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. Page 2 of 42 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. Page 3 of 42 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 Page 4 of 42 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 Page 5 of 42 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 Page 6 of 42 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. Page 7 of 42 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 Page 8 of 42 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 Page 9 of 42 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. Page 11 of 42 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. Page 12 of 42 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. Page 13 of 42 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. Page 14 of 42 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 Page 15 of 42 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 Page 16 of 42 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 Page 17 of 42 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 Page 18 of 42 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 Page 19 of 42 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. Page 20 of 42 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