Georgia state government FY2016 workforce report

Georgia State Government FY2016 Workforce Report
July 1, 2015 June 30, 2016
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 2016. 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, Board of Regents and higher educational entities, and is further limited to entities utilizing TeamWorks, the State's enterprise HRIS.

Top 4 Takeaways

Staffing. The staffing model of many state entities continues to shift from hiring full-time, benefiteligible employees, to alternative types of employment arrangements. The full-time, benefit-eligible employee count declined year-over-year to 66,669, just over 1,000 employees, while total state headcount increased. An additional 16 percent of staffing was with contingent employees, and another 2 percent or 1,200 workers assigned by temporary staffing firms. Tables 5 and 6 detail staffing for the Executive Branch as a whole and by employer, respectively.
Turnover. The state's general turnover rate increased slightly year-over-year from 19.4 to 19.9 percent. Correctional Officer jobs at the Department of Corrections, (DOC) and the Department of Juvenile Justice (DJJ) agencies remain the predominant driver; however, Table 27 reflects that a number of state entities experienced turnover rates that exceeded the state's general turnover rate of 19.9 percent. Table 26 demonstrates that the top five jobs that experienced a hiring "churn" included: Correctional Officers at DOC and DJJ; Health Aides at the Department of Behavioral Health and Developmental Disabilities (DBHDD); and Economic Support Specialists, Protect and Placement Specialists, and Social Services Specialists at the Department of Human Services (DHS). While agencies with these and other jobs experienced revolving turnover and hiring activities, DHS had a high number of vacancies in the Economic Support Specialist and Protect and Placement Specialist jobs at the time of the data snapshot for this report. Probation and Parole Officer jobs also experienced high vacancies, but these jobs were not highlighted due to continued staffing of the new Department of Community Services agency.
Retention. The state began tracking a retention rate for Executive Branch entities this past year to determine how soon after hire employees quit. Recent benchmark data for the U.S. workforce found that employees stayed in their jobs for at least 3 years after hire, with older employees staying for 10 years.1 Table 20 details retention rates by employer for a comparison against this benchmark. By contrast, one of every three hires leaves state employment within 12 months of hire. While eight smaller state entities retained 100% of their hires the first year, the following three large state entities fell far below the state's general one-year retention rate of 69 percent: DBHDD; DOC; DJJ.
Retirements. The number of year-over-year retirements declined slightly from 10.3 percent to 9.4 percent. Table 1 shows that just over 10 percent of the state's workforce remains eligible to retire immediately. Table 13 tracks retirement eligibility of the Executive Branch workforce by employer, and shows that seven Executive Branch entities are particularly vulnerable to immediate experience drain and within the next five years. Workers' Board of Compensation; Georgia Student Finance; and the Office of Commissioner of Insurance are particularly vulnerable with more than 20 percent of their employees eligible for retirement today, climbing to 30 percent eligible for retirement within the next five years.

1 "Employee Tenure in 2014." Bureau of Labor Statistics press release, September 18, 2014.

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Top 3 Areas of Focus
1. Retention Strategies. Considering the state's high turnover rate and retirement eligibility data, building the future workforce must include immediate focus on retention strategies as more employment options become available. Georgia, for instance, added 140,000 jobs to the economy over the past year. To be effective, however, retention strategies must be aligned with the turnover problem identified in individual agencies. Table 22 shows that nearly 70% percent of the turnover experienced by Executive Branch entities is due to voluntary resignation, yet the reason employees leave state government remains largely unsupported by data. Agencies continue to document departures as unspecified resignations rather than make use of the more specific termination codes available. This HR transaction practice limits an employer's ability to develop a focused, data-supported retention strategy. An alternative approach to identifying the reasons employees quit is to conduct and analyze exit interview surveys. This technique has not been widely adopted across the state and would require manual data collection and aggregation.
The Department of Administrative Services will remain focused on standardizing data input behaviors and has developed other strategies aimed at improving the state's retention rate from 69 percent to 75 percent by 2020. Some of these other strategies include continued refinement of career paths and labor market data for certain occupations to enable informed hiring and promotion decisions; improved communications about benefit options; improved functionality and processes for the performance management program, to include refined competencies for agencies to incorporate when hiring, promoting, and developing managers or leaders; partnerships to provide training delivery options to agencies for management or leadership development; and continued training related to the recruitment benefits of using the state's applicant tracking system. Data related to jobs posted using the applicant tracking system this past year shows that agencies optimally utilizing competency-based screening questions in TeamGeorgiaCareers.gov experienced a job retention rate of 86 percent at year one after hire compared to the state's general retention rate of 69% at year one. Hiring right to begin with is an effective retention strategy.
2. Cost Management. In addition to the need to develop focused, data-supported retention strategies, there are number of local and federal changes that will create personnel costmanagement challenges for employers.
The Fair Labor Standards Act was amended this year to increase the salary threshold at which employers may exempt workers from overtime requirements. The salary threshold will rise from $23,600 annually to $47,476 annually. Barring successful legal challenges, employers have until December 1, 2016, to comply with the amended law. DOAS has advised HR leaders statewide to reclassify approximately 14,000 positions, and to begin change management related to certain workplace practices, timekeeping, and monitoring of work hours to avoid unintentional overtime pay for these newly classified employees. The DOC, DHS, DJJ, DBHDD, and local counties of Public Health are most notably impacted.
The City of Clarkston in Dekalb County increased the minimum wage to $15 per hour earlier this year. State employers with work locations in the geographical area or who otherwise recruit from the County will be challenged to compete for and retain talent in this area for jobs requiring comparable skills and paying less than $31,000 annually.
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The Affordable Care Act, which requires employers with 50 or more full-time or full-time equivalent employees to provide healthcare to at least 95 percent of their workforce this year, creates higher financial risks for employers. These risks are specifically related to the more than 11,000 contingent employees in state positions, as well as the additional 1,226 workers assigned to state employers by staffing firms. DOAS has taken several steps to assist state employers in managing this risk, including: preparing HR leaders across the state; transitioning temporary staffing from the procurement function to the centralized HR within the DOAS; centralizing IRS reporting requirements; and working with numerous staffing firms to manage the state's risk exposure contractually. IRS penalties for non-compliance will continue to increase year-over-year. Penalties for noncompliance in the 2016 calendar year increased to $2,160.00 for each full-time worker and $3,240.00 for each employee that purchases healthcare from the federal exchange and receives a tax premium. Estimates for the 2017 plan year are $2,260.00 and $3,390.00, respectively. While these risks will be managed centrally, employers must properly classify employees, rehires, and contractors and actively monitor working hours, to include certain types of paid leave, in real time to also manage the risk locally.
3. Knowledge Transfer / Succession Planning. Employers with high turnover and either a large numbers of potential retirees, or potential retirees in single-incumbent jobs critical to their mission must act now to build their future workforce. While rehiring retirees is a talent pipeline strategy, it is not a sustainable or long-term strategy and may further aggravate retention issues as employees look to move up. The simplest step to ensure business continuity is to implement knowledge transfer techniques such as documenting processes, contacts, file locations, and other workflow information. Employers with mission critical management or leadership roles should identify high-potential employees and work to retain them. One effective retention method is to ensure high-potentials know their next career opportunity and the technical or soft skills they will need to develop in order to be competitive for that move. These individuals should have a documented development plan as part of their performance review plan that details focused learning assignments, aligns them with mentors, or assigns competency-based training aligned with the kind of managers and leaders the agency wishes to create.
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Table of Contents
ENTERPRISE Table 1: Workforce Comparison All Branches .......................................................................6 Table 2: Workforce Breakdown by Branch of Government........................................................7 Table 3: 10 Year Headcount By Fiscal Year ...............................................................................7 Table 4: Turnover Trend By Fiscal Year ...................................................................................8 Table 5: Employment Category.............................................................................................10 EXECUTIVE Table 6: Executive Branch Workforce By Entity .....................................................................11 Table 8: Ethnic Group Distribution.......................................................................................14 Table 9: Workforce By Job Family.........................................................................................14 Table 10: Workforce Job Family Detail.....................................................................................15 Table 11: Age & Tenure By Classification .............................................................................16 Table 13: Retiree Eligibility by Agency Executive Branch....................................................17 Table 14: Workforce By Generations ...................................................................................19 Table 15: Years of Service Distribution.................................................................................19 TALENT ACQUISITION Table 16: Hiring Activity by Category ...................................................................................20 Table 17: Hires By Generation .............................................................................................20 Table 18: Hires By Gender & Ethnic Group ...........................................................................21 Table 19: Hires By Highest Education Level ..........................................................................21 Table 20: Executive Branch - Retention................................................................................22 Table 21: Executive Branch Retention...................................................................................23 SEPERATIONS Table 22: Separations By Major Category .............................................................................24 Table 23: Voluntary Separations By Years of Service ............................................................24 Table 24: Voluntary Separations By Generations .................................................................25 Table 25: Job Family Separations/Hires Comparison Executive Branch ..............................25 Table 26: Top Separations By Jobs w/Hires Comparison........................................................26 Table 27: Agency Turnover Breakdown.................................................................................27 EXHIBITS Exhibit A: Trends in Hiring ...................................................................................................30 Exhibit B: Trends in Separations ..........................................................................................31 Exhibit C: Separations Major Category Descriptions .............................................................33 Exhibit D: State of Georgia Salary Plans ...............................................................................34

Table 1: Workforce Comparison All Branches

FY 2014

Headcount

Benefit Eligible

68,012

Contingent Employees

18,135

TOTAL

85,748

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 $36,250

Statewide Salary Plan (LAW) 3:

N/A

Average Salary

N/A

Statewide Executive Plan (SRE) Average Salary

677 $108,363

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

9,896 $54,536
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 (FTE)

44.2 9.4 11.65% 18.37%

FY 2015
67,690 15,788 83,185

FY 2016
66,669 16,949 83,618

3,987 (5.89%)

3,336 (5.05%)

63,703 (94.11%) 63,333 (94.94%)

57,457 $37,034

43,532 $38,214

N/A

12,730

N/A

$35,566

665 $109,771

693 $112,345

9,568 $55,752

9,808 $56,558

24,490 (36.18%) 23,818 (35.73%) 43,123 (63.71%) 42,851 (64.27%)

120 (0.18%) 793 (1.17%) 33,154 (48.98%) 1,190 (1.76%) 704 (1.04%) 145 (0.21%) 31,584 (46.66%)

112 (.17%) 816 (1.22%) 32,823 (49.23%) 1,201 (1.80%) 728 (1.09%) 133 (.20%) 30,856 (46.28%)

44.1 9.0 10.4% 19.40%

44.3 9.0 10.65% 19.65%

2 The state of Georgia has a total of 27 Pay Plans. See Appendix D for a complete listing of salary plans by group. 3 In January 2016, the state Implemented the Job Classification and Career Path project. As part of the project a new salary plan for Law Enforcement staff was created.

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Table 2: Workforce Breakdown by Branch of Government

Branch EXECUTIVE

FY 2016 Count
49,051

Authorities, Boards & Comm

745

Technical Colleges

5,751

JUDICIAL

1,500

LEGISLATIVE

735

LOCAL GOVERNMENT

County Public Health

3,947

Community Service Boards Grand Total

4,940 66,669

% of Total 73.57% 1.12% 8.63% 2.25% 1.10%
5.92% 7.41% 100.00%

% Chg From FY15
-2.19% 3.22% 1.22% 3.00% 0.54%
-1.14% -0.89% -0.02%

Table 3: 10 Year Headcount By Fiscal Year

85000 81,590 82,080

80000 75000 70000

77,677

75,200

72,929

70,324

68,696

67,993

67,667

66,669

65000

60000

55000

50000

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

As of June 30th of each year

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Table 4: Turnover Trend By Fiscal Year

21.00%

20.00%

19.00%

18.00%

17.00%

16.00%

15.60%

15.00% FY11

16.43% FY12

17.88% FY13

18.37% FY14

19.40% FY15

19.97% FY16

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Executive Branch
Georgia State Government

Table 5: Employment Category
Contingent State, 11,895,
16%

Non-State Contingent Staff,
1,226, 2%

Less than 1% of contingent state employees may be eligible for health care coverage based on working an average of 30+ hours per week

Benefit Eligible, 59,494, 82%
Benefit Eligible Contingent State Non-State Contingent Staff
The state's staffing model continues to shift with just over 80 percent of staffing now fulltime, benefit-eligible employees. Sixteen percent of the state's workforce is contingent4 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 working hours of these individuals appears to be tightly monitored below 30 hours a week.
The Human Resources Administration Division of the Department of Administrative Services began centrally managing temporary staffing in January 2016. For FY2016, Executive Branch agencies added an additional 1,226 workers assigned by staffing firms, 906 of which worked 30+ hours a week.

4 Temporary workforce numbers are comprised of employees who were active as of 6/30/2016 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: Executive Branch Workforce By Entity

CO Entity

128* 800 467 129 441 461 484 428 427

County Public Health * Technical Colleges Ga. Dept. of Corrections DHR BOCOP* Dept Behavioral Hlth. & Dev Disb Dept. of Juvenile Justice Ga. Dept. of Transportation Ga. Dept. of Community Affairs Department of Human Services

FTE Total
3,947 5,751 11,199 185 4,128 3,571 3,973 375 3,351

Contingent State
Employees
176 6506 323 24 594 443 232 18 723

FY16 Total

Contingent State
Workforce %

4,123 12,257 11,522
209 4,722 4,014 4,205 393 3,516

4.27% 53.08% 2.80% 11.48% 12.58% 11.04% 5.52% 4.58% 4.70%

FY15 - 16 Variance
(676) (643) (390) (194) (181) (128) (107) (98) (64)

414 Ga. Dept. of Education

876

296

440 Ga. Dept. of Labor

1,338

92

465 State Board, Pardons & Paroles

585

1

402 Ga. Dept. of Agriculture

498

71

429 Dept of Economic Development

192

17

422 Office of Planning and Budget

330

164

466 Ga. Dept. of Public Safety

1,734

52

127 DFACS

6,205

165

492 Ga Public Defender Council

753

6

478 Secretary of State

249

29

976 GA Regional Trans Authority

34

1

475 Ga. Dept. of Driver Services

688

227

977 Georgia Public Broadcasting

135

480 GA Soil & Water Conservation

33

2

927 State Road & Tollway Authority

49

488 Ga. Dept. of Veterans Service

141

2

415 Technical College System of GA

223

41

482 Ga. Teachers Retirement Sys.

190

1

490 State Board of Workers' Comp

124

408 Office of Comm. of Insurance

223

9

474 Department of Revenue

972

7

406 GA Dept of Banking & Finance

93

3

489 Subsequent Injury Trust Fund

13

7

416 Ga. Employees Retirement Sys.

90

3

1,172 1,430 586 569 209 494 1,786 7,020 759 278
35 915 135 35 49 143 264 191 124 232 979 96 20 93

25.26%

(62)

6.43%

(60)

0.17%

(60)

12.48%

(47)

8.13%

(44)

33.20%

(41)

2.91%

(35)

11.60% (29)

0.79%

(26)

10.43%

(22)

2.86%

(21)

24.81%

(18)

0.00%

(8)

5.71%

(7)

0.00%

(7)

1.40%

(6)

15.53%

(5)

0.52%

(4)

0.00%

(4)

3.88%

(2)

0.72%

(1)

3.13%

(1)

35.00%

0

3.23%

1

Page 11 of 35

CO Entity

FTE Total

Contingent State
Employees

FY16 Total

Contingent State
Workforce %

FY15 - 16 Variance

900 Georgia Building Authority

155

10

165

410 State Properties Commission

14

14

470 Ga. Public Service Commission

82

82

409 GA State Fin. & Invest. Comm.

101

14

115

980 Georgia Technology Authority

172

19

191

476 Ga. Student Finance Commission

39

39

407 State Accounting Office

136

1

137

420 Georgia Forestry Commission

542

123

665

403 Ga. Dept. of Admin. Services

219

17

236

921 Ga. Correctional Industries

200

6

206

419 Ga. Dept of Community Health

943

128

1,071

411 Ga. Dept. of Defense

474

134

608

405 Department of Public Health

954

22

976

469 Dept of Early Care & Learning

336

18

354

471 Ga. Bureau of Investigation

842

13

855

442 Georgia Department of Law

292

8

300

462 Ga. Dept. of Natural Resources

1,650

780

2,430

477 Dept. of Community Supervision

95

2

97

Grand Total

59,494

11,530

71,224

* These are local government entities with some employees receiving state benefits.

6.06% 0.00% 0.00% 12.17% 9.95% 0.00% 0.73% 18.50% 7.20% 2.91% 11.95% 22.04% 2.25% 5.08% 1.52% 2.67% 32.10% 2.06% 16.19%

1 1 1 3 3 4 7 8 12 14 17 22 26 32 48 48 73 97 (2,573)

The most populace contingent state jobs include Adjunct Faculty (3,748) used by Technical Colleges, Clerical Worker (956), Federal Work Study Student Worker (676) and Support Services Worker (675) used by a variety of state employers.
The Department of Community Supervision began staffing in FY2016 and will continue to staff throughout FY2017.

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Table 7: FY2014 to 2016 Executive Branch Workforce Profile5

FY14

FY15

Number:

60,627

60,520

Full-Time

60,566

60,459

Part-Time

61

61

Classified

4,439

3,621

Average Age

44

44

Average Salary

$39,356 $40,049

Average Years of Service

9.5

9.2

Percent Minorities

52.60% 53.87%

Percent Female

61.50% 62.56%

Highlights of FY16 Workforce

Hires

Number of Total Hires

9,813

11,008

Percent of Hires Female

60.2%

63.9%

Percent of Hires Minorities

62.3%

66.1%

Average Age of New Hire (FT)

34.8

34.1

Retention

New Hire 1 Yr Retention Rate (Hired
July 1st of FY)

69%

69%

Turnover

Executive Branch FTE Turnover Rate

17.75%

17.0%

Total Number of Separations

10,823

10,770

Percent Voluntary Resignations

63.9%

66.8%

Percent Retirements

17.1%

18.2%

Percent Involuntary Terminations 18.2%

14.3%

Gender

Female

61.5%

59.5%

Male

38.5%

40.5%

Ethnicity

American Indian

0.2%

0.2%

Asian

1.1%

1.2%

Black

48.6%

49.5%

Hawaiian Pacific Islander

0.2%

0.2%

Hispanic

1.7%

1.9%

Multi-Race

0.9%

1.0%

White

47.4%

46.1%

Retirement

Employees Retired

1,850

1,961

% of Employees Eligible to Retire6

10.0%

10.3%

FY16
59,494 59,439
55 3020
44 $40,826
9.2 54.34% 63.17%

% Change from Previous Year
-1.70% -1.69% -9.84% -16.6% 0.00% 1.94% 0.00% 0.87% 0.98%

10,212 63.8% 64.0% 34.1
68%

3.78% -0.16% -3.18% 0.00%
-1.77%

17.5%
10,964 69.3% 19.3% 12.9%
61.4% 38.6%
0.2% 1.2% 49.9% 0.2% 1.9% 1.0% 45.7%
1,846 9.4%

0.62%
-0.49% 5.74% -5.86% -7.49%
1.69% -3.12%
0.00% 0.00% 0.79% 0.00% 0.00% 0.00% -0.97
-5.86% -8.74%

5 Effective FY2013, Executive Branch figures above include Technical Colleges, Authorities, Boards, and County Public Health 6 Retirement eligibility figures are based on tenure and age records from the states' HRIS and do not reflect forfeited leave
balances or 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 90 92 561 683 816
24,966 28,339

% of Executive Branch Workforce
0.2% 0.2% 1.0% 1.2% 1.5% 44.9% 51.0%

% of Georgia Labor Force
0.12% 0.50% 2.02% 4.01% 9.35% 61.64% 31.72%

Table 9: Workforce By Job Family

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

0.43% 0.79%
0.90% 0.97% 1.02% 1.12%
1.44% 2.50% 2.67% 4.23% 4.37% 4.49% 4.50%
8.34% 8.65%

15.21% 16.44%

21.92%

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

2016 2015

More than half of the state's Executive Branch workforce is concentrated in the top three job families of Law Enforcement, Support Services, and Social Services.

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Table 10: Workforce Job Family Detail

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

2015
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

2016
258 579 533 854 609 470 1,588 2,671 1,487 667 2,601 2,518 2,679 4,960 5,144 9,782 9,051 13,043 59,494

FY16 Variance
115 (34) (121)
0 (370) (801) 290 1,276 (79) (1,158) 238 (55) (436) (113) (95) 1,252 511 (1,446) (1,026)

2015 Avg Salary $41,739 $44,861 $41,986 $24,267 $90,002 $52,685 $56,793 $29,539 $60,603 $40,825 $47,011 $31,591 $45,064 $40,042 $53,916 $35,320 $33,091 $34,543 $39,356

2016 Avg Salary $40,425 $46,463 $44,343 $24,212
$109,751 $59,695 $55,252 $38,426 $63,712 $46,486 $42,706 $31,905 $46,124 $40,603 $55,108 $38,293 $33,122 $35,566 $40,826

FY16 % Change -3.25% 3.45% 5.31% -0.23% 17.99% 11.74% -2.79% 23.13% 4.88% 12.18% -10.08% 0.98% 2.30% 1.38% 2.16% 7.77% 0.09% 2.88% 3.60%

In January 2016 the state implemented the Job Classification and Career Path Project. One goal of the project was to correct job misclassifications which impacted data in the Variance & Average Salary columns above.

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Table 11: Age & Tenure By Classification

Status Classified Unclassified Grand Total

% of Workforce 5.08% 94.02%
100.00%

Avg. Age 52.3 43.3 43.8

Avg. Tenure 23.4 8.3 9.2

Projections that Georgia's public workforce will be 100% at-will by 2025 remain on target.

Table 12: Retirement Eligibility7

20.00% 18.00% 16.00% 14.00% 12.00% 10.00%
8.00% 6.00% 4.00% 2.00% 0.00%

7.62%
2.98% 6,294 Now

9.91%
3.82% 8,156 w/In 2 Yrs

13.51%
5.33% 11,189 w/in 5 Years

Staff Mgrs

The above data assumes eligibility based on 30 years of service or 60 years of age/w 10 years of service.
More than 10% of the state's Executive Branch workforce are eligible to retire today See Table 15: Retiree Eligibility by Agency for a further breakdown

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 13: Retiree Eligibility by Agency Executive Branch

Co Agency

Total Headcount

Avg Age

Avg Tenure

467 Ga. Dept. of Corrections

11,199

40.6

9.0

800 Technical Colleges

5,751

48

8.6

484 Ga. Dept. of Transportation

3,973

45.0

12.2

127 DFACS

6,205

41.8

8.7

128 DHR - Public Health

3,947

44.8

9.8

427 Department of Human Services

3,351

46.0

10.3

441 Dept Behavioral Hlth & Dev Disb

4,128

45.1

7.6

462 Ga. Dept. of Natural Resources

1,650

45.4

12.3

440 Ga. Dept. of Labor

1,338

49.8

11.3

461 Dept. of Juvenile Justice

3,571

41.5

7.1

466 Ga. Dept. of Public Safety

1,734

41.0

11.0

474 Department of Revenue

972

46.8

10.0

465 State Board Pardons & Paroles

585

43.0

13.6

405 Department of Public Health

954

45.5

8.8

419 Ga.Dept of Community Health

943

46.6

8.8

471 Ga. Bureau of Investigation

842

40.5

10.0

414 Ga. Dept. of Education

876

48.2

6.9

492 Ga Public Defender Standards

753

44.4

6.6

402 Ga. Dept. of Agriculture

498

44.8

9.9

420 Georgia Forestry Commission

542

41.7

10.8

475 Ga. Dept. of Driver Services

688

42.8

7.1

408 Office of Comm. of Insurance

223

49.4

11.9

428 Ga. Dept. of Community Affairs

375

47.0

9.7

411 Ga. Dept. of Defense

474

47.7

7.5

415 Technical College System of GA

223

49.2

11.4

442 Georgia Department of Law

292

44.7

9.2

488 Ga. Dept. of Veterans Service

141

51.6

8.8

490 State Board of Workers' Comp

124

51.4

15.1

980 Georgia Technology Authority

172

50.3

11.2

921 Ga. Correctional Industries

200

47.5

10.0

403 Ga. Dept. of Admin. Services

219

47.4

9.0

478 Secretary of State

249

44.8

6.5

429 Dept of Economic Development

192

43.1

8.7

482 Ga. Teachers Retirement Sys.

190

46.8

11.1

469 Dept of Early Care & Learning

336

43.4

7.1

900 Georgia Building Authority

155

46.7

8.9

409 GA State Fin. & Invest. Comm.

101

51.2

10.2

470 Ga. Public Service Commission

82

50.0

12.3

422 Office of Planning and Budget

330

41.2

6.5

977 Georgia Public Broadcasting

135

45.3

7.7

129 DHR - BOCOP

185

46.5

9.3

477 Dept. of Community Supervision

95

46.2

11.3

Eligible Now
937 620 570 555 451 441 377 246 222 198 197 143 131 119 95 84 81 76 66 55 54 49 41 40 38 33 29 28 26 26 25 24 23 21 21 20 19 17 17 16 14 12

% Eligible
Now
8.37% 10.78% 14.35% 8.94% 11.43% 13.16% 9.13% 14.91% 16.59% 5.54% 11.36% 14.71% 22.39% 12.47% 10.07% 9.98% 9.25% 10.09% 13.25% 10.15% 7.85% 21.97% 10.93% 8.44% 17.04% 11.30% 20.57% 22.58% 15.12% 13.00% 11.42% 9.64% 11.98% 11.05% 6.25% 12.90% 18.81% 20.73% 5.15% 11.85% 7.57% 12.63%

Eligible w/in 2
Yrs
1260 776 756 699 567 551 532 333 287 267 271 181 144 143 119 108 121 91 86 76 68 60 51 50 45 41 33 36 33 32 31 31 26 24 23 28 23 21 24 18 23 18

% Eligible w/in 2
Yrs 11.25% 13.49% 19.03% 11.27% 14.37% 16.44% 12.89% 20.18% 21.45% 7.48% 15.63% 18.62% 24.62% 14.99% 12.62% 12.83% 13.81% 12.08% 17.27% 14.02% 9.88% 26.91% 13.60% 10.55% 20.18% 14.04% 23.40% 29.03% 19.19% 16.00% 14.16% 12.45% 13.54% 12.63% 6.85% 18.06% 22.77% 25.61% 7.27% 13.33% 12.43% 18.95%

Page 17 of 35

Co Agency

Total Headcount

Avg Age

Avg Tenure

Eligible Now

% Eligible
Now

Eligible w/in 2
Yrs

% Eligible w/in 2
Yrs

407 State Accounting Office

136

47.7

7.7

11

8.09%

12

8.82%

476 Ga. Student Finance Commission

39

49.7

12.5

10

25.64%

11

28.21%

406 GA Dept of Banking & Finance

93

38.9

9.3

8

8.60%

13

13.98%

489 Subsequent Injury Trust Fund

13

52.9

16.5

5

38.46%

5

38.46%

416 Ga. Employees Retirement Sys.

90

43.8

8.2

5

5.56%

8

8.89%

927 State Road & Tollway Authority

49

44.2

7.4

2

4.08%

4

8.16%

410 State Properties Commission

14

46.2

7.0

1

7.14%

1

7.14%

480 GA Soil & Water Conservation

33

44.0

5.9

0

0.00%

0

0.00%

976 GA Regional Trans Authority

34

43.8

4.4

0

0.00%

0

0.00%

TOTAL

59,494

45.8

9.5

6,299 10.59% 8,161 13.72%

Several small state employers are particularly vulnerable to turnover related to retirements, with retirement eligibility rates twice the overall retirement eligibility rate within the state.

Page 18 of 35

Table 14: Workforce By Generations

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

0.7% 0.6%
Veterans 1925-1945

42.2% 42.0%
33.4% 31.4%

Baby Boomers Generation X

1946-1964

1965-1980

25.8% 23.9%
Millennials 1981-1997

FY15 FY16

The State of Georgia has six (6) generations currently in the workforce. There is 1 Traditionalist (born before 1925) and 2 Generation Z's working for the State, not graphed.

Table 15: Years of Service Distribution
40.00% 35.00% 33.93%

30.00%

25.00%

20.00% 15.00% 10.00%

10.46%

17.47%

14.69%

10.76%

5.00%

0.00% 0 - 2
% of Total 33.93%

3 - 4 10.46%

5 - 9 17.47%

10 - 14 14.69%

15 - 19 10.76%

6.65%
20 - 24 6.65%

4.79%
25 - 29 4.79%

1.11%
30 - 35 1.11%

0.14% >35 Years
0.14%

High turnover and steady retirements leaves one in three Executive Branch employees with less than three years of tenure. Agencies must focus on retention to deliver a consistent customer service experience and build their future workforce.

Page 19 of 35

TALENT ACQUISITION

Table 16: Hiring Activity by Category

12000

10000

10,108 9,386

8000

8,245

6000

4000 2000
0

Hires

1,568 1,636 1,973
Rehires 2014 2015 2016

1,308 663 819
Transfers

Executive Branch employers increased hiring activity for a third year.

Table 17: Hires By Generation

12.68%

55.11%

32.07%

Baby Boomers Generation X Millennials
The State has been successful in attracting Millennial employees; however, Table 24 demonstrates that the state struggles to retain such hires.

Page 20 of 35

Table 18: Hires By Gender & Ethnic Group

4,145 F

7,294

M

2.53% 1.61%

1.17%

35.98%

58.47%

Asian Black White Hispanic Multi-Race

Table 19: 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%

39.10% 39.10%

13.45% 12.14%

24.16% 24.00%

11.12% 11.03%

13.24% 12.17%

Not Indicated

High School

Tech School / 2 Yr College

Bachelor's Master's & Higher

2015 2016

Less than 50% of hires completed formal education after high school. Whether this data is an indication of quality of hire, or an indication that formal education is not a success indicator requires further analysis.

Page 21 of 35

S E P A R A T I O N S

Table 20: Executive Branch - Retention

CO Entity

Headcount

127 DFACS 128 County Public Health 129 DHR - BOCOP 402 Ga. Dept. of Agriculture 403 Ga. Dept. of Admin. Services 405 Department of Public Health 406 GA Dept of Banking & Finance 407 State Accounting Office 408 Office of Comm. of Insurance 409 GA State Fin. & Invest. Comm. 410 State Properties Commission 411 Ga. Dept. of Defense 414 Ga. Dept. of Education 415 Technical College System of GA 416 Ga. Employees Retirement Sys. 419 Ga. Dept of Community Health 420 Georgia Forestry Commission 422 Office of Planning and Budget 427 Department of Human Services 428 Ga. Dept. of Community Affairs 429 Dept of Economic Development 440 Ga. Dept. of Labor 441 Dept Behavioral Hlth. & Dev Disb 442 Georgia Department of Law 461 Dept. of Juvenile Justice 462 Ga. Dept. of Natural Resources 465 State Board, Pardons & Paroles 466 Ga. Dept. of Public Safety 467 Ga. Dept. of Corrections 469 Dept of Early Care & Learning
470 Ga. Public Service Commission

6,205 4,026 221 531 218 945
93 128 216 98 14 475 897 227 88 941 540 329 3,351 376 188 1,347 4,224 294 3,682 1,641 598 1,739 11,552 5,984
80

FY 2014

FY 2015

Avg 1 YR Retention
Rate
73.47% 73.35% 78.70% 83.84% 86.67% 84.94% 75.95% 94.17% 84.85% 100.00% 100.00% 77.31% 91.92% 89.39% 83.33% 90.11% 72.32% 73.22% 78.30% 93.64% 95.45% 88.67% 63.24% 84.07% 59.65% 91.81% 88.15% 77.55% 62.19% 94.61%

Avg 2 YR Retention
Rate
58.51% 56.21% 62.96% 66.22% 65.91% 57.23% 63.33% 77.27% 79.55% 67.00% 50.00% 61.30% 80.21% 81.82% 66.67% 77.37% 59.86% 57.01% 67.82% 83.48% 74.24% 67.86% 44.00% 68.52% 37.51% 80.42% 72.23% 61.04% 42.27% 85.95%

Avg 1 YR Retention
Rate
68.43% 74.54% 48.11% 86.17% 81.67% 85.62% 77.78% 48.11% 78.57% 100.00% 100.00% 69.90% 90.70% 83.33% 52.08% 85.71% 83.74% 66.89% 80.68% 95.45% 92.59% 72.84% 62.74% 95.15% 57.05% 85.72% 93.82% 82.75% 59.59% 83.42%

Avg 2 YR Retention
Rate
N/A until July
1 2017

% Change in 1 YR
Retention Rate -6.86% 1.62%
-38.87% 2.78% -5.77% 0.80% 2.40% -48.91% -7.40% 0.00% 0.00% -9.59% -1.32% -6.78% -37.50% -4.88% 15.79% -8.65% 3.05% 1.94% -3.00% -17.85% -0.80% 13.18% -4.35% -6.64% 6.43% 6.71% -4.17% -11.83%

100.00% 0.00%

Page 22 of 35

FY 2014

FY 2015

CO Entity

Headcount

Avg 1 YR Retention
Rate

Avg 2 YR Avg 1 YR

Retention Retention

Rate

Rate

Avg 2 YR Retention
Rate

% Change in 1 YR
Retention Rate

471 Ga. Bureau of Investigation 474 Department of Revenue 475 Ga. Dept. of Driver Services 476 Ga. Student Finance Commission 477 Dept. of Community Supervision 478 Secretary of State 480 GA Soil & Water Conservation 482 Ga. Teachers Retirement Sys. 484 Ga. Dept. of Transportation 488 Ga. Dept. of Veterans Service 489 Subsequent Injury Trust Fund 490 State Board of Workers' Comp 492 Ga Public Defender Council 800 Technical Colleges 900 Georgia Building Authority 921 Ga. Correctional Industries 927 State Road & Tollway Authority 976 GA Regional Trans Authority 977 Georgia Public Broadcasting 980 Georgia Technology Authority

819 954 678 39 91 250 34 179 3,999 142 15 124 774 4,247 153 198 51 38 125 166

92.98% 87.71% 80.53% 100.00%
N/A 70.94% 87.50% 89.29% 79.22% 77.78% 100.00% 100.00% 81.22% 86.73% 75.56% 76.85% 80.00% 85.71% 90.00% 100.00%

87.47% 67.46% 55.14% 100.00%
N/A 59.72% 87.50% 75.00% 62.50% 72.22% 100.00% 80.00% 60.10% 74.52% 71.85% 65.74% 60.00% 57.14% 90.00% 83.33%

97.41% 82.98% 75.59% 100.00%
N/A 84.28% 100.00% 87.50% 72.47% 85.00% 100.00% 100.00% 78.43% 84.94% 81.11% 78.19% 85.71% 100.00% 83.64% 100.00%

4.76% -5.39% -6.13% 0.00%
N/A 18.80% 14.29% -2.00% -8.52% 9.29% 0.00% 0.00% -3.43% -2.06% 7.35% 1.75% 7.14% 16.67% -7.07% 0.00%

Eight (8) small Executive Branch entities retained 100% of their FY15 hires.

Table 21: Executive Branch Retention
1 Year

2 Year

3 Year

Jul-12 Hires (FY13)

68.0%

50.0%

38.0%

Jul-13 Hires (FY14)

69.0%

51.0%

TBD

Jul-14 Hires (FY15)

69.0%

TBD

TBD

Most state employers keep two of every three hires for at least a year, but only one in three hires stay to year three.

Page 23 of 35

Table 22: Separations By Major Category

9000 8000 7000 6000 5000 4000 3000 2000 1000
0

69.27% 7,670

19.3% 1,875

12.93% 1,432

Voluntary Retirements Involuntary

0.87% 96
Other

Table 23: Voluntary Separations By Years of Service

2500 2000

29.54% 2266

1500 17.91%

1000 500

1374

15.19% 1165

8.89% 682

6.58% 505

12.57% 964

9.31% 714

0

<1

1

2

3

4

5-9

10+

The majority of turnover is due to voluntarily resignations

Page 24 of 35

Table 24: Voluntary Separations By Generations

Hires

Separations

Baby Boomers

Generation X

Millennials

12.68%

Baby Boomers Generation X Veterans Millennials 12.83%

55.11%

32.07%

53.30%

33.58%

The State successfully attracts but fails to retain Millennial employees

0.29%

Table 25: Job Family Separations/Hires Comparison Executive Branch

Real Estate Applied Science
Genrlt,Auditt Natural Resources
Engineering Information Technology
Legal Human Resources
Food - Farm Regulatory Transportation
Financial Facilities Education General Support Healthcare Social Services Law Enforcement -3684

-30 -63 -85 -64 -98 -163 -225 -152 -268 -348 -337 -316 -432 -821 -1154 -1235 -1598

25 80 63 96 99 193 200 130 272 284 275 283
423 827 1297 1119 1318

3228

-5000 -3000 -1000 1000 3000

Terms Hires

Page 25 of 35

Table 26: Top Separations By Jobs w/Hires Comparison

(DBHDD/DJJ/DOD) Housekeepers (All Levels)

-89 86

(DDS) Driver Examiner (1-3)

-90 134

(DOC/DBHDD) Behavioral Health Counselors (All Levels)

-92 95

(DPS) Troopers (All Levels)

-96 77

(DOC/DOT/DBHDD) General Trades Tech (All Levels)

-119 97

(DBHDD/DJJ/DOC) Food Services (1-3)

-127 130

(DOT) Equipment Operators (1-3)

-167 204

(DJJ/DOC) Probation/Parole Spec (1-3)

-215

193

(County/DBHDD) Nurse (RN's & LPN's)

-319

248

(TCGS) Instructors (1-3)

-399

422

(DFACS/DCH) Economic Support Spec (1-3)

-450

316

(DBHDD/County) Health Aides (1-3)

-460

448

(County/DHS/DOC) Admin Assitant/Support (1-3)

-555

660

(DHS) Social Svcs Spec (1-3) (DJJ/DOC) Corrections Officers (1 &2)

-693 -2942

662 2720

-4000 -3000 -2000 -1000 0 1000 2000 3000 4000 Hires Separations

The top 3 jobs that continue to experience hiring deficiencies are Correction Officer, Economic Support Specialist, and Nurse.

Page 26 of 35

Table 27: Agency Turnover Breakdown

Co ID Entity 129 DHR - BOCOP 461 Dept. of Juvenile Justice 422 Office of Planning and Budget 441 Dept Behavioral Hlth& Dev Disb 467 Ga. Dept. of Corrections 478 Secretary of State 411 Ga. Dept. of Defense 900 Georgia Building Authority 410 State Properties Commission 127 DFACS 477 Dept. of Community Supervision 402 Ga. Dept. of Agriculture 921 Ga. Correctional Industries 475 Ga. Dept. of Driver Services 128 County Public Health 442 Georgia Department of Law 465 State Board Pardons & Paroles 415 Technical College System of GA 405 Department of Public Health 492 Ga Public Defender Council 419 Ga.Dept of Community Health 927 State Road & Tollway Authority 976 GA Regional Trans Authority 488 Ga. Dept. of Veterans Service 414 Ga. Dept. of Education 428 Ga. Dept. of Community Affairs 416 Ga. Employees Retirement Sys. 800 Technical Colleges 484 Ga. Dept. of Transportation 466 Ga. Dept. of Public Safety 406 GA Dept of Banking & Finance 429 Dept of Economic Development 427 Department of Human Services 420 Georgia Forestry Commission 474 Department of Revenue 476 Ga. Student Finance Commission 407 State Accounting Office 440 Ga. Dept. of Labor

Involuntary 4
133 9
244 315 29 11
3 1 169 4 47 0 22 102 0 2 5 21 14 8 1 3 2 6 3 0 94 59 16 0 0 35 9 18 0 4 9

Other 0 8 0 8 20 1 3 0 0 5 0 1 0 0 3 0 3 1 1 2 1 0 0 0 2 0 0 12 8 0 1 0 6 0 3 0 0 6

Retirement 3 78 8
108 333
6 11 10 0 133 1 23 13 22 150 7 26 7 17 13 34 1 0 4 34 16 1 169 241 73 3 3 93 11 38 2 1 59

Voluntary 71 986 49 723
2148 22 78 17 1 921 5 31 27 78 391 37 43 19 85 88 82 5 2 16 87 33 10 532 251 144 9 20 242 46 54 1 7 80

Transfers Out1 1 94 25 46 100 3 5 4 1 151 9 9 1 15 69 7 29 6 32 7 25 1 1 0 10 6 2 59 17 17 0 3 68 5 9 2 4 12

Grand Total
79 1299
91 1129 2916
61 108 34
3 1379
19 111 41 137 715 51 103 38 156 124 150
8 6 22 139 58 13 866 576 250 13 26 444 71 122 5 16 166

Turnover Rate 35.7% 35.3% 27.7% 26.7% 25.2% 24.4% 22.8% 22.3% 22.2% 21.6% 20.9% 20.9% 20.7% 20.2% 17.8% 17.4% 17.2% 16.8% 16.5% 16.0% 15.9% 15.8% 15.8% 15.5% 15.5% 15.4% 14.8% 14.5% 14.4% 14.4% 14.0% 13.9% 13.5% 13.1% 12.8% 12.8% 12.5% 12.3%

1 Transfers Out includes employees who moved to a different company ID during the fiscal period.

Page 27 of 35

Co ID Entity 462 Ga. Dept. of Natural Resources 469 Dept of Early Care & Learning 408 Office of Comm. of Insurance 490 State Board of Workers' Comp 977 Georgia Public Broadcasting 470 Ga. Public Service Commission 980 Georgia Technology Authority 482 Ga. Teachers Retirement Sys. 471 Ga. Bureau of Investigation 489 Subsequent Injury Trust Fund 409 GA State Fin. & Invest. Comm. 403 Ga. Dept. of Admin. Services 480 GA Soil & Water Conservation

Involuntary 16 2 0 2 1 1 1 3 0 0 1 3 0

Other 0 0 0 0 0 0 0 0 1 0 0 0 0

Retirement 65 2 10 4 1 4 4 5 16 0 2 9 1

Voluntary 104 21 10 5 8 1 8 6 41 1 0 20 4

Transfers Out1 7 10 3 1 2 1 1 0 4 0 1 10 1

Grand Total 192
35 23 12 12 7 14 14 62 1 4 42 6

Turnover Rate 11.7% 10.9% 10.6% 9.6% 9.6% 8.8% 8.4% 7.8% 7.6% 6.8% 4.1% 0.7% 0.1%

Page 28 of 35

Appendix

Exhibit A: Trends in Hiring

12000 10000
8000 6000 4000 2000
0

8,061

9,034

FY11

FY12

Hires
8,975

9,813

FY13

FY14

11,022 FY15

10,212 FY16

1400 1200 1000
800 600 400 200
0

744 FY11

Transfers

835

770

663

FY12

FY13

FY14

1,227 859

FY15

FY16

$33,500 $33,000 $32,500 $32,000 $31,500 $31,000 $30,500 $30,000 $29,500

Average Full Time New Hire Salary

$32,963

$32,278 $31,680

$30,764

$30,714

FY11

FY12

FY13

FY14

FY15

$31,713 FY16

Page 30 of 35

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

10,060 FY11

Separations

10,890

11,129

10,823

FY12

FY13

FY14

10,770 FY15

11,073 FY16

Separations By Category

9000 8000 7000 6000 5000 4000 3000 2000 1000
0

6038
2220 1,689
113 FY11

6224
2405 2,154 107 FY12

6492

6919

7189

7670

2834
1,698 105 FY13

1972
1,850 82 FY14

1961
1,535 85 FY15

1875 1,432
96
FY16

Voluntary

Retirement

Involuntary

Other

Voluntary Terminations continue to climb. Focus needed on retention.

Page 31 of 35

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

11

6.7

5.4

5.5

4.5

24.3

23.4

22.7

22.6

4.9 FY12 Voluntary

4 FY13 Retirement

4.1 FY14 Involuntary

3.8 FY15 Other

11.2 4.3
21.8
3.8 FY16

Employees tenure at retirement has been trending downward for six straight years.

Page 32 of 35

Exhibit C: Separations Major Category Descriptions

OTHER

Action
TER TER

Reason
DEA KLD

Description
Death Killed in Line of Duty

Short Desc
Death KilledDuty

TER

TER

TER

TER

TER

INVOLUNTARY

TER TER

TER

TER

TER

TER

TER

ATT

Attendance

Attendance

CON

Misconduct

Misconduct

DIS

Dismissal

Dismissal

DRG

Drug Testing

Drug Test

INS

Insubordination

Insubordin

MIS Misstatement on Application Misstatemt

NPR No Position Return From Leave Con Leave

RIF

Reduction in Force

RIF

RLS

Release

Release

TAR

Tardiness

Tardiness

UNS Unsatisfactory Performance Unsat Perf

VIO

Violation of Rules

Violation

Category
Other Other
Involuntary Involuntary Involuntary Involuntary Involuntary Involuntary Involuntary Involuntary Involuntary Involuntary Involuntary Involuntary

RETIREMENT TER RTM

Retirement

Retirement Retirement

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

MUT

Mutual Consent

Mut Consnt Voluntary

TER

PAY

Dissatisfied with Pay

Pay

Voluntary

TER

PER

VOLUNTARY TER PLE

Personal Reasons Paid Leave Exhausted

Personal Lv Exhaust

Voluntary 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

Page 33 of 35

Exhibit D: State of Georgia Salary Plans

STATE OF GEORGIA SALARY PLAN

Salary Plan Code

Description

STATEWIDE SALARY PLAN

SWD

Statewide Salary Plan

LAW

Law Enforcement 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

977

GA Public Broadcasting Sal Plan

EDS

Education Supervisor Sal Plan (2080)

FIC

GSFIC Salary Plan

GCI

GA Correctional Industries

GTA

GA Technology Authorities Sal Plan

430

Judicial Branch Salary Plan

DA1

District Attorney Salary Plan

ADA

Asst District Attorney Salary Plan

J01

Superior Court Judges Sal Plan

LC1

Superior Ct Law Clerk Sal Plan

PRN

Education Principal Sal Plan (2080)

S00

10 Mo DOE (200 Days) Sal Plan

SUP

TCSG Support Staff Salary Plan

T00

DOE Teachers 200 Day Sal Plan

TCH

Teachers Salary Plan (2080)

Page 34 of 35

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