State of Washington [Enter Agency Name] Human Resource Management Report

1. Plan & Align Workforce Hire Workforce Deploy Workforce Reinforce Performance Develop Workforce State of Washington[Enter Agency Name]Human ResourceManagement Report [Note: This is the standard format provided by DOP as of 7/23/09. Agencies may customize or supplement this format to meet unique needs, as long as the minimum information shown in this format is included.] October 2009

2. [Enter Agency Name] Plan & Align Workforce Outputs Initial Outcomes Intermediate Outcomes Articulation of managers HRM accountabilities. HR policies. Workforce planning. Job classes & salaries assigned. Managers understand HRM accountabilities. Jobs, staffing levels, & competencies aligned with agency priorities. Foundation is in place to build and sustain a productive, high performing workforce. HireWorkforce Qualified candidate pools, interviews & reference checks. Job offers. Appts & per-formance monitoring. Best candidate hired & reviewed during appointment period. Successful performers retained. The right people are in the right job at the right time. Ultimate Outcomes Employees are committed to the work they do & the goals of the organization Productive, successful employees are retained State has workforce depth & breadth needed for present and future success DeployWorkforce Work assignments& requirements defined. Positive workplace environment created. Coaching, feedback, corrections. Workplace is safe, gives capacity to perform, & fosters productive relations. Staff know job rqmts, how they’re doing, & are supported. Time & talent is used effectively. Employees are motivated & productive. Develop Workforce Individual development plans. Time/ resources for training. Continuous learning environment created. Learning environment created. Employees are engaged in develop-ment opportunities & seek to learn. Employees have competencies for present job & career advancement Agencies are better enabled to successfully carry out their mission. The citizens receive efficient government services. Reinforce Performance Clear performance expectations linked to orgn’al goals & measures. Regular performance appraisals. Recognition. Discipline. Employees know how performance contributes to success of orgn. Strong performance rewarded; poor performance eliminated Successful perf is differentiated & strengthened. Employees are held accountable. Managers’ Logic Model for Workforce Management

3. Executive Summary [Enter Agency Name]

4. Plan & Align Workforce Outcomes: Managers understand workforce management accountabilities. Jobs and competencies are defined and aligned with business priorities. Overall foundation is in place to build & sustain a high performing workforce. Performance Measures: Management profile Workforce Planning measure (TBD) Percent employees with current position/ competency descriptions [Enter Agency Name] Management Profile Agency Priority: [High/Medium/Low] WMS Employees Headcount = [xxx] Percent of agency workforce that is WMS = [xx]% All Managers* Headcount = [xxx] Percent of agency workforce that is Managers* = [xx]% * In positions coded as “Manager” (includes EMS, WMS, and GS) • Analysis: • WMS Control Point: [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • Action Steps: (What, by whom, by when) • [XXX] • [XXX] • [XXX] Data Time Period: [mm/yy] through [mm/yy] [DOUBLE CLICK CHART TO ENTER AGENCY DATA] [USE OF THIS CHART IS OPTIONAL] WMS Management Type Management [xxx] Consultant [xxx] Policy [xxx] Not Assigned [xxx] [SAMPLE DATA ONLY. DOUBLE CLICK CHART TO ENTER AGENCY DATA] Data as of [mm/yy] Source: [Enter Data Source]

5. Plan & Align Workforce Outcomes: Managers understand workforce management accountabilities. Jobs and competencies are defined and aligned with business priorities. Overall foundation is in place to build & sustain a high performing workforce. Performance Measures: Management profile Workforce Planning measure (TBD) Percent employees with current position/ competency descriptions [Enter Agency Name] Current Position/Competency Descriptions • Analysis: • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • Action Steps: (What, by whom, by when) • [XXX] • [XXX] • [XXX] Agency Priority: [High/Medium/Low] Percent employees with current position/competency descriptions = [XX]%* *Based on [XXX] of [XXX] reported employee count Applies to employees in permanent positions, both WMS & GS Data as of [mm/yy] Source: [Enter Data Source]

6. Hire Workforce Outcomes: Best candidates are hired and reviewed during appointment period. The right people are in the right job at the right time. Performance Measures Time-to-hire vacancies Candidate quality Hiring Balance (proportion of appointment types) Separation during review period [Enter Agency Name] Time-to-Hire / Candidate Quality Agency Priority: [High/Medium/Low] Time-to-Hire Funded Vacancies Average number of days to hire*:[XXX] Number of vacancies filled: [XXX] *Equals # of days from the date the hiring supervisor informs the agency HR Office to start the process to fill the position, to the date the job offer is accepted. • Analysis: • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • Action Steps: (What, by whom, by when) • [XXX] • [XXX] • [XXX] Agency Priority: [High/Medium/Low] • Candidate Quality • Of the candidates interviewed for vacancies, how many had the competencies (knowledge, skills & abilities) needed to perform the job? • Number = [XXX] Percentage = [XXX]% • Of the candidates interviewed, were hiring managers able to hire the best candidate for the job? • Hiring managers indicating “yes”: • Number = [XXX] Percentage = [XXX]% • Hiring managers indicating “no”: • Number = [XXX] Percentage = [XXX]% Data Time Period: [mm/yy] through [mm/yy] Source: [Enter Data Source]

7. Hire Workforce Outcomes: Best candidates are hired and reviewed during appointment period. The right people are in the right job at the right time. Performance Measures Time-to-hire vacancies Candidate quality Hiring Balance (proportion of appointment types) Separation during review period [Enter Agency Name] Hiring Balance / Separations During Review Period • Analysis: • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] Action Steps: (What, by whom, by when) • [XXX] • [XXX] • [XXX] Agency Priority: [High/Medium/Low] [SAMPLE DATA ONLY. DOUBLE CLICK CHART TO ENTER AGENCY DATA] Total number of appointments = [XXX]* Includes appointments to permanent vacant positions only; excludes reassignments “Other” = Demotions, re-employment, reversion & RIF appointments Agency Priority: [High/Medium/Low] • Separation During Review Period • Probationary separations - Voluntary [xxx] • Probationary separations - Involuntary [xxx] • Total Probationary Separations [xxx] • Trial Service separations - Voluntary [xxx] • Trial Service separations - Involuntary [xxx] • Total Trial Service Separations [xxx] • Total Separations During Review Period [xxx] Data Time Period: [mm/yy] through [mm/yy] Source: [Enter Data Source]

8. Deploy Workforce Outcomes: Staff know job expectations, how they’re doing, & are supported. Workplace is safe, gives capacity to perform, & fosters productive relations. Employee time and talent is used effectively. Employees are motivated. Performance Measures Percent employees with current performance expectations Overtime usage Sick leave usage Non-disciplinary grievances/appeals filed and disposition (outcomes) [Enter Agency Name] Current Performance Expectations Agency Priority: [High/Medium/Low] • Analysis: • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • Action Steps: (What, by whom, by when) • [XXX] • [XXX] • [XXX] Percent employees with current performance expectations = [XXX]%* *Based on [XXX] of [XXX] reported employee count Applies to employees in permanent positions, both WMS & GS Data as of [mm/yy] Source: [Enter Data Source]

9. Deploy Workforce Outcomes: Staff know job expectations, how they’re doing, & are supported. Workplace is safe, gives capacity to perform, & fosters productive relations. Employee time and talent is used effectively. Employees are motivated. Performance Measures Percent employees with current performance expectations Overtime usage Sick leave usage Non-disciplinary grievances/appeals filed and disposition (outcomes) [Enter Agency Name] Overtime Usage Agency Priority: [High/Medium/Low] [DOUBLE CLICK CHARTS TO ENTER AGENCY DATA] Overall agency avg overtime usage – per capita, per month: [XXX]** **Overall agency avg overtime usage – per capita, per month = sum of monthly OT averages / # months • Analysis: • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] Action Steps: (What, by whom, by when) • [XXX] • [XXX] • [XXX] Overall agency avg employees receiving overtime per month: [XXX]%** **Overall agency avg employees receiving overtime per month = sum of monthly OT percentages / # months *Statewide overtime values do not include DNR Data Time Period: [mm/yy] through [mm/yy] Source: [Enter Data Source]

10. Deploy Workforce Outcomes: Staff know job expectations, how they’re doing, & are supported. Workplace is safe, gives capacity to perform, & fosters productive relations. Employee time and talent is used effectively. Employees are motivated. Performance Measures Percent employees with current performance expectations Overtime usage Sick leave usage Non-disciplinary grievances/appeals filed and disposition (outcomes) [Enter Agency Name] Sick Leave Usage Agency Priority: [High/Medium/Low] • Analysis: • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] Action Steps: (What, by whom, by when) • [XXX] • [XXX] • [XXX] [DOUBLE CLICK CHART TO ENTER AGENCY DATA] Sick Leave Hrs Used / Sick Leave Balance (per capita) * Statewide data does not include DOL, DOR, L&I, and LCB Data Time Period: [mm/yy] through [mm/yy] Source: [Enter Data Source]

11. Deploy Workforce Outcomes: Staff know job expectations, how they’re doing, & are supported. Workplace is safe, gives capacity to perform, & fosters productive relations. Employee time and talent is used effectively. Employees are motivated. Performance Measures Percent employees with current performance expectations Overtime usage Sick leave usage Non-disciplinary grievances/appeals filed and disposition (outcomes) [Enter Agency Name] Non-Disciplinary Grievances (represented employees) Agency Priority: [High/Medium/Low] Top 5 Non-Disciplinary Grievance Types (i.e., Compensation, Overtime, Leave, etc) [DOUBLE CLICK CHART TO ENTER AGENCY DATA] Total Non-Disciplinary Grievances = [XX] • Analysis: • [XXX] • [XXX] • [XXX] • [XXX] Action Steps: (What, by whom, by when) • [XXX] • [XXX] • [XXX] * There may not be a one-to-one correlation between the number of grievances filed (shown top of page) and the outcomes determined during this time period. The time lag between filing date and when a decision is rendered can cross the time periods indicated. • Non-Disciplinary Grievance Disposition*(Outcomes determined during time period listed below) • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] Data Time Period: [mm/yy] through [mm/yy] Source: [Enter Data Source]

12. Deploy Workforce Outcomes: Staff know job expectations, how they’re doing, & are supported. Workplace is safe, gives capacity to perform, & fosters productive relations. Employee time and talent is used effectively. Employees are motivated. Performance Measures Percent employees with current performance expectations Overtime usage Sick leave usage Non-disciplinary grievances/appeals filed and disposition (outcomes) Non-Disciplinary Appeals (mostly non-represented employees) Agency Priority: [High/Medium/Low] Filings with Personnel Resources Board [XX] Job classification [XX] Other exceptions to Director Review [XX] Layoff [XX] Disability separation [XX] Non-disciplinary separation [XX] Total filings Non-Disciplinary appeals only are shown above. Filings for DOP Director’s Review [XX] Job classification [XX] Rule violation [XX] Name removal from Layoff List [XX] Exam results or name removal from applicant/candidate pool, if DOP did assessment [XX] Remedial action [XX] Total filings There is no one-to-one correlation between the filings shown above and the outcomes displayed in the charts below. The time lag between filing date and when a decision is rendered can cross the time periods indicated. [SAMPLE DATA ONLY. DOUBLE CLICK CHARTS TO ENTER AGENCY DATA] Total outcomes = [XX] Total outcomes = [XX] Data Time Period: [mm/yy] through [mm/yy] Source: Department of Personnel

13. Develop Workforce Outcomes: A learning environment is created. Employees are engaged in professional development and seek to learn. Employees have competencies needed for present job and future advancement. Performance Measures Percent employees with current individual development plans Competency gap analysis (TBD) [Enter Agency Name] Individual Development Plans Agency Priority: [High/Medium/Low] • Analysis: • [XXX] • [XXX] • [XXX] Action Steps: (What, by whom, by when) • [XXX] • [XXX] • [XXX] Percent employees with current individual development plans = [XX]%* *Based on [XXX] of [XXX] reported employee count Applies to employees in permanent positions, both WMS & GS Data as of [mm/yy] Source: [Enter Data Source]

14. Reinforce Performance Outcomes: Employees know how their performance contributes to the goals of the organization. Strong performance is rewarded; poor performance is eliminated. Successful performance is differentiated and strengthened. Employees are held accountable. Performance Measures Percent employees with current performance evaluations Disciplinary actions and reasons, disciplinary grievances/appeals filed and disposition (outcomes) Reward and recognition practices (TBD) [Enter Agency Name] Current Performance Evaluations Agency Priority: [High/Medium/Low] • Analysis: • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • Action Steps: (What, by whom, by when) • [XXX] • [XXX] • [XXX] Percent employees with current performance evaluations = [XX]%* *Based on [XXX] of [XXX] reported employee count Applies to employees in permanent positions, both WMS & GS Data as of [mm/yy] Source: [Enter Data Source]

15. Reinforce Performance Outcomes: Employees know how their performance contributes to the goals of the organization. Strong performance is rewarded; poor performance is eliminated. Successful performance is differentiated and strengthened. Employees are held accountable. Performance Measures Percent employees with current performance evaluations Disciplinary actions and reasons, disciplinary grievances/appeals filed and disposition (outcomes) Reward and recognition practices (TBD) [Enter Agency Name] Formal Disciplinary Actions Agency Priority: [High/Medium/Low] • Analysis: • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] Action Steps: (What, by whom, by when) • [XXX] Disciplinary Action Taken * Reduction in Pay is not currently available as an action in HRMS/BI. • Issues Leading to Disciplinary Action • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] Data Time Period: [mm/yy] through [mm/yy] Source: [Enter Data Source]

16. Reinforce Performance Outcomes: Employees know how their performance contributes to the goals of the organization. Strong performance is rewarded; poor performance is eliminated. Successful performance is differentiated and strengthened. Employees are held accountable. Performance Measures Percent employees with current performance evaluations Disciplinary actions and reasons, disciplinary grievances/appeals filed and disposition (outcomes) Reward and recognition practices (TBD) [Enter Agency Name] Disciplinary Grievances and Appeals Agency Priority: [High/Medium/Low] Disciplinary Grievances(Represented Employees) Disciplinary Appeals(Non-Represented Employeesfiled with Personnel Resources Board) [XX] Dismissal [XX] Demotion [XX] Suspension [XX] Reduction in salary [XX] Total Disciplinary Appeals Filed with PRB [DOUBLE CLICK CHART TO ENTER AGENCY DATA] Total # Disciplinary Grievances Filed: [XX] There is no one-to-one correlation between the filings shown above and the outcomes displayed in the charts below. The time lag between filing date and when a decision is rendered can cross the time periods indicated. Disposition (Outcomes) of Disciplinary Appeals* Disposition (Outcomes) of Disciplinary Grievances • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] [SAMPLE DATA ONLY. DOUBLE CLICK CHART TO ENTER AGENCY DATA] *Outcomes issued by Personnel Resources Board Data Time Period: [mm/yy] through [mm/yy] Source: [Enter Data Source]

17. ULTIMATE OUTCOMES Employees are committed to the work they do and the goals of the organization Successful, productive employees are retained The state has the workforce breadth and depth needed for present and future success Performance Measures Turnover rate: key occupational categories Workforce Diversity Profile Employee Survey Information Retention measure (TBD) [Enter Agency Name] Turnover Rates Agency Priority: [High/Medium/Low] • Analysis: • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] Action Steps: (What, by whom, by when) • [XXX] • [XXX] • [XXX] Total % Turnover (leaving state) [DOUBLE CLICK CHART TO ENTER AGENCY DATA] Total Turnover Actions: [xx]Total % Turnover: [xx]% Note: Movement to another agency is currently not available in HRMS/BI Data Time Period: [mm/yy] through [mm/yy] Source: [Enter Data Source]

18. ULTIMATE OUTCOMES Employees are committed to the work they do and the goals of the organization Successful, productive employees are retained The state has the workforce breadth and depth needed for present and future success Performance Measures Turnover rates and types Turnover rate: key occupational categories Workforce Diversity Profile Employee Survey Information Retention measure (TBD) [Enter Agency Name] Workforce Diversity Profile Agency Priority: [High/Medium/Low] Agency State Female [xx]% 53% Persons w/Disabilities [xx]% 4% Vietnam Era Veterans [xx]% 6% Veterans w/Disabilities [xx]% 2% People of color [xx]% 18% Persons over 40 [xx]% 74% • Analysis: • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] Action Steps: (What, by whom, by when) • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] [DOUBLE CLICK CHART TO ENTER DATA] [DOUBLE CLICK CHART TO ENTER AGENCY DATA] Data as of [mm/yy] Source: [Enter Data Source]

19. ULTIMATE OUTCOMES Employees are committed to the work they do and the goals of the organization Successful, productive employees are retained The state has the workforce breadth and depth needed for present and future success Performance Measures Turnover rates and types Turnover rate: key occupational categories Workforce Diversity Profile Employee Survey Information Retention measure (TBD) [Enter Agency Name] Employee Survey Ratings Agency Priority: [High/Medium/Low] • Analysis: • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] Action Steps: (What, by whom, by when) • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] • [XXX] Overall average: [X.X] [X.X] Number of survey responses: [XX] [XX] Data as of November 2007 Source: Statewide Employee Survey