DNR--HRMReport10-07

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					State of Washington
Department of Natural Resources

Human Resource
Management Report                                                                     October 31, 2007




 The current and former Commissioners of Public Lands help celebrate the 50 th anniversary of the
 Department of Natural Resources in July 2007; Doug Sutherland, Jennifer Belcher, Brian Boyle.
    Washington State Managers’ Logic Model for Workforce Management
                         Outputs                    Initial Outcomes      Intermediate Outcomes
               Articulation of managers     Managers understand         Foundation is in place
               HRM accountabilities. HR     HRM accountabilities.
Plan & Align   policies. Workforce          Jobs, staffing levels, &
                                                                        to build and sustain a
 Workforce     planning. Job classes &      competencies aligned        productive, high
               salaries assigned.           with agency priorities.     performing workforce.


               Qualified candidate pools,   Best candidate hired &      The right people are in          Ultimate Outcomes
               interviews & reference       reviewed during
   Hire        checks. Job offers. Appts    appointment period.
                                                                        the right job at the right
                                                                                                     Employees are
 Workforce     & per-                       Successful performers
                                                                        time.                        committed to the work
                                                                                                     they do & the goals of
               formance monitoring.         retained.
                                                                                                     the organization
                                                                                                     Productive, successful
               Work assignments&            Workplace is safe, gives    Time & talent is used        employees are retained
               requirements defined.        capacity to perform, &
  Deploy       Positive workplace           fosters productive          effectively. Employees       State has workforce
 Workforce     environment created.
               Coaching, feedback,
                                            relations. Staff know job
                                            rqmts, how they’re doing,
                                                                        are motivated &              depth & breadth needed
                                                                        productive.                  for present and future
               corrections.                 & are supported.                                         success


               Individual development       Learning environment        Employees have
               plans. Time/ resources       created. Employees are
  Develop      for training. Continuous     engaged in develop-
                                                                        competencies for             Agencies are better
 Workforce     learning environment         ment opportunities & seek
                                                                        present job & career         enabled to successfully
                                                                                                     carry out their mission.
               created.                     to learn.                   advancement
                                                                                                     The citizens receive
                                                                                                     efficient government
                                                                                                     services.
               Clear performance            Employees know how          Successful perf is
               expectations linked to       performance contributes     differentiated &
 Reinforce     orgn’al goals & measures.    to success of orgn.         strengthened.
Performance    Regular performance
               appraisals. Recognition.
                                            Strong performance
                                            rewarded; poor
                                                                        Employees are held
               Discipline.                  performance eliminated      accountable.

                                                                                                                             2
        Washington State Standard Performance Measures


               •   Percent supervisors with current performance expectations for workforce
Plan & Align       management
 Workforce     •   Management profile
               •   Workforce planning measure (TBD)
               •   Percent employees with current position/competencies descriptions


               •   Time-to-fill funded vacancies                                                          Ultimate
   Hire
               •   Candidate quality                                                                     Outcomes
               •   Hiring Balance (Proportion of appointment types)
 Workforce     •   Separation during review period

                                                                                                  Employee survey ratings on
               •   Percent employees with current performance expectations                         “commitment” questions
               •   Employee survey ratings on “productive workplace” questions                    Turnover rates and types
  Deploy       •
               •
                   Overtime usage
                                                                                                  Turnover rate: key
 Workforce     •
                   Sick leave usage
                   Non-disciplinary grievances/appeals filed and disposition (outcomes)
                                                                                                   occupational categories
               •   Safety & workers compensation claims measure (TBD)                             Workforce diversity profile
                                                                                                  Retention measure (TBD)


               •   Percent employees with current individual development plans
  Develop      •   Employee survey ratings on “learning & development” questions
 Workforce     •   Competency gap analysis (TBD)




               •   Percent employees with current performance evaluations
 Reinforce     •
               •
                   Employee survey ratings on “performance & accountability” questions
Performance
                   Disciplinary actions and reasons, disciplinary grievances/appeals filed and
                   disposition (outcomes)
               •   Reward and recognition practices (TBD)

                                                                                                                                 3
Plan & Align                        DNR Workforce Management Expectations
 Workforce
                                       Percent of DNR supervisors with current                                     Analysis:
Outcomes:
                                       performance expectations for workforce                                       The Commissioner of Public Lands, by
Managers understand                    management                                                100%                example and direction, sets high
workforce management                                                                                                 workforce management standards for
                                                                                                                     agency staff.
accountabilities. Jobs and
                                                                                                                    All DNR supervisors are required to
competencies are defined               Total # of DNR supervisors with current performance expectations              complete the “Employee Performance
and aligned with business              for workforce management……………………..100%                                        Management” training unique to DNR.
priorities. Overall                    Total # of DNR supervisors………………………………………483                                 This course provides supervisors with
foundation is in place to                                                                                            performance expectations for work force
                                                                                                                     management and with tools to meet the
build & sustain a high                                                                                               expectations.
performing workforce.                                                                                               Expectations are reinforced through
                                                                                                                     various executive and top management
                                                                                                                     activities and communications.
                                                                                                                   Action Steps:
Performance
Measures:                                                                                                           Continue to provide Employee
                                                                                                                     Performance Management (EPM)
Percent supervisors with                                                                                             training for new supervisors.
current performance
expectations for
workforce management
Management profile
Workforce Planning
measure (TBD)
Percent employees with                  The Forest Health Program provides technical assistance on tree and forest health care.
current position/                       Exotic pests continually threaten Washington's forests. Destructive forest insects can take out substantial
competency descriptions                 portions of standing volumes when at epidemic levels in local areas. Each year, an amount of wood fiber
                                        equivalent to more than 13% of annual forest growth is lost to diseases.



                             Data as of July 1, 2007
                             Source: Department of Natural Resources                                                                                        4
Plan & Align                                 DNR Management Profile
 Workforce                   Number of DNR WMS employees ………………………….. 131
                             Percent of DNR workforce that is WMS………………………10%
                             Number of all DNR Managers* ………………………………..173                                      Analysis:
Outcomes:
                             Percent of DNR workforce that are Managers*…………..….14%                              Given the size and diversity of natural
Managers understand                                                                                               resource programs administered, well
                             * Headcount in positions coded as “Manager” (includes EMS, WMS, and GS)
workforce management                                                                                              developed and applied professional
                                                                                                                  management skills are essential.
accountabilities. Jobs and
competencies are defined                                                                                           DNR has a history of emphasizing
                                                                                                                    prudent and economical results oriented
and aligned with business                                                                                           management.
priorities. Overall                                                                                              The need for sound and effective
foundation is in place to                                                                                         management was made more critical with
                                                                                                                  the enactment of the Personnel System
build & sustain a high
                                                                                                                  Reform Act of 2002.
performing workforce.
                                                                                                                 The 2002 JLARC review confirmed that
                                                                                                                  DNR positions were properly placed in
                                                                                                                  WMS.
                                                                                                                 Prior to the start of the 2005 mid-
Performance
                                                                                                                  management reduction initiative, 19 mid-
Measures:
                                                                                                                  management positions in the DNR had
Percent supervisors with                                                                                          been abolished beginning in January
current performance                                                                                               2001.
expectations for workforce
management
                                                                                                                Action Steps:
Management profile
                                                                                                                 Continue to monitor utilization of mid-
Workforce Planning
                                                                              Manager                  119        management level positions.
measure (TBD)
                                                                              Consultant                10       Continue to develop and apply
Percent employees with                                                        Policy                     0        performance outcomes driven
current position/
                                                                                                                  management direction and recognition.
competency descriptions
                                                                              Data as of July 1, 2007
                                                                              Source: HRMS Business Warehouse
                                                                                       HR Data Warehouse

                                                                                                                                                              5
Plan & Align                         Current Position/Competency Descriptions
 Workforce                                                            In DNR

Outcomes:                                                                                                           Analysis:
                                      Percent of DNR employees with current
Managers understand                   position/competency descriptions                                   89%         Not all position descriptions currently include
                                                                                                                      competency descriptions
workforce management
                                                                                                                     Data in the last report is not directly
accountabilities. Jobs and
                                      Total # of DNR employees with current position/competency                       comparable since a different data collection
competencies are defined              descriptions*…………………………………………………..1,137                                         methodology was used.
and aligned with business             Total # of DNR employees*………………………………... 1,285                                 Regions have a higher percentage of
priorities. Overall                   *Applies to employees in permanent positions, both WMS & GS                     employees with position descriptions than do
                                                                                                                      divisions; overall percentage has increased by
foundation is in place to
                                                                                                                      3% since last report.
build & sustain a high
                                                                                                                     Regions have established a stronger
performing workforce.                                                                                                 expectation and culture than divisions around
                                                                                                                      completion of position description forms.
                                                                                                                     Division employees are more likely to have
                                                                                                                      relatively immediate access to their supervisor
Performance                                                                             The Forest Practices          than their regional counterparts.
Measures:                                                                          Illustrated book is designed
                                                                                                                     An online guide, specific to DNR, is available;
                                                                                       to help forest owners,
Percent supervisors with                                                                                              general training on position descriptions is part
                                                                                    loggers, and others better
current performance                                                                                                   of the agency’s Employee Performance
                                                                                       understand the Forest
expectations for workforce                                                                                            Management training.
                                                                                     Practices Rules and how
management
                                                                                         they protect public         Supervisors are responsible to ensure that
Management profile                                                                    resources, such as fish,        employees have accurate, up-to-date position
                                                                                   water, wildlife, and state and     descriptions.
Workforce Planning
                                                                                          municipal capital
measure (TBD)                                                                                                       Action Steps:
                                                                                           improvements.
Percent employees with                                                                                               HR Consultants will continue to work with
current position/                                                                                                     managers and supervisors to identify areas
competency descriptions                                                                                               where updates are necessary.




                             Data as of July 1, 2007
                             Source: DNR Management Self-Reporting                                                                                                        6
    Hire
  Workforce

Outcomes:                                                                                                          2007 winning
                                                                                                                   Arbor Day
Best candidates are hired                                                                                          poster by                  Analysis:
and reviewed during                                                                                                Virginia Kwan
                                                                                                                   of Sacajawea                DNR does not use E-recruiting.
appointment period. The
                                                                                                                   School in                   Our average number of days to fill,
right people are in the right                                                                                      Richland.                    which is calculated to the
job at the right time.                                                                                                                          appointment date, includes the
                                                                                                                                                time between offer and start date.
                                                               Time-to-fill Funded Vacancies
                                                                                                                                               Of the four instances where hiring
                                                                                                                                                took longer than 150 days, all were
Performance                                                                                                                                     for hard to fill scientist vacancies.
Measures                                              Average Number of Days to fill*:                          65                             Some of these included
Time-to-fill vacancies                                Number of vacancies filled:                             121                               immigration issues which extended
                                                                                                                                                the process time significantly; one
Candidate quality                                                                                                                               took 357 days.
Hiring Balance (proportion              * Equals # of days from hiring process initiation to appointment date for 73 recruitments. Number      Candidate Quality is based on a
of appointment types)                   of vacancies filled includes positions for which no recruitment was conducted, including transfers,     78% response rate from hiring
Separation during review                etc..                                                                                                   managers.
period
                                                                          Candidate Quality                                                   Action Steps:
                                                                                                                                               Develop skills amongst HRD staff
                                                                                                                                                and hiring managers in recognizing
                                                        Percent Number                                                                          and facilitating immigration issues.
                                           Candidates interviewed who had the
                                             competencies needed for the job                                         81.6%            226      Continue using strategies for
                                                                                                                                                reducing the time it takes to fill our
                                           Hiring managers who indicated they                                                                   hard to fill vacancies.
                                              hired the best candidate                                             96.5%                55
                                                                                         .



                                Data for period January 1, 2007 through June 30, 2007
                                Source: Department of Natural Resources                                                                                                                  7
    Hire
  Workforce

Outcomes:                                                                                                           Analysis:

Best candidates are hired                                                                                            The proportion of promotions among types of
                                                                                                                      appointments increased somewhat compared
and reviewed during
                                                                                                                      with what was reported in the prior quarterly
appointment period. The                                                                                               report.
right people are in the right                                                                                        Probation or trial service serves as the final
job at the right time.                                                                                                assessment instrument in evaluating job
                                                                                                                      related competencies and candidate suitability
                                                                                                                      for employment in a position.
                                                                                                                     97% of probation/trial service appointments did
Performance                                                                                                           not result in involuntary separations.
Measures                                                                                                             In 4% of the probation/trial service
                                                                                                                      appointments, candidates voluntarily separated
Time-to-fill vacancies
                                                                                                                      either to accept more favorable employment or
Candidate quality                                                                                                     upon self assessed lack of suitability for the
                                                                                                                      position.
Hiring Balance                  Total number of appointments = 197
(proportion of                  Time period = July 2006 through June 2007                                           Action Steps:
appointment types)              Includes appointments to permanent vacant positions only; excludes reassignments
                                                                                                                     Continue to recruit employees with exceptional
                                “Other” = Demotions, re-employment, reversion & RIF appointments
Separation during review                                                                                              qualifications that will ensure their success.
period
                                                 Separations During Review Period                                    Continue to effectively use probation and trial
                                                                                                                      service as assessment instruments in
                                Probationary separations – Voluntary……………………………..3                                    evaluating job related competencies and
                                Probationary separations – Involuntary……………………………4                                    candidate suitability for employment in a
                                                                                                                      position.
                                            Total Probationary Separations………………………..7
                                                                                                                     Continue to provide Employee Performance
                                Trial Service separations – Voluntary………………………………4                                    Management (EPM) training for new
                                Trial Service separations – Involuntary…………………………….1                                  supervisors in support of recruiting, supporting
                                                                                                                      and assessing successful employees.
                                            Total Trial Service Separations…………………………5
                                Total All Separations During Review Period……….……12
                                                                                                                   Data as of June 30, 2007
                                                            Time period = July 2006 through June 2007
                                                                                                                   Source: HRMS Business Warehouse
                                                                                                                                                                        8
   Deploy
  Workforce                       Current Performance Expectations at DNR


Outcomes:                        Percent employees with current performance                                       Analysis:
                                 expectations                                                               89%   • Most employees have current performance
Staff know job                                                                                                      expectations, though there was a slight drop
expectations, how they’re                                                                                           (1%) from the last report.
                                 Total # of employees with current                                                • Data in this report compares only to the prior
doing, & are supported.                                                                                             report; earlier reports used a different
                                 performance expectations*………………………………………...1,138
Workplace is safe, gives                                                                                            collection methodology.
                                 Total # of employees*………………………………………………1,285                                     • Regions have a higher percentage of
capacity to perform, &
                                 *Applies to employees in permanent positions, both WMS & General Service           employees with current expectations than do
fosters productive                                                                                                  divisions.
relations. Employee time                                                                                          • Regions have established a stronger
                                                                                                                    expectation than divisions around completion
and talent is used                                                                                                  of performance expectations.
effectively. Employees are                                                                                        • Division employees are more likely to have
                                                                                                                    relatively immediate access to their
motivated.
                                                                                                                    supervisor for ad-hoc expectations than do
                                                                                                                    their regional counterparts.
                                                                                                                  • General training on setting employee
Performance                                                                                                         performance expectations is part of the
Measures                                                                                                            agency’s Employee Performance
Percent employees with                                                                                              Management training, which all supervisors
current performance                                                                                                 are required to complete.
expectations                                                                                                      • Current performance expectations are
                                                                                                                    included in performance evaluations initiated
Employee survey ratings                                                                                             at the time of appointment and during the
on “productive workplace”                                                                                           annual employee performance evaluation.
questions                       Five DNR state trust parcels are currently                                        • Supervisors are responsible to ensure that
                                leased for wineries and vineyards. DNR is                                           employees have accurate, up-to-date
Overtime usage
                                currently seeking proposals to develop a                                            expectations.
Sick leave usage                sixth on a 404-acre irrigated parcel for a
                                winery complex and vineyards. The Red                                             Action Steps:
Non-disciplinary
                                Mountain community is creating a year-                                            • HR Consultants will continue to work with
grievances/appeals filed
                                round destination for wine enthusiasts.                                             managers and supervisors to identify areas
and disposition (outcomes)
                                                                                                                    where updates are necessary.
Safety and Workers
Compensation (TBD)           Data as of July 1, 2007
                             Source: HRMS Business Warehouse
                                                                                                                                                                 9
   Deploy                         Employee Survey “Productive Workplace”
  Workforce                                  Ratings at DNR
                                                                                                      Avg
                                Q4. I know what is expected of me at work.                                  Analysis:
Outcomes:                                                                                      4.4           DNR will conduct a new survey in Spring 2008;
                                Q1. I have opportunity to give input on decisions affecting my work.          this data is from Spring 2006.
Staff know job                                                                                 3.9
expectations, how they’re                                                                                    Survey responses indicate that employees
                                Q2. I receive the information I need to do my job effectively.                generally perceive having the day-to-day
doing, & are supported.                                                                               4.0     support needed to enable their successful job
Workplace is safe, gives        Q6. I have the tools and resources I need to do my job effectively.           performance.
capacity to perform, &                                                                         3.9           Answers to the question “I know what is
                                Q7. My supervisor treats me with dignity and respect.                         expected of me at work” do not vary among
fosters productive
                                                                                                      4.5     organizations that have strong completion rates
relations. Employee time                                                                                      for performance expectations as compared to
                                Q8. My supervisor gives me ongoing feedback that helps me                     those who do not.
and talent is used
                                    improve my performance.
effectively. Employees are                                                                            3.8    There are opportunities to improve
                                                                                                              management communication on goals and
motivated.                      Q9. I receive recognition for a job well done.                                priorities.
                                                                                                      3.7
                                                                                                             The pilot of Increasing Human Effectiveness
Performance                       Never      Seldom      Occasionally      Usually      Always           (IHE) Training was successful and will be
Measures                                                                                                      continued through the 2007-09 biennium.
                              Overall average score for Productive Workplace Ratings: 4.0
Percent employees with                                                                                       “Inside DNR,” an agency newsletter, was
current performance                                                                                           implemented to increase communications.
expectations                                                                                                Action Steps:
                                                                               The DNR Habitat
Employee survey ratings                                                                                      Continue to provide Employee Performance
                                                                               Conservation Plan
on “productive                                                                                                Management (EPM) training for new
                                                                               (HCP) covers state
workplace” questions                                                                                          supervisors, providing tools to support and
                                                                               forestlands within the
Overtime usage                                                                 range of the northern          motivate successful employee performance.
                                                                               spotted owl. This             Continue work improving the ability of
Sick leave usage
                                                                               includes approximately         supervisors to provide meaningful performance
Non-disciplinary                                                               1.6 million acres of state     feedback and recognition.
grievances/appeals filed                                                       trust lands .
and disposition (outcomes)                                                                                   Continue efforts to improve management
                                                                                                              communications understanding that multiple
Safety and Workers                                                                                            channels and methods are important.
Compensation (TBD)
                             Data as of April 26, 2006
                             Source: DOP 2006 Employee Survey                                                                                               10
   Deploy                                                                                                DNR Overtime Usage

  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
                                                                                          Analysis:
effectively. Employees are
                                                                                           Most overtime is incurred as a result of emergency
motivated.                                                                                  response wildfire suppression duty occurring during the fire
                                                                                            season which extends from mid-April through mid-October.

Performance                                                                                Costs of overtime incurred as a result of emergency
Measures                                                                                    response wildfire suppression duty need to be compared
                                                                                            with alternative costs of providing for larger sized initial
Percent employees with                                                                      attack resources and/or larger and more destructive wild
current performance                                                                         fires. Costs of fire suppression overtime is considered
expectations                                                                                more favorable than alternative costs.
Employee survey ratings                                                                    Some overtime is a consequence of resources being
on “productive workplace”                                                                   diverted from non-fire related duties to fire suppression
questions                                                                                   duties, e.g. revenue generating timber sale activities
                                                                                            compete with wild fire suppression for time and resources.
Overtime usage
                                                                                           In months outside the fire season, DNR overtime usage is
Sick leave usage
                                                                                            lower than statewide overtime usage as displayed in
Non-disciplinary                                                                            adjoining charts.
                             Action Step:
grievances/appeals filed
                             Continue oversight of all overtime and the requirement for
and disposition (outcomes)
                             top level management to authorize overtime other than that
                                                                                            Data as of July 1, 2007
Safety and Workers           authorized by incident commanders for wild fire                Source: HRMS Business Warehouse
Compensation (TBD)           suppression.
                                                                                                                                                           11
   Deploy                                             DNR Sick Leave Usage

  Workforce

Outcomes:

Staff know job
expectations, how they’re
doing, & are supported.
Workplace is safe, gives
                                                                                                                   Sick Leave Balance Data as of April 2007
capacity to perform, &
fosters productive                                                                                                  Analysis:
relations. Employee time                                                                                             Employee wellness directly relates to sick leave
                                                                                                                      usage. Employee wellness promotion is
and talent is used
                                                                                                                      expected to impact sick leave usage and medical
effectively. Employees are                                                                                            insurance costs as well as overall productivity.
motivated.                                                                                                           The level of sick leave usage by DNR employees
                                                                                                                      is below the state average. Agency averages are
                                                                                                                      affected by a larger workforce during the summer
Performance                                                                                                           fire season.
Measures                     Sick Leave Hrs Used / Earned (per capita)
                                                                                                                     Sick leave is used under various circumstances,
Percent employees with        Avg Hrs SL            Avg Hrs SL    % of SL Hrs               % of SL Hrs               e.g. personnel and dependent medical care.
current performance           Used, per             Used, per     Earned, per capita        Earned, per capita
                                                                                                                      Information has not been compiled by
                              capita –              capita –      – Agency                  – Statewide
expectations                  Agency                Statewide                                                         circumstances under which sick leave is used.
Employee survey ratings            5.2 Hrs             6.4 Hrs          65.9%                      82.5%             Accrued sick leave balances tend to increase
on “productive workplace”                                                                                             with years of service until affected by retirements.
questions                                                                                                             Among some 1,450 DNR employees, only 4 had
                             Sick Leave Hrs Used / Earned (those who took SL)
                                                                                                                      exhausted sick leave when last analyzed. Three
Overtime usage                Avg Hrs SL            Avg Hrs SL    % SL Hrs Used vs           % SL Hrs Used vs         of the four have been recipients of approved
Sick leave usage              Used –                Used –        Earned – Agency            Earned –
                                                                                                                      shared leave.
                              Agency                Statewide     (those who took            Statewide
Non-disciplinary              (those who            (those who    SL)                        (those who took        Action Steps:
                              took SL)              took SL)                                 SL)
grievances/appeals filed
                                                                                                                     Apply with DOH to be a pilot participant in the
and disposition (outcomes)        12.1 Hrs             11.9 Hrs         151.1%                     148.4%
                                                                                                                      Healthy Worksite Initiative Program.
Safety and Workers           Sick Leave time period = July 2006      * Statewide data does not include DOL, DOR.
                             through June 2007                       L&I, and LCB                                    Ensure sick leave is only used under qualifying
Compensation (TBD)                                                   Source: HRMS Business Warehouse                  circumstances.
                                                                                                                                                                             12
   Deploy                                 DNR Non-Disciplinary Grievances

  Workforce                                           (represented employees)

                                                                                                                         Type of Non-Disciplinary Grievances Filed
Outcomes:
                                                                                                                          Workplace safety
Staff know job
expectations, how they’re                                                                                                 Hiring practice

doing, & are supported.                                                                                                   Seasonal layoff procedure
Workplace is safe, gives
capacity to perform, &                                                                                                   Non-Disciplinary Grievance Disposition*
fosters productive                                                                                                             Outcomes determined during July 2006
                                                                                                                                       through June 2007
relations. Employee time
                                           Total Non-Disciplinary Grievances = 7*                                        Withdrawn……………………………….…5
and talent is used
                             * There may not be a one-to-one correlation between the number of grievances filed (shown   Step 1 settlement …………………………1
effectively. Employees are
                             top of page) and the outcomes determined during this time period. The time lag between
                                                                                                                         Step 3 settlement……………………….…1
motivated.                   filing date and when a decision is rendered can cross the time periods indicated.
                                    Data as of June 30 2007 Source: DNR Case Management System                           Agency affirmed in arbitration …………...2

Performance                  Analysis:
Measures
                              Grievance procedures in collective bargaining agreements encourage resolution of disputes at the earliest opportunity.
Percent employees with         This includes encouragement of resolution efforts during a thirty day period before a grievance would need to be filed for it
current performance            to be considered timely. This has been especially effective during this reporting period.
expectations
                              While the number of grievances that are filed are few in number, they require significant time and effort at all levels up to
Employee survey ratings        and including final binding arbitration.
on “productive workplace”
                              Familiarization with provisions of the collective bargaining agreements at the outset is key to avoiding a larger number of
questions
                               grievances. This applies to all levels of management including supervisors.
Overtime usage
                              In the 2 grievances that were heard in arbitration, the agency was affirmed.
Sick leave usage
                             Action Steps:
Non-disciplinary
                              Include review of collective bargaining agreements in the training of all levels of managers starting with first level
grievances/appeals filed
                               supervisors.
and disposition
(outcomes)                    Continue to emphasize and encourage effective early dispute resolution efforts.
Safety and Workers            Give serious and thorough consideration to all grievances that are filed.
Compensation (TBD)                                                                                                                                                    13
   Deploy
                             Non-Disciplinary Appeals
  Workforce
                              (mostly non-represented employees)
Outcomes:

Staff know job                         Filings for DOP Director’s Review                         Filings with Personnel Resources Board
expectations, how they’re                Time Period = July 2006 through June 2007                   Time Period = July 2006 through June 2007

doing, & are supported.         Alleged trial service rule violation………………….1
                                                                                                                 No appeals filed
Workplace is safe, gives        Position allocation appeals…………………………4
capacity to perform, &
fosters productive                        Director’s Review Outcomes
                                         Time Period = July 2006 through June 2007
                                                                                            Analysis
relations. Employee time
                                Director determined the rule violation allegation           •   DNR has only 23 non-represented general service
and talent is used
                                was not within the jurisdiction of the Director to              employees constituting approximately 1.5 percent of the
effectively. Employees are
                                review.                                                         agency workforce.
motivated.
                                3 of the 4 position allocation appeals were denied,
                                and the agency was overruled in the fourth.
Performance
Measures
Percent employees with
current performance
expectations
Employee survey ratings
on “productive workplace”
questions
Overtime usage
Sick leave usage                    Webster Forest Nursery has produced 790 million tree seedlings in the past fifty years. That’s enough to
                                  reforest 2.3 million acres – equivalent to the size of five Thurston Counties . Seedlings from Webster Forest
Non-disciplinary
                                                    Nursery cover twenty percent of Washington’s state and private forestlands.
grievances/appeals filed
and disposition
(outcomes)
Safety and Workers           Data as of July 1, 2007
                             Source: DNR Case Management System
Compensation (TBD)                                                                                                                                        14
   Deploy                               DNR Worker Safety
  Workforce                       Analysis:
                                  • Although total claims for agency spike as a            Action Plan:
                                  result of and with a lag following the wildfire
Outcomes                          season, agency claims resulting in time lost             • Continue having active employee safety committees to ensure early
                                  are consistently less than statewide data.               detection and abatement of workplace hazards.
Staff know job
                                  • The DNR Experience Factor calculated by                • Continue to emphasize safety as a priority in wildfire suppression training.
expectations, how they’re         Labor & Industries is the 2nd lowest among all
                                  state agencies.                                          • Continue to hold DNR Safety Summit meetings annually in conjunction
doing, & are supported.                                                                    with the Governor’s Safety Conference.
Workplace is safe, gives        Allowed Annual
capacity to perform, &          Claims Rate*^:
                                Agency vs. All HR
fosters productive relations.   Management Report
                                (HRMR) agencies
Employee time and talent is
                                *Annual claims rate
used effectively. Employees      is # claims / 100 FTE
are motivated.                  1 FTE = 2000 hours

                                ^Due to natural lag
Performance                     in claim filing, rates
                                are expected to
Measures                        increase significantly
                                over time
Percent employees with
current performance
expectations                    Injuries by Occupational
Employee survey ratings on      Injury and Illness
'productive workplace'          Classification (OIICS)                                                                         Oiics Code   Oiics Description       Percent Number
                                                                                                                               21           Bodily Reaction         10%     90
questions                       event:
                                For fiscal period 2002Q3                                                                       34           Exposure To Caustic,    5%      42

                                through 2007Q2                                                                                 13           Fall On Same Level      11%     106
Overtime usage
                                                                                                                               11           Fall To Lower Level     5%      47
Sick leave usage                (categories under 3% or not                                                                    41           Highway Accident        4%      39
                                 adequately coded are grouped                                                                  -            Misc                    19%     173
Non-disciplinary                into 'misc.')
                                                                                                                               22           Overexertion            11%     103
grievances/appeals filed                                                                                                       05           Rubbed Or Abraded By    5%      49
and disposition outcomes                                                                                                       01           Struck Against Object   5%      50
                                                                                                                               02           Struck By Object        25%     231
Worker Safety


                                Source: Labor & Industries, Research and Data Services (data as of 09/03/2007 )                                                                   15
   Develop                             DNR Individual Development Plans
  Workforce
                                                                                                            Analysis:
                                   Percent of DNR employees with current individual
Outcomes:                                                                                                    DNR will conduct a new survey in Spring
                                   development plans               89%                                        2008; this data is from Spring 2006.
A learning environment is                                                                                    Survey responses indicate that employees
created. Employees are             Total # of DNR employees with current IDPs*……………...1,138                   generally perceive that they have
                                   Total # of DNR employees*…………………………………..1,285                              opportunities for learning and development.
engaged in professional
development and seek to            *Applies to employees in permanent positions, both WMS & GS               Most employees have current individual
                                                                                                              development plans. The number of
learn. Employees have                                                                                         employees with individual development plans
competencies needed for                                                                                       is higher, though as a percentage this
                            Employee Survey “Learning & Development” Ratings                                  dropped by 1% since the last reporting
present job and future
                                                                                                              period.
advancement.
                                                                                                 Avg         Regions have a higher percentage of
                            Q5. I have opportunities at work to learn and grow.
                                                                                                              employees with current individual
                                                                                                 3.9
                                                                                                              development plans than do divisions.
Performance
Measures                    Q8. My supervisor gives me ongoing feedback that helps me                        Division employees are more likely to have
                                improve my performance.                                                       relatively immediate access to their
Percent employees with                                                                                        supervisor for developmental needs than
                                                                                                 3.8
current individual                                                                                            their regional counterparts.
development plans
                             Overall average score for Learning & Development Ratings: 3.9                   Regions have established a stronger
Employee survey ratings                                                                                       expectation and culture than divisions around
on “learning &                                                                                                completion of individual development plans.
development” questions                                                                                       General training on developing training plans
                                                                                      DNR Fire Training
Competency gap analysis                                                                                       is part of the agency’s Employee
                                                                                      Manager Joel
(TBD)                                                                                                         Performance Management training.
                                                                                      Rogauskas provides
                                                                                      training on            Supervisors are responsible to ensure that
                                                                                      deployment of fire      employees have accurate, up-to-date
                                                                                      shelters to staff       individual development plans.
                                                                                      agency-wide, and in
                                                                                                             DNR has some 20 in-house training
                                                                                      this photo to
                                                                                                              programs spanning the breadth of the
                                                                                      Governor Chris
                                                                                                              agency’s business functions
                                                                                      Gregoire.

                            Data as of July 1, 2007
                            Source: DOP 2006 Employee Survey and DNR Management Self-Reporting                                                             16
 Reinforce                              Current Performance Evaluations at DNR
Performance
                                                                The Mission of DNR is:

Outcomes:                                            To provide professional, forward-looking
                                                      stewardship of our state lands, natural           Analysis:
Employees know how their                                   resources, and environment;
                                                                                                         Survey responses indicate that
performance contributes to
                                                To provide leadership in creating a sustainable           employees generally see a meaningful
the goals of the                                    future for the Trusts and all Citizens.               linkage between their performance and
organization. Strong                                                                                      success of the DNR.

performance is rewarded;                Successful employee performance is linked to the mission of      Both the percent and number of
                                        the Department of Natural Resources.                              employees with current evaluations has
poor performance is                                                                                       increased since the last reporting period.
eliminated. Successful
                                    Percent of DNR employees* with current                               A small number of employees do not
performance is differentiated       performance evaluations                                       88%     have a current performance evaluation
and strengthened.                                                                                         documented, though other forms of
                                                                                                          feedback are generally in place.
Employees are held
                                    Total # of DNR employees                                             Management provides strong linkage
accountable.                                                                                              between agency goals and individual
                                    with current performance evaluations*………………………….1,133
                                                                                                          positions
                                    Total # of DNR employees*……………………………………...1,285
Performance Measures                                                                                     Division employees, with a lower
                                    *Applies to employees in permanent positions, both WMS & GS           percentage of current performance
Percent employees with                                                                                    evaluations than peers in regions, report
current performance                                                                                       higher ratings on recognition and having
evaluations                         Action Steps:                                                         a supervisor who deals with performance
                                                                                                          problems.
Employee survey ratings on          •    Continue working with managers to ensure they are working on
“performance and                                                                                         Divisions and regions are relatively equal
                                         evaluations at the proper times.
accountability” questions                                                                                 in survey responses, indicating that their
                                                                                                          supervisor discusses their progress with
                                    •    HR Consultants will continue to work with programs that are
Disciplinary actions and                                                                                  them.
                                         having problems with performance evaluations.
reasons, disciplinary
grievances/appeals filed and
disposition (outcomes)
Reward and recognition
practices (TBD)
                                Data as of July 1, 2007
                                Source: DNR Management Self-Reporting                                                                             17
 Reinforce                                      DNR Employee Survey
Performance                             “Performance & Accountability” Ratings
                                                                                                                          Analysis:
                                                                                                             Avg
Outcomes:                                                                                                                  DNR will conduct a new survey in Spring
                                   Q3. I know how my work contributes to the goals of my agency.
                                                                                                                            2008; this data is from Spring 2006.
Employees know how their                                                                                       3.6
                                                                                                                           Survey responses indicate that
performance contributes to         Q10. My performance evaluation provides me with meaningful                               employees generally see a meaningful
the goals of the                   information about my performance.                                                        linkage between their performance and
organization. Strong                                                                                           3.7          the success of the organization.

performance is rewarded;           Q11. My supervisor holds me and my co-workers accountable for                           DNR asked additional questions of our
                                   performance.                                                                             employees in our survey. Employees
poor performance is                                                                                                         were asked to rate whether “My
eliminated. Successful                                                                                         4.2          supervisor regularly discusses my
                                   Q9. I receive recognition for a job well done.                                           progress with me.” There was no
performance is differentiated
                                                                                                                            noticeable difference in the response to
and strengthened.                                                                                              3.7          this question between work units most
Employees are held                                                                                                          likely to have current evaluations, and
                                       Never      Seldom        Occasionally      Usually      Always                  those most likely to not have current
accountable.                                                                                                                evaluations.
                                                                                                                           Generally, the larger and more
                                    Overall average score for “Performance & Accountability”
Performance Measures                ratings: 3.8
                                                                                                                            geographically diverse organizational
                                                                                                                            units rely more on formal evaluations as
Percent employees with                                                                                                      an effective feedback tool, while smaller,
current performance                                                                                                         single-office organizations seem to be
                                                                                                 Earth Science Week
evaluations                                                                                                                 able to meet these needs equally using
                                                                                                   activities by DNR
                                                                                                                            other methods.
Employee survey ratings                                                                           promote public and
on “performance and                                                                                   professional        Action Steps:
accountability” questions                                                                          awareness of the
                                                                                                                           Employee Performance Management
                                                                                                status of earth science
                                                                                                                            (EPM) training provides supervisors with
Disciplinary actions and                                                                           in education and
                                                                                                                            tools for adhering to accountability and for
reasons, disciplinary                                                                                   society.
                                                                                                                            providing recognition.
grievances/appeals filed and
disposition (outcomes)                                                                                                     HR Consultants will work with managers
                                                                                                                            to tailor performance and accountability
Reward and recognition                                                                                                      options to their organizational and
practices (TBD)                                                                                                             geographic needs.
                                Data as of April 26, 2006
                                Source: DOP 2006 Employee Survey                                                                                                    18
 Reinforce
Performance                                     Formal Disciplinary Actions
                                                          at DNR
                                                                                                                       Analysis:
Outcomes:
                                                 Disciplinary Action Taken at DNR
                                                                                                                       • Except as circumstances warrant, discipline is
Employees know how their                      Time period = July 2006 through June 2007
                                                                                                                         progressive to allow an employee to be
performance contributes to                                                                                               responsive and correct performance or
                                                                                                                         conduct that does not meet standards of
the goals of the
                                                                                                                         acceptability.
organization. Strong                Dismissals                                                                    4
                                                                                                                        Not reported as “formal” discipline are
performance is rewarded;            Demotions                                                                     0      reprimands representing the lowest level of
poor performance is                 Suspensions                                                                   1      progressive discipline.
eliminated. Successful              Reduction in Pay                                                              4    Action Steps:
performance is differentiated                                                                                           Ensure that discipline is appropriate
                                    Total Disciplinary Actions                                                    8
and strengthened.                                                                                                        considering all relevant factors and
                                                                                                                         circumstances.
Employees are held
                                                                                                                        Continue to provide Employee Performance
accountable.                           There is no one-to-one correlation between the filings shown above
                                       and the issues displayed in the chart below. Some actions were                    Management (EPM) training for new
                                       modified by terms of settlement agreements allowing employees to                  supervisors.
                                       resign.
Performance Measures
Percent employees with
                                                                                                                        Oak Patch
current performance                          Issues Leading to Disciplinary Action at DNR
                                                                                                                         NAP was
evaluations                           Several issues may be included in the basis for a single disciplinary action.    established
Employee survey ratings on         Misuse of state resources………………………………………….3                                         in 1988 to
“performance and                                                                                                       protect the
                                   Neglect of duty………………………………………………………4                                                 highest
accountability” questions
                                   Insubordination……………………………………………………...4                                            quality oak
Disciplinary actions and                                                                                               ecosystem
reasons, disciplinary              Unauthorized absences……………………………………………2                                           remaining on
grievances/appeals filed           Chargeable vehicle accident on the job………………………….2                                 the Tahuya
and disposition                                                                                                         Peninsula.
(outcomes)
Reward and recognition
                                Data as of July 1, 2007
practices (TBD)
                                Source: DNR Case Management System                                                                                                     19
 Reinforce                      Disciplinary Grievances at DNR for
Performance                          Represented Employees


Outcomes:

Employees know how their
performance contributes to
the goals of the
organization. Strong
performance is rewarded;
poor performance is
eliminated. Successful              Total # Disciplinary Grievances Filed: 7
performance is differentiated
and strengthened.
                                    There is no one-to-one correlation between the filings shown above and the outcomes displayed in the chart below. The time
Employees are held
                                    lag between filing date and when a decision is rendered can cross the time periods indicated.
accountable.

                                Disposition (Outcomes) of Disciplinary Grievances
Performance Measures                        Time period = July 2006 through June 2007

Percent employees with          Settlement agreements……….....……………………...5
                                                                                                     DNR will award
current performance             Withdrawn……………………………..………………….2                                      more than a half
evaluations
                                Pending.…………………………………………………..1                                       million dollars this
Employee survey ratings on                                                                           fall, through the
                                Analysis:                                                            Wildland Fire
“performance and
accountability” questions          Grievances are not filed in all cases where                      Assistance Grant
                                    discipline is imposed.                                           Program, to fire
Disciplinary actions and                                                                             districts and city fire
reasons, disciplinary               Given the costs and element of uncertainty                      departments.
                                    inherent in grievance arbitration, resolution of
grievances/appeals filed
                                    disciplinary grievances subject to arbitration in
and disposition
                                    some instances is achieved through settlement
(outcomes)                          agreements providing mutually acceptable terms for
Reward and recognition              an employee’s separation.                                        Data as of July 1, 2007
                                                                                                     Source: DNR Case Management System
practices (TBD)
                                                                                                                                                                 20
 ULTIMATE
 OUTCOMES                                       DNR Employee Survey
                                            “Employee Commitment” Ratings
Employees are                                                                                              Avg
committed to the work             Q3. I know how my work contributes to the goals of my agency.
                                                                                                                 Analysis:
they do and the goals                                                                                      3.6
of the organization                                                                                               DNR will conduct a new survey in Spring
                                  Q12. I know how my agency measures its success.                                  2008; this data is from Spring 2006.
                                                                                                           4.2
                                                                                                                  Survey responses indicate that employees
Successful, productive            Q9. I receive recognition for a job well done.                                   are strongly committed to the goals and
employees are                                                                                                      success of the DNR.
                                                                                                           3.7
retained                                                                                                          There are opportunities to provide clearer
                                                                                                                   information about how the DNR measures
                                      Never      Seldom       Occasionally      Usually      Always           its success.
The state has the
                                                                                                                  While scores on recognition appear
workforce breadth and
                                  Overall average score for Employee Commitment ratings: 3.8                       relatively low, the DNR scored within the top
depth needed for
                                                                                                                   ten agencies in this category. While we do
present and future                                                                                                 better than most agencies we can learn
success                                                                                                            from experiences of others.
                                                                                                                  DNR participated in a forum at the
Performance Measures                                                                                               Governor’s request, with other high-scoring
                                                                                                                   agencies to determine and share “best
Employee survey ratings                                                                                            practices” in employee recognition..
on “commitment”
                                                                                                                 Action Steps:
questions
                                                                                                                  Continue to adhere to DNR agency core
Turnover rates and types                                                                                           competencies in support of fostering
Turnover rate: key                                                                                                 employee commitment.
occupational categories                                                                                           Continue work improving the ability of
                                                                                                                   supervisors to provide meaningful
Workforce diversity profile         The strategies for the 4,827-acre Blanchard Mountain forest blend
                                                                                                                   performance feedback and recognition.
                                    protection of diverse habitats and different recreation experiences
Retention measure (TBD)
                                    for visitors with producing a continuous flow of revenue for Skagit           Work on communications to clarify how the
                                                              County services.                                     DNR measures its success.


                              Data as of April 26, 2006
                              Source: DOP 2006 Employee Survey                                                                                               21
 ULTIMATE
 OUTCOMES
                                                                                         DNR Turnover Rates
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                           Total Turnover Actions: 44
                                  Note: Movement to another agency is currently not available in HRMS/BW


Performance Measures
Employee survey ratings on    Notes:
“commitment” questions         The data includes seasonal layoffs which skew                                 In August, a
                                the data; excluding seasonal layoffs in the latter                            comprehensive
Turnover rates and types
                                part of summer and early fall, DNR has                                        management plan
Turnover rate: key              approximately 5% turnover annually.                                           was approved for
occupational categories                                                                                       Cypress Island
                               Many employees stay with DNR for their entire
                                                                                                              Aquatic Reserve,
Workforce diversity profile     career, and with this trend DNR has an older
                                                                                                              located on the
                                workforce than many other state agencies. (see
                                                                                                              largest
Retention measure (TBD)         “Percent Age Distribution” Chart on next slide)
                                                                                                              undeveloped island
                                This will drive an increase in retirements and
                                                                                                              in the San Juans
                                the loss of much institutional knowledge.

                              Data from July 1, 2006 through June 30, 2007
                              Source: HRMS Business Warehouse
                                                                                                                                   22
 ULTIMATE                        DNR Workforce Diversity Profile

 OUTCOMES                                       DNR
                                                       Labor Market
                                                        Availability
                              Female            34%       37%
                              Disabled            3%        9%
Employees are                 Vietnam Vet         6%      10%
committed to the work         Disabled Vet        1%        1%
they do and the goals         People of color     5%      11%
of the organization           Persons over 40    71%       38%



Successful, productive
employees are
retained


The state has the
workforce breadth and
depth needed for                                                        Analysis:
present and future                                                       Agency diversity profile in part reflects a significant
success                                                                   reliance on natural resource professional occupations
                                                                          with less diverse labor markets and on the geographical
                                                                          dispersion of the workforce across the state in smaller,
Performance Measures                                                      less diverse communities.
Employee survey ratings on                                               The federal government, with strong affirmative action
“commitment” questions                                                    goal programs and hiring programs offering after-
                                                                          graduation employment as early as the Sophomore year
Turnover rates and types
                                                                          of college, hires many of the available ethnically diverse
Turnover rate: key                                                        candidates.
occupational categories                                                  Labor market availability is determined using the multi-
Workforce diversity profile                                               factor analysis approach used by the Governor’s
                                                                          Affirmative Action Policy Committee (GAAPCom).
Retention measure (TBD)
                                                                        Action Steps:
                                                                         The DNR is strengthening its Internship Program to
                                                                          better compete for natural resource college graduates.

                                                                       Data as of July 1, 2007
                                                                       Source: HRMS Business Warehouse
                                                                                                                                     23

				
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