Georgia state government...workforce report, 2015

Georgia State Government FY2015 Workforce Report
July 1, 2014 June 30, 2015
Department of Administrative Services Human Resources Administration Division 200 Piedmont Avenue, West Tower Suite 500
T: 1-877-318-2722 or 404-656-2705 hra@doas.ga.gov

EXECUTIVE SUMMARY
Information in this report provides a snapshot of the State's workforce for Fiscal Year 2015. The first section containing Tables 1-6 provides a basic overview of all state entities, all branches of government. The remainder of the report focuses on Executive Branch entities only. All data excludes Georgia World Congress Center and Board of Regents, and is further limited to entities utilizing the State's enterprise HRIS Peoplesoft/TeamWorks.
Top 3 Takeaways
1. Workforce. The state's benefit-eligible workforce continued to shrink slightly, but still accounts for more than 80% of public sector staffing. State entities supplemented benefit-eligible staffing with various non-permanent employment arrangements, which accounted for another 16% of staffing. Nearly 2% of these non-permanent employees were on course to work 30 hours or more per week in any one month, and therefore will likely be eligible for healthcare benefits during open enrollment for the 2016 calendar year. These numbers do not reflect staffing assigned to government employers by staffing firms or independent contractors. Management of rising personal service costs will be one of the significant challenges agencies will face in 2016.
2. Turnover. The general turnover rate continues to climb marginally, with voluntary resignations the primary driver. Specifically, more than 18% of new hires left employment with less than 1 year of service, and nearly 50% of new hires left before their second anniversary. The top three jobs driving nearly 70% of this turnover are Correctional Officers at Corrections and Department of Juvenile Justice; Protect & Placement Specialists (social workers) at Department of Human Services; and Health Aides at Department of Behavioral Health. While a robust level of hiring has been underway for entry-level Protect & Placement Specialist and Correctional Officers, agencies must focus on narrowly tailored retention strategies.
3. Retirements. The number of employees that retired in FY2015 was slightly higher than the previous year, and 10% of the workforce remains eligible to retire today. This number is conservative in that it does not account for categories of employees that may retire at an earlier age nor employees that have purchased service credits. Nevertheless, as estimated 15-25% of the workforce will be eligible to retire over the next 5 years, which is 5-10% higher than percentages other employers recently reported. State entities of particular vulnerability include Georgia Student Finance, State Board of Workers' Compensation, Georgia Building Authority, and Office Commissioner of Insurance, each with more than 20% of their workforce eligible to retire today and climbing to around 30% within the next five years. This data also supports the recommendation that agencies focus on data-driven retention strategies so that they are prepared to replace their retirement-eligible population.
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Areas of Focus
#1 Management of Rising Personnel Costs
Changing laws and regulations at the federal level, and two U.S. Supreme Court decisions interpreting such changes, leaves state employers with less discretion concerning who is and is not eligible for certain employment benefits and when. Employment benefits extended to spouses now apply to legally licensed same-sex spouses and children of same-sex spouses. In addition, the Affordable Care Act changed the definition of a "full-time" employee to a lower threshold of hours worked in a week, and assigned responsibility for offering healthcare to employees to common law employers. These changes not only promise to increase personnel costs for individuals on the state's payroll, but will also increase staffing costs associated with workers assigned by staffing firms. Finally, proposed changes to the Fair Labor Standards Act regulations will also likely require employers at some point in 2016 to begin closely managing overtime-eligible hours for a segment of their workforce currently classified as exempt from overtime regulations.
To manage rising personnel costs agencies will need to:
1) Reclassify employees currently exempt from the Fair Labor Standards Act overtime provisions in accordance with revised regulatory standards should the proposed regulations become final;
2) Take care in designating individuals as independent contractors in accordance with IRS guidance; and
3) Actively monitor working hours and assigned temporary labor to avoid surprise personnel costs in the form of penalties or unintended employer-paid contribution increases for benefits.
The Human Resources Administration Division (HRA) of the Department of Administrative Services (DOAS) has worked to keep HR and financial leaders informed on these issues. HRA will also be working closely with the DOAS Procurement Division and stakeholders to assist agencies in managing risk at the enterprise level related to the Affordable Care Act impact to staffing assigned by staffing firms.
#2 Personnel Costs Associated with Turnover
While changes in federal laws and regulations are predicted to cause an increase in personnel costs, turnover also contributes to such costs. Generally, the turnover of each employee invokes:
The cost of advertising or actively recruiting to fill a vacancy Staff time to interview and select a replacement Screening costs such as drug testing or background checks Onboarding costs, including training and time diverted by other employees and supervisors to
train/mentor new hires as they learn to apply such training; Lost productivity/efficiency/increased customer complaints until a new employee becomes a
fully functional contributor
Enterprise data reflects that the turnover rate is predominantly comprised of resignations. Nearly 70% of this voluntary turnover occurs within 3 jobs: Correctional Officer, Protect & Placement Specialists (social service workers), and Health Aides. Resignations among Economic Support Specialists and Nurses also require attention.
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Together these 5 mission-critical jobs account for 80% of the state's voluntary turnover. Using data to diagnose the root cause of the problem and to build initiatives that target such causes in these limited areas would improve the state's overall turnover rate and aid agencies in managing personnel costs.
#3 Data-driven Retention Strategies
Despite recent robust hiring of entry-level Protect & Placement Specialists, 89% of turnover within this job was due to resignations within 15 months of hire. More than 80% of turnover for Protect & Placement supervisors was also due to resignations, with a shortage of talent for this job reflected in a 50% vacancy rate.
Data related to Correctional Officers and entry-level correctional supervisors tells a similar story. More than 80% of turnover within the Correctional Officer (WL) job was due to resignations just after two years. Combined with a 60% rate of retirement among more experienced correctional officers, and a quit rate among entry-level Correctional Supervisors of 76%, agencies with these jobs will not have an experienced pipeline of talent for correctional supervisory/management positions without targeted intervention.
The timing of resignations within entry level jobs in relation to hire dates suggests retention challenges may stem from a "fit" problem. One strategy to address this issue is to improve selection at the time of hire. The use of a soft skills and environment-tailored assessment to better screen hires may facilitate improved selection choices, or reveal the need to target a new demographic for talent. Creating a more robust onboarding program that emphasizes training support and social integration during the first two years of employment would also improve retention. A high resignation rate among front-line supervisors also signals a "fit" problem or premature promotion. Improved selection for promotions, increased training, and partnering new supervisors with a more senior supervisor for the first year on the job might be effective strategies to improve supervisory retention.
#4 Retention
Data from the newly implemented applicant tracking system about the number of applications received per job posting, combined with the state's overall hiring activity, supports the conclusion that agencies are generally not experiencing difficulty attracting interested candidates. Rather, the challenge for agencies is finding suitable talent and retaining talent. Increasing pay, while always relevant to attracting and retaining talent, may not be an effective strategy standing alone as referenced above.
The HRA division of DOAS plans to implement a number of strategies this year to assist agencies at the enterprise level with general retention needs including:
Implementation of a market-based pay structure to facilitate pay administration decisions
Updating Job Classification Structure with career paths Enhancing flexible benefits with little to minimal increase in employee costs Piloting a new assessment approach to hiring for better "fit" selections Developing a model onboarding program
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Developing a common training curriculum for managers Developing leadership competencies to promote a focus on leadership development
Table of Contents
ENTERPRISE Table 1: FY2014 / FY2015 Workforce Comparison...................................................................................... 7 Table 2: Workforce Breakdown By Branch of Government ....................................................................... 8 Table 3: Headcount By Fiscal Year ............................................................................................................... 8 Table 4: Turnover Trend By Fiscal Year ....................................................................................................... 9 Table 5: Employment Category.................................................................................................................. 11 Table 6: Workforce By Entity ..................................................................................................................... 12 EXECUTIVE Table 7: FY2015 Executive Branch Workforce Profile ............................................................................... 14 Table 8: Ethnic Group Distribution ............................................................................................................ 15 Table 9: Workforce By Job Family.............................................................................................................. 16 Table 10: Workforce Job Family Detail...................................................................................................... 17 Table 11: Job Family Total Three Year Trend ......................................................................................... 18 Table 12: Most Populous Jobs Three Year Trend ...................................................................................... 19 Table 13: Age & Tenure By Classification .................................................................................................. 20 Table 14: Retirement Eligibility.................................................................................................................. 21 Table 15: Retiree Eligibility By Agency ...................................................................................................... 22 Table 16: Workforce By Generations......................................................................................................... 24 Table 17: Years of Service Distribution...................................................................................................... 25 TALENT ACQUISITION Table 18: Hiring Activity By Category ........................................................................................................ 26 Table 19: Hires By Generation ................................................................................................................... 26 Table 20: Hires By Gender & Ethnic Group................................................................................................ 27 Table 21: Hires By Highest Education Level............................................................................................... 27 Table 22: Hires By Job Family Three Year Trend ....................................................................................... 28 Table 23: Top Jobs Filled in 2015 - Three Year Trend................................................................................ 29 SEPARATIONS Table 24: Separations By Major Category ................................................................................................. 30 Table 25: Voluntary Separations By Years of Service ............................................................................... 31 Table 26: Voluntary Separations By Generations ..................................................................................... 31
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Table 27: Job Family Separations/Hires Comparison................................................................................ 32 Table 28: Top Separations By Jobs w/Hires Comparison.......................................................................... 33 Table 29: Agency Turnover Breakdown..................................................................................................... 34 EXHIBITS Exhibit A: Trends in Hiring.......................................................................................................................... 37 Exhibit B: Trends in Separations ................................................................................................................ 38 Exhibit C: Separations Major Category Descriptions ................................................................................ 40 Exhibit D: State of Georgia Salary Plans .................................................................................................... 41
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Table 1: FY2014 / FY2015 Workforce Comparison

Total Benefit Eligible

FY 2014 68,012

Employees By Classification Classified
Unclassified

4,864 (7.15%) 63,148 (92.85%)

Compensation By Pay Plan2: Statewide Salary Plan (SWD) Average Salary

57,439 $36,249.50

Statewide Executive Plan (SRE) Average Salary

677 108,363.47

All Other Independent Plans Average Salary
Gender Composition of Workforce: Males
Females

9,896 $54,536.40
25,268 (37.16%) 42,679 (62.76%)

Ethnic Composition of Workforce: American Indian Asian Black Hispanic Multi-Race Pacific Islander White

122 (0.18%) 780 (1.15%) 32,632 (47.98%) 1,097 (1.61%) 667 (0.98%) 164 (0.24%) 32,550 (47.86%)

Average Age Average Tenure Retiree Eligible Overall Turnover Rate

44.2 9.4 11.65% 18.04%

FY 2015 67,6901
3,987 (5.89% ) 63,703 (94.11% )
57,457 $37,034.42
665 $109,771.06
9,568 $55,751.87
24,490 (36.18%) 43,123 (63.71%)
120 (0.18%) 793 (1.17%) 33,154 (48.98%) 1,190 (1.76%) 704 (1.04%) 145 (0.21%) 31,584 (46.66%)
44.1 9.0 10.4% 18.40%

The FY2015 headcount reflects a slight decrease primarily due to the exclusion of Georgia World Congress
Center employees. However, if shown, the total would reflect a net increase of approximately 100+ employees for the states' workforce.
Average salaries saw marginal increases and average tenure decreased slightly Turnover rate rose slightly during the fiscal period.
1 Georgia state government workforce consists of full-time and part-time (non-temporary) benefit eligible employees as well as a number of temporary, benefit-eligible employees such as time limited, temporary, casual or seasonal. A small portion of these temporary employees receive benefits. Headcount total includes all benefit eligible employees as of 7/1/2015 from the state of Georgia PeopleSoft HCM system and excludes Board of Regents and Georgia World Congress Center employees. 2 The state of Georgia has a total of 36 Pay Plans. See Appendix D for a complete listing of salary plans by group.
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Table 2: Workforce Breakdown By Branch of Government

Branch Executive Departments Authorities, Boards & Commissions County Public Health Technical Colleges Judicial Branch Legislative Branch Community Service Boards Grand Total

Count 50,126
721 3,992 5,681 1,455 731 4,984 67690

% Chg From FY14 0.71% -38.32% -0.99% 0.53% 1.04% 0.27% -4.45% -0.47%

% of Total 74.05% 1.07% 5.90% 8.39% 2.15% 1.08% 7.36% 100.00%

Avg Salary $39,081.18 $57,577.77 $38,113.17 $47,724.85 $71,797.44 $47,631.25 $34,363.10 $40,394.72

% Chg From FY14 1.98% 14.49% 1.95% 0.28% 0.68% 2.92% 3.77% 1.93%

Table 3: Headcount By Fiscal Year
73,000

72,000 71,000 70,000

71,924

70,316

69,000

68,000

67,000

66,000

65,000

2011

2012

68,696 2013

68,012 2014

67,690 2015

As of July 1st of each year

The overall headcount shows a reduction primarily due to the exclusion of GWCC in the FY2015 employee headcount. Executive branch departments actually saw a slight increase in the workforce overall due to hiring in Social Services, Law Enforcement and Transportation

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Table 4: Turnover Trend By Fiscal Year

19.00%

18.50%

18.00%

17.50%

17.00%

16.50% 16.00% 15.50%

15.60%

16.43%

15.00%

14.50%

14.00%

2011

2012

17.88% 2013

18.04% 2014

18.40% 2015

FY15 saw an increase in overall turnover driven by voluntary resignations (68%) and a slight increase in retirements (16.9%) for the enterprise. Additionally the average headcount was marginally lower over the course of the fiscal period

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Executive Branch
Georgia State Government

Table 5: Employment Category
Benefit Eligible Temporary
[CATEGORY NAME]
[PERCENTAGE], 11,801
[CATEGORY NAME]
[PERCENTAGE], 60,520

Approximately 1.7 % of temporary employees may be eligible for health care coverage based on working an average of 30+ hours per week

Approximately 84% of the state's workforce are full time benefit eligible employees who are able to participate in the state's full benefit package.
The remaining 16% of the workforce are temporary workers3 who can take many forms including seasonal workers, interns and/or student workers, rehired retirees, or casual on-call employees. These workers are usually paid on an hourly basis and may have periods during the fiscal year in which no hours are worked.
The most populace temporary jobs include that of Adjunct Faculty (4,040), Clerical Worker (959), Federal Work Study Student Worker (919), Professional Education Workers (665) and Support Services Worker (664).
See Table 6: Workforce By Entity

3 Temporary workforce numbers are comprised of employees who were active as of 7/1/2015 in the state of Georgia PeopleSoft Payroll system. This count does not include DFACs or PH Districts who utilize separate payroll systems.
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Table 6: Workforce By Entity
Co Entity
800 Technical Colleges 467 Ga. Dept. of Corrections 427 Department of Human Services 441 Dept Behavioral Hlth. & Dev Disb 484 Ga. Dept. of Transportation 461 Dept. of Juvenile Justice 128 County Public Health 462 Ga. Dept. of Natural Resources 466 Ga. Dept. of Public Safety 440 Ga. Dept. of Labor 414 Ga. Dept. of Education 474 Department of Revenue 419 Ga. Dept of Community Health 405 Department of Public Health 475 Ga. Dept. of Driver Services 471 Ga. Bureau of Investigation 492 Ga Public Defender Council 420 Georgia Forestry Commission 465 State Board Pardons & Paroles 402 Ga. Dept. of Agriculture 411 Ga. Dept. of Defense 422 Office of Planning and Budget 428 Ga. Dept. of Community Affairs 469 Dept of Early Care & Learning 442 Georgia Department of Law 478 Secretary of State 415 Technical College System of GA 129 DHR - BOCOP 408 Office of Comm. of Insurance

Total

Temporary

Overall Total

Temporary Workforce
%

% Chg From FY14

5681 11595 9960 4255 4082 3706 3992 1652 1736 1365
882 962 924 923 659 807 760 531 606 534 470 318 377 307 288 249 223 240 217

7358 284 787 600 213 445
0 698 54 93 285
4 30 25 235 12 30 117 1 72 78 170 20 15 10 29 21 0 14

13039 11879 10747 4855 4295 4151 3992 2350 1790 1458 1167 966 954 948 894 819 790 648 607 606 548 488 397 322 298
278 244 240 231

56.43% 2.39% 7.32% 12.36% 5.00% 10.72%
NA 29.70% 3.02% 6.38% 24.42% 0.41% 3.14% 2.64% 26.29% 1.47% 3.80% 18.06% 0.16% 11.88% 14.23% 34.84% 5.04% 4.66% 3.36% 10.43% 8.61%
NA 6.06%

31.1% 4
14.30% -21.30%5
9.30% 53.20% 20.40%
NA 16.60% 1.60% -12.40% 177.80%
~ 6.40% -17.30% 1.50% 60.30% -10.80% 5.40% 9.90% 6.90% 10.30% 486.40% 50.40% 41.80% -14.40% -24.70% -36.70%
NA 83.30%

4 The FY2015 temporary total for Technical Colleges includes more adjunct faculty who may be paid through the use of Lump Sum Payments. 5 Department of Human Services temporary total does not include DFACs workers.
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Co Entity
429 Dept of Economic Development 403 Ga. Dept. of Admin. Services 921 Ga. Correctional Industries 482 Ga. Teachers Retirement Sys. 980 Georgia Technology Authority 900 Georgia Building Authority 488 Ga. Dept. of Veterans Service 977 Georgia Public Broadcasting 490 State Board of Workers' Comp 407 State Accounting Office 409 GA State Fin. & Invest. Comm. 406 GA Dept of Banking & Finance 416 Ga. Employees Retirement Sys. 470 Ga. Public Service Commission 477 Dept. of Community Supervision 927 State Road & Tollway Authority 976 GA Regional Trans Authority 480 GA Soil & Water Conservation 476 Ga. Student Finance Commission 489 Subsequent Injury Trust Fund 410 State Properties Commission
Grand Total

Total

Temporary

Overall Total

Temporary Workforce
%

% Chg From FY14

185 211 189 189 172 153 140 121 126 120 97 94 83 81 74 50 36 35 36 14 13 60520

36 8 5 0 12 9 2 7 0 2 6 3 2 0 0 3 3 2 0 1 0 11801

221 219 194 189 184 162 142 128 126 122 103 97 85 81 74 53 39 37 36 15 13 72321

16.29% 3.65% 2.58%
NA 6.52% 5.56% 1.41% 5.47%
NA 1.64% 5.83% 3.09% 2.35%
NA NA 5.66% 7.69% 5.41% NA 6.67% NA 16.32%

-14.40% -10.30% -28.20%
NA 34.80% -5.00% -31.50% -33.80%
NA ~ 47.10% -20.40% -27.10% NA NA 3.80% 146.20% -29.70% NA 33.30% NA

The majority of temporary workers are found in the technical colleges (61%) followed by the Department of Human Services (6.6%), the Department of Natural Resources (5.85%), and the Department of Behavioral Health and Developmental Disabilities (5.03%).
The remainder of the Executive Branch section of the report is focused on the benefit eligible portion of the workforce.

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Table 7: FY2015 Executive Branch Workforce Profile6

FY14

Number:

60,627

Full-Time

60,566

Part-Time

61

Classified

4,439

Average Age

44

Average Salary

$39,355.89

Average Years of Service

9.5

Percent Minorities

52.60%

Percent Female

61.50%

Highlights of FY15 Workforce

Hires

Number of Total Hires

9,813

Percent of Hires Female

60.2%

Percent of Hires Minorities

62.3%

Average Age of New Hire (FT)

34.8

Turnover

Overall Turnover Rate

17.72%

Total Number of Separations

10,823

Percent Voluntary Resignations

63.9%

Percent Retirements

17.1%

Percent Involuntary Terminations

18.2%

Gender

Female

61.5%

Male

38.5%

Ethnicity

American Indian

0.2%

Asian

1.1%

Black

48.6%

Hawaiian Pacific Islander

0.2%

Hispanic

1.7%

Multi-Race

0.9%

White

47.4%

Retirement

Employees Retired Percent of Employees Eligible to Retire7

1,850 10.0%

FY15 60,520 60,459
61 3,621
44 $40,049.06
9.2 53.87% 62.56%
11,091 63.5% 66.1% 34.8
17.83% 10,770 66.8% 18.2% 14.3%
62.5% 37.30%
0.2% 1.2% 49.5% 0.17% 1.9% 1.0% 46.1%
1,966 10.3%

% Change -0.18% -0.18% 0.00% -18.43% 0.00% 1.76% -3.16% 2.41% 1.72%
13.02% 5.48% 6.10% 0.00%
0.62% -0.49% 4.41% 6.55% -21.79%
1.69% -3.12%
0.00% 2.65% 1.96% -15.00% 8.82% 7.87% -2.60%
6.3% 2.90%

6 Effective FY2013, Executive Branch excludes Community Service Boards (CSB) which total approximately 5,000 employees.
Board of Regents and Georgia World Congress Center are also not included in Executive branch employee count. 7 Retirement eligibility figures are based on tenure and age records from the states' PeopleSoft HCM system and do not reflect
service credit which may have been purchased from the Employees' Retirement System.
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Table 8: Ethnic Group Distribution

Ethnic Group Pacific Islander American Indian Multi Race Asian Hispanic White Black

Total 105 107 582 704 1,117 27,919 29,986

% of Executive Branch Workforce
0.2% 0.2% 1.0% 1.2% 1.8% 46.1% 49.5%

% of Georgia Labor Force8
0.1% 0.5% 1.5% 4.1% 8.8%9 61.6% 32.2%

The state's Executive Branch workforce consists primarily of minorities at 53.9%. Georgia's overall labor force is projected to be 38% Minorities and 62% Caucasian in the most recent population estimates.

Benchmark Southeast States10 Alabama Mississippi Tennessee Florida North Carolina
South Carolina

% Minorities 41.90% 52.90% 25.80% 40.20% 35.87% 44.79%

8 Annual Estimates of the Resident Population by Sex, Age, Race, and Hispanic Origin for the United States and States: April 1, 2010 to July 1, 2014. Source: U.S. Census Bureau, Population Division. Release Date: June 2015 9 Georgia Labor Force - Hispanic refers to National Origin and not Race 10 Benchmark Southeast States Source: AL- FY13 data provided by AL State Personnel, Governmental Relations, MS FY14 Mississippi Annual Report, TN TN Dept of Human Resources, Organizational Performance Division, NC NC Office of State Human Resources, NC State Employment Government Statistics as of 08/2015, SC SC Personnel Department Statewide Dashboard August 2015
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Table 9: Workforce By Job Family

Real Estate 0.24%

Applied Science 1.01%

Natural Resources 1.08%

Food - Farm

1.41%

Unspecified Engineering

1.57% 2.10%

Legal

2.14%

Transportation

2.31%

Information Technology

2.59%

Human Resources

3.02%

Regulatory

3.90%

Facilities Financial

4.25% 5.15%

Healthcare

8.38%

Education

8.66%

General Support

14.09%

Social Services

14.11%

Law Enforcement

0.00% 5.00% 10.00% 15.00% 20.00%

23.94% 25.00% 30.00%

More than half of the state's benefit eligible employees are concentrated in the top three job families including Law Enforcement, Social Services & General Support
Law Enforcement maintains the largest share of the workforce though it shrank marginally over the period
The overall share of the workforce in Healthcare positions reduced as well and is now fifth overall

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Table 10: Workforce Job Family Detail

Job Family Real Estate

Total 143

% of Grand Total
0.24%

Applied Science Natural Resources Food - Farm Unspecified11

613

1.01%

654

1.08%

854

1.41%

979

1.62%

Engineering Legal

1271 1298

2.10% 2.14%

Transportation

1395

2.31%

Information Technology Human Resources Regulatory Facilities Financial Healthcare

1566 1825 2363 2573 3115 5073

2.59% 3.02% 3.90% 4.25% 5.15% 8.38%

Education

5239

8.66%

General Support Social Services

8530 8540

14.09% 14.11%

Law Enforcement

14489 23.94%

Grand Total

60520 100.00%

Avg Salary $41,738.88 $44,860.94 $41,986.37 $24,267.02 $90,002.12 $52,684.75 $56,793.10 $29,539.08 $60,602.84 $40,824.79 $47,011.05 $31,590.66 $45,063.76 $40,042.16 $53,915.67 $35,319.59 $33,091.14 $34,543.00 $39,355.89

FY14 % Chg
-3.40% 1.30% 0.90% -2.00% -26.70% 1.30% 1.30% 2.60% 0.70% -0.50% -2.10% -3.30% 1.00% -6.20% 2.80% 0.20% 11.10% -2.50% -0.20%

Social Services workforce now represents the second largest portion of the state's workforce with an 11% increase from fiscal year 2014
Transportation and Education also experienced increases in the size of their benefit eligible workforce
Healthcare experienced reductions over the course of the year due to a turnover in key positions such as health aide workers and nurses

11 Unspecified encompasses job codes which have not yet been assigned into one of the 17 job families

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Table 11: Job Family Total Three Year Trend

Job Family Real Estate Applied Science Natural Resources Food Farm Unspecified Engineering Legal Transportation Information Technology Human Resources Regulatory Facilities Financial Healthcare Education General Support Social Services Law Enforcement Grand Total

FY15 143 613 654 854 979 1,271 1,298 1,395 1,566 1,825 2,363 2,573 3,115 5,073 5,239 8,530 8,540 14,489 60,520

FY14 148 605 648 871 1,335 1,255 1,281 1,360 1,555 1,835 2,413 2,662 3,083 5,409 5,096 8,513 7,690 14,868 60,627

FY13 140 621 630 931 1,273 1,294 1,228 1,337 1,596 1,905 2,421 2,669 3,205 5,981 4,995 8,698 7,704 14,899 61,527

% Chg FY13 FY15 2.14% -1.29% 3.81% -8.27% -23.10% -1.78% 5.70% 4.34% -1.88% -4.20% -2.40% -3.60% -2.81% -15.18% 4.88% -1.93% 10.85% -2.75% -1.64%

Led by increased hiring in the Department of Human Services, Division of Family and Children (DFACS), the Social Services workforce has experienced the most growth over the last three years. Education has also grown by nearly 5% over the period
While Law Enforcement decreased slightly, Healthcare has experienced the largest reduction over the three year period

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Table 12: Most Populous Jobs Three Year Trend

Job Title Corrections Officer (WL) Corrections Officer (SP) Technical Instructor Clerk (WL) Economic Support Spec (WL) Protect & Placement Spec (WL) Probation /Parole Officer (WL) Clerk (AL) Health Aide (WL) Economic Support Spec (AL) Secretary (AL) Financial Ops Gen (AL) Beh. Health/Counselor (WL) Protect & Placement Spec (SP) Protect & Placement Spec (EL) MG1: Business Operations Registered Nurse (WL) Office Admin Generalist WL General Core Instructor Business Op Generalist (AL)

FY15 6664 1743 1677 1647 1560 1531 1165 1030 930 755 608 553 520 464 462 425 419 388 378 373

FY14 6989 1689 1672 1679 1126 1386 1208 1012 959 790 623 569 527 394 266 385 498 244 375 369

FY13 7721 1067 1637 1869 1136 1386 1182 1019 1074 880 683 610 553 387 152 348 554 481 368 373

% Chg FY13 to FY15 -13.69% 63.36% 2.44% -11.88% 37.32% 10.46% -1.44% 1.08% -13.41% -14.20% -10.98% -9.34% -5.97% 19.90% 203.95% 22.13% -24.37% -19.33% 2.72% 0.00%

Over the last three years more supervisory Corrections Officer positions were filled while fewer working level positions have been replaced
Social Services positions have experienced significant growth over the period: Entry level Protect & Placement Specialists (203%), Economic Support Specialists (37%), supervisory Protect & Placement Specialists (19%), and working level Protect & Placement Specialists (10%)
Working level Registered Nurses experienced the most reductions at 24% over the three year period

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Table 13: Age & Tenure By Classification

Status Classified Unclassified Grand Total

% of Workforce 5.98% 94.02%
100.00%

Avg. Age 52.3 43.3 43.8

Avg. Tenure 23.4 8.3 9.2

The overall average age for the state's Executive Branch workforce reduced slightly to 43.8 and average years of service was reduced to 9.2
Classified employees decreased to just under 6% of the workforce. These employees have more than 23 years of services

Benchmark Southeast States Alabama Mississippi Tennessee12 Florida North Carolina South Carolina

Avg. Age 46.1 44.4 47 44.5 46.1 44.8

Avg Tenure
NA 9.8 11.8 12.48 11.26 9.47

% w/ Classified Status 92% 77.30% 69.9% 81.70%
Not available
Not available

While the average age of the Executive Branch remains comparable to that of other southeast states, the average tenure is lower. Additionally, most of the southeast states have a larger share of employees with due process rights

12 In 2012, Tennessee reformed their civil service by dividing state service employment into "preferred service" and "executive service". Preferred Service employees have the ability to appeal certain disciplinary actions. Executive service employees are essentially at will and serve at the pleasure of the appointing authority.
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Table 14: Retirement Eligibility13

30.00% 25.00% 20.00% 15.00% 10.00%
5.00% 0.00%

7.01%
3.30% 6,240 Now

10.79%
4.57% 12,063 w/In 2 Yrs

17.35%
7.04% 19,028 w/in 5 Years

Staff Mgrs

More than 10% of the state's Executive Branch workforce are eligible to retire By 2020, the number of retirement eligible employees will double in each of the management
and non-management categories, representing approximately 1 in every 4 employee In a 2014 survey14, the Society For Human Resources (SHRM) found that organizations who
tracked eligibility, reported 10% of their workforce would be eligible to retire in 1-2 years while 14% would be eligible in 3-5 years See Table 15: Retiree Eligibility By Agency for a further breakdown

13 Retirement eligibility figures are based on tenure and age records from the states PeopleSoft HCM system and do not reflect
service credit which may have been purchased from the Employees' Retirement System 14 SHRM 2014 Older Workers Survey. Total number of respondents 1,913 in public (15%), private (49%), non-profit (17%) and
government entities (17%). Approximately 50% of respondents reported they tracked retirement eligibility.
Page 21 of 42

Table 15: Retiree Eligibility By Agency

Co Agency

Total Headcount Avg Age

467 Ga. Dept. of Corrections

11595

40.3

427 Department of Human Services

9960

42.5

800 Technical Colleges

5681

48.1

441 Dept Behavioral Hlth & Dev Disb

4255

44.6

484 Ga. Dept. of Transportation

4082

45.4

128 DHR - Public Health

3992

45

461 Dept. of Juvenile Justice

3706

41.4

466 Ga. Dept. of Public Safety

1736

40.9

462 Ga. Dept. of Natural Resources

1652

45.6

440 Ga. Dept. of Labor

1365

49.6

474 Department of Revenue

962

47

419 Ga.Dept of Community Health

924

46.7

405 Department of Public Health

923

45.8

414 Ga. Dept. of Education

882

47.9

471 Ga. Bureau of Investigation

807

40.2

492 Ga Public Defender Standards

760

44

475 Ga. Dept. of Driver Services

659

43.2

465 State Board Pardons & Paroles

606

43

402 Ga. Dept. of Agriculture

534

45

420 Georgia Forestry Commission

531

41.6

411 Ga. Dept. of Defense

470

47.3

428 Ga. Dept. of Community Affairs

377

47.1

422 Office of Planning and Budget

318

41.2

469 Dept of Early Care & Learning

307

42.9

442 Georgia Department of Law

288

44.6

478 Secretary of State

249

45.2

129 DHR - BOCOP

240

44.6

415 Technical College System of GA

223

49.6

408 Office of Comm. of Insurance

217

49.3

403 Ga. Dept. of Admin. Services

211

47.7

921 Ga. Correctional Industries

189

47.9

482 Ga. Teachers Retirement Sys.

189

46.6

429 Dept of Economic Development

185

43

980 Georgia Technology Authority

172

50

900 Georgia Building Authority

153

48

488 Ga. Dept. of Veterans Service

140

51.8

490 State Board of Workers' Comp

126

50.8

977 Georgia Public Broadcasting

121

45.3

407 State Accounting Office

120

47.4

Avg Tenure
8.9 8.9 8.3 7.5 12.6 9.9 7.1 11.2 12.5 11.4 10.2 8.9 8.8 6.8 10 6.3 7.6 13.7 10.1 10.7 7.6 10.1 6.8 7.1 9.3 6.8 7.4 11.3 12.1 9 10.6 11 8.7 10.7 10.1 8.7 14.7 8 7.5

Eligible Now 911 954 592 393 611 469 197 196 250 209 153 101 104 78 73 67 55 134 75 55 36 50 19 18 34 22 12 32 48 24 25 22 21 20 28 24 29 13 8

% Eligible
Now 7.90% 9.60% 10.40% 9.20% 15.00% 11.70% 5.30% 11.30% 15.10% 15.30% 15.90% 10.90% 11.30% 8.80% 9.00% 8.80% 8.30% 22.10% 14.00% 10.40% 7.70% 13.30% 6.00% 5.90% 11.80% 8.80% 5.00% 14.30% 22.10% 11.40% 13.20% 11.60% 11.40% 11.60% 18.30% 17.10% 23.00% 10.70% 6.70%

Eligible w/in 2
Yrs 1411 1391 916 587 942 691 318 275 351 324 199 147 150 120 110 107
91 165 110 74 66 66 27 27 44 35 26 48 61 38 35 27 27 35 40 36 42 20 12

% Eligible w/in 2 Yrs 12.20% 14.00% 16.10% 13.80% 23.10% 17.30% 8.60% 15.80% 21.20% 23.70% 20.70% 15.90% 16.30% 13.60% 13.60% 14.10% 13.80% 27.20% 20.60% 13.90% 14.00% 17.50% 8.50% 8.80% 15.30% 14.10% 10.80% 21.50% 28.10% 18.00% 18.50% 14.30% 14.60% 20.30% 26.10% 25.70% 33.30% 16.50% 10.00%

Page 22 of 42

Co Agency

Total Headcount Avg Age

409 GA State Fin. & Invest. Comm.

97

51.2

406 GA Dept of Banking & Finance

94

38.4

416 Ga. Employees Retirement Sys.

83

43.9

470 Ga. Public Service Commission

81

50.8

477 Dept. of Community Supervision

74

46.7

976 GA Regional Trans Authority

36

42.3

476

Ga. Student Finance Commission

36

49.4

480 GA Soil & Water Conservation

35

44.1

489 Subsequent Injury Trust Fund

14

51.9

410 State Properties Commission

13

42.9

Avg Tenure
9.9 9.5 8.3 12.5 11.3 3.7
13
5.5 14.9 8.1

Eligible Now 16 8 5 20 12 ~
12
~ 2 ~

% Eligible
Now 16.50% 8.50% 6.00% 24.70% 16.20% 0.00%
33.30%
0.00% 14.30% 0.00%

Eligible w/in 2
Yrs 25 15 6 23 16 ~
12
~ 6 1

% Eligible w/in 2 Yrs 25.80% 16.00% 7.20% 28.40% 21.62% 0.00%
33.30%
0.00% 42.90% 7.70%

Agencies highlighted above have greater than 15% of their workforce who are currently eligible to retire
Typically these agencies have less overall turnover and an employee base with higher than average tenure

Page 23 of 42

Table 16: Workforce By Generations

45.00% 40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00%
5.00% 0.00%

0.70%
Veterans 1925 -1945

33.38%

41.99%

23.92%

Baby Boomers Generation X Generation Y 1946 - 1964 1965 - 1980 1981 - 1997

Generation X continues to represent the largest portion of the state's workforce Baby Boomers representation reduced slightly over the course of the fiscal year Representing nearly 55% of all hires, Generation Y workers increased by approximately 2%

Page 24 of 42

Table 17: Years of Service Distribution

35.00%

32.30%

30.00%

25.00%

20.00% 15.00%

19.63% 15.29%

10.00%

5.00%

0.00% % of Total

0 - 2 32.30%

9.64%
3 - 4 9.64%

5 - 9 19.63%

10 - 14 15.29%

9.92%
15 - 19 9.92%

6.74%
20 - 24 6.74%

5.32%
25 - 29 5.32%

1.05%
30 - 35 1.05%

Nearly one third of the Executive Branch workforce has less than three years of service The percentage of the workforce with less than five years of service increased from 38.26% to
41.94% in FY2015 Many workers enter state government for the first time in entry level positions and exit before
they reach two years of service. Refer to Separations section Table 30: Voluntary Separations By Years of Service (page 30)

Page 25 of 42

TALENT ACQUISITION

Table 18: Hiring Activity By Category

10000 9000 8000

9386 8245

7000

6000

5000

4000

3000

2000

1636 1568

1000

0 Hires

Rehires

FY15 FY14

859 663
Transfers

The Executive branch workforce saw increased hiring and transfers among employees in state government entities during FY2015

Table 19: Hires By Generation
Baby Boomers Generation X Generation Y Veterans
0% 13%

55%

32%

A majority of all hires to the Executive Branch workforce were Generation Y employees. Many of these workers are first time hires to state government and are filling some of the most challenging entry levels jobs in Law Enforcement, Social Services and Healthcare
Page 26 of 42

Table 20: Hires By Gender & Ethnic Group
Female Male
36% 64%

Black

White

Hispanic Multi-Race 3% 2%1% 0%

Asian

Other

34% 60%

Hires to the state in FY2015 were predominately female and the majority continue to be Black or White (94%)

Table 21: Hires By Highest Education Level

45.00% 40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00%
5.00% 0.00%

13.45% Not Indicated

39.10%

11.12%

High School Tech School / 2

Grad

Yr College

24.16% Bachelor's

12.17%
Master's & Higher

Nearly 40% of all hires to Executive Branch state government indicated High School as their highest level of educational attainment
Approximately 36% of hires obtained a Bachelor's or higher level educational degree

Page 27 of 42

Table 22: Hires By Job Family Three Year Trend

Job Family Law Enforcement Social Services Healthcare General Support Education Facilities Financial Transportation Regulatory Food - Farm Human Resources Legal Information Technology Engineering Natural Resources Unspecified Applied Science Real Estate

FY15 30.23% 20.53% 11.48% 10.30% 6.88% 3.67% 2.59% 2.22% 2.07% 2.02% 1.62% 1.62% 1.56% 1.21% 0.83% 0.64% 0.39% 0.15%

FY14 35.96% 13.11% 12.99% 10.50%
7.11% 4.39% 2.15% 0.63% 2.24% 2.19% 1.33% 1.70% 1.45% 0.90% 1.19% 1.48% 0.49% 0.18%

FY13

% Chg FY13 to FY15

39.14% -22.76%

10.59% 93.88%

14.29% -19.68%

9.46% 8.85%

6.99% -1.61%

3.04% 20.57%

2.43% 6.78%

0.58% 283.25%

1.74% 18.88%

1.92% 5.38%

1.76% -7.73%

1.96% -17.14%

1.69% -7.66%

1.07% 12.77%

1.26% -34.47%

1.40% -54.64%

0.51% -23.50%

0.14% 3.69%

As hiring has picked up in Social Services over the last few years, Law Enforcement's overall portion in hiring activity has decreased
Healthcare hiring has also continued to decrease, in part due to reductions in force over the last three years

Page 28 of 42

Table 23: Top Jobs Filled in 2015 - Three Year Trend

Job Title
Corrections Officer(WL) Economic Support Spec (WL) Protect & Placement Spec(WL) Protect & Placement Spec(EL) Health Aide (WL) Clerk (WL) Technical Instructor Transp /Construction Wkr (EL) Probation / Parole Officer (WL) Registered Nurse (WL) Protect & Placement Spec (AL) Clerk (AL) Food Svc Operation Wkr (SP) Lic Prac Nurse (WL) Driver Examiner (EL) Food Svc Operation Wkr (WL) Housekeeper (EL) Corrections Officer (SP) Legal Officer (WL) Secretary (AL)

FY15
2723 803 475 470 442 324 242 226 170 163 121 120 113 93 82 82 77 73 67 64

FY14
2,832 310 298 191 429 206 229 42 174 229 99 96 119 112 101 67 89 40 69 74

FY13
2858 184 283 137 369 157 179 43 182 204 83 59 91 148 74 64 68 29 63 42

FY13 to FY15 %
Chg
-4.7% 336.4% 67.8% 243.1% 19.8% 106.4% 35.2% 425.6% -6.6% -20.1% 45.8% 103.4% 24.2% -37.2% 10.8% 28.1% 13.2% 151.7%
6.3% 52.4%

Over the last three years, most of the top jobs have experienced increased hiring levels from FY2013 to FY2015
Licensed Practical Nurses and Registered Nurses have experienced the most reductions over the period

Page 29 of 42

S E P A R A T I O N S

Table 24: Separations By Major Category

8000 66.75%

7000

6000

7189

5000

4000

3000

2000

18.21%

14.25%

1000

1961

1535

0 Voluntary Retirements Involuntary

0.79% 85
Other

Voluntary resignations increased to nearly 67% of all separations15 for the Executive Branch during FY2015
Involuntary separations were reduced to 14% of separations as reductions in staff have decreased
Retirements experienced a slight increase from FY2015 to just over 18% of all separations

15 See Appendix Exhibit C: Separations Major Category Descriptions for a complete list of reason codes. Other category refers to employees who deceased during the fiscal period.
Page 30 of 42

Table 25: Voluntary Separations By Years of Service
2500

2000

1500 18.74%

1000 500

1347

0 <I Year

27.12% 1950
1 Year

14.88% 1070
2 Years

9.72% 699
3 Years

6.48% 466

14.08% 1012

8.97% 645

4 Years 5-9 Years 10+ Years

In 2015, 18% of voluntary resignations occurred before reaching one year of service as compared to 11% in FY2014
Nearly 46% of the employees who resigned voluntarily during FY2015 did so before their second anniversary
While hiring activity increased during the fiscal period, retention continues to be a challenge in some areas of state government

Table 26: Voluntary Separations By Generations
Baby Boomers Generation X Generation Y Veterans
Veterans 0%Baby Boomers 14%

Generation Y 51%

Generation X 35%

While Generation Y workers make up a majority of hires to the state, they continue to resign state government in higher numbers than other generation
Page 31 of 42

Table 27: Job Family Separations/Hires Comparison

Real Estate Applied Science Natural Resources
Unspecified Engineering
Legal Transportation Information Technology Human Resources
Food - Farm Regulatory
Financial Facilities Education General Support Social Services Healthcare Law Enforcement

-17 16

-43 43

-93 91

-116 135

-137 133

-183 179

-191 245

-193 172

-206 179

-256

223

Hires Separations

-282

228

-332

286

-466

405

-737

758

-1025

1138

-1511

2263

-1536

1265

-3446

3332

-4000 -3000 -2000 -1000 0 1000 2000 3000 4000

Social Services job family has increased over the fiscal period with substantially more external hires than separations during the year
Healthcare again experienced more separations than hires during the year. Fewer reductions in staff occurred during the year; more of this turnover may be attributed to voluntary resignations

Page 32 of 42

Table 28: Top Separations By Jobs w/Hires Comparison

Economic Support Spec (AL) Food Svc Operation Wkr (WL)
Legal Officer (WL) Housekeeper (EL) Protect & Placemnt Spec(SP) Transp/Construction Wkr(EL)
Clerk (AL) Beh Health/Counselor (WL) Food Svc Operation Wkr (SP)
Lic Prac Nurse (WL) Protect & Placemnt Spec(AL) Economic Support Spec (WL) Protect & Placemnt Spec(EL)
Clerk (WL) Probation/ParoleOfficer(WL)
Technical Instructor Registered Nurse (WL)
Health Aide (WL) Corrections Officer (SP) Protect & Placemnt Spec(WL) Corrections Officer(WL) -2290

-87 -82 -48 -79 -61 -61 -98 -88 -115 -127 -121 -284 -158 -239 -194 -228 -198 -435 -391 -372

53 82 67 77 30
226 120 50 113 93 121
803 470 324 170 242 163 442 73 475

-3000 -2000 -1000

0

1000 2000

Hires Separations

2723 3000

In 2015 more Corrections Officers resigned than were hired during the fiscal period. Conversely, more supervisory Corrections Officers separated than were hired externally
Most Social Services positions experienced more hires than separations due to their growth over the fiscal year
Positions in Healthcare continued to churn (Health Aide worker) or lose more workers than were hired (Registered Nurse and Licensed Practical Nurse)

Page 33 of 42

Table 29: Agency Turnover Breakdown

Co ID Entity

Involuntary Other

467 Ga. Dept. of Corrections
Department of Human 427 Services
Dept Behavioral Hlth & Dev 441 Disb

235

22

309

7

373

9

461 Dept. of Juvenile Justice

110

6

800 Technical Colleges

87

9

128 County Public Health

108

3

484 Ga. Dept. of Transportation

54

4

466 Ga. Dept. of Public Safety

16

1

405 Department of Public Health

30

3

440 Ga. Dept. of Labor
Ga. Dept. of Natural 462 Resources

10

2

10

3

474 Department of Revenue

18

2

414 Ga. Dept. of Education

10

1

419 Ga.Dept of Community Health

19

1

475 Ga. Dept. of Driver Services

21

492 Ga Public Defender Council

11

1

422 Office of Planning and Budget

13

411 Ga. Dept. of Defense

11

420 Georgia Forestry Commission

10

State Board Pardons &

465 Paroles

6

402 Ga. Dept. of Agriculture
Ga. Dept. of Community 428 Affairs

6

1

4

2

129 DHR - BOCOP

4

471 Ga. Bureau of Investigation

478 Secretary of State

10

1

921 Ga. Correctional Industries

1

2

442 Georgia Department of Law

469 Dept of Early Care & Learning

8

408 Office of Comm. of Insurance

3

1

403 Ga. Dept. of Admin. Services

1

900 Georgia Building Authority

8

Technical College System of

415 GA

2

Dept of Economic

429 Development

2

Retirement 372
301
170 58 156 120 202 73 29 51
48 53 27 29 22 17 9 13 19
25 20
10 5 17 6 14 6 5 12 4 11
7
3

Voluntary 2087
1050
828 818 474 426 241 106 83 82
81 55 78 63 62 73 49 60 45
35 34
38 42 29 21 20 20 16 16 20 5
8
17

Transfers Out16 99
241
66 73 38 48 20 17 40 14
7 8 13 16 16 5 23 3 6
8 6
8 0 3 8 2 8 4 0 6 4
5
0

Grand Total 2815
1908
1446 1065 764 705 521 213 185 159
149 136 129 128 121 107 94 87 80
74 67
62 51 49 46 39 34 33 32 31 28
22
22

Turnover Rate 24.0%
20.0%
32.9% 29.2% 13.4% 17.6% 12.6% 11.9% 20.1% 11.5%
9.0% 13.8% 14.5% 14.4% 18.5% 14.3% 25.2% 18.9% 16.3%
11.2% 12.7%
16.6% 20.9% 6.3% 19.6% 20.7% 13.9% 11.4% 14.2% 15.0% 18.3%
9.9%
11.8%

16 Transfers Out include employees who moved to a different company ID during the fiscal period.

Page 34 of 42

Co ID Entity

Involuntary Other

482 Ga. Teachers Retirement Sys.

5

488 Ga. Dept. of Veterans Service

1

977 Georgia Public Broadcasting

4

Ga. Employees Retirement 416 Sys.

3

1

GA Dept of Banking &

406 Finance

1

407 State Accounting Office

4

State Board of Workers'

490 Comp

2

980 Georgia Technology Authority

1

GA State Fin. & Invest.

409 Comm.

1

Ga. Student Finance 476 Commission

State Road & Tollway

927 Authority

1

Ga. Public Service

470 Commission

1

480 GA Soil & Water Conservation

976 GA Regional Trans Authority

2

489 Subsequent Injury Trust Fund

1

Dept. of Community 477 Supervision

410 State Properties Commission

1

Retirement 5 3 4 4 5 1 7 6 2 5 2 2
1

Voluntary 9 17 12
10
13 11
4 5
6
2
6
3 4 3 1
1

Transfers Out16 3 1 1
2
0 2
1 2
1
2
0
0 1 0 1
1 0

Grand Total
22 22 21
20
19 18
14 14
10
9
9
6 5 5 4
2 1

Turnover Rate 11.7% 15.5% 18.3%
22.5%
19.8% 14.9%
10.6% 7.9%
10.4%
24.6%
17.7%
7.3% 13.5% 14.3% 23.8%
~ 8.2%

Page 35 of 42

Appendix

Exhibit A: Trends in Hiring

12000 10000
8000 6000 4000 2000
0

8061 FY11

Overall Hiring

9034

8975

9813

FY12

FY13

FY14

11022 FY15

1000 900 800 700 600 500 400 300 200 100 0

744 FY11

Transfers
835 770

FY12

FY13

663 FY14

859 FY15

Avg Full Time Hire Salary

$32,963.34 $31,679.72

$32,278.26

$30,763.73 $30,714.04

FY11

FY12

FY13

FY14

FY15

Page 37 of 42

Exhibit B: Trends in Separations

11,400 11,200 11,000 10,800 10,600 10,400 10,200 10,000
9,800 9,600 9,400

Separations

10,890

11,129

10,060

FY11

FY12

FY13

10,823 FY14

10,770 FY15

8000 7000 6000 5000 4000 3000 2000 1000
0

6038
2220 1689 113 FY11

Separations By Category

6224

6492

6919

7189

2405 2154
107 FY12

2834
1698 105 FY13

1972 1850 82 FY14

1961 1535 85
FY15

Voluntary

Retirement

Involuntary

Other

Page 38 of 42

Average Tenure at Separation
60

50
14.4 40
6.6 30

20

25

10
5.9 0
FY11

13.4

11.9

13.1

6.7

5.4

5.5

24.3

23.4

22.7

4.9 FY12 Voluntary

4

4.1

FY13

FY14

Retirement Involuntary Other

11 4.5
22.6
3.8 FY15

Page 39 of 42

Exhibit C: Separations Major Category Descriptions

Action Reason

Description

OTHER

TER

DEA

TER

KLD

Death Killed in Line of Duty

Short Desc
Death KilledDuty

Category Other Other

TER

TER

TER

TER

TER

INVOLUNTARY

TER TER

TER

TER

TER

TER

TER

ATT

Attendance

Attendance Involuntary

CON

Misconduct

Misconduct Involuntary

DIS

Dismissal

Dismissal Involuntary

DRG

Drug Testing

Drug Test Involuntary

MIS

Misstatement on Application Misstatemt Involuntary

NPR No Position Return From Leave Con Leave Involuntary

RIF

Reduction in Force

RIF

Involuntary

RLS

Release

Release Involuntary

TAR

Tardiness

Tardiness Involuntary

UNS

Unsatisfactory Performance

Unsat Perf Involuntary

INS

Insubordination

Insubordin Involuntary

VIO

Violation of Rules

Violation Involuntary

RETIREMENT TER RTM

Retirement

Retirement Retirement

VOLUNTARY

TER

CHI

Child/House Care

Child/Hse Voluntary

TER

EES Dissatisfied w/Fellow Employee Employees Voluntary

TER

FAM

Family Reasons

Family Rsn Voluntary

TER

FOR

Forfeiture of Position

Forfeit

Voluntary

TER

HEA

Health Reasons

Health

Voluntary

TER

HRS

Dissatisfied with Hours

Hours

Voluntary

TER

ILL

Illness in Family

Illness

Voluntary

TER

LOC

Dissatisfied with Location

Location Voluntary

TER

LVE

Failure to Return from Leave

Leave

Voluntary

TER

MAR

Marriage

Marriage Voluntary

TER

PAY

Dissatisfied with Pay

Pay

Voluntary

TER

PER

Personal Reasons

Personal Voluntary

TER

PLE

Paid Leave Exhausted

Lv Exhaust Voluntary

TER

POL

Dissatisfied w/Comp. Policies Comp Polic Voluntary

TER

PRE

Presumptive Resignation

Presume Voluntary

TER

PRM Dissatisfied w/Promotion Opps Promo Opps Voluntary

TER

PSE

Private Sector Employment

PriSectEmp Voluntary

TER

PTD

Partial/Total Disability

Pt/Tot Dis Voluntary

TER

REF

Refused Transfer

Refus Xfer Voluntary

TER

REL

Relocation

Relocation Voluntary

TER

RES

Resignation

Resignatn Voluntary

TER

RTS

Return to School

School

Voluntary

TER

SUP

Dissatisfied with Supervision

Supervisn Voluntary

TER

TRA

Transportation Problems

Transportn Voluntary

TER

TYP

Dissatisfied w/Type of Work

Work Type Voluntary

TER

WOR Dissatisfied w/Work Conditions Work Conds Voluntary

TER

MUT

Mutual Consent

Mut Consnt Voluntary

Page 40 of 42

Exhibit D: State of Georgia Salary Plans

STATE OF GEORGIA SALARY PLAN

Salary Plan Code

Description

STATEWIDE SALARY PLAN

SWD

Statewide Salary Plan

HOURLY

CHW

Casual Hourly Worker

TPW

Technical Professional Worker

SENIOR EXECUTIVE PLAN

SRE

Senior Executive Salary Plan

SPECIALIZED OCCUPATIONAL PLAN

MD1

Physicians Salary Plan

ALTERNATIVE

APO

AlternativePayOnly-NoSlryNoHrs

INDEPENDENT SALARY PLANS

404

Dept of Audits Salary Plan

442

Dept of Law Salary Plan

444

General Assembly Salary Plan

482

TRS Staff Salary Plan

922

GA World Congress Center Auth

977

GA Public Broadcasting Sal Pln

FIC

GSFIC Salary Plan

GCI

GA Correctional Industries

GTA

GA Technology Auth Sal Plan

430

Judicial Branch Salary Plan

DA1

District Attorney Salary Plan

DAI

D.A. Investigator Salary Plan

DS1

D.A. Secretaries Salary Plan

ADA

Asst District Atty Salary Plan

J01

Superior Court Judges Sal Plan

JS1

Judges Secretaries Salary Plan

LC1

Superior Ct Law Clerk Sal Plan

S00

10 Mo DOE (200 Days) Sal Plan

S10

10 Mo DOE (210 Days) Sal Plan

T00

DOE Teachers 200 Day Sal Plan

T10

DOE Teachers 210 Day Sal Plan

TEA

TCSG Teachers 12Mo Salary Plan

TEB

TCSG Teachers 11Mo Salary Plan

TEC

TCSG Teachers 10Mo Salary Plan

TED

TCSG Teachers 9Mo Salary Plan

SUP

TCSG Support Staff Salary Plan

EDS

Education Supv Sal Plan (2080)

PRN

Education Prin Sal Plan (2080)

TCH

Teachers Salary Plan (2080)

Page 41 of 42

For inquiries, contact: Department of Administrative Services Human Resources Administration Division 200 Piedmont Avenue, West Tower Suite 500
T: 1-877-318-2722 or 404-656-2705 hra@doas.ga.gov