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Introduction
The state operates a large, diverse workforce, which currently encompasses five distinct generations.
Seasoned workers are nearing retirement at a rapid, yet predictable rate, while younger generations are
less enchanted by a traditional career path.
Research indicates that younger workers in the United States no longer expect to form long-term
psychological contracts with their employers. A 2007 journal article about Georgia’s 1996 Merit System
Reform Act notes the changing nature of the workforce. The author concludes that “at-will employment
may suit the next generation of workers, who enter the workforce anticipating that their career path will
involve a number of different jobs with different organizations.”
That at-will employment is mutually attractive to both the state and its employees is reflected in the
annual turnover rate of 19.5%. This figure includes not only retirements and terminations, but also (and
substantially) “voluntary” turnover, which accounts for those who leave to pursue opportunities of their
own choosing. Voluntary turnover creates service delivery challenges as there is generally unplanned lost
productivity, increased burdens on colleagues, increased recruiting costs, increased training costs and
reduction in morale.
The portion of the state’s budget devoted to personnel costs, especially increasing benefit expenses, is
significant. Taxpayer resources are not limitless; therefore, continuous refinement of the ways by which
vital services are delivered is important. Agency leaders must acknowledge employment trends and
embrace organizational change so that the state is able to deliver essential services efficiently and
effectively in the future.
State leaders must recognize that much has changed over the past 20 years, and organizational change is
certain to continue. The state workforce will look different tomorrow than it did yesterday, or even today.
How people work will change. It is in the interest of the state and every agency to anticipate this change
and plan effectively.
The FY 2018 Workforce Report is not a playbook of solutions – which are undoubtedly complicated and
likely unique to individual agencies or groups of agencies that are similar – but rather this report offers
insightful data and analysis to encourage collective leadership thinking.
Please note:
1. This report only reviews entities in the TeamWorks implementation of Oracle PeopleSoft HCM
under the purview of the State Account Office. There is no data included from the University
System of Georgia.
2. Unless stated otherwise, the counts reflect full-time, benefit eligible employees.
3. When listing entities, the counts will include administratively attached agencies as well when they
share a company number.
1
Executive Summary
Recruiting will become a core competence. Although holding at 19.5% turnover for FY 2018, there is room
to find improvement. Though the root cause is debatable, it is undeniable modern job candidates are less
likely to seek career-long employment with a single employer. Recruiting talented individuals – and
harnessing their capabilities during their state employment – will need to become a core competency of
every state entity as consistent churn is to be expected for at least the near-term.
Talent Development should also be a core competence. State entities must first have a clear
understanding of the competencies needed to support their statutory missions. Talent must be aligned
and developed to sustain effective operations. Organizational effectiveness will result not just from
recruiting key talent, but from nurturing teams and challenging staff to grow at every level in the
organization. This includes clearly defined expectations and appropriate engagement in decision-making.
Too often, managers neglect talent development, then seek “been there, done that” experience to solve
for critical needs. Coaching and performance management will be in greater demand as the dynamics in
the workforce change and as talent expects to learn before they leave for other opportunities.
Generational differences require a culture of adaptability. Though not necessarily reflected in senior
leadership, younger generations constitute a major segment of the workforce today. Soon the Millennial
generation will be the largest active cohort. The results of this change may take many forms, including
increased demands for non-standard work arrangements (i.e., mobile technology, flexible schedules) and
challenges to traditional organizational and decision-making structures. State entities that adapt to an
evolving workforce are most likely to realize organization goals and mission-oriented objectives by
attracting, developing and retaining talent in such a supportive employee culture.
Impending retirements will yield a substantial knowledge and experience gap. In addition to the
congratulations and the cakes, retirements mean potentially lost experience and expertise. As a large
portion of the workforce will be able to retire in the next five years, state entities must be conversant in
succession planning, management development and knowledge management strategies. Excelling at
recruiting and developing talent will be more apparent as only those organizations with a pipeline of new
leaders will continue to fulfill their core missions into the future.
2
Table of Contents
FY 2018 Demographics (Benefits Eligible) .................................................................................................... 3
FY 2018 Classification .................................................................................................................................... 3
Headcount by Fiscal Year .............................................................................................................................. 3
FY 2018 Headcount and Average Salary by Job Family ................................................................................. 4
FY 2018 Headcount by Agency ...................................................................................................................... 5
FY 2018 Employment by County ................................................................................................................... 6
FY 2018 Termination & Hiring Activity by Agency ........................................................................................ 7
Terminations by Type by Fiscal Year…. ......................................................................................................... 8
Voluntary Terminations by Tenure by Fiscal Year ........................................................................................ 8
FY 2018 Hires by Education Level ................................................................................................................. 8
FY 2018 Hires by Generation ........................................................................................................................ 8
FY 2018 Retirement Eligibility by Agency ..................................................................................................... 9
Turnover Trend by Fiscal Year ..................................................................................................................... 10
Voluntary Turnover by Generations by Fiscal Year ..................................................................................... 10
3
FY 2018 Demographics FY 2018 Classification
State law prohibits additional employees to be enrolled into
the Classified service after June 30, 1996. Since then all new
employees are in the unclassified service, which is defined as
“employment at will.”
Headcount by Fiscal Year
Note: As a result of the Job Classification and Career Pathing project (effective Jan 1, 2016), many positions previously
categorized as supervisors or non-managers moved into manager roles.
96.6%
3.4%
Unclassified Classified
80
,18
7
76
,37
8
73
,47
1
71
,07
1
68
,50
0
66
,04
6
65
,04
9
65
,06
3
61
,93
1
63
,00
0
62
,88
3
82,26278,369
75,50973,162
70,67368,196 67,207 67,313 66,495 67,771 67,798
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Staff Managers + Total
Headcount
Employees (Benefits Eligible) 67,798
Headcount by Gender
Males 34.4%
Females 65.6%
Headcount by Ethnicity
Black 50.6%
White 44.8%
Other 4.6%
Average Age 44.0
Average Tenure 8.6
4
FY 2018 Headcount and Average Salary by Job Family
Support Services includes administrative, clerical and customer service positions, operations and program/project support
and management positions, as well as, marketing and sales positions.
$44,232
$35,546
$61,458
$45,210
$48,314
$48,935
$25,648
$66,344
$70,447
$85,812
$34,362
$39,840
$44,487
$48,506
$56,115
$45,077
$39,666
$35,226
$41,522
0 2,000 4,000 6,000 8,000 10,000 12,000 14,000
Real Estate
General
Engineering
Natural Resources
Applied Science
Human Resources
Food - Farm
Information Technology
Legal
Audit
Facilities
Transportation
Regulatory
Financial
Education
Healthcare
Support Services
Social Services
Law Enforcement
Headcount noting Average Salary
5
FY 2018 Headcount by Agency (may include administratively attached)
153
3,878
5,737
230
195
11
41
92
13
104
123
144
257
1,040
85
1,860
984
771
177
326
1,755
696
295
1,075
3,311
1,564
201
3,477
163
123
196
903
151
547
6,608
90
876
199
577
706
567
9,637
2,090
5,277
951
349
4,197
99
523
203
0 2,000 4,000 6,000 8,000 10,000 12,000
Veterans Service
Transportation (DOT)
Technical Colleges
Technical College System (TCSG)
Teachers Retirement System (TRS)
Subsequent Injury Trust Fund
Student Finance Commission
State Road & Tollway (SRTA)
State Properties Commission
State Financing & Invest. Comm. (GSFIC)
State Board of Workers Comp.
State Accounting Office (SAO)
Secretary of State
Revenue (DOR)
Public Service Commission
Public Safety (DPS)
Public Health (DPH)
Public Defender Council
Pardons & Paroles
Office of Planning and Budget (OPB)
Natural Resources (DNR)
Legislative Branch
Law
Labor (DOL)
Juvenile Justice (DJJ)
Judicial Branch
Insurance Commissioner
Human Services (DHS)
Georgia Technology Authority (GTA)
Georgia Public Broadcasting
Georgia Correction Industries
Georgia Bureau of Investigation (GBI)
Georgia Building Auhority (GBA)
Forestry (GFC)
Family and Children Services (DFCS)
Employee Retirement Sys. (ERS)
Education (DOE)
Economic Development
Early Care & Learning (DECAL)
Driver Services (DDS)
Defense (DOD)
Corrections (DOC)
Community Supervision (DCS)
Community Service Boards
Community Health (DCH)
Community Affairs (DCA)
Behavioral Health & Developmental Disability (DBHDD)
Banking & Finance
Agriculture
Administrative Services (DOAS)
6
FY 2018 Employment by County
7
FY 2018 Termination and Hiring Activity by Agency (may include administratively attached)
44635
825161601224291412044
18210
358135136
864
197743712
1,241192
8693
92234112
2594
89918
11025
145137157
2,566209
2,191119
56953
1783
27
(35)(574)
(846)(29)(12)
(1)(5)
(20)(3)(7)
(13)(16)
(9)(46)
(112)(7)
(264)(145)(128)
(19)(72)
(177)(94)(34)
(252)(1,365)
(174)(22)
(482)(12)(28)(34)(73)(30)
(85)(1,372)
(16)(119)
(20)(57)
(129)(169)(2,677)
(258)(1,755)
(163)(97)
(1,047)(15)
(76)(55)
-3,000 -2,000 -1,000 0 1,000 2,000 3,000
Veterans Service
Transportation (DOT)
Technical Colleges
Technical College System (TCGS)
Teachers Retirement System (TRS)
Subsequent Injury Trust Fund
Student Finance Commission
State Road & Tollway Authority (SRTA)
State Properties Commission
State Financing & Invest. Comm. (GSFIC)
State Board of Workers Comp.
State Accounting Office (SAO)
Soil & Water Conservation (SWC)
Secretary of State
Revenue (DOR)
Public Service Commission
Public Safety (DPS)
Public Health (DPH)
Public Defender Council
Pardons & Paroles
Office of Planning and Budget (OPB)
Natural Resources (DNR)
Legislative Branch
Law
Labor (DOL)
Juvenile Justice (DJJ)
Judicial Branch
Insurance Commissioner
Human Services (DHS)
Georgia Technology Authority (GTA)
Georgia Public Broadcasting
Georgia Correctional Industries
Georgia Bureau of Investigation (GBI)
Georgia Building Authority (GBA)
Forestry (GFC)
Family and Children Services (DFACS)
Employee Retirement Sys. (ERS)
Education (DOE)
Economic Development
Early Care & Learning (DECAL)
Driver Services (DDS)
Defense (DOD)
Corrections (DOC)
Community Supervision (DCS)
Community Service Boards
Community Health (DCH)
Community Affairs (DCA)
Behavioral Health & Developmental Disability (DBHDD)
Banking & Finance
Agriculture
Administrative Services (DOAS)
Terms Hires
8
Terminations by Type by Fiscal Year Voluntary Terminations by Tenure by Fiscal
Year
FY 2018 Hires by Education Level FY 2018 Hires by Generation
7,1
97
1,6
07
1,9
85
81
5
7,7
36
1,4
54
1,8
84
89
3
6,8
62
1,5
45
1,7
64
95
2
7,2
17
1,4
93
1,8
12
91
70
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
Voluntary Involuntary Retirement Transfers Out
FY 2015 FY 2016 FY 2017 FY 2018
47
.3%
33
.0%
10
.6%
9.1
%
47
.6%
34
.7%
8.4
%
9.3
%
48
.1%
35
.6%
6.9
%
9.4
%
51
.0%
34
.2%
6.4
%
8.5
%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
0.0 - 1.9 Yrs 2.0 - 5.9 Yrs 6.0 - 9.9 Yrs 10.0 + Yrs
FY 2015 FY 2016 FY 2017 FY 2018
14.8%
29.5%
20.6%
21.4%
13.8%
Less than HS High School Tech/AA Bachelor Master
Veterans (1925-1945)0.1%
10.9%
30.1%
56.7%
2.3%
Veterans (1925-1945) Baby Boomers (1946-1964)
Gen X (1965-1980) Millennials (1981-1997)
Gen Z (1998+)
9
FY 2018 Retirement Eligibility by Agency (may include administratively attached)
32.1%
23.8%
25.9%
29.6%
29.4%
54.6%
13.1%
14.0%
0.0%
41.8%
44.4%
25.7%
16.9%
25.0%
43.4%
17.0%
23.3%
19.1%
44.3%
13.7%
24.8%
28.7%
24.4%
37.6%
13.1%
29.0%
43.5%
22.8%
42.1%
14.6%
29.1%
15.3%
26.3%
19.6%
14.3%
13.8%
23.8%
23.8%
9.3%
19.2%
22.1%
16.5%
15.5%
17.0%
23.1%
20.7%
21.6%
15.2%
26.1%
29.2%
0% 10% 20% 30% 40% 50% 60%
Veterans Service
Transportation (DOT)
Technical Colleges
Technical College System (TCSG)
Teachers Retirement System (TRS)
Subsequent Injury Trust Fund
Student Finance Commission
State Road & Tollway (SRTA)
State Properties Commission
State Financing & Invest. Comm. (GSFIC)
State Board of Workers' Comp
State Accounting Office (SAO)
Secretary of State
Revenue (DOR)
Public Service Commission
Public Safety (DPS)
Public Health (DPH)
Public Defender Council
Pardons & Paroles
Office of Planning and Budget (OPB)
Natural Resources (DNR)
Legislative Branch
Law
Labor (DOL)
Juvenile Justice (DJJ)
Judicial Branch
Insurance Commissioner
Human Services (DHS)
Georgia Technology Authority
Georgia Public Broadcasting
Georgia Correctional Industries
Georgia Bureau of Investigation (GBI)
Georgia Building Authority
Forestry (GFC)
Family and Children Services (DFACS)
Employee Retirement Sys. (ERS)
Education (DOE)
Economic Development
Early Care & Learning (DECAL)
Driver Services (DDS)
Defense (DOD)
Corrections (DOC)
Community Supervision (DCS)
Community Service Boards
Community Health (DCH)
Community Affairs (DCA)
Behavioral Health & Developmental Disability (DBHDD)
Banking & Finance
Agriculture
Administrative Services (DOAS)
Now 2 Years 5 Years
10
Turnover Trend by Fiscal Year
Voluntary Turnover by Generations by Fiscal Year
20.1% 19.7%20.4% 20.7%
19.5% 19.5%
0%
5%
10%
15%
20%
25%
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
3.6%4.9% 5.7%
2.9%
4.3% 4.7% 4.4% 4.8%
9.1% 9.3%7.6% 7.4%
23.3%24.5%
19.6% 19.9%
29.1%
32.5%
0%
5%
10%
15%
20%
25%
30%
35%
FY 2015 FY 2016 FY 2017 FY 2018
Veterans (1925-1945) Baby Boomers (1946-1964) Gen X (1965-1980)
Millennials (1981-1997) Gen Z (1998+)
11
Notes
12
13
Human Resources Administration Division 200 Piedmont Avenue, West Tower, Suite 1206
1- 877 - 318 - 2772 [email protected]