2005 The Georgia Merit System of Personnel Administration Annual Report THE GEORGIA MERIT SYSTEM OF PERSONNEL ADMINISTRATION 2 Table of Contents Historical Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 Vision, Mission, Service Strategy, Guiding Principles . . . . . . . . . . . . . . . . .5 State Personnel Board . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Employee Benefit Plan Council . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Employee Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Workforce Development & Alignment . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Workforce Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9 Succession Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9 Employee Management Relations . . . . . . . . . . . . . . . . . . . . . . . . . .10 HR Policies, Rules Development & Interpretation . . . . .10 Alternative Dispute Resolution Services . . . . . . . . . . . . .10 Statewide Human Resource Audit . . . . . . . . . . . . . . . . . . . . . . . . . .11 Leadership Development & Training . . . . . . . . . . . . . . . . . . . . . . . .12 Knowledge Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12 Performance Management System . . . . . . . . . . . . . . . . . . . . . . . . . .13 Performance Management . . . . . . . . . . . . . . . . . . . . . . . .13 Performance Management Tools . . . . . . . . . . . . . . . . . . .13 Employee Development & Training . . . . . . . . . . . . . . . . . . . . . . . . .13 Total Compensation & Rewards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14 Classification and Salary Planning Services . . . . . . . . . . . . . . . . . .15 State Workforce Information . . . . . . . . . . . . . . . . . . . . . . . . . . .15-23 Flexible Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24 Peach State Reserves . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25 Worklife Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26-27 Employee Assistance Program . . . . . . . . . . . . . . . . . . . . .26 Wellness Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26 Employee Recognition . . . . . . . . . . . . . . . . . . . . . . . . . . .26 State Charitable Contributions Program . . . . . . . . . . . . .27 Faithful Service Awards . . . . . . . . . . . . . . . . . . . . . . . . . . .27 Teleworking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27 Employee Suggestion Program . . . . . . . . . . . . . . . . . . . . .27 Recruitment and Staffing Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28-29 Medical and Physical Exam Program . . . . . . . . . . . . . . . . . . . . . . .28 Substance Abuse Testing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29 The Jobsite . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29 Applicant Assessment Services . . . . . . . . . . . . . . . . . . . . . . . . . . . .29 Publications, Presentations and Reports . . . . . . . . . . . . . . . . . . . . . . . . . .30 GMS Executive Staff Organization Chart . . . . . . . . . . . . . . . . . . . . . . . . . .31 3 Historical The Georgia Merit Overview System of Personnel Administration (GMS) was established in February 1943 (SB 17) as the central personnel agency of the state of Georgia, providing human resource (HR) and benefit programs, products and services to all state entities and employees. The core responsibility of the GMS was to establish "a system of personnel administration that would attract, select and retain the best employees, based on merit, with incentives in the form of equal opportunities for all." Source: OCGA 45-20-1 (a). It is also the state's central recordkeeping agency for state employee data and the central means of monitoring state personnel practices. Although the role and structure of the Merit System changed with Merit System Reform in 1996 (SB 635), its leadership and responsibility to provide services that enable a productive state workforce has not. Reform changed the role of the Merit System from that of being regulation driven to that of being customer driven, serving more as an expert human resource consultant and facilitator of workforce planning and policies that cross agency lines. This new role created a new balance between the human resource function of the Merit System and the operating agencies. The Merit System works with state agencies to recruit, hire, train, develop and retain their workforce, enhance organizational and employee performance, and provide employee benefits and financial security services through the administration of the state's flexible benefits and deferred compensation programs. State agencies work with the Merit System as enthusiastic partners in developing workforce planning model processes that reflect agency and state business objectives; updating the performance management process; developing HR auditing processes; developing total compensation/rewards strategies; instituting diversity Vision We envision a highly competent and diverse workforce that meets the needs of state government and the expectations of the people of Georgia. Mission The Georgia Merit System champions workforce excellence and provides leadership that enables state government to achieve its business objectives by using innovative strategies to recruit, develop, and retain a competent and diverse workforce. Service Strategy We can; We care; We customize. Guiding Principles J Employees are our greatest asset. J Integrity and excellence are at the heart of all our decisions. J We exist for our customers. J Everyone deserves mutual respect and understanding. J We create a work environment that supports and rewards continuous learning, continuous improvement, creativity, and high performance. State Personnel Board The Governor appoints five citi- zens to the State Personnel Board for five-year terms. The Commissioner of the Georgia Merit M. David Alalof Chair Geri P Thomas Vice Chair Claybon J. Edwards Member Melinda Langston Member System serves on the Board as the Executive Secretary. The functions, duties objectives for the State Merit System and authority of the State Personnel Board and providing policies for their include: accomplishment; Improvement of personnel adminis- Adopting and amending policies, rules tration in state agencies representing and regulations; and the best interest of the citizens of Reviewing appeals of adverse Georgia; personnel actions. Determining appropriate goals and Employee Benefit Plan Council The State Personnel Board members also serve on the Employee Benefit Plan Council. The Benefit Plan Council is a ten-member council appointed by the Governor and consists of: The five members of the State Personnel Board; Two department heads who have employees eligible to participate in the employee benefit plans; Two state employees who are eligible to participate in the employee benefit plans; and One member from a corporation domiciled in the state of Georgia that insures or administers employee benefit plans. The chair of the State Personnel Board also serves as the chair of the Council. 5 Agency Fund Sources Fiscal Year 2005 Budget Included in the FY 2005 Governor's Budget Recommendations Deferred Compensation Participants Investments J 457 Plan J 401k Plan J 403b Plan 16,623 20,933 8,000 $530.2 million $217.5 million $265.8 thousand Annual Collections in Flexible Benefits Program J $104 million 6 Highlights 2005 Mandatory on-line Benefit Enrollment The Employee Benefits Division, in collaboration with the Administration and Systems Division and the Department of Community Health, offered an opportunity for on-line benefit selection for Open Enrollment for Plan Years 01-02 through 04-05. While participation was voluntary for the previous open enrollment periods, for Plan Year 2005, on-line enroll-ment was mandatory. Through education and communication to Benefit Coordinators and employees, the mandatory Electronic Open Enrollment succeeded in inducing 93 percent of participants to actively select their benefits on-line and only seven percent rolling their benefits over from the previous year. The Flexible Benefits Program offered a new benefit option, Specified Illness, for Plan Year 2005. Due to exceeding the 10 percent minimum participation required to offer a higher level of guaranteed issue, the Program was able to offer employees coverage up to $10,000, with no medical underwriting. Georgia Leadership Institute The Georgia Leadership Institute was established by the Georgia Merit System, in collaboration with the Commission for a New Georgia. The goal of the Institute is to establish a common leadership framework for Georgia state govern- ment - language, concepts, and approaches that produce leaders and employees who are principle-centered, customer-focused, and results driven. Six programs were designed to support state entities' efforts to develop leaders who are positioned to assume various leadership roles and responsibilities, and charged with identifying, focusing on and executing strategic priorities. Governing Magazine, the Government Performance Project (GPP) Grading of the States 2005 grading of the 50 states HR initiatives lead by the Merit System helped Georgia receive accolades for its human resource initiatives, such as workforce planning and leadership development. In the February 2005 issue of Governing Magazine, the Government Performance Project (GPP) Grading of the States 2005 grading of the 50 states in four areas: Money, People, Infrastructure and Information, the "People" category was the only area Georgia received an "A" as its grade, an honor bestowed upon only two other states in this category, South Carolina and Virginia. The report hailed Workforce Planning, which is designed to help agencies address any hiring, training, and retention challenges, as an area of strength for Georgia. The report also identified Georgia's experiments in managing human resources as a strength that is "paying off big time." Workforce Development & Alignment Leadership and Organizational Development is the first sub-program under Workforce Development and Alignment. Its purpose is to enable state agencies to acquire and align staffing resources to meet workforce and business needs in an effective and efficient manner. It helps to ensure the implementation of HR best practices through the development and use of sound, fair, and equitable polices and rules, and customized strategies and interventions. The second sub-program, Employee Development, provides continuous opportunities for state employees to grow and develop professionally, resulting in increased productivity for state agencies. This program provides ongoing support and learning opportunities by encouraging employees to participate in workrelated training and development. 7 Workforce J Integrated workforce planning into the FY2006 Planning program budgeting performance process and guidelines. J Reviewed workforce plans and provided feedback to all agencies FY 2006 workforce plans. J Developed Competency Profiling Processes for Georgia's Career Banding Initiative. J Successfully piloted SurveyER, Georgia's employee satisfaction and exit survey tool. J Delivered CHAMP, Georgia's Automated Competency-based tools for employee selection and development, to 30+ agencies. Trained program administrators in 15 agencies. J Created competency models for all career levels in three occupational categories in the career banding initiative. Others are in progress. J Created prototype career progression and career pathing models as part of Career Banding Initiative. J 186 attendees to the Workforce Planning Conference (September 2004). Succession Planning J Developed Georgia's Flexible Model of Succession Planning along with guidelines, training, and support for Georgia's agencies to implement succession planning. J Developed, piloted, and delivered succession planning training to more than 51 state organizations. J Developed and piloted TAP: Georgia's Talent Assessment Program an automated multi-rater competency and results assessment for identifying high potential leadership talent. Human Resource Audit The Statewide Human Resource (HR) Audit provides Georgia's state agencies with a self-appraisal instrument that allows them to assess and improve their current human resource practices. The development of the audit is based upon Georgia Code 45-20-1, Sections 2c, 8 and 9, which calls for establishing and auditing the internal human resources stan- dards and processes across state agencies. The audit process is designed to assure that agencies are following state and federal personnel guide- lines, establishing standards and processes, and instituting best practices within their human resource departments. Initially launched in FY2003, the web-enabled audit consists of four separate modules covering the following areas of human resource practice: Classification, Compensation, Performance Management, and Recruitment and Selection. J A final report on Georgia's HR Audit was submitted to the Governor's Office and state agencies in March 2005. J Web site was officially accessible on March 1, 2005, with agency submissions due by July 31, 2005. J A total of 28 executive agencies submitted data for the FY2005 audit. 8 Workforce Development & Alignment Employee Management Relations HR Policies, Rules Development & Interpretation In accordance with O.C.G.A. 45-20-1, et seq., the Georgia Merit System assists state government in operating within a framework of consistent personnel policies and practices to promote workforce productivity and sound business practices in the public sector. For fiscal year 2004, GMS: J Provided consultant services to 5,903 HR managers and employees in more than 90 agencies, in and outside of state government. J Provided best practice recommendations for sound personnel practices, policy development strategies, and accurate interpretive assistance to more than 2,500 HR professionals and staff. J Developed a series of management and development seminars, through which over 300 managers and employees received detailed guidance on proven managerial practices and state personnel policies/processes. J Processed 22 Reduction-in-Force plans, affecting more than 800 employees. J Responded to 40 written constituent inquiries. Alternative Dispute Resolution Services It is the policy of the State Personnel Board and the intent of Georgia Merit System to provide alternative forums for resolving workplace conflicts to enhance employee effectiveness and efficiency, cut down on the number of employment-related EEOC filings, and to improve working conditions between managers and their employees. This fiscal year, GMS: J Responsed to 105 grievance issues and complaints concerning matters related to the employment of the employee. J Counseled employees and management on 110 occasions to make reasonable efforts to resolve disputes to prevent formal grievances, resulting in only two (2) grievance hearings being held in FY 2005. J Facilitated 16 neutral, third party mediation sessions statewide. Agreements were reached in 75 percent of the sessions. J Provided confidential assistance to 80 employees and managers on mediation related inquiries. J Responded to 75 adverse action inquires pertaining to the loss of pay, salary reductions, reprimands, transfers, demotions, suspensions, and dismissals. Workforce Development & Alignment 9 Georgia Leadership Institute J Obtained approval of establishing the Institute. J Personnel authorizations and funding was approved. J The Georgia Leadership Institute consist of six programs: o Executive Leadership Program--Strategies and tools to shape organizational excellence are the focal points of this program. The Executive Leadership Program enhances the skills of Senior Executives who are leading and managing in an ever-changing public service environment. University of Georgia's Carl Vinson Institute of Government, Institute of Leadership Advancement of the Terry Business College developed the program. o Principle-Centered Leadership (PCL) Program --This program addresses the unique demands of organizational leadership, strategic leadership, and personal/interpersonal leadership. The focus of this program is executing the agency's top priorities, as well as building a culture of effective communication, high trust, clarity, collaboration, and commitment. The PCL Program consists of two options: Senior Management PCL and PCL for Managers and Supervisors. o The New Georgia Forums--The New Georgia Forums provide opportunities for agency heads and senior officials to interact and learn best practices, leading edge thinking, and powerful new tools of leadership and organizational development. Recognized experts and public officials, who are renowned for their achievements, will lead these half-day and one-day sessions. o Middle Manager Development Program Overview--This program is designed for managers who are responsible for planning and directing the daily operation of organization units. As a manager of managers, the middle manager must achieve an integrated framework for achieving extraordinary performance for not only the organization's units, but also its individuals. o Supervisory Development Program--This program is designed to enable supervisors to lead and manage their operations and people effectively. Practices and techniques for managing operational activities and people are stressed. o Pre-Supervisory Development Program--This program assists potential supervisors with the transition from employee to supervisor. The essential skills and knowledge of supervisors are addressed in this program. 10 Workforce Development & Alignment Leadership Development Training The Georgia Merit System provides a wide range of courses and programs to enhance the leadership skills and competencies of leaders, managers, and supervisors in Georgia state government. In Fiscal Year 2005, GMS: J Trained 2,558 state managers and supervisors by conducting 107 training sessions. J Provided tailored curricula to meet the specific leadership development needs for 13 state agencies. Knowledge Management GMS developed an inclusive three-step process to help facilitate the current Knowledge Management (KM) activities within state agencies and provided a foundation for agencies wanting to develop KM programs. Step 1: Involves the development, identification, collection and organization of the agency's internal knowledge and best practices. Step 2: Involves the sharing and understanding of the knowledge and best practices developed and identified in step one. This step involves the distilling of information throughout the organization, assuring that the people who need the knowledge get it. Step 3: Involves the adaptation and applica- tion of knowledge. This is the action step, and needs to be ongoing for a successful KM program. It is within step three that the agency's internal knowledge and best practices are used for problem solving, dynamic learning, strategic planning and decision-making. J Enrolled nineteen agencies in the initial Knowledge Management pilot. Workplace Safety GMS provides leadership and direction to the Georgia Interagency Safety Advisory Council (GISAC). The council has been instrumental in elevating the safety awareness in state agencies. In fiscal year 2005, the Council: J Continued to provide leadership and direction to the Georgia Interagency Safety Advisory Council. During FY2005, the council: o Conducted Annual Safety Coordinator Training (67 attendees). o Recognized and supported June 2005 as Safety Month Workforce Development & Alignment 11 Performance Management System Performance Management GMS is the proponent of the Georgia Performance Management Process (PMP) that is used by the majority of state agencies. During FY 2004, GMS: J Conducted 10 instructor-led sessions of Fundamentals of the Georgia Performance Management Process training, as well as training in various other components of PMP. GMS trained 149 state managers and supervisors. J Trained 167 managers and supervisors through 23 online (e-learning) sessions of PMP courses. Performance Management Tools The Georgia Merit System designed the PMTools software to assist managers and supervisors in the Performance Management Process. This software package provides managers and supervisors with a tool to easily create performance plans, complete mid-year and end-of-year performance evaluations, record employee performance on a notes page or "diary", and print associated forms and reports, electronically. GMS staff responded to 1797 requests for technical assistance from the 350 state entities whose supervisors and managers utilize PMTools across the state. Employee Development & Training GMS provides a variety of programs to develop professional skills and enhance work-related knowledge of employees in state government. In fiscal year 2005, GMS: J Provided training for 1266 state employees in 104 courses. J Provided tailored curricula to meet the specific employee development needs for 12 state agencies. J Trained 304 employees in 35 sessions in the critical skills area of personal computers (PC). New courses included MS Project, Publisher, Visio Professional as well as the 2003 versions of a number of software programs. J Provided tailored curricula to meet the specific employee development needs for 12 state agencies. J Online (e-courses): o In addition to the existing Performance Management Process e-courses, developed in collaboration with Georgia Virtual Technical College the following e-courses: Diversity, Recognizing and Avoiding Sexual Harassment in the Workplace, Exam Series for the Professional Secretaries Development Program, Basic Supervisory Course and the Office Simulation. o These new online courses will be available during FY2006. J Secretaries Development Program: o Provided extensive training for 61 administrative assistants through the Professional Secretaries Development Program. o Started first class of the Professional Secretaries Development Program in Savannah. J 104 attended the Annual Briefing for Administrative Professionals (April 2005). J 222 attended the Professional Development Conference for Support Staff (October 2004). J 159 attended the Spring Conference for Administrative Professionals (March 2005). 12 Total Compensation & Rewards Total Compensation & Rewards The state of Georgia recognizes that its agencies must become more competitive in recruitment and retention efforts by aggressively marketing the value of meaningful public service and a combined compensation and benefits package for potential and current employees. Georgia's Total Rewards/Compensation is a holistic approach that addresses base pay + incentive pay + benefits valuation + worklife issues as one value. J Acquired new compensation software, MercerPrism, to replace previous software (Compensation Master). Career Banding Career Banding GMS completed Phase I of the Career Banding system, which involved the initial design and piloting of the structure and processes for the new classification and pay system. Phase II began which involves working with agency representatives and subject matter experts in the development of career profiles and competency models for the over 3681 jobs in our current system. In June of 2005 Interagency Technical Teams completed the initial evaluation and development of 228 profiles for 17 occupational areas, covering 3,681 jobs and 70,982 employees and began the process of developing competency models for each profile developed. GMS has started the development of Phase III of Career Banding, which is the component that will distinguish our system from other Broad Banded systems and involves developing a Career Management framework. The Career Management component of Career Banding will facilitate the recruiting, hiring and retaining of a more flexible and skilled workforce as well as providing employees with a mechanism for individual long-term career - progression - through established Career Paths. Total Compensation & Rewards 13 State Workforce Information Distribution of Employees by Branch Distribution of Employees by Department 14 Total Compensation & Rewards Distribution of Employees by Region [See Map of Regions Below] Total Compensation & Rewards Distribution of Employees in the Largest State Institutions J Approximately 8,771 state employees work at the Capitol Hill/2 Peachtree complex. Total Compensation & Rewards Distribution of Employees by Salary Grade J 71,067 employees or 87% of the regular workforce are assigned to the Statewide Salary plan. J Statewide plan employees are assigned to jobs written in a standard format. The jobs are assigned to pay grades. And the employee's pay range is determined by the grade assign ment of the job. J The minimum salary of the grade assigned to a job is typically the hiring salary for that job. J The Statewide plan covers employees at all occupational levels from service, clerical, and maintenance workers to division directors. J Smaller, specialized salary plans cover Physicians, teachers at state institutions, technical school employees, authorities, and the Judicial and Legislative branches. Total Compensation & Rewards Distribution of Employees Within Salary Grade Range J 7,629 employees or 11% are at the minimum salary for their pay grades J 75% of employees are at salaries below the midpoints of their pay grades J State salaries average 10% to 15% behind competitive market rates J Hiring salaries are as much as 22% behind competitive market Distribution of Employees by Occupational Level Georgia's occupational landscape is: J Predominantly low-tech, high-touch J Largest occupational categories: customer service, patient care, inmate supervision, counseling, vocational guidance, program administration J Jobs require person-to-person contact with a personal touch, and they are difficult to automate J Occupationally diverse, with 208 occupational categories covering almost every occupational grouping in standard industrial classification systems. J Small groups of employees provide specialized and diverse but essential functions (5% of workforce covers 56% of occupational categories) J Major occupational categories are all on state and US DOL lists of jobs with highest predicted growth over next decade: Health Aides, Clerical Support Staff, Correctional Officers, Nurses, and General Management. Total Compensation & Rewards Estimates of Employees in Managerial or Supervisory Positions J Employees on Senior Executive Plan are agency heads or direct reports of agency heads in policy-making and confidential positions with annual salaries of $50,000 or over. J The category Managers includes employees who are classified as "Officers and Administrators for EEO reporting purposes and employees on the statewide salary plan at a grade higher than 017. J The category First-Line Supervisors covers "working supervisors"--- employees with a mandatory supervisory responsibility in their job descriptions that do not fall into the executive or manager groups. Distribution of Employees by Functional Area Total Compensation & Rewards Distribution of Employees by Functional Area (continued) Grades 5-10 Low-Opportunity, Low-Status Jobs J Thirty-one percent of employees J Many are supplementing other income J Jobs are not viable long-term careers in public or private sector J Average annual salary is $21,656 J Average tenure is 7.2 years J Average age is 42 Low-Opportunity, Not Low-Skill J Generally require basic literacy and computer skills J Generally require interpersonal and customer service skills J Generally require reliability and a good work ethic Grades 11-14 Paraprofessional, Entry Professional Jobs J Fifty-two percent of employees J Thirty-seven percent are correctional personnel J Most career employees start here J Entry level professional jobs in engineering, nursing, accounting J Average annual salary is $30,582 J Average tenure is 8.3 years J Average age is 41.9 years Grades 15-27 Professional/Executive Jobs J Seventeen percent of employees J Heavily specialized in program administration J Average annual salary is $51,964 J Average tenure is 12.2 years J Average age is 45 years Distribution of Employees In Largest Subfunctional Areas Distribution of Employees In Jobs with the Largest Number of Incumbents Distribution of Employees In Jobs with the Largest Number of Incumbents Distribution of Employees In Jobs with the Largest Number of Incumbents Distribution of Employees by Ethnic Group and Gender Distribution of Employees by Age and Tenure Turnover by Cause Benefit Employee Life Insurance Life Insurance - 1 Life Insurance - 2 Life Insurance - 3 Life Insurance - 4 Life Insurance - 5 Life Insurance - 6 Life Insurance - 7 Total Accidental Death and Dismemberment AD & D - 1 AD & D - 2 AD & D - 3 AD & D - 4 AD & D - 5 AD & D - 6 AD & D - 7 Total Spouse Life Insurance* SL Level 1 SL Level 2 SL Level 3 SL Level 4 SL Level 5 SL Level 6 SL Level 7 SL Level 8 Total Child Life Insurance* CL 3X CL 6X CL 10X CL 15X CL 20X Total Short-term Disability Insurance* STD + SS 30 STD - SS 30 STD + SS 07 STD - SS 07 Total Long-term Disability Insurance LTD - Ret + SS LTD + Ret + SS LTD - Ret - SS LTD + Ret - SS Total Dental Insurance Dental - Single Dental - Family Dental, PPO - Single Dental, PPO - Family Dental, PRPD - Single Dental, PRPD - Family Total Spending Accounts SA - Health SA - Dependent Total Legal Insurance* Legal Ins - Single Legal Ins - Family Total Long Term Care* LTC - Base LTC - Inflation Prot. LTC - Red. Pd. Up LTC - Infl./Red Total Vision Insurance Vision - Single Vision - Family Total Specified Illness SI Level 1 SI Level 2 SI Level 3 SI Level 4 SI Level 5 SI Level 6 Total *Does not include pre-tax reductions Flexible Benefits Program No. Enrolled % Active Emp. 20,195 23,225 18,603 12,883 9,944 476 2,248 87,574 18.20 20.94 16.77 11.61 8.96 0.42 2.02 78.95 14,167 12,209 14,128 6,684 17,181 754 6,081 71,204 3,745 8,687 19,916 3,430 5,105 467 339 350 42,039 2,899 3,830 6,016 2,442 24,976 40,163 28,083 5,647 10,404 6,351 50,485 28,406 12,306 10,627 6,450 57,789 28,394 25,621 7,209 8,245 3,299 3,869 76,637 12.77 11.00 12.73 6.02 15.49 0.67 5.48 64.19 3.37 7.83 17.95 3.09 4.60 0.42 0.30 0.31 37.90 2.61 3.45 5.42 2.20 22.51 36.21 25.32 5.09 9.38 5.72 45.51 25.61 11.09 9.58 5.81 52.10 25.60 23.10 6.49 7.43 2.97 3.48 69.09 11,559 1,073 12,632 10.42 0.96 11.38 7,100 7,605 14,705 2,738 284 214 133 3,369 6.40 6.85 13.25 2.46 0.25 0.19 0.11 3.03 23,189 20,265 43,454 20.90 18.27 39.17 9,533 2,085 202 84 27 111 12,042 8.59 1.87 0.18 0.07 0.02 0.10 10.85 24 Total Compensation & Rewards Fiscal Year 2005 Fiscal Year 2004 No. Enrolled 19,718 23,737 18,875 13,329 11,593 87,252 14,619 12,489 15,004 6,651 22,357 71,120 4,448 9,674 20,318 3,238 5,530 %Active Emp. 18.12 21.82 17.35 12.25 10.65 80.219 13.44 11.48 13.79 6.11 20.55 65.38 4.08 8.89 18.68 2.97 5.08 40,817 3,534 4,484 6,007 2,365 24,427 40,817 28,248 5,275 9,019 6,907 49,449 27,827 13,308 10,922 6,083 58,184 27,075 25,850 6,693 7,608 3,415 4,138 74,779 10,407 1,071 11,478 6,660 6,993 13,653 2,882 311 219 139 3,551 21.27 19.21 40.49 37.52 3.24 4.12 5.52 2.17 22.45 37.52 25.97 4.84 8.29 6.35 45.46 25.62 12.23 10.04 5.59 53.49 24.89 23.76 6.15 6.99 3.13 3.80 68.75 9.56 0.98 10.55 6.12 6.42 12.55 2.64 0.28 0.20 0.12 3.26 23,032 20,460 43,492 Peach State Reserves (The Georgia Retirement Investment Plan) The world equity markets continued to experience overall positive returns during the fiscal year. Correspondingly: J Assets in Peach State Reserves over the last fiscal year have increased by 11%. J Total Plan Assets as of 6/30/05 was $748,568,145. J Total enrollment as of 6/30/05 was 37,275. Total Plan Assets and Enrollment including Employer Contributions and Rollovers 457 Plan 6/30/2000 6/30/2001 6/30/2002 6/30/2003 6/30/2004 6/30/2005 Enrolled Change 18,599 (376) 17,967 (632) 18,483 516 18,056 (427) 17,655 (401) 16,604 (1,051) % Change FY 03 - 05 % Change -2% -3% 3% -2% -2% -6% -8% Assets 508,529,95 465,108,331 426,264,224 440,397,783 499,265,062 530,231,201 Change 47,179,672 (43,421,619) (38,844,107) 14,133,559 58,867,279 30,966,139 % Change 10% -9% -8% 3% 13% 6% 20% 401(k) Plan 6/30/2000 6/30/2001 6/30/2002 6/30/2003 6/30/2004 6/30/2005 Enrolled Change 13,383 2,654 16,638 3,255 19,362 2,724 20,613 1,251 20,483 (130) 20,663 180 % Change FY 03 - 05 % Change 25% 24% 16% 6% -1% 1% 0% Assets 48,712,383 66,915,214 88,704,779 123,461,165 172,943,965 218,071,100 Change 19,692,047 18,202,831 21,789,565 34,756,386 49,482,800 45,127,135 % Change 68% 37% 33% 39% 40% 26% 77% 403(b) Plan - offered 10/04 6/30/2005 Enrolled 8 Assets 265,844 457 and 401(k) Plans combined 6/30/2000 6/30/200 6/30/2002 6/30/2003 6/30/2004 6/30/2005 Enrolled Change 31,982 2,278 34,605 2,623 37,845 3,240 38,669 824 38,138 (531) 37,275 (863) % Change FY 03 - 05 % Change 8% 8% 9% 2% -1% -2% -4% Assets 557,242,333 532,023,545 514,969,003 563,858,948 662,209,028 748,568,145 Change 66,871,719 (25,218,788) (17,054,542) 48,889,945 108,350,080 76,359,117 % Change 14% -5% -3% 9% 19% 11% 33% Total Compensation & Rewards 25 Worklife Employee Benefits Assistance Program The Employee Assistance Program (EAP) provides consultation, coaching, and coun- seling to any employee, supervisor or manager who has business or personal issues or concerns that could negatively affect job performance, attendance or behavior. Typical issues include, but are not limited to, family problems, stress and depression, alcohol and other drug problems, and workplace conflicts. Program Consultants help identify problem(s), determine a course(s) of action, provide short-term problem resolution services and generate referrals to sources outside of state government. J Counseled 282 staff. J Addressed 38 different issues. Wellness Program The Georgia Merit System has formed a partnership with the Department of Community Health to promote healthy lifestyles and to encourage a greater understanding of wellness throughout the state. The purpose of the Wellness Program is to promote healthy lifestyles for employees and to improve the physical and mental health of employees through a variety of wellness/fitness activities. The intent is to create a culture of wellness to improve the overall quality of life for employees and their families. At wellness fairs, attendees have access to educational tools and resources that include, but are not limited to; flu shots, blood pressure checks, Body Mass Index (BMI) tests, massages, and diabetes testing. Both the EAP and Wellness program have the potential to reduce the costs associated with workers' compensation claims, medical claims and absenteeism. This year, the wellness program: J Reached 3,443 direct wellness contacts. J Four Lunch and Learns were held on stress management & diabetes. J Conducted three Wellness Fairs that attracted over 2,854 attendees (a 47.87% improvement over FY 2004). Employee Recognition Program State Employee Recognition is an annual event held in conjunction with National Public Service Recognition Week to celebrate the important contributions of state employees. A formal ceremony and Proclamation signing was held on May 3, 2005. As an expansion of the program, one new award category was added, the Humanitarian Award. This year's program sponsors were the Council for State Personnel Administration, Georgia World Congress Center, Georgia Technology Authority, Georgia Department of Technical & Adult Education, and Decatur High School. J One hundred and fourteen nominations were submitted from 31 state agencies. J Eight award winners and sixteen honorable mentions were recognized in the eight award categories of customer service, community service, heroism, innovations/suggestions, safety, teamwork, humanitarian and leadership. J Six employees were recognized for 40 years or more of service with the State of Georgia. J Three employees received recognition for their adopted suggestions. J Three employees received recognition for their adopted suggestions. J National recognition and publicity was received from the National Association of State Personnel Executives (NASPE) 26 Total Compensation & Rewards Worklife State Charitable Contributions Program In 1982, the Georgia General Assembly passed legislation that Benefits authorized the creation of the SCCP to provide opportunities for state and Board of Regents employees to donate to their choice of over 1,200 charities through payroll deduction. During FY 2005, 23,781 state employees and employees of the Georgia University System contributed $2.5 million to various non- profit organizations throughout the state. Faithful Service Awards The creation of the Faithful Service Awards Program was authorized by the 1957 Georgia General Assembly. State employees are recognized annually, beginning with five years of total service and every five years thereafter. In FY 2004, GMS: J Presented 14,236 awards based on graduated years of service. J Presented 898 awards to retirees with 30 or more years of service. J Presented 1,292 awards to retirees with less than 30 years of service. The printing of monthly service awards was brought in-house to avoid any waste of certificates due to changes of department heads and the Governor, be able to make changes immediately, avoid delays in printing while waiting for new certificate stock to arrive, and to have more control over the process. Work Away Initiative Work Away is a statewide, year-round telework and flexible work scheduling options initiative for state government. Participating agencies help support Governor Sonny Perdue's commitment to provide a more flexible work environment for state employees. The initiative helps retain valued employees and recruit quality applicants. In fiscal year 2005, GMS: J Collaborated with member agencies of the Work Away Advisory Committee and the Law Department in the revision and release of the expanded Statewide Policy on Teleworking. J Received 311 teleworker and 158 manager responses to surveys of teleworker productivity and satisfaction. J Provided 12 telework training sessions for state agencies. J Provided guidance to the Board of Regents for the implementation of its Virtual Office Program pilot. J Reported 25,012 employees participating in the Work Away initiative, an increase of 3,668 over the previous year. Employee Suggestion Program The program was created by O.C.G.A 45-21-1 to encourage employees to make suggestions for improving state government operations for effectiveness and efficiency and thereby save taxpayer dollars. State employees can make and track their suggestions on-line. Departmental coordinators can also read and evaluate suggestions on-line. J Eighty-four suggestions were submitted. J The State Personnel Board approved and adopted eight employees' suggestions that generated both tangible and intangible benefits. J Three employees received monetary awards for submitting cost-savings procedures, while six employees received a Certificate of Commendation. J Total tangible savings was $4826.00 J Total Procedure Award was $35.00 J Total savings amount for this period was $48,271.00 Total Compensation & Rewards 27 Recruitment & Staffing The Recruitment and Staffing Services Services Program includes three sub-programs: Testing and Selection, Recruitment, and Job Information and Marketing. The Testing and Selection sub- program provides a fair, consistently applied and cost-effective means to test large numbers of job applicants for competencies and specific job skills/knowledge for state agencies. Statewide test centers provide applicants with reasonable access to compete for state jobs. The Recruitment sub-program is designed to attract high caliber applicants to state government. This area provides a webenabled job posting and applicant tracking system with continuous (i.e. 24/7) access to job opportunities. Specialized recruitment initiatives for hard to fill, high profile and unique jobs are undertaken to maximize the limited recruitment resources of agencies. This sub-program also evaluates the training and experience of applicants to ensure that they meet the minimum qualifications for the jobs. The Job Information and Marketing subprogram provides a central point of contact for the general public seeking to learn about job opportunities, career choices and procedures involved in securing state jobs. Program staff provide career guidance, resume building assistance and other job search assistance. Outreach initiatives such as career fairs and on-site presentations to colleges, universities, technical schools and targeted recruitment groups, such as minority and professional organizations, are utilized to disseminate information highlighting state government as a career of choice. Medical and The Georgia Assembly passed Physical Exam legislation that created MAPEP in 1961, in accordance with O.C.G.A. 45-2-40. Program Program guidelines are reviewed and revised periodically to reflect up to date position require- ments, current industry best practices in medical and physical standards, and state and federal legislation. In 2004, the Georgia Merit System facili- tated a review of the MAPEP guidelines. The revisions were made by the Medical Review Panel comprised of a team of physicians. Recommended policies, procedures, forms and processes for determining and applying the standards were incorporated into the 2004 MAPEP Manual. The Georgia Merit System continued to coordinate medical and physical case reviews for agencies and provided human resource con- sultation services. The following table indicates the FY 2004 MAPEP examinations conducted: MAPEP Table 1.0 Form Review Cat 1 - Sedentary 3 (Office Worker, Manager, Administrator) Cat 2 - Active 0 (Storekeeper, Laundry Worker, Heavy Equipment Operator, etc.) Cat 3 - Food Handling 0 (Kitchen Worker, Butcher, Meat Inspector) Cat 4 - Health Related 3 (Nurses, Physicians, Health Service Technicians, etc.) Cat 5 - Law Enforcement (Trooper, Transportation Enforcement Officers, Special Agents, etc.) 121 Physical Review 11 8 11 16 496 28 Recruitment and Staffing Services Substance Abuse Testing The State's alcohol and drug testing program began in July 1990 with the passage O.C.G.A 45-20-90 et seq., which required pre-employment and random drug screening for employees who regularly perform high-risk and safety sensitive work . The program expanded following the publication of US DOT " Procedures for Transportation Workplace Drug Testing Programs" (49 CFR 40) and the Federal Motor Carrier Safety Administration's "Controlled Substances and Alcohol Use and Testing" procedures (49 CFR 382). In addition, GMS provides Medical Review Officer services, the random selection program, expert technical consultation and assistance on state and federal testing regulations, policies, procedures, and best prac- tices. This year: J There were 112 participating entities. J A total of 17,082 drug tests were performed for 89 agencies/depart ments and 23 colleges and universities. Type of Test Pre-employment Random Post Accident Reasonable Suspicion Return to Duty Follow-up Periodic Medical Other Not indicated TOTALS Tested 7,817 7,906 33 60 18 17 159 854 213 17,082 The Jobsite J Almost 454,000 jobs applied for from applicants for jobs posted during FY 2005 (an increase of two percent over FY 2004). A monthly average of 434 new job postings were displayed, and 77,249 new applicants (an increase of over 30 % compared to FY04) put their resume information into the applicant database. J Seventy different state entities post jobs as part of their recruitment efforts. Applicant Assessment Services J Assisted agencies with the screening of applicants by administering over 30,000 written tests. Of that total, 78% was at a specific agency's request for jobs unique to that agency. Staff made decisions on 91,880 requests for evaluations of minimum job qualifications by applicants. J Provided job information and testing opportunities to almost 2,800 applicants through presentations at job fairs and college recruitment trips, an increase of almost 60% over FY04. Recruitment and Staffing Services 29 Publications and Reports Employee Communication J In a collaborative effort with the Department of Community Health, The 2005 Open Enrollment Booklet informed state employees about state benefit options for the plan year. The theme for this year's book was "Smart Choices." J In FY 2005, the Merit System continued to publish and distribute The Georgia Statement, a statewide employee newsletter, and Executive Vision, a newsletter distributed to the Governor's Office, the General Assembly, commissioners, executive directors, HR directors and senior management. The State Directory J The 2004-2005 state directory provided a comprehensive list of telephone and fax numbers of key contacts in state government online. Information is submitted by government entities for inclusion in the directory. Presentations, Publications and Reports J Georgia's Flexible Succession Planning Model. Guidelines and training manual for Georgia's agencies to implement agency succession planning. J Succession Planning: Identifying and developing High Potential Leaders. Presented at the 2005 National Conference of the Assessment Council of the International Personnel Management Association in Orlando, Florida. J Overview of Succession Planning and Georgia's Flexible Succession Planning Model. Presented for the Change Management Meeting for Agency HR Directors and Executives. J Succession Planning: Growing Tomorrow's Leaders in the Valley of Inexperience. Presented to the Georgia Financial Examiners Annual Conference. J Boomers Exodus: Succession Planning Now! A keynote speech delivered to the National Association of Reimbursement. J Career Banding Overview. Presented to the DFCS Office of Financial Independence Career Path Project Team. J Competencies 101: Developing Competency Profiles for Career Banding. Presented to the Statewide Career Banding Initiative Technical Group. J Competencies 101: Developing Competency Profiles for Career Banding. Presented to the Human Resources, Medical and Healthcare Professions, and Support Services Subject Matter Expert Groups of the Statewide Career Banding Initiative. J What your Boss Wants & What Your Employees Want: GenXers & the Boomers. Presented at the Annual Conference of the Georgia Correctional Association. J Statewide Workforce Plan for FY 2006, included an analysis of FY 2005 diversity, competency, and staffing gap; and acquisition, development, and retentions strategies reported by agencies for critical management, professional, and non-professional positions. J G-Comps: Georgia's Competency Dictionary for Workforce Planning, Second Edition with new Scope Impact Scales for Career Banding. J 2004 Market Composite Report. Compares state salaries with the overall market (September 2004). J 2003 Salary Report Addendum. Provides salary information for common jobs and agency unique jobs. Effective December, 2003. J 2004 Salary Report. Individualized report for agencies providing salary information for common jobs and agency uniques jobs. (April 2004). J 2004 Public Sector Compensation Report (September 2004). J 2004 Healthcare Compensation Report (September 2004). J 2004 Southeastern States Compensation Reports (September 2004). 30 Leadership Team Peggy Rosser Acting Commissioner Gregory Maxey Special Assistant to Commissioner Deborah Belcher Division Director Adm. & Systems Vic Keene Division Director Benefits Administration Peggy Rosser Assistant Commissioner Vacant Deputy Commissioner Bill Dunn (12) Assistant to Commissioner Diane Frazier Division Director Training & OD Pat Kinard-Boutte' Division Director Comp & Staffing Deborah Williams Comm. & Mkt. Dir Kathleen Carey (48) Personnel Director Mustafa Aziz Division Director (5011) Customer Services Cassandra Kirk-Pierre Legal Services Dir (24) 31 2 Martin Luther King Jr. Drive West Tower, Suite 502 Atlanta, Georgia 30334 Phone: 404-656-2705 32