Justice • Pardons & Parole • Natural Resources • Public Safety • Defense

38. Agency Assignment • Pauline Moon • Agriculture - Education • Forestry - Technical Adult Ed • Public Service - Early Childhood • Transportation • Secretary of State • Soil & Water • Veterans Services • Workers Compensation

39. Agency Assignment • NeAndra Dunham • Labor • Community Service Boards • Human Resources • Community Health

40. Agency Assignment • Berneda Simmons • Administrative Services - Community Affairs • Banking & Finance - Economic Develop. • Employee Retirement - State Accounting Off. • Teacher’s Retirement - Georgia Tech Auth • Office Planning & Budget - All others • Law • State Personnel Admin • Revenue

41. Questions and Answers

42. Today’s Presentation can be viewed at: http://www.spa.ga.gov/jobredesign/job_index.asp