Goal 1: Georgia State Government acquires and retains the right talent.
Strategic Outcomes
The state strategically recruits qualified applicants to fill vacancies in a timely manner.
State e-recruiting technology will provide applicants with access to state employment opportunities and provide agencies and hiring managers with tools to select qualified applicants for hard to fill and mission critical positions.
The State will have aligned and integrated HR systems, programs, services and products across the work/life cycle of its employees.
The State will have low turnover of high performing employees.
The State will use workforce planning strategies that include succession planning, employee development and career management to address the retention of a competent workforce.
The State will have an effective and streamlined classification system that allows for career progression.
The State will have compensation practices that address key areas for acquiring and retaining the right talent.
Strategic Objectives
By February 1, 2008, SPA will implement an effective electronic benefit administration system.
By December 31, 2008, SPA will implement a strategic recruiting plan to maximize statewide recruiting efforts to fill mission critical and hard-to-fill positions.
By December 31, 2008, new hire turnover will be reduced from 27% to 25%.
By December 31, 2008, 100% of in-scope agencies will participate in a new performance management system.
By January 30, 2009, recommendations of the State’s Compensation and Benefits Study will be implemented, resulting in a more competitive statewide pay strategy to acquire and retain talent.
By June 30, 2009 we will implement an effective electronic recruiting process.
By June 30, 2009, we will implement an effective electronic workforce and succession planning process.
Critical Success Factors
Workforce planning data must be utilized by agencies to assist in recruiting the best and brightest employees.
SPA and agency HR staff must effectively communicate and partner.
Sufficient technology resources, personal service funds and qualified people must be available.
A strategic and effective, fully funded branding and marketing campaign of State employment must be implemented.
There is a critical need for SPA to have legislative and executive support and funding for strategic workforce initiatives.
Support from senior leadership and funding must be available to begin and continue to bring mission critical positions near market rates and to support a pay for performance culture.
State employees find that the benefits and salaries offered are competitive.
There is a critical need for SPA to have effective relationships/partnerships with State agencies and leadership.
The State must use data effectively to analyze workforce issues. (e.g., work/life, work relations, turnover, etc.)
The State must continue to develop competent managers.
Success Inhibitors
Questions/concerns regarding gratuities and expanding the use of variable pay strategies to include spot awards must be resolved.
Organization’s inability to support a true performance management culture.
Marketing for the state must have more funding.
Current technology must support and enable, not hinder employees’ abilities to fulfill the agency’s core business.
Comprehensive applicant data must be readily available during the hiring process.
The online recruiting process must increase capability to more closely screen applicants.
The State lacks an effective and consistent training program for recruiters and hiring managers.
There is a lack of career growth opportunities in state government.
Salaries in state government are not competitive.
Employee paid benefits are not an incentive to remain in state government.
Workforce data is not being used effectively. (e.g., exit interviews, turnover)
Technology is limited in many areas such as the lack of a centralized HR/payroll system.
Managers are not equipped to effectively manage conflict.
