State of Georgia 2018 workforce summary

Introduction
The state operates a large, diverse workforce, which currently encompasses five distinct generations. Seasoned workers are nearing retirement at a rapid, yet predictable rate, while younger generations are less enchanted by a traditional career path.
Research indicates that younger workers in the United States no longer expect to form long-term psychological contracts with their employers. A 2007 journal article about Georgia's 1996 Merit System Reform Act notes the changing nature of the workforce. The author concludes that "at-will employment may suit the next generation of workers, who enter the workforce anticipating that their career path will involve a number of different jobs with different organizations."
That at-will employment is mutually attractive to both the state and its employees is reflected in the annual turnover rate of 19.5%. This figure includes not only retirements and terminations, but also (and substantially) "voluntary" turnover, which accounts for those who leave to pursue opportunities of their own choosing. Voluntary turnover creates service delivery challenges as there is generally unplanned lost productivity, increased burdens on colleagues, increased recruiting costs, increased training costs and reduction in morale.
The portion of the state's budget devoted to personnel costs, especially increasing benefit expenses, is significant. Taxpayer resources are not limitless; therefore, continuous refinement of the ways by which vital services are delivered is important. Agency leaders must acknowledge employment trends and embrace organizational change so that the state is able to deliver essential services efficiently and effectively in the future.
State leaders must recognize that much has changed over the past 20 years, and organizational change is certain to continue. The state workforce will look different tomorrow than it did yesterday, or even today. How people work will change. It is in the interest of the state and every agency to anticipate this change and plan effectively.
The FY 2018 Workforce Report is not a playbook of solutions which are undoubtedly complicated and likely unique to individual agencies or groups of agencies that are similar but rather this report offers insightful data and analysis to encourage collective leadership thinking.
Please note:
1. This report only reviews entities in the TeamWorks implementation of Oracle PeopleSoft HCM under the purview of the State Account Office. There is no data included from the University System of Georgia.
2. Unless stated otherwise, the counts reflect full-time, benefit eligible employees. 3. When listing entities, the counts will include administratively attached agencies as well when they
share a company number.

Executive Summary
Recruiting will become a core competence. Although holding at 19.5% turnover for FY 2018, there is room to find improvement. Though the root cause is debatable, it is undeniable modern job candidates are less likely to seek career-long employment with a single employer. Recruiting talented individuals and harnessing their capabilities during their state employment will need to become a core competency of every state entity as consistent churn is to be expected for at least the near-term. Talent Development should also be a core competence. State entities must first have a clear understanding of the competencies needed to support their statutory missions. Talent must be aligned and developed to sustain effective operations. Organizational effectiveness will result not just from recruiting key talent, but from nurturing teams and challenging staff to grow at every level in the organization. This includes clearly defined expectations and appropriate engagement in decision-making. Too often, managers neglect talent development, then seek "been there, done that" experience to solve for critical needs. Coaching and performance management will be in greater demand as the dynamics in the workforce change and as talent expects to learn before they leave for other opportunities. Generational differences require a culture of adaptability. Though not necessarily reflected in senior leadership, younger generations constitute a major segment of the workforce today. Soon the Millennial generation will be the largest active cohort. The results of this change may take many forms, including increased demands for non-standard work arrangements (i.e., mobile technology, flexible schedules) and challenges to traditional organizational and decision-making structures. State entities that adapt to an evolving workforce are most likely to realize organization goals and mission-oriented objectives by attracting, developing and retaining talent in such a supportive employee culture. Impending retirements will yield a substantial knowledge and experience gap. In addition to the congratulations and the cakes, retirements mean potentially lost experience and expertise. As a large portion of the workforce will be able to retire in the next five years, state entities must be conversant in succession planning, management development and knowledge management strategies. Excelling at recruiting and developing talent will be more apparent as only those organizations with a pipeline of new leaders will continue to fulfill their core missions into the future.
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Table of Contents
FY 2018 Demographics (Benefits Eligible) .................................................................................................... 3 FY 2018 Classification.................................................................................................................................... 3 Headcount by Fiscal Year .............................................................................................................................. 3 FY 2018 Headcount and Average Salary by Job Family................................................................................. 4 FY 2018 Headcount by Agency...................................................................................................................... 5 FY 2018 Employment by County ................................................................................................................... 6 FY 2018 Termination & Hiring Activity by Agency ........................................................................................ 7 Terminations by Type by Fiscal Year.... ......................................................................................................... 8 Voluntary Terminations by Tenure by Fiscal Year ........................................................................................ 8 FY 2018 Hires by Education Level ................................................................................................................. 8 FY 2018 Hires by Generation ........................................................................................................................ 8 FY 2018 Retirement Eligibility by Agency ..................................................................................................... 9 Turnover Trend by Fiscal Year..................................................................................................................... 10 Voluntary Turnover by Generations by Fiscal Year..................................................................................... 10
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FY 2018 Demographics

Headcount Employees (Benefits Eligible)
Headcount by Gender Males Females
Headcount by Ethnicity Black White Other
Average Age

67,798
34.4% 65.6%
50.6% 44.8% 4.6%
44.0

Average Tenure

8.6

FY 2018 Classification
State law prohibits additional employees to be enrolled into the Classified service after June 30, 1996. Since then all new employees are in the unclassified service, which is defined as "employment at will."
3.4%
96.6% Unclassified Classified

Headcount by Fiscal Year

90,000 80,000

82,262

78,369

75,509

70,000

73,162

70,673

68,196

67,207

67,313

66,495

67,771

67,798

60,000

50,000

80,187 76,378 73,471 71,071 68,500 66,046 65,049 65,063 61,931 63,000 62,883

40,000

30,000

20,000

10,000

0 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

Staff

Managers +

Total

Note: As a result of the Job Classification and Career Pathing project (effective Jan 1, 2016), many positions previously categorized as supervisors or non-managers moved into manager roles.

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FY 2018 Headcount and Average Salary by Job Family

Law Enforcement

$41,522

Social Services

$35,226

Support Services

$39,666

Healthcare

$45,077

Education

$56,115

Financial

$48,506

Regulatory

$44,487

Transportation

$39,840

Facilities

$34,362

Audit

$85,812

Legal

$70,447

Information Technology

$66,344

Food - Farm

$25,648

Human Resources

$48,935

Applied Science

$48,314

Natural Resources

$45,210

Engineering

$61,458

General

$35,546

Real Estate $44,232

0

2,000

4,000

6,000

8,000 10,000 12,000 14,000

Headcount noting Average Salary

Support Services includes administrative, clerical and customer service positions, operations and program/project support and management positions, as well as, marketing and sales positions.

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FY 2018 Headcount by Agency (may include administratively attached)

Administrative Services (DOAS) Agriculture
Banking & Finance Behavioral Health & Developmental Disability (DBHDD)
Community Affairs (DCA) Community Health (DCH) Community Service Boards Community Supervision (DCS)
Corrections (DOC) Defense (DOD)
Driver Services (DDS) Early Care & Learning (DECAL)
Economic Development Education (DOE)
Employee Retirement Sys. (ERS) Family and Children Services (DFCS)
Forestry (GFC) Georgia Building Auhority (GBA) Georgia Bureau of Investigation (GBI)
Georgia Correction Industries Georgia Public Broadcasting
Georgia Technology Authority (GTA) Human Services (DHS)
Insurance Commissioner Judicial Branch
Juvenile Justice (DJJ) Labor (DOL) Law
Legislative Branch Natural Resources (DNR) Office of Planning and Budget (OPB)
Pardons & Paroles Public Defender Council
Public Health (DPH) Public Safety (DPS) Public Service Commission
Revenue (DOR) Secretary of State State Accounting Office (SAO) State Board of Workers Comp. State Financing & Invest. Comm. (GSFIC) State Properties Commission State Road & Tollway (SRTA) Student Finance Commission Subsequent Injury Trust Fund Teachers Retirement System (TRS) Technical College System (TCSG) Technical Colleges Transportation (DOT) Veterans Service

203 523
99
349 951
2,090

4,197 5,277

567 706 577 199 876 90

547 151
903 196 123 163
201 1,564
1,075 295
696 1,755
326 177
771 984 1,860
85 1,040
257 144 123 104 13 92 41 11 195 230

3,477 3,311

3,878 153

6,608 5,737

0

2,000 4,000 6,000 8,000

9,637 10,000 12,000

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FY 2018 Employment by County 6

FY 2018 Termination and Hiring Activity by Agency (may include administratively attached)

Administrative Services (DOAS)

(55)

Agriculture

(76)

Banking & Finance

(15)

Behavioral Health & Developmental Disability (DBHDD)

(1,047)

Community Affairs (DCA)

(97)

Community Health (DCH)

(163)

Community Service Boards

(1,755)

Community Supervision (DCS)

(258)

Corrections (DOC)

Defense (DOD) (2,677)

(169)

Driver Services (DDS)

(129)

Early Care & Learning (DECAL)

(57)

Economic Development

(20)

Education (DOE)

(119)

Employee Retirement Sys. (ERS)

(16)

Family and Children Services (DFACS)

(1,372)

Forestry (GFC)

(85)

Georgia Building Authority (GBA)

(30)

Georgia Bureau of Investigation (GBI)

(73)

Georgia Correctional Industries

(34)

Georgia Public Broadcasting

(28)

Georgia Technology Authority (GTA)

(12)

Human Services (DHS)

(482)

Insurance Commissioner

(22)

Judicial Branch

(174)

Juvenile Justice (DJJ)

(1,365)

Labor (DOL)

(252)

Law

(34)

Legislative Branch

(94)

Natural Resources (DNR)

(177)

Office of Planning and Budget (OPB)

(72)

Pardons & Paroles

(19)

Public Defender Council

(128)

Public Health (DPH)

(145)

Public Safety (DPS)

(264)

Public Service Commission

(7)

Revenue (DOR)

(112)

Secretary of State

(46)

Soil & Water Conservation (SWC)

(9)

State Accounting Office (SAO)

(16)

State Board of Workers Comp.

(13)

State Financing & Invest. Comm. (GSFIC)

(7)

State Properties Commission

(3)

State Road & Tollway Authority (SRTA)

(20)

Student Finance Commission

(5)

Subsequent Injury Trust Fund

(1)

Teachers Retirement System (TRS)

(12)

Technical College System (TCGS)

(29)

Technical Colleges

(846)

Transportation (DOT)

(574)

Veterans Service

(35)

27 83 17
953 56 119
209
157 137 145 25 110 18
899 94 25 112 34 22 9
693 8
192 1,241
12 37 74
197 64 8 136 135
358 10
182 44 0 12 14 9 2 24 12 0 16 16
825 635 44

2,191 2,566

-3,000

-2,000

-1,000

0

1,000

2,000

3,000

Terms Hires

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Terminations by Type by Fiscal Year

Voluntary Terminations by Tenure by Fiscal Year

9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000
0

7,197 7,736
6,862 7,217

1,607 1,454 1,545 1,493
1,985 1,884 1,764 1,812 815 893 952 917

Voluntary Involuntary Retirement Transfers Out FY 2015 FY 2016 FY 2017 FY 2018

47.3% 47.6% 48.1%
51.0% 33.0%
34.7% 35.6% 34.2%

60.0% 50.0% 40.0% 30.0% 20.0% 10.0%
0.0% 0.0 - 1.9 Yrs 2.0 - 5.9 Yrs 6.0 - 9.9 Yrs 10.0 + Yrs FY 2015 FY 2016 FY 2017 FY 2018

10.6% 8.4% 6.9% 6.4% 9.1% 9.3% 9.4% 8.5%

FY 2018 Hires by Education Level

13.8%

14.8%

FY 2018 Hires by Generation

2.3%

10.9%

Veterans (19251945) 0.1%

21.4%

29.5%

56.7%

30.1%

20.6% Less than HS High School Tech/AA Bachelor Master

Veterans (1925-1945) Gen X (1965-1980) Gen Z (1998+)

Baby Boomers (1946-1964) Millennials (1981-1997)

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FY 2018 Retirement Eligibility by Agency (may include administratively attached)

Administrative Services (DOAS) Agriculture
Banking & Finance Behavioral Health & Developmental Disability (DBHDD)
Community Affairs (DCA) Community Health (DCH) Community Service Boards Community Supervision (DCS)
Corrections (DOC) Defense (DOD)
Driver Services (DDS) Early Care & Learning (DECAL)
Economic Development Education (DOE)
Employee Retirement Sys. (ERS) Family and Children Services (DFACS)
Forestry (GFC) Georgia Building Authority Georgia Bureau of Investigation (GBI) Georgia Correctional Industries Georgia Public Broadcasting Georgia Technology Authority
Human Services (DHS) Insurance Commissioner
Judicial Branch Juvenile Justice (DJJ)
Labor (DOL) Law
Legislative Branch Natural Resources (DNR) Office of Planning and Budget (OPB)
Pardons & Paroles Public Defender Council
Public Health (DPH) Public Safety (DPS) Public Service Commission
Revenue (DOR) Secretary of State State Accounting Office (SAO) State Board of Workers' Comp State Financing & Invest. Comm. (GSFIC) State Properties Commission State Road & Tollway (SRTA) Student Finance Commission Subsequent Injury Trust Fund Teachers Retirement System (TRS) Technical College System (TCSG) Technical Colleges Transportation (DOT) Veterans Service

0.0%

0%

29.2% 26.1% 15.2% 21.6% 20.7% 23.1% 17.0% 15.5% 16.5% 22.1% 19.2% 9.3% 23.8% 23.8% 13.8% 14.3% 19.6% 26.3% 15.3%
29.1% 14.6%

22.8%

13.1%

29.0%

13.7%

24.4% 28.7%
24.8%

19.1% 23.3%
17.0%

16.9%

25.0% 25.7%

42.1% 43.5%
37.6%
44.3%
43.4%
44.4% 41.8%

14.0% 13.1%

29.4% 29.6% 25.9% 23.8%
32.1%

10%

20%

30%

40%

50%

Now 2 Years 5 Years

54.6% 60%

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Turnover Trend by Fiscal Year

25%
20.1% 20%

19.7%

15%

10%

5%

0% FY 2013

FY 2014

20.4% FY 2015

20.7% FY 2016

19.5% FY 2017

19.5% FY 2018

Voluntary Turnover by Generations by Fiscal Year

35%

30%

25%

23.3%

20%

24.5%

29.1% 19.6%

32.5% 19.9%

15%

10%

9.1%

4.3% 5%

3.6% 0%
FY 2015

9.3% 4.7% 4.9% FY 2016

7.6% 4.4% 5.7% FY 2017

7.4% 4.8%
2.9% FY 2018

Veterans (1925-1945) Millennials (1981-1997)

Baby Boomers (1946-1964) Gen Z (1998+)

Gen X (1965-1980)

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Notes
11

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Human Resources Administration Division 200 Piedmont Avenue, West Tower, Suite 1206
1- 877 - 318 - 2772 hra@doa1s3.ga.gov