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

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

3 Executive Summary [Enter Agency Name]

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

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

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

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

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

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

[Enter Agency Name] 10 Analysis:  [XXX] Action Steps: (What, by whom, by when)  [XXX] Sick Leave Hrs Used / Sick Leave Balance (per capita) * Statewide data does not include DOL, DOR, L&I, and LCB Sick Leave Usage Deploy Workforce Outcomes: Staff know job expectations, how they’re doing, & are supported. Workplace is safe, gives capacity to perform, & fosters productive relations. Employee time and talent is used effectively. Employees are motivated. Performance Measures Percent employees with current performance expectations Overtime usage Sick leave usage Non-disciplinary grievances/appeals filed and disposition (outcomes) Avg Hrs SL Used (per capita) - Agency Avg SL Balance (per capita) - Agency [XX] Hrs Avg Hrs SL Used (per capita) – Statewide* Avg SL Balance (per capita) – Statewide* 6.4 Hrs240.2 Hrs [DOUBLE CLICK CHART TO ENTER AGENCY DATA] Data Time Period: [mm/yy] through [mm/yy] Source: [Enter Data Source] Agency Priority: [High/Medium/Low]

[Enter Agency Name] 11 Non-Disciplinary Grievances (represented employees) Analysis:  [XXX] Action Steps: (What, by whom, by when)  [XXX] [DOUBLE CLICK CHART TO ENTER AGENCY DATA] Non-Disciplinary Grievance Disposition* (Outcomes determined during time period listed below)  [XXX] * There may not be a one-to-one correlation between the number of grievances filed (shown top of page) and the outcomes determined during this time period. The time lag between filing date and when a decision is rendered can cross the time periods indicated. Deploy Workforce Outcomes: Staff know job expectations, how they’re doing, & are supported. Workplace is safe, gives capacity to perform, & fosters productive relations. Employee time and talent is used effectively. Employees are motivated. Performance Measures Percent employees with current performance expectations Overtime usage Sick leave usage Non-disciplinary grievances/appeals filed and disposition (outcomes) Top 5 Non-Disciplinary Grievance Types (i.e., Compensation, Overtime, Leave, etc) Data Time Period: [mm/yy] through [mm/yy] Source: [Enter Data Source] Total Non-Disciplinary Grievances = [XX] Grievance Type # Grievances 1. [XX][XX] 2. [XX][XX] 3. [XX][XX] 4. [XX][XX] 5. [XX][XX] Agency Priority: [High/Medium/Low]

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

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

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

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

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

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

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

[Enter Agency Name] 19 Employee Survey Ratings ULTIMATE OUTCOMES Employees are committed to the work they do and the goals of the organization Successful, productive employees are retained The state has the workforce breadth and depth needed for present and future success Performance Measures Turnover rates and types Turnover rate: key occupational categories Workforce Diversity Profile Employee Survey Information Retention measure (TBD) Data as of November 2007 Source: Statewide Employee Survey Agency Priority: [High/Medium/Low] Analysis:  [XXX] Action Steps: (What, by whom, by when)  [XXX] Question Avg April 2006 Avg Nov ) I have the opportunity to give input on decisions affecting my work. 2) I receive the information I need to do my job effectively. 3) I know how my work contributes to the goals of my agency. 4) I know what is expected of me at work. 5) I have opportunities at work to learn and grow. 6) I have the tools and resources I need to do my job effectively. 7) My supervisor treats me with dignity and respect. 8) My supervisor gives me ongoing feedback that helps me improve my performance. 9) I receive recognition for a job well done. 10) My performance evaluation provides me with meaningful information about my performance. 11) My supervisor holds me and my co- workers accountable for performance. 12) I know how my agency measures its success. 13) My agency consistently demonstrates support for a diverse workforce. Overall average: [X.X] [X.X] Number of survey responses: [XX] [XX]