HR Transformation: Building Capacity, Work Performance and Community. Presenters. Today s Presentation. Jay Canetto.

Transcription

1 HR Transformation: Building Capacity, Work Performance and Community 2008 IPMA-HR International Training Conference and Exposition October 20, 2008 Presenters Jay Canetto Director of Personnel New York State Office of the State Comptroller Dixon Southworth Consultant New York State Office of the State Comptroller Today s Presentation Organizational Context OSC s HR Transformational Approach Questions and Answers 1

2 Organizational Context Who We Are: 2627 employees Central Office in Albany Three Offices in New York City Eight Regional Offices Unionized Workforce 54% Professional/ Technical 29% Clerical and Support Staff 17% Management Confidential (non-union) Organizational Context What We Do: Manage State Fiscal Affairs Oversee State & Local Government Fiscal Operations Manage NYS and Local Government Retirement Systems and Funds Advance Public Policy Human Resources is about helping people and organizations succeed. 2

3 HR was data rich and information poor. We now use technology to turn data into information Tools we use: Excel Crystal Reports SPSS Snap Survey We began with a Theoretical Framework for Human Resource Management 3

4 Theoretical Framework for Human Resource Management General Systems Theory- Inputs, Processes and Outputs Federal Office of Personnel Management (OPM) 1) Strategic Alignment 2) HRM Program Effectiveness 3) HR Operational Efficiency 4) Measures of Legal Compliance Theoretical Framework for Human Resource Management Antecedents to Work Performance Human Resources Mental Ability Potential Ability Physical Ability Socio-economic Conditions Enabling Opportunities Education & Training Experience Associations Healthy Living Special Programs Theoretical Framework for Human Resource Management Work Inputs- The Cause of Work Performance Work Inputs Competencies (Applied Abilities) Knowledge, Skills, Abilities Effort Intention, Energy Power Authority, Resources, Influence 4

5 Theoretical Framework for Human Resource Management Work Processes Work Processes Production Administration Infrastructure Support Behaviors Improvements & Innovations Theoretical Framework for Human Resource Management Work Outputs Work Output Service Interpersonal Communication New/ Improved Systems New/ Improved Outputs Efficiency Measures Cost per Unit of Output Intake Work Production Backlog Completion Rate Cycle Time Timeliness Accessibility Communication Rate of Change Costs per Unit of Change Theoretical Framework for Human Resource Management Work Outcomes Outcomes Program Outcomes Program Benefits Program Unintended Consequences Human Resource Outcomes Rewards Punishments Obligations Adversities Evaluation Outcomes Performance Measurement Fairness 5

6 Theoretical Framework for Human Resource Management Work Impacts IMPACTS WHAT Emotional Impact Feelings HOW Psychological Impact Judgments/ Attitudes HOW MUCH Spiritual Impact Well Being WHY Intellectual Impact Reasoning/ Beliefs DETAILS Affiliation Security/ Pleasure Relationships/ Achievement Trust, Esteem Ethics/ Fairness Happiness Comfort Involvement Meaning We now have a Human Resources Performance Dashboard Human Resources Performance Dashboard Strategic Objectives Building Capacity Building Performance Building Community Service Objectives Staffing the Agency Staff Development Staff Performance Diversity, Fairness and Legal Compliance Staff Rewards and Benefits Work Environment Legend GOOD CAUTION ALERT 6

7 We now use Workforce Data to Manage HR Services Uses of Workforce Data: 1. Measure efficiency and effectiveness 2. Improve business processes 3. Help manage the workforce 4. Develop strategic workforce plans We started by inventorying HR services 7

8 Inventory Results: Identified 30 Key Service Areas to Measure Identified 7 Common Processes Related to HR Services Key Areas to Measure Strategic HR Objective Building HR Capacity Recruitment Retention Training & Development Inventory Training & Development Traineeships HR Services Staffing Inventory Appointments/ Promotions Examinations Decentralized Examinations Classification Inventory Classification Examination Requests, Examinations, Backlog, Cycle Time, Completion Rate Candidates Tested Recruitment Activities, # of Contacts, Applicants & Appointments Retention Rate Measures Positions Filled, Vacant Positions, Approved Fill Levels Fill Requests, Appointments, Backlog, Cycle Time Classified Positions, Organizational Chart Classification Requests, Completed Classifications, Backlog, Cycle Time, Completion Rate Staff Trained, Staff with Training Needs Training Requests, Completed Sessions, Backlog, # of Participants, Participation Rate Traineeships, Successful Completion Rate 8

9 Strategic HR Objective Building HR Performance Diversity HR Services Performance Inventory Performance Management Time & Attendance Performance Evaluation Probation Evaluation Employee History Records Employee Relations Personnel Transactions Staff Performance Level # of Service Requests, # of Completed Services, Backlog, Participation Rate Attendance, # of Timesheets, Timeliness, Accuracy Completion Rate of Documentation, Timeliness, Accuracy, Aggregate Ratings Completion Rate of Documentation, Timeliness, Accuracy, Probation Completion Rate # of Records, Usage # of Disciplinary Cases & Grievances, # of Appeals, Success Rate Rate of Diversity Measures # of Transactions Completed, Timeliness, Accuracy Strategic HR Objective Building HR Community Retirement HR Services Satisfaction Inventory Payroll Services Employee Benefits Leaves and Separations Workers Compensation Employee Recognition Organizational Health Health Services Employee Assistance Program Staff Satisfaction Level Employees Paid, Timeliness, Accuracy Claims, Assists Leaves and Separations, Assists Retirements, Assists Claims, Assists Participation Rate Measures Service Requests, Completed Services, Backlog, Participation Rate Service Requests, Completed Services, Backlog, Participation Rate Service Requests, Completed Services, Backlog, Participation Rate We prepared data specifications 9

10 Prepared data specifications Is this an inventory or a service? What do we want to know? What are the measures? What data fields do we need? What data sources have the information? How often should this be reported? Service/Inventory: 1) Staffing/ Classification Level- Inventory Questions to answer: How many staff and positions do I, the program manager, have in each of my bureaus, and in what titles? Are my vacant positions encumbered? How many more positions can I fill, full or part time? Measures: Intake Work Production Cycle Time Backlog Completion Rate Accuracy Timeliness X Inventory Other Data needed: # of requests, Date of requests # of completed services Date service requested, Date service completed # of services not completed # of completed services, # of denied/ withdrawn services # of services completed, # of services with errors # of services completed on time, # of late services Data fields: Filled positions, vacant positions Fill approval requested, fill approval received Work % Encumbrance Demographic fields: Item number, Employee Name, Title, Titlecode, Division, Bureau, Distribution Code, gender, ethnicity, age Data source: HRIS and 2266 Date data needed: Monthly Uses of Workforce Data: 1) Measure efficiency and effectiveness 10

11 659 OSC employees are currently on probation (including traineeships), or 23.3% of the total workforce. Building Capacity Key Service Indicator for Appointments and Promotions Number of Appointments, Promotions and Transfers Appointments made in 1st quarter of calendar year Total appointments for the year Building Capacity Key Service Indicator for Appointments & Promotions Average Cycle Time to Fill a Position # of Business Days st Quarter Average Yearly Average 11

12 Building Capacity Drilldown for Key Service Indicator for Appointments Average Position Fill Time Business Days Finance Admin Waiver Recruit & Select 2/1/04-1/31/06 1/1/07-12/31/ Total Drilldown for Key Service Indicator for Appointments OHR Staffing Services Times Month completed Post Vacancy to Web* Provide Eligible List- 1st Request* Provide Eligible List- 2nd Request* Aug Sep Oct Nov Dec * Average # of business days 23 OSC account for: 65% of all appointments 70% of all interview and selection time 12

13 3 Mission-critical Title Groups targeted for enhanced recruitment: State and Local Govt. Auditors and Examiners Information Technology titles Retirement System Clerks and Examiners Building Capacity Key Service Indicators for Position Classification 2008 Classification Report I New Position Classification Performance Measures 1) Work Production Baseline Measures 2007 Performance Yearly Average a) New requests (Intake) b) Classification requests completed c) Requests denied/ withdrawn d) Completion rate 84% 95% 1e) Backlog ) Cycle Time 2a) Average cycle time 80 business days 64 business days 2b) Timeliness 61% within 80 77% within 80 business days business days Building Capacity Key Service Indicators for Position Classification Results Reduced unproductive work Reduced backlog Reduced cycle time Improved relationship with partner agencies 13

14 Building HR Community Tools for Evaluating HR Community New Employee Survey Employee Exit Questionnaire 2008 Employee Opinion Survey Building HR Community New Employee Survey 96% responded that they agreed or strongly agreed that overall they felt welcome at OSC, and 94% responded that they were satisfied or very satisfied with OSC s hiring and on-boarding processes. Building HR Community New Employee Survey only 86% responded that before starting the first day, they knew they would be serving a probationary period, and only 69% responded that they knew the length of their probationary period. 14

15 Building HR Community Employee Exit Questionnaire 68% of respondents were willing to have their responses shared with their division 96% were satisfied or very satisfied with their work experience, and 91% were satisfied or very satisfied with their work environment Building HR Community Employee Exit Questionnaire 27% responded that they were dissatisfied or very dissatisfied with their advancement opportunities, 18 % were dissatisfied with their work assignments, and 18% were dissatisfied or very dissatisfied with rewards/ recognition. Building HR Community Separation Type Turnover Rates Yearly Average st Half 2008 Disciplinary Terminations Probationary Terminations Other Terminations Resignations Retirements/ Deaths Total Turnover Rate 6.8% 10.3% 3.8% 15

16 Uses of Workforce Data: 2) Improve Business Processes Common HR Service Processes 1. Provide forms, information, consultations, training and reviews 2. Record service activities 3. Notify stakeholders 4. Obtain stakeholder feedback 5. Track and analyze data 6. Make policy and process improvements 7. Report on service activities Process improvements to explore: Self Help Services Develop an Intranet library for forms, information, resources and FAQ s for all HR services Develop on-line training modules 16

17 Process improvements to explore: Expand the use of surveys and focus groups Survey operating divisions on the effectiveness of HR services and improvement opportunities Increase recording and tracking efficiency measures Improve data interpretation and analysis Uses of Workforce Data: 3) Help Manage the Workforce What workforce data do Program Managers need to manage their workforce? 17

18 Human Resources Performance Dashboard Strategic Objectives Building Capacity Building Performance Building Community Service Objectives Staffing the Agency Staff Development Staff Performance Diversity, Fairness and Legal Compliance Staff Rewards and Benefits Work Environment Legend GOOD CAUTION ALERT Bureau 1 Positions Vacant positions Requested Approved fills Training Training needed Training completed Present job Growth Division A- Staff Capacity Bureau 2 Positions Vacant positions Requested Approved fills Training Training needed Training completed Present job Growth Bureau 3 Positions Vacant positions Requested Approved fills Training Training needed Training completed Present job Growth Division A- Staff Performance Bureau 1 Bureau 2 Bureau 3 Time and Attendance Time and Attendance Time and Attendance Attendance record Attendance record Attendance record Evaluations Evaluations Evaluations Completion record Completion record Completion record Ratings Ratings Ratings Production Production Production Behaviors Behaviors Behaviors Initiatives Initiatives Initiatives 18

19 Bureau 1 Employee Satisfaction Work Environment Trust Affiliation Well being Understanding Supervisory Relations Work Relations Development Rewards and Recognition Division A- Staff Community Bureau 2 Employee Satisfaction Work Environment Trust Affiliation Well being Understanding Supervisory Relations Work Relations Development Rewards and Recognition Bureau 3 Employee Satisfaction Work Environment Trust Affiliation Well being Understanding Supervisory Relations Work Relations Development Rewards and Recognition Bureau 1 Division A- Program Performance Bureau 2 Bureau 3 Production Production Production Efficiency Effectiveness Administration Efficiency Effectiveness Administration Efficiency Effectiveness Administration Behaviors Initiatives Legal Compliance Diversity Behaviors Initiatives Legal Compliance Diversity Behaviors Initiatives Legal Compliance Diversity Challenges Recording the data Access to data Data migration Templates 19

20 Uses of Workforce Data: 4) Develop Strategic Workforce Plans Develop Strategic Workforce Plans Envision future role of government as employer, developer of workers, and promoter of social contract Expand systems and strategic thinking Increase information availability and accessibility Prepare for Hollowed State of government workforce Develop Strategic Workforce Plans -Macro Issues- Increasing global competition for skilled labor Increasing availability of semi-skilled, unskilled labor More contractual and temporary workers New titles/ KSA s Existing titles/positions becoming obsolete Changing work environment Aging work force Increasing diversity and differing expectations of diverse employees 20

21 Develop Strategic Workforce Plans -Micro Issues- Increased focus on performance Increased accountability Need to control expenses (salaries, benefits, resources, etc.) Monitoring cost of living Continuous staff growth and development Develop Strategic Workforce Plans -Indirect Issues- Energy (Think 100 times as much as now) New sources of energy Energy conservation Cleaner environment Security Global threats Weapons Illegal/ dangerous entities Safe work environment Develop Strategic Workforce Plans -Strategies- Increase data collection Increase competencies Collaborate within the organization Collaborate beyond the organization Other agencies Other governments Constituents 21

22 HR Transformation: Building Capacity, Work Performance and Community 2008 IPMA-HR International Training Conference and Exposition October 20, 2008 Jay Canetto Director of Personnel New York State Office of the State Comptroller Dixon Southworth Consultant New York State Office of the State Comptroller 22