Project S.L.I.M. special studies

              JULY 2,1992
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SPECIAL STUDIES
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PROJECT SLIM SPECIAL STUDIES
TABLE OF CONIENTS
INTRODUCTION
HUMAN RESOURCES ADMINISTRATION Tab 1
TRAINING & DEVELOPMENT Tab 2
REDEPLOYMENT Tab 3
COMPENSATION, CLASSIFICATION, BENEFITS Tab 4
INFORMATION RESOURCE MANAGEMENT Tab 5
APPENDIX A Tab 6
Human Resource Administration Exhibits
Training & Development Exhibits
Redeployment Exhibits
Compensation, Classification, Benefits Exhibits
APPENDIX B Tab 7
Information Resource Management
Large Agency Information Systems Managers Recommendations
APPENDIX C Tab 8
Information Resource Management Survey
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HUMAN RESOURCES ADMINISTRATION
The Steering Committee of the State Long- term Improved Management Project ( project SLIM) is
pleased to present you with its final Special Studies reports.
The Steering Committee embarked upon several Special Studies, consisting of in- depth analyses of
functions which cross agencies. These studies cover Human Resources Administration, Training &
Development, Redeployment, Compensation and Benefits, and Information Resource Management ( IRM).
The Steering Committee reviewed and recommended specific actions to be taken in each. Some
recommendations will require reinvestment of savings. The committee's recommendations, which appear
below, result directly from the reports themselves and from its conclusions based on additional discussion.
July 2, 1992
STATE OF ARIZONA
EXECUTIVE OFFICE
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1700 WEST WASHINGTON, THIRD fLOOR, PHOENIX, ARIZONA 85007. ( 602) 542 · 7546
The analysis of the human resources administration system of State government revealed several
areas of concern. These areas are broadly titled Management Philosophy, Measurement Systems,
Employment and Performance Appraisal. Central to all human resources discussions lies the philosophy that
all employees of the State of Arizona deserve to be treated fairly and with respect. Their concerns must be
responded to in a reasonable timely manner. Changes in management approach and personnel measurements
at both the Department of Administration ( DOA) and agency personnel levels are necessary to make
Arizona's human resources administrati~ n productive and effective.
Dear Governor Symington:
The Honorable Fife Symington
Governor of Arizona
Arizona Capitol Complex
1700 West Washington
Phoenix, Arizona 85007
FIFE SYMINGTON
Governor
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The Honorable Fife Symington, Governor of Arizona
July 2, 1992
Page 2
Management Philosophy
• Management must adopt a perspective that the employee is essential to the achievement of
goals and objectives. Too often the employee is considered an accounting item in the
budgetary process.
• Central to TQM are the team concept and the empowerment of the front line employee. All
human resources administration must recognize and encourage these new criteria.
• Human resources accountability must be shared by the DOA personnel office and the
agencies. Effective leadership and good management depend on clear lines of
communication in making personnel programs a high priority.
Measurement System
• Meaningful measurement systems of personnel issues and data must be created if the State
is to maintain a successful employee relations program. The State's personnel department
must design measurement instruments to determine and compare employee trends and
make those available to management in a timely manner.
Employment
• The average amount of time to hire an employee, over 60 days, greatly diminishes the State's
ability to compete for quality workers. This time lag can be reduced by a coordinatedTOM
assessment and greater cooperation between DOA and the agencies.
• Job descriptions are too often inaccurate. All jobs must be reviewed and minimum
qualifications and training requirements revised, including TQM standards, on a regular
basis. Accountability must be assigned to ensure completion.
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• Automated employment processes should be implemented immediately to expedite filling
vacancies from within and from outside state government. This recommendation may carry
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The Honorable Fife Symington, Governor of Arizona
July 2, 1992
Page 3
considerable cost initially but should prove cost and " people" effective in a short time.
• Short and long- term planning for human relations requirements must be developed and
implemented.
Performance Appraisal
• Management should be held accountable for applying fairly and consistently the State's
employee appraisal process. Agency directors must ensure all employees receive annual,
meaningful performance reviews.
• Re- evaluation of the Reduction in Force ( RIF) Rules should be undertaken. Performance
and seniority must become more equal in determining retention of individual employees.
• Re- evaluation of the personnel system disciplinary procedures should be undertaken to
ensure that remedial action for non- performance can be expedited in an equitable manner.
• Where organized labor is a participant, advice and counsel should be sought in concert with
creating a fair appraisal system.
TRAINING AND DEVELOPMENT
Central to the productive operation of any entity is its training and development program. The State
of Arizona should lead the nation in its commitment to providing the taxpayer with the most highly trained,
competent workforce possible. The continuing education and training of employees should become required
steps to the development and advancement of employees throughout each agency statewide. The types of
training for state employees should reflect the future needs of Arizona and the employee. The delivery of
such training should involve the latest technologies and techniques.
C~ ntra' Coordination
• A centralized training authority should be established in partnership with agency goals and
The Honorable Fife Symington, Governor of Arizona
July 2, 1992
Page 4
objectives, to set statewide training policies, coordinate programs, and be accountable for the
quality of statewide training.
• The centralized training authority would be responsible for training, planning, and delivery
of TQM and job related programs common to more than one agency.
• The central training authority would develop and implement cost effective advancement
training for supervisor and managerial positions. Such training in management skills and
employee relations would be mandatory for state employees in pursuit of advancement.
Facilities and Technologies
• Determine the feasibility of establishing a centralized training facility and the utilization of
existing facilities in outlying areas as training centers to achieve cost savings.
• The State should utilize alternate training media, i. e., satellite classrooms, computer- guided
classes and teleconferencing to deliver training.
Education Partnerships
• The State should vigorously pursue partnerships for training in order to remain current and
to facilitate delivery. These partnerships may include private sector, academic institutions,
or represent interagency agreements.
• Shared training courses with the public and the business community on a tuition basis can
help the State recover some fixed training costs.
REDEPLOYMENT
A primary goal of Project SLIM is to maintain an atmosphere of dignity and respect in the midst of
the inevitability of downsizing. The Steering Committee sought to avoid " across the board" cuts occurring
in other states, and to develop a redeployment plan to allow employees affected by reductions to explore
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The Honorable Fife Symington, Governor of Arizona
July 2, 1992
Page 5
other employment options in State government. The following recommendations are now before the
legislature in draft legislation form. Given current vacancies and turnover rates, it is likely that many
employees placed in the redeployment pool can end the twelve- month process with a job offer in state
government.
• The redeployment plan calls for employees to be placed in a pool from which vacant
positions in other areas of State government will be filled. DOA will oversee, coordinate,
and manage the redeployment program.
• The redeployment process will be limited to 12 months from the time the employee has been
informed of the abolishment of his/ her position. This year will give the employee time to
weigh options and to seek additional training if he/ she does not currently meet minimum
qualifications for a vacant position.
• Employees who opt not to enter the redeployment pool may choose a Service Credit Buyout.
This buyout would provide the employee with one week of pay for every year of service to
a maximum of 12 weeks of pay.
• Relocation expenses ( up to $ 1,000) will be paid to employees impacted by abolishment of
a position if a new position causes a move in excess of 75 miles from their work location.
COMPENSATION, ClASSIFICATION AND BENEFITS
Compensation and benefit represents the largest single cost of operating state government. Project
SLIM's duration was insufficient to adequately review all major concerns in depth. While State employee
pay in most job categories is non- competitive with other entities, the benefits program is above average as
a total package, and employment security is less of an issue in government service than in the private sector.
Job Classification System
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• Overhaul the existing job classification system. Immediate action is required. Agency
directors can begin by analyzing and culling unneeded classifications, resulting in a DOA-
The Honorable Fife Symington, Governor of Arizona
July 2, 1992
Page 6
revised and streamlined classification system. A full study must be conducted at a later date.
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Benefits
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Restructure benefit programs so they are equitable to all state employees. A review of
current programs should be conducted by a joint executive branchlagencyllegislature task
force.
Salary and benefits represent a total compensation package to state employees. The quality
and value of employee benefits must be added to salary in explaining and comparing the
State's total compensation program.
Employees require meaningful info~ ation, updated regularly, to understand and utilize the
best options for themselves and their families. An ongoing education program, particularly
on pre- natal care, is needed.
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INFORMATION RESOURCES MANAGEMENT
Information Resources Management is one of the State's most critical operations. It maintains and
processes the information on which government makes decisions. It must be centrally organized and operated
to eliminate major duplications of effort in cost, equipment and people.
JR Department
• Establish an Information Resource Department to implement goals, policies and procedures
reflecting the State's IRM plan. The department will manage and operate consolidated data
centers and telecommunications functions. In order to effectively manage costs and
capabilities, the IR Department will be responsible for reviewing and recommending all
agency technology budgets, strategic and operational IR plans and applications that span
agencies.
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The Honorable Fife Symington, Governor of Arizona
July 2, 1992
Page 7
Chief Information Officer
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• Appoint a Chief Information Officer ( CIO) at the earliest possible time. As the senior
information technology executive for the State, the CIO will oversee and implement
statewide IRM planning goals and strategy. The CIO will guide standardization of necessary
technologies to provide economies of scale while, at the same time, ensure quality service.
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IR Advisory Board
• Maintaining state- of- the- art knowledge and " best- of- breed" information can be achieved
through a high- level advisory board. Consisting of agency, private sector and legislative
members, the board will review and recommend statewide IR goals and strategic plans, and
evaluate agency performance in attaining them.
Data Center Consolidation and Telecommunications Consolidation
• Consolidation of some of the five major data centers and, perhaps, some other smaller
centers, should be expedited. Significant savings of at least $ 20 million should be achievable
by eliminating redundant computers, software, maintenance, facilities and personnel. A third
party study should begin now.
• Consolidation ofmultiple, redundant telecommunications networks should start immediately.
Savings of up to $ 4 million are achievable.
End User Requirements
• The needs of the end user ( customer) must be the first priority for all technology providers.
Agreed- to service levels between the technology provider and the customer must be
established and adhered to. Quality of services delivered, not the technology employed,
mu~ t be the standard of performance measu. rement_
The Honorable Fife Symington, Governor of Arizona
July 2, 1992
Page 8
Procurement/ Life Cycle Systems
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• A balanced procurement process must be established. Applying a uniform analysis of total
cost of technology over its useful life for the original procurement should become practice.
Guidelines, required for the anticipated productivity gains, cost reductions and quality
improvements to be achieved need to be established.
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We, the Steering Committee, believe in the Project SLIM process, and unanimously recommend your
acceptance of this report as the foundation for State Long- term Improved Management.
A~~ ia.~
Donald Reck, Chairman
Project SLIM Steering Committee
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Project SLIM Special Studies Report
on
HUMAN RESOURCES ADMINISTRATION
July 2, 1992
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FINAL REPORT
of the
HUMAN RESOURCES ADMINISTRATION SPECIAL STUDY
for
PROJECf SLIM
I~ XECUTIVE SUMMARY 1
. Problem A: Need for a Strong Human Resources Core Philosophy. . . . . . . . . . . . . . . . .. 3
Problem B: Managers Need to be Trained in Corrective Procedures. . . . . . . . . . . . . . . .. 4
Problem C: Grievances and Appeals . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 5
Problem D: Employee Participation through Opinion Surveys. . . . . . . . . . . . . . . . . . . . .. 6
Problem E: Automation, Turnover Analysis, & Upgraded Selection Criteria 7
Problem F: Lack of Proactive Workforce Planning. . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 9
Problem G: Critical and Hard- To- Fill Positions 10
Problem H: Reference Checks 11
Problem I: Performance Appraisal 12
Problem J: Lack of Advancement Opportunities Causes Turnover. . . . . . . . . . . . . . . . .. 13
Project SUM special Studies • Human Resources Administration
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EXECUTIVE SUMMARY
HUMAN RESOURCES ADMINISTRATION
Nothing is more essential to the success of state government programs than the people who implement and run them. Effective human
resources administration is a key step toward making Arizona State Government a model of governmental exceUence. To do so, Arizona State
Government must ensure that its personnel programs are responsive to agencies, helping agencies accomplish what they are set up to
accomplish, and at the same time, providing a framework for an equitable and consistent approach to personnel administration. Directors of
State agencies must view human resources administration from a broader perspective than merely establishing personnel rules, policies and
procedures. Instead, they need to recognize that they play a significant, if not the most significant, role in shaping human resources
administration by the critical decisions they and their managers make in hiring, organizing, promoting, managing, evaluating, and disciplining
employees.
The Human Resources Administration Special Study for Project SLIM had the broad objective of determining how to improve the effectiveness
of personnel administration. In conducting the study, managers from a variety of state agencies and other organizations were consulted about
human resources administration in State government and in the private sector. It was evident during the study that both agency management
and the Department of Administration, which administers the personnel program for Arizona State Government, are both shaping personnel
administration and have roles that could and should be improved to enhance governmental effectiveness. These dual roles were especiaUy
evident m. the employment area where state agencies and the Department of Administration had separate and key roles in expediting the
employment process. Delays by either in fulfilling their role result in an overaU delay in filling vacancies, ultimately impacting the services
provided to the citizens of the State of Arizona.
Numerous recommendations are contained in this report. The stUdy revealed the need for:
• Providing a philosophy for how employees are to be managed including the concepts of empowerment of employees and
holding employees and supervisors accountable for their actions and performance.
• Adopting a more objective performance evaluation system to correspond with a total quality management philosophy.
• Involving agency directors and managers in more of the employment process and requiring reference checks on fmal
candidates.
Project SUM special Studt" • Human Resources Administration 1
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A streamlined employment process for recruiting and hiring candidates which focuses on attracting the most highly qualified
and talented candidates.
Training managers and supervisors in performance evaluation and corrective action procedures.
Proactive workforce planning.
A career path program so that good employees remain in State Government and have the ability to grow and develop in their
chosen field, thereby reducing the cost of high turnover.
Providing less legalistic avenues for employee appeals of certain disciplinary actions.
Empowering employees by allowing them to provide input into their agency operations.
The Steering Committee fully recognizes that there will be some significant costs associated with many of the recommendations in the Human
Resources Administration Special Study. Notwithstanding these costs, the Steering Committee strongly recommends that a portion of Project
SLIM savings be reinvested in the State's human resources. The benefits of recruiting the most qualified employees in the most efficient
manner, keeping them informed of the Governor's management philosophy and allowing them to participate in the continuous improvement
process, training employees at all levels that performance will be measured and excellence will be rewarded with compensation and career
opportunities, will be realized in a stable, motivated workforce committed to the common goal of providing the best customer service for the
citizens of Arizona.
Preliminary estimates for the cost of automating the recruiting process, providing publications for training supervisors in corrective procedures,
seeking employee opinions, revising the performance appraisal process, identifying core competencies and designing career path programs
would indicate that the state would need to invest approximately $ 1.3 million dollars. However, due to the comprehensive nature of the
Human Resources Administration recommendations contained in this report, final cost analysis and timelines will be completed as part of the
implementation process. The Department of Administration should be required to take the active role in identifying the costs and timelines as
it is in the best position to identify aU of the internal resources that can be made available to begin immediate implementation wherever
possible.
During the course of this Special Study, a variety of reports and other materials were reviewed in arriving at the recommendations. The most
pertinent documents are included as exhibits in Appendix A of this publication.
NOTE: Implementation Requirements that will need legislation are identified in bold italic print.
Project SUM Special Studies • Human Resources Administration
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PROBU:. M A: NEED FOR A STRONG HUMAN RESOURCES CORE PHILOSOPHY
The State of Arizona needs a strong human resources core philosophy to guide managers in managing their employees. Managers need to
recognize achievements and motivate employees, and be held accountable for quick and effective corrective actions, including terminations.
The State is embarking on a revolution in the workplace which demands that all employees be qualified, willing and able to perform to a level
of excellence. Employees should not be allowed to perform below minimum standards without appropriate action being taken.
RECOMMENDED ACI10N
Disseminate Employee Relations
Philosop: l1Y
Develop and articulate an employee relations
philosophy. This philosophy should consider
the flexihility needed for managers and the
rights and fair treatment employees should
receive. It should include how employee
relations actions should be managed,
including the way in which corrective actions
are to bt pursued and administered. The
philosophy statement should instill
confidence among employees that they are
valued partners in the success of the
workings of the State. The philosophy
statement should clearly communicate that
management will be accountable for and
measured against their effective leadership of
their pe<, ple.
IMPLEMENTATION REQUIREMENTS
Develop a philosophy statement and
disseminate to all employees for their
understanding and commitment. Include
employee participation and recognize agency
differences.
BENEFITS
Employees will be better and more
consistently managed, in line with the
Governor's philosophy.
Empowered employees will be a constructive
voice in solving problems and championing
changes to improve the State's operating
procedures and service to the citjzens of
Arizona.
Project SUM Special SlucUe•• Human Resources Administration 3
PROBLEM B: MANAGERS NEED TRAINING IN CORRECTIVE PROCEDURES
Managers often have had little or no training in initiating corrective action relating to poor performance or misconduct and perceive an
inability within the system to take such action.
RECOMMENDED ACTION
Corrective Guidelines
Revise and issue new management guidelines
for when and how to take corrective action at
the onset of poor performance and
misconduct. Provide training to managers in
the corrective counseling and termination
process, including documentation
preparation. Hold managers accountable for
striving to improve performance where
necessary, and for proper and expeditious
corrective actions.
IMPLEMENTATION REQUIREMENTS
Adopt new guidelines and a training program
for managers.
Funding for development and implementation of
program.
Personnel to train the managers.
BENEnTS
Informed managers who fully understand the
importance of an efficient corrective action
program and how the process works.
Expeditious actions, when needed, for
employees who demonstrate inappropriate
behavior or poor performance.
A performance measurement tool for
managers that is tied to the TQM process.
Project SUM Special Studles • Human Resources Administration - - _.. - - - - _.. - - .. - - - 4 - .. -
--- .. -- .. - - ... - - - - - -- Ii - PROBLEM C: GRIEVANCES AND APPEALS
Rational'e for decisions of the Personnel Board often are not fully understood by managers and employees. Employees often feel they do not
receive a, n objective grievance review when the agency head is the final reviewing authority and when there is no outside review of the merits
of the gdevance. The Department of Administration's effectiveness with respect to final reviewing authority is negated as it does not have the
statutory authority to enforce its decisions. Finally, current guidelines for taking corrective action do not exist, resulting in inconsistencies
among agencies in addressing similar employee problems.
RECOMMENDED ACI10N
Provide the Director of the Department of
Adminisltration with the responsibility,
authority and accountability for:
a) increased proactive communications with
the Personnel Board to discuss and
resolve issues facing both management
and l~ mployees;
b) revising the current disciplinary system
and i! ppeals process to provide alternate
actions before legal proceedings are
necessary;
c) reviewing grievances relating to
susplmsions of less than 40 hours without
pay, when requested by the agency or the
employee;
d) reviewing grievances in small agencies
where the agency head participated in the
decision being grieved; and
e) enforcing its decision on grievances.
IMPLEMENTATION REQUIREMENTS
• Legislation
• Rule Change
• Personnel Board Involvement
BENEFITS
More consistent treatment of employees
through the grievance and appeal process.
Better understanding by employees of the
expected standards of conduct and
performance levels, and consequences of
failing to meet these standards.
Quick progress through disciplinary
procedures for problem employees resulting
in cost savings of labor dollars paid for
substandard performance, increased
productivity and improved morale, cost
savings related to shortened time frame for
grievance and appeal processes; operating
efficiencies and improved relations with the
Personnel Board.
Projeet SUM Speelal Stad10 • Human Resources Administration 5
PROBLEM D: EMPLOYEE PARTICIPATION THROUGH OPINION SURVEYS
There is no statewide mechanism whereby the State regularly solicits valuable information from employees, thus the State is missing ideas for
improvement, opportunities to resolve problems while they are small, and improve employee relations in general through improved
communications.
RECOMMENDED ACTION
Employee Opinion Surveys
Conduct periodic surveys of State employees
to capture employee ideas, suggestions and
opinions, and assess the level of satisfaction
with working conditions, pay, leadership and
so forth to foster continuous improvement
and employee participation. Provide
feedback to the employees about suggestions
that have been made and the State's
proposed action in response to these
suggestions.
IMPLEMENTATION REQUIREMENTS
Funding for development of a questionnain,
mailing, colhUing and assessing nsponses and
coordinating a feedback mechanism.
Share management action plans with
employees, based on opinion surveys.
BENEms
Gained insight into what the employees
believe is going right and what is going
wrong in State government operations.
Ideas for improvement obtained from people
doing the job.
Employee participation encourages
ownership and support of overall State
programs.
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_.... - -- - - - .. - - - - . - -- - PROBLEM E: NEED FOR AUTOMATION, 11JRNOVER ANALYSIS, AND UPGRADED SELECTION CRITERIA
The State's ability to hire the best qualified individuals is seriously inhibited by limited recruitment resources and salaries that have not kept
pace with the public and private sectors in Arizona. There are inefficiencies in the cumbersome, laborious manual processing of approximately
120,000 applications for employment each year. Many highly qualified and talented candidates are off the market long before the agency
makes a decision; thus, the State may not be capturing enough top talent in critical areas. Areas of high turnover are not sufficiently analyzed,
and proactive workforce planning is not conducted.
RECOMMENDED ACTION
Automation
Initiate a study to fmd ways to streamline
and speed up the internal personnel process
in each agency, and between the agency and
the Department of Administration, so that
requests to fill vacancies are submitted to the
Department of Administration immediately
upon knowledge of a vacancy. When
appropriate, redUce the number of approvals
required in each agency to request a hiring
list. Ac. celerate work on the project to
automate the storage and retrieval of
employment application forms. Expand the
study to include other labor intensive
( manual) areas of personnel processing
where automation is a logical improvement.
Turnover Analysis
Conduct periodic in. depth analyses of
turnovc: r causes and statistics giving priority
review to critical jobs with high turnover.
Submit regular reports to the Governor and
each ac: ency head, which would include
recommendations for actions to be taken to
mitigali~ the problem areas.
IMPLEMENTATION REQUIREMENTS
Assure that the monies previously
appropriated for electronic equipment and
software are used for this purpose.
Train agency personnel in electronic retrieval
of information.
Revise agency procedures for processing
personnel paperwork, including reducing the
number of supervisory approvals within an
agency to process an action.
HRMS system data updated regularly.
Analysis of statistical data and
presentation/ formatting of reports by
Department of Administration.
Additional Staff.
BENEms
Ability to more quickly and accurately
identify the best qualified candidates among
those who apply. This allows for more
timely appointments after submitting
applications to the agencies for
consideration.
Reduced personnel time in logging,
acknowledging, and routing of employment
applications.
Shortened vacancy time resulting in
improved services to the citizens.
Know where actions can be taken to reduce
turnover, resulting in a more stable
workforce . and reduced costs in areas where
very high turnover is extremely disruptive to
the service citizens receive.
ProJtet SUM Spedal St1ldlel • Human Resources Administration 7
PROBLEM E: ( continued)
RECOMMENDED ACTION IMPLEMENTATION REQUIREMENTS BENEFITS
Improved Recruiting Process
Involve Agency management in more of the • Solicit agency support of increased Better qualified candidates will be found and
employment process in such fields as participation in the candidate screening the improved process will be better
technology and professional positions. process. understood and accepted by agencies.
Include the development and administration
of evaluating and employment application • DOA prepare revised recruiting process
rating plans and materials. and procedure incorporating agency
management participation throughout.
Place more emphasis on personal interviews
in determining the top candidates for referral • Evaluate and revise, as necessary, the
to the agencies. screening process in DOA soliciting agency
input in a better definition of criteria for
candidate consideration.
• Additional Staff.
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PROBU: M F: lACK OF PROACfIVE WORKFORCE PlANNING
The employment proress is reactive with little or no advanced workforce requirements planning by agency management to ftll vacancies.
RECOMMENDED AcnON IMPLEMENTATION REQUIREMENT BENEFITS
Develop shortened proactive workforce Identify staff and internal resources to A more accurate prediction of human
planning process. develop the process. resource needs will enable the DOA to
preplan recruiting rather than react to it,
Utilize job fairs. reducing vacancy time and capturing lost
productivity.
ProJed SUM Spedal StaeUes • Human Resources Administration 9
PROBLEM G: CRITICAL AND HARD- TO- FILL POSmONS
There are many positions that are critical and/ or hard- to- fill. DOA resources are limited for recruitment. Often only classified advertising is
used as a means to attract candidates.
RECOMMENDED ACTION
Multi- Agency Task Forces
Critical and/ or hard- to- fill jobs such as
agency heads, registered nurses or
environmental specialists require a more
intensive strategic recruiting process.
Form job- specific, multi- agency task forces,
as needed to assist the Personnel Division to
develop ways to recruit candidates for these
jobs.
Recruiting - Outsourcing
Certain vital positions will remain vacant
even with the assistance of multi- agency task
forces. Assess the feasibility of using
placement agencies or search fums for select
recruitment needs.
Recruiting Expenses
The State's ability to attract highly qualified
individuals for hard- to- fill and executive
positions requires additional recruiting
expenses such as travel and meals - above
and beyond normal recruiting costs.
Payment for such expenses is routine in the
private sector and also in many public sector
organizations.
IMPLEMENTATION REQUIREMENT
Define and document the process, define the
involvement, and solicit participation from
agencies.
Cost and benefit analysis of the use of
outside services.
LegislaJive aelion for appropriation and
autlrorization.
ReqlUsl additionol funds from 1M Iegisltztun
and authorization 10 pay for additionol
recruiting expenses.
BENEFITS
The thinking and participation of all agencies
employing people in particular hard- to- fill
jobs will enhance the recruitment of highly
qualified candidates for these crucial jobs.
This will maximize the use of the State's
internal resources who orten have national
contacts in their specific fields of expertise.
More qualified candidates can be targeted
and recruited through these means as
compared with the regular process.
The State will be able to select [ rom larger
groups o[ candidates and attract more highly
qualified individuals in executive and hard­to-
fill positions.
- - rroJ- ed SUM- s~ Sh- IdJeI • H- aman. R- esoarce- s Admin- istration- - - - - - - - - .1.0. -
_.. - - -- - - - .. - - - - - - .. - - PROBLEM H: REFERENCE CHECKS
Annual surveys of recruiters in professional employment agencies consistently report that more than one- third of all resumes and applications
contain false information. Most false information is related to credentials and qualifications. For the most part, agencies do not
comprehensively check references; therefore, the State may be hiring individuals in many positions who do not possess the qualifications and
attributes to perform the job.
RECOMMENDED ACI10N
Referen · ce Checks
Require reference checks on all final
candidates and hold hiring managers in
agencies accountable for the results.
Revise format, process and script for
checking references.
Train agency personnel in effective reference
check techniques.
Reemphasize and enforce rules for providing
false information on an employment
application.
IMPLEMENTATION REQUIREMENT
Document reference guidelines, prepare
script, and train managers in performing
effective reference checks on prospective
employees.
BENEFITS
Candidates will be hired whose qualifications
have been validated as represented, and who
have performed successfully in the past.
Project SUM SpeeW ShIdln • Human Resources Administration 11
PROBLEM I: PERFORMANCE APPRAISAL
Currently, performance appraisals are not generally used effectively. It is important that supervisors evaluate employees on meeting specific
objectives. Managers have not been adequately trained to conduct effective performance appraisal discussions with staff, and are reluctant and
generally unprepared to address performance problems. When employees are unaware of management's expectations, or of problems with
their work, they are unable to make necessary improvements. lbe changes being made as a result of Project SLIM will demand critica~
meaningful employee performance appraisals from the onset of employment.
RECOMMENDED ACTION
Establish a performance appraisal system
that produces the most satisfactory results for
employers and employees.
Develop and maintain quantified
performance measures for each position tied
to goals or expectations preestablished and
agreed upon by the employee and
supervisor/ manager.
Develop a comprehensive Performance
Management System including forms,
procedures, administrative guidelines and
training.
Hold managers accountable for the proper
use of the performance appraisal system by
including effective use of the system as a
factor in the manager's own performance
appraisal.
Recognize that improvement is a critical
factor in performance appraisal.
IMPLEMENTATION REQUIREMENTS
Conduct appropriate research, with effort led
by Department of Adrninstration.
Coordinate with the planned classification
study.
Funds to hinr consulting services to work with
Task Force in program and system
developments.
Funds to train all managers in perfonnance
evaluation.
BENEms
Improved productivity and performance at
all levels due to identification of
performance problems and communication
of expectations. Faster identification of
problem employees so corrective actions can
be taken.
Improved communication between managers
and staff and perpetuation of good
performance through praise and recognition.
- - Proj- ect SUM- Spedal S- Wlet • H- umaD R- esource- s AdmlD- lstradoD- .. - - - - - - .. 12 - -
- -- - - - - - - .. - - - - - - .. - - PROBLEM J: lACK OF ADVANCEMENT OPPORTUNmES CAUSES TURNOVER
High performing employees with advancement potential will leave State government if they perceive there is no opportunity for them to
progres:': and develop in their chosen fields. Current career path opportunities are not available in all fields and little opportunity or provision
exists t( 1 cross over from one career field to another. Frequently, the employee who is obstructed from achieving a career change will leave
State employment. One result of this is the loss of a qualified, experienced employee who otherwise could have been retained.
RECOMMENDED ACI10N
Identify Core Competencies
As part of the proposed classification study,
identify jobs which require similar
competencies ( applied knowledge, skills and
abilities), thereby identifying promotional and
transfer opportunities for all levels of jobs.
Capture these competencies in the electronic
Human Resources Management System.
Career Path Program Design
IMPLEMENTATION REQUIREMENTS
Additional dimension added to tM
Classification/ Compensation Study RFP may
increase funding required for tM
Classification/ Compensation Study project.
Determine that the current HRMS can
accommodate the database of competencies.
BENEms
Will help ensure qualified employees are
identified for placement, rather than hiring
new workers outside of State Government.
Research the best approach for a new State I Internal/ External Task Force for research.
Career Path Program, considering the
commitment to total quality management,
greater reliance on the " knowledge worker,"
educational and retraining requirements, and
expectlltions of today's employees. Research
should include exploration of the dual career
path concepts successful in other
organi7ations. Program design should link to
a supportive performance appraisal process.
Career Opportunities
Will aid in retention of key individual
contnbutors and potential managers who
now perceive their careers as dead- end. Will
make full use of the performance potential
of current employees anywhere in State
government where they are best suited to
make a contribution.
Identify and match employee competencies
and joh competency requirements to further
career development of employees.
Additional section needs to be added to
Performance Evaluation form.
Staff to administer.
Provides an additional resource to aid in
redeployment of employees.
Provides an opportunity to make full use of
the talent and potential of Current employees
anywhere in State government they are best
suited to make a contnbution.
Project SUM specW StadJet • HumaD Resources AdmiuistntloD 13
-------------------
Project SLIM Special Studies Report
on
TRAINING & DEVELOPMENT
July 2, 1992
-------------------
FINAL REPORT
of the
TRAINING & DEVELOPMENT SPECIAL STUDY
for
PROJECf SLIM
EXECUTIVE SUMMARy................... 1
Governor's Statement, Mission Statement 3
Problem A: Lack of Statewide Educational Infrastructure . . . . . . . . . . . . . . . . . . .. 4
Problem B: Need for Mandatory Employee Orientation 8
Problem C: Training Planning 9
Problem D: Lack of Management/ Leadership Development 12
Problem E: Lack of Employee Technical Development . . . . . . . . . . . . . . . . . . . .. 13
Project SUM Special Stud1e•• TRAINING It DEVELOPMENT
- -- - -- - - - - - -- - - - -- -
EXEcunVE SUMMARY
TRAINING & DEVELOPMENT
For SOm( l time, most organizations have recognized the importance of investing in their employees by adequately training them to perform their
job duti<: s and developing their skills. The return on investment - a highly skilled, productive and motivated workforce which provides quality
products and services to the organization's customers, should not be underestimated.
In Arizona State Government, the importance of training and development has not gone unrecognized; however, there has not been a
statewide focus or proper statewide funding of this investment. Some of the large State agencies have strong training programs with committed
staff and very commendable training objectives. However, there are many other State agencies with no training staff and few, if any, resources
to provide training to their employees. In the past, it was envisioned that the Department of Administration would provide such a statewide
training focus and program; however, it has very limited resources, with substantially fewer training resources than many other State agencies
and cannot currently fulfill this responsibility.
The lack of a statewide perspective is a major concern. There has been no recent, comprehensive identification of statewide training needs
accompanied by a prioritization by the executive branch of these needs in the Governor's budget request. Consequently, resources are not
necessanily devoted to the issues the Governor deems critical.
In reviewing this subject, the private sector provided leadership and insight as to how State government could strengthen its training efforts.
The resulting recommendations in this report stress establishing a central training authority and planning with annual strategic and tactical
training plans to be prepared by agencies. Funding for educational tuition reimbursement, requiring interagency sharing of training resources,
forming of partnerships. with educational institutions and enhancing leadership and management training are among the other
recommendations.
The Project SLIM Steering Committee strongly recommends that training and development be supported now and in the future if Arizona is to
achieve excellence in its operations. The Steering Committee fully recognizes that there will be some significant costs to the State that will
need to be invested before it can realize the benefits of a skilled, productive, motivated workforce who are committed to providing quality
service to the citizens of Arizona. Well- trained employees who are challenged by a career in state government will reduce the cost the state
incurs when it loses its employees to other public and private entities.
Preliminary, draft estimates for the cost of establishing a central training authority, developing statewide training programs, and measuring the
quality of training and improvement in performance would indicate that the state would need to invest approximately $ 2 million to realize its
goal. This estimate presumes that the State could make use of existing physical facilities to provide the training as suggested in the following
recommendations.
Project SUM Special Studies • TRAINING a DEVELOPMENT 1
Due to the comprehensive nature of the Training & Development recommendations contained in this report, rmal cost analysis and timelines
will be completed as part of the implementation process. The Steering Committee and the Special Study Committee jointly recommend that
the Governor implement the Training recommendations on a priority basis. The Department of Administration should be required to take the
active role in identifying the costs and timelines as it is in the best position to identify all of the internal resources that can be made available to
begin implemeutation at once.
The following training and development problems and concerns were identified during this study:
• There is no mandatory or comprehensive State orientation program that familiarizes new or transferring employees to State policies,
practices or programs. This results in misunderstandings and ignorance of issues that relate to the new employee.
• There is a need to revise the performance expectations of all State employees. In order to accomplish this, the State needs to elevate
the frequency of availability and provide the process to increase employee education.
• Training dollars are wasted because many programs at the state and agency level are redundant, are not prioritized, and do not address
specific issues ( or address inappropriate issues), nor do they define the results or benefits desired.
• There are no minimum levels of training established for most positions. For example, management positions have no requirement for
leadership training.
• Training budgets are the first ones cut during cut- backs. Therefore, many employees in influential management positions have received
almost no training at all to prepare them for the job of managing State activities.
• Agencies do not have proper resources ( money, time, facilities or people) to meet strategic training requirements.
• Educational tuition reimbursement funding is not consistent across agencies and is nonexistent in some agencies. Agencies that have
tuition reimbursement policies provide varying benefit levels. This results in different levels of access to continued education.
During the course of this Special Study, a variety of reports and other materials were reviewed in arriving at the recommendations. The most
pertinent documents are included as exhibits in Appendix A of this publication.
Nom Implementation Requirements that will need legislation are identified in bold italic print.
Project SUM Special Studies · TRAINING A DEVELOPMENT ------ 2 ------------ -
----------------~--
Governor's Statement
The Governor's Office recognizes the value of productive, trained employees to provide high quality, effective services to the citizens of
Arizona. To this end, it is essential that the State:
have a skilled, motivated, productive workforce, and
adopt a commitment to excellence, .9.!! illi! Y and sound management practices.
Mission Statement
Arizona State Government must take a leadership role and make the commitment to provide a Human Resources Development and Training
System that provides State employees with:
• the philosophy of total quality management, and
• the proficiency to be the highest skilled state government workforce in the country to achieve mandated State objectives.
Project SUM Special Studies · TRAINING & DEVELOPMENT 3
PROBLEM A: lACK OF STATEWIDE EDUCATIONAL INFRASTRUCTURE
There is no educational infrastructure, leadership, or funding to provide or monitor statewide delivery of cost- effective training to employees
in the State's management philosophy.
RECOMMENDED ACTION
Centralized Training Authority
Establish a centralized, ongoing training
authority, funded outside of the agencies and
the Governor's office, to be accountable for
and coordinate statewide training. This
training, for all programs which are not
agency specific, will provide a uniform
minimum level of training for aU employees.
Responsibilities would include establishing
the State's training requirements for TQM
and other job related programs that are
common to more than one agency;
coordinating and monitoring training
delivery; providing leadership to all agencies;
assuring consistent quality and content across
agencies; and controlling costs through
development and use of efficiencies for
centralized operations and productive use of
resources.
IMPLEMENTATION REQUIREMENTS
Staff to direct statewide training program
development, coordination, delivery, and
assessment and assure quality control.
Funding for ongoing operation.
BENEFITS
A centralized, funded training authority will:
• provide a focal point for ensuring uniform
delivery of and equal access to programs.
• provide quality control of instructor
certification, course content, agency
compliance, and measurement of
performance improvement.
• facilitate communication, collaboration
and resource sharing among agencies.
• eliminate or reduce redundancies.
• provide a focus for accountability for
budgeting/ cost management and quality of
entire TQM program.
• enhance ability to negotiate statewide
contracts to obtain cost efficiencies.
Project SUM Special Studiel • TRAINING &: DEVELOPMENT
- -- - -- - - - - - -- - -- 4 - --
- -- - -- - - - - - -- - - - - - -
PROBLEM A: ( continued)
RECOM. MENDED ACTION IMPLEMENTATION REQUIREMENTS BENEFITS
Determine Feasibility of a Centralized
Training Center( s)
Assess 1he availability of training facilities Interagency task force to research agency Where feasible, a centralized location
throughout the State, and study the feasibility facilities, identify satellite station training provides the opportunity to collaborate
of establishing a centrally located State possibilities and prepare a report of potential among agencies to deliver uniform training,
training center facility where employees sites and cost- effective training mechanisms. monitor program quality, eliminate/ reduce
could come for training. redundancies and reduce costs through
contract negotiation and resources. This
Evaluate feasibility of alternate training Funding for appropriate sateUite classroom facility could also provide train- the- trainer
mechanisms such as on- line training, facilities. classes to develop training skills, and increase
teleconferencing, satellite classrooms and consistency in program delivery.
other enhancements aimed at cost effective
utilization of resources and assurance that all Reduction in agency distractions during
employees, regardless of location, are training.
covered.
Where a centralized facility is not possible,
identifying facilities and means of delivering
training that are accessible to employees
across the state will enable us to provide
training for all offices in all locations,
including rural or remote sites.
Project SUM Special StudJe•• TRAINING &: DEVELOPMENT s
PROBLEM A: ( continued)
RECOMMENDED ACTION IMPLEMENTATION REQUIREMENTS BENEmS
Develop Internal and External Training
Partnerships
Develop and establish effective partnerships Staff of coordinators of programs and Enhanced ability to pool resources with
with academic, private sector and vendor facilities including responsibility to establish academia, private sector, vendors and
suppliers to pool training resources such as relationships with the private sector, suppliers. This provides the State with
facilities, equipment, training programs, academia and other entities and negotiate access to the state- of- the- art management
trainers, etc. In addition, the state could partnership agreements. theory and practice, at a lesser cost than
provide assistance to the community and developing programs and resources
reduce costs by allowing non- government Process to advertise community access independently.
employees to attend training programs, for a program and process enrollments.
fee, on a space available basis. Providing access to the community enhances
the State's community service program and
Establish, through legislation, the Governor's Legislative Q£ lion 10 authorize 1M Council 10 enables the State to profit financially from
Advisory Council on Training comprised of assure its continuity training programs offered.
public and private sector professionals to
provide counsel, advice and oversight of The best thinking on training trends, success
training content, management and results. elements, and evaluation techniques will be
shared to give the State free advice on how
to keep training programs alive and useful.
Project SUM Spedal Studlel • TRAIN1NG a DEVELOPMENT
- -- - - - - - - - - --
6
- - - -- -
------ - - - - - -- - - - .. - - PROBLEM A: ( continued)
RECOMMENDED ACfION IMPLEMENTAION REQUIREMENTS BENEFITS
Develop Training Management System
Develop a system to schedule and market Task Force research to determine which Easy access to training programs attended by
training programs internally and externally. agencies, or outside sources ( e. g. community State employees will enable us to ensure that
Schedull,~ a central recordkeeping system to colleges), if any, are viable alternatives for employees have fulfilled training
track tmining activity to ensure that performing statewide tracking and negotiate requirements, and will help us identify
employees receive the required or desired agreement to provide this service. employees with needed requirements,
training. Within the State system there may thereby facilitating transfer and promotion.
be agendes that do this well and could be Task Force research to develop process for
contracted to track training activity for the relaying information to central recordkeeping
entire State. agency and to develop and communicate this
process.
Implem( mt Budgeting and Cost Management
System ror Training
Implem< mt an effective, centralized, statewide Task force to explore incorporation of State will control and monitor training
I training budgeting and cost management training budget and cost management into program costs to ensure proper allocation
system for training. existing accounting systems, or development and disbursement.
of a stand- alone system for training
monitoring.
Project SUM Special StacUes • TRAINING &: DEVELOPMENT 7
PROBLEM B: NOT ALL NEW EMPLOYEES RECEIVE AN ORIENTATION TO STATE GOVERNMENT
Although orientation programs do exist, there is no mandate that all new State employees, at all levels, are required to receive an orientation
to State government. This often inhibits the employee from having a clear understanding of their role in providing excellent service to the
citizens of Arizona.
RECOMMENDED ACTION
Establish a Monitoring System
A monitoring system is needed to ensure that
all State employees go through an
orientation to State government.
Acknowledgement of completion of
orientation should be in all personnel files
within three months of hire date.
IMPLEMENTATION REQUIREMENTS
Equip all agencies to provide a program of
orientation to State government.
Design an acknowledgement form for
personnel files to be signed upon completion
of orientation.
Additional staff to organize and conduct
orientation sessions.
BENEFITS
State employees will have a basic knowledge
of the structure and mission of State
government.
Employees will have a better understanding
of where their job fits in the overall
operations of the state and the significance
of quality performance.
Employees will be at least minimally familiar
with Statewide standards and responsibilities
such as personnel rules, performance
standards, grievance procedures, termination
factors, benefits, payroll, vacation, sick leave,
political contributions, activities regulating
substance abuse, and so forth.
Employees will understand the role of their
Agency, the Agency's standards and its
specific mission.
ProJed SUM Speelal StDdJn • TRAINING a DEVELOPMENT --------------- 8 - -- -
--------
PROBLEM C: TRAINING PLANNING
- - - -- - - - - --
Training strategies are not prioritized, standardized, properly funded or resourced. Without proper and consistent training programs and
resource allocation, employees do not have the best knowledge, skills and ability to perform their jobs; and the ability to move people within
the system will be inhibited. Further, with the State's commitment to continuous improvement, the additional educational demands placed on
an inadequate training system will inhibit the State's ability to carry out its mission.
RECOMMENDED ACTION
Develop Annual Strategic and Tactical
Training Plans
On an annual basis, the Centralized Training
AuthorilY should set the strategic direction
for train ing and submit it to each agency to
develop tactical plans. These plans will
define programs required, in order of
priority, with ( cost) justification for each.
Training programs justification must include
description of specific outcomeslbenefits
expected of proposed programs and clear
and direct linkage to annual issues, and/ or
the Statc:~' s global mission.
IMPLEMENTATION REQUIREMENTS
Coordinate efforts of aU agencies through the
centralized training authority.
Establish minimum mandatory training
requirements.
Provide direction and mission to all Agencies.
Coordinate training for aU Agencies to
maximize resources.
Measure performance and quality of training
programs.
BENEFITS
Assurance that all training recommended is
linked to the strategic direction of the State.
Reduce wasted training dollars on issues not
related to the State's mission.
ProJeet SLIM Special Stadles • TRAINING A DEVELOPMENT 9
PROBLEM C: ( continued)
RECOMMENDED ACTION IMPLEMENTATION REQUIREMENTS BENEFITS
Establish Training Standards
For Each Job
Based on continuous Job Analysis conducted Funding request to be determilU! d for all Enhanced career opportunities will be
in conjunction with the Classification Studies agencies after training plans approved. identified.
( see Project SLIM Special Studies Report on
Compensation, Classification, Benefits), Identification of training required to develop
establish consistent standards, within the minimum skill requirements.
training programs, for the minimum level of
training needed to meet the State job Assurance that training offered supports job
requirements. requirements.
Develop new, and identify existing skills Enhanced ability to transfer and promote
training programs and make them available employees.
to staff to facilitate redeployment and future
career changes. Resources requested will be appropriate and
readily supportable.
Allocate resources ( e. g. money, time,
facilities and people) commensurate with Statewide implementation of minimum
approved and prioritized training strategies. training standards.
Avoid problems of mis- targeted or non-existent
training.
Project SUM Speelal Stadies • TRAINING a DEVELOPMENT ------------- 10 ------
- -- ---------- .. _----
PROBLEM C: ( continued)
JRECOMMENDED ACI10N IMPLEMENTATION REQUIREMENTS BENEFITS
Develop Implementation Action Plan
Develop an action plan of the most cost Use existing technical and administrative staff Qualified and capable employees who can be
effective opportunities to deliver high quality ( including retirees) to develop and deliver held accountable for filling current job
training such as: computer based and other types of training responsibilities, adding value to state services
programs. and preparing for increased and new
minimal use of FIE trainer positions by responsibilities.
providing self- directed training activities Establish a User Committee made up of
such as computer assisted training. representatives from each agency to share Conformance to statewide standards of
ideas on user needs, provide feedback on training.
selective use of, proven, high quality training provided, and develop
cont. ract trainers, including agency recommendation for direction.
retirees, for development and delivery of
approved training.
greater emphasis on the needs of rural
areas ( i. e. alternative delivery, satellite
training, workbooks, etc.).
development of agency sharing( mteragency
agreements on training resources ( for
items such as facilities, training programs,
trainers, etc.).
development of statewide standardized
training materials.
ProJeet SUM Special Stadlea • TRAINING a DEVELOPMENT 11
PROBLEM D: LACK OF MANAGEMENT/ LEADERSHIP DEVELOPMENT
Managers and supervisors often are not provided with the training needed to prepare them for leadership roles or with the skills to effectively
manage staff performance. These tools are necessary if we are to provide the high quality service we have pledged through the Project SLIM
directives.
RECOMMENDED ACTION
Determine Leadership/ Management Training
Needs
Conduct task and needs analysis to
determine areas of deficiency and programs
that are needed at all levels of management­executives,
managers, and supervisors
Develop Standard Management
Development Curriculum and Currency
Standards
IMPLEMENTATION REQUIREMENTS
Task force to study areas of deficiency in
management training and provide
recommendations for program development.
BENEFITS
State managerial employees will be better
trained which will result in higher quality
services and cost- effective management.
Develop and prepare core curriculum and I Use expertise of:
continuing education standards, and explore
existing programs ( vendors and external I • Central Training Authority.
partnerships) to determine fit with State
needs. I • Existing Internal Resources.
Develop and implement standardized I • Private Sector Experience.
statewide management development curricula
for all levels of management and require I • Academic Institutions.
successful completion of curricula for all
incumbents and new employees. I • Governor's Advisory Council on Training.
Supplemental or additional suggested
curricula may include specific academic and
professional management courses.
Additionally, institute continuing education
requirements for all positions whereby
employees must attend some form of training
each year.
Managers will be provided with the skills and
tools needed to positively influence
subordinate behavior.
Consistent, statewide minimum required
levels of proficiency will be identified and
ability to move between jobs and between
agencies will be facilitated due to common
standards.
Employees will be provided with additional
skills to enhance current performance and
improve chances for professional
development within the State system.
Agencies will be better managed with higher
quality services provided to citizens.
ProJeet SUM Special SbIcI1eI • TltAlNlNG a DEVElOPMENT - -- - - - -- - - _._- 12 ------
-------------------
PROBLEM E: lACK OF EMPLOYEE TECHNICAL DEVELOPMENT
Currently, an State employees are not on a continuous improvement path to provide high quality service at reduced cost to the citizens of
Arizona. Acquisition and maintenance of technical skills for optimum job performance should be mandatory and part of the Employee
Performance Appraisal System ( EPAS).
RECOMMENDED ACTION
Define a. aear Employee Development
Policy Stating the Roles and Expectations of
All Parti<: §
Agencies.:
Supply resources ( money, facilities, time)
Supply training
Supply performance measurement criteria
Managers:
Plan training
Manage the training investment
Sched ule training
Execute training programs
Evaluate performance after training
Record participation and cost of training
Employees:
Seek training
Continuously improve skills
Learn new skills
Incorporate training into performance
IMPLEMENTATION REQUIREMENTS
Provitk funds for training employees in the
development of their technical, business,
administrative and interpersonal skills.
Identify employee training needs for
performance improvement and career path
promotion.
Implement a policy for uniform and
standardized educational tuition
reimbursement.
BENEFITS
Educated employees who are motivated to
improve their skills and performance.
Increased career path opportunities as
employees gain new skills and are eligible for
promotions thus reducing the State's role as
a training ground for other governments and
the private sector.
Project SUM: Speelal Studies • ' l'RAlNlNG a DEVEIDPMENT 13
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~----~~---~~--~~---
FINAL REPORT
of the
REDEPLOYMENT SPECIAL STUDY
for
PROJECf SLIM
EXECUTIVE SUMMARY 1
Results ... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 2
Flow Chart Interpretation 6
Summarized Flow Chart - 12 Month Redeployment Process. . . . . . . . . . . . . . . . . .. 7
· Detailed Flow Chart 9
Project SUM Special Studies - REDEPLOYMENT
- - -- - .. -_ .. ,...- r .. ~ __
REDEPLOYMENT
~ - - -
EXECUTIVE SUMMARY
The Projl~ ct SLIM Special Studies Committee on Redeployment has completed its study and presents herein its findings and recommendations
for a Redeployment Plan.
An effective and positive redeployment program is critical to the success of the implementation of Project SLIM recommendations. The
criticality of this was recognized by Governor Symington when he established the main objective for the Redeployment Special Studies
C'A) mmitt(~ e. His goal to " manage the redeployment of State employees impacted by the study in an humane and caring way" provided a sound
philosophical base to the Steering Committee for making its recommendn'ions.
During tbe Redeployment Special Study, a number of practices common in the private sector were reviewed to determine the feasnJility of
implemellting these in State government. 111ese included early retirement programs, severance pay packages, outplacement assistance,
redeployment of employees to other positions, and reduction- in- force processes. In reviewing these practices, it was recognized that there
were certain legal constraints and other considerations applicahle to the puhlic sector that needed to be assessed. Rcduction- in- force
processes in the private sector were discussed and explained to the Redeploymcnt Special Study Committee.
In implementing Project SLIM, Govcrnor Symington stated that he wished to avoid layoffs to thc maximum extent possible and to minimize
disruption to State government, a goal supported by the Project SUM Steering CA) mmittec. Consequently, the overall objective of tbis study
was to develop such a program to manage the redeployment of employecs in such a manner.
The Redeployment Special Study Committee, composed of State employees, Project SLIM members, and private sector representatives met
periodically to develop a redeployment plan and to discuss new and difficult issues surrounding ways to improve the process. Coopers &
Lybrand ,: C& L) coordinated the final efforts in bringing together the committec's input and facilitatcd thc drafting of an efficient plan
prcsented in an easily undcrstood format.
Project SUM Special Studies - REDEPWYMENT 1
RESULTS
A flowchart of the redeployment process is included in this report. It outlines a 12- month process for each affected employee and addresses
critical decisions impacted employees may have to make, given their backgrounds. As suggested by the flowchart, the finalized redeployment
process meets the objectives stated above.
Some of the highlights of the Special Study (' A) mmittce's recommcndations include:
1. A redeployment program coordinated by the Department of Administration in which employees whose jobs are being
impacted by Project SUM recommendations will be placed, as appropriate and as possible, in vacant positions for which they
qualify in State government.
2. Permitting an employce who docs not currently meet the minimum qualifications for a particular job to be considered for
placement if the employee possesses the knowledge, skills and competencies to adequatcly perform the job if provided
additional training.
3. Establishing a Service Credit Buyout program in which the service credits of State employees are purchased at the employees'
option. Employees opting for this program would separate from State government and receive one week of pay for every
week of service to a maximum of 12 weeks of pay.
4. Paying relocation expenses for those employees who must relocate to a different city or town in order to avoid or reduce the
need for a reduction- in- force. Such expenses would not exceed $ 1,000.
An enhanced retirement package for employees participating in the Public Safety Retirement System was considered by the Steering
Committee. Howcver, the committee stipulated that it only would support an enhancement package if it was actuarially neutral. lhe actuarial
review of the package did, indeed, reveal additional costs.
Project SUM Special Studies - REDEPLOYMENT
- .. - - - .. -_ ........ ~-- .. -
2
.. -
- - - -- - .. _.~ .... _- - - - - ....
Some of the positive results to be gained from this process are as follows:
A Limit Process to One Year
An internal job search time frame of 12 months is established for each impacted employee. Some time boundaries for
decision- making within that period have been set as well. For example, employees offered the option for a Service Credit
Buyout have 30 days in which to accept the opportunity. Employees offered a new position have 5 working days to accept the
offer.
111is distinct time period provides employees with a reference for decision- making. It permits the State to allocate a set
amount of resources towards placement of an employee.
B. Organize DONAgency n) lIaboration
The Department of Administration ( DOA) and the agencies will work together to find the most appropriate new job for
affected employees. ' Ibis calls for increased interaction between the DOA and agencies to assure that every opportunity
within the State, intra- agency and inter- agency, is explored before any reduction in force procedures would be implemented.
With all State parties collaborating to assist employees, impacted employees will be affected in the most advantageous way
possible and the redeployment managed in an humane and caring way.
C Encourage Inter- Agency Transfers
Opportunities for inter- agency transfer of talent are enhanced by encouraging employees to explore openings within their
current agency first, but also to consider vacancies in other State agencies. Utilizing this statewide process, employees will
have more opportunities to stay employed by the State of Arizona.
More employees will be considered for a greater number of jobs using an inter- agency system, thereby increasing the
opportunities for proper placement of each impacted employee, as well as reducing disruption to the State by avoiding the
need for a reduction in force.
Project SUM Special Studies · REDEPLOYMENT 3
D. Anticipate Contingent Occurren « ; es
It is necessary to identify possible employee scenarios throughout the process and prepare to accommodate them
appropriately. TIlis requires establishing reslxlllsible parties for certain activities, and determining policies and procedures that
make an employee's transition as easy as possible.
By allowing for these actions, few surprises will occur. Employees will not have to wait for answers to problems or questions;
the solutions and answers will have been previously discussed and developed. Policies can be written or updated to ensure
consistenc]' throughout the proC(~ ss for all employees.
E. Build Skills Bank
A new, permanent process will be developed to capture and track each impacted employee's skills and experience to help
assure an appropriate job match, so employees do not have to leave the State. TIlis automated system will be used not only
for the redeployment process but may be used for future placement of employees after the redeployment process has been
completed.
F. Close Matches Likely
By allowing the employee a choice of action when an offer to fill a vacant position is extended, the State places more
employees who will fit well in their new job. 11lC employee will be matched to appropriate jobs using the automated skills
tracking system and will concur with any necessary training for certain matches prior to placement.
In reviewing the flowchart depicting the redeployment process, it should be recognized that this represents recommendations. Some
procedural changes may be necessary as implementation of the process unfolds, but the basic concepts should remain intact. Some logistical
aspects involved with developing specific processes are being finalized by the Department of Administration. lbese include procedures
needed for smooth institution of redeployment actions, such as software updates and written plans for implementation on a consistent
statewide basis.
Project SUM Special Studies - REDEPLOYMENT 4
- - - -- - .. _.~- .. -- - - ... - .. -
- - .. - ,.. . - - --- - - .... .... - -
Additionaly, certain statutory and regulatory additions and changes arc needed to accomplish these redeployment efforts and should be
pursued. Three legislative provisions are currently pending approval:
• a service credit buyout program, for employees whose jobs are scheduled for abolishment and who elect to separate from state
government rather than invoke reduction- in- force rights;
• a limited relocation reimbursement expense program, for payment of reasonable expenses to employees whose work location
will be changed to a distance more than 75 miles from their current work location; and
• an employee redeployment program, providing for the movement of employees between state agencies under the jurisdiction
of the Governor.
If the re< X. mmended legislation does not pass, the redeployment process will still work. However, the favorable projected savings may be
substantialy hindered without legislative provisions.
The Proje; t SLIM Steering Committee feels the positive redeployment recommendations in this report will achieve Governor Symington's
goals of humanely and caringly managing the redeployment of employees and minimizing the disruption of State government.
Preliminaty estimates of the cost of the relocation expense provision is $ 100,000 based upon 100 employees being relocated with reimburseable
expenses of $ 1,000 per person.
TIle estimated cost of the Service Credit Buyout program ranges from approximately $ 370,000 to $ 520,000. In arriving at this estimate, it was
assumed that 10% of the employees in the approximate 1,700 positions to be impacted by Project SUM recommendations would accept the
buyout. Further, the average stale service salat1 and average years of service were used in calculating the costs.
During the course of this Special Study, a variety of reports and other materials were reviewed in arriving at the recommendations. ' Ille most
pertinent documents are included as exhibits in Appendix A of this publication.
NOTE: Implementation Requirements that will need legislation are identified in bold italic print.
Project SUM :; pecial Studies - REDEPLOYMENT 5
THE 12 MONTH REDEPLOYMENT PROCESS
FLOW CHART INTERPRETATION
The Redeployment Process can be better understood in a visual format, with the aid of the attached flow charts. The Redeployment Process covers two pages of
flow chart movement. The seven pages which follow assist in explaining specific steps in more detail.
Each step is numbered so the process Is easier to follow. For some steps, a decision is made to do one action or another. In these situations, the order of the
steps does not matter; the numbering merely helps in tracking the general direction of activity.
Each shape in the flow charts has a particular meaning. Below is a description of each symbol's connotation.
/~
~~ ................
An oval displays a terminal function.
This is the beginning step of the
process.
A rectangle represents a processing
function. An activity which is thought of as
an " action" would belong in Ihis symbol.
A diamond depicts a decision point.
Commonly, a question is asked in this
symbol and various outcomes are
reprnsented in different directions from
the shape for the choices possible.
A dotted line indicates a possible
outcome from a certain step under
cer1ain circumstances
/
<_- J
-._.~~_.~~.- ..
A circle signifies the end of a process once
that step is reached.
A trapezoid represents an Input/ output
function. Any type of medium can be used
for the input or output.
A hexagon shows a predefined process.
This represents a group of operations not
detailed in the particular set of flow charts.
A solid line shows the direction of
processing or data flow.
6
,
----~-~------~~~._-
- - - .... - .. - ...... - - .. - ... - -
THE 12 MONTH REDEPLOYMENT PROCESS
I DAY ONE
TIME
ill~ SONNEL ACTON MORATQRIUM
All position and personn€ actions reviewed and authorized
by Slate personnel prior I J any agency action
7
1------,.
MATCH
MINIMUM
QUALIFICATIONS
TO REDEPLOYMENT
APPLICANT TRACKING
SYSTEM;
' SEARCH CONDUCTED
FOR QUALIFIED
EMPLOYEES
(~~;~::~~~~")
NOT PLACED
IN ONE YEAR,
REDUCTION
IN FORCE
\ RULES APPL. Y .
SKILLS &
EXPERIENCE
CAPTURED IN
REDEPLOYMENT
APPLICANT
TRACKING
SYSTEM
C ---=--- t~--~>
VACANCY
OCCUf1S
..... ~ J=~
10 I IDENTIFY/
UPDATE MINIMUM. --------.
QUALIFICATIONS
FOR VACANCY
_., --- -_ .. _._.... _-_._--_.__.... -.-_.~.".._.
DOA IDENTIFIES
QUALIFICATIONS,
SKILLS &
COMPETENCIES
IDENTIFICATION
FOR IMPACTED
EMPLOYEES
----~ r-----
/ A~
- « ;~ PL. OYE~~
OFFERED
OPriON
- FOR SERVICE > " CREDIT / ~~~/
ACCEPTED
-, y,
,//- 5 ~""
/ \
(
EMPLOYEE )
TERMINATES
\, /
REDEPLOYMENT
PROCESS
CONTINUES
- 3
PRELl
IDENTI
OF PC REDEPL. OYMENT
AND Ef-, ~ PROCESS
IMP BEGINS
BY REDE r
PC
----------- ----~--
e ~-~ · "
BEGIN SLIM
IMPL. EMENTATION
PLANS IN ANATV
(') /
EMPLOYEE'S MOVEMENT THROUGH THE REDEPLOYMENT PROCESS
12
TIME' MONTHS I
15
NONE
/ I~
WHAT ONE
-- TYPES OF OR A
~. ~~~ T~ ECRHGEE? S/ CLOSt' MATCH V MORE THAN ONE
(~-+-) SUBMIT
CANDIDATES
TO AGENCY
---------~
------ l--~--- · ----- · ~- · - · ---- l
/ 1~ : r S
/~ MPLOYEE / ~.
/ DEEMED IS
/ COMPETENT TO "" / MATCHED
-- 1' 10---...."". PERFOflM JOB) ~ JOB SAME
"" WITH TRAINING, / GRADE OR
", AND EMPLOYEE / "" LESS?
""' CO, NC/ URS/? / " f '''''''(/
Js NO
16~ ------\ 0
8
------- //(~
ARE 7
/ ~
MINIMIIM EMP_ LOYEE DOES
, -. YES- OFI.- ERED-----------../. EMPLO~ EE
OUAU~! ft? ltONS POSITION''~ CErn
V------------- "
YES
t
/ 20~"",-,
(
EMPLOYEE )
PLACED IN
JOE3
, ./
~
AME-.~ A~~~~ Y? ) NTR z:"/
INr'ER
~ l
~ OFURTHER
PLACEMENT
EFFORT;
RIFAT END OF
12 MONTHS
~~
24 .---.
~.
EMPLOYEE
REMOVED
FROM
REDEPLOYMENT
rOOlAND
TERMINATES
8
- - .. -'---- _.... -_ ... - -- -
- - • - - - .. - - ..'- - - - - - - - -
1. All governor's agencies affected,
/
DAY
TIME lONE
- ".,,',~'::~,
BEGIN SUM.;:
IMPLEMENTATION
PLANS IN i(
AN ACrey (' Ii"
2
PRELIMINARY,
IDENTIFICATION.
OF POSITIONS:/
AND EMPLOYEES, •• ""
IMPACTED BY: · .'
REDEPLOYMENT.
POINTS>,! ., i,
3
REDEPLOYMENT
PROCESS
BEGINS
THE 12 MONTH REDEPLOYMENT PROCESS
2. Each job to be Impacted will be identified as the Implementation process occurs II a lob is
scheduled for abolishment, the employee will be eligible for, and therefore be offered, the redeployment
process IIlhe number of jobs is to be reduced, the redeployment points decide which employees will
be directly Impacted and ollered the redeployment pool
A point system will be used to determine which jobs will be scheduled lor abolishment As new
jobs are identified, they will be classified and minimum qualifications will be established,
All impacted employees will be given an Application for employment lorm and a supplemental skills
questionnaire.
~ SONNEL AQ] ION MORATORIUM
All position and personllel actions reviewed and
authorized by State per ; ormel prior to any agency action
Statewide moratorium ' mils the reclassification of jobs, posilion
movements. reorganizations, and appointments to allow maximum
opportunities 10 place r ersons eligible lor redeploymenl New hires
will be permitted as detrnmined by DOA 9
THE 12 MONTH REDEPLOYMENT PROCESS
DAY
TIME: lONE
'\
BEGIN SLIM
IMPLEMENTATION
PLANS IN
"'.. AN AGENCY ( II
-~'-'-:; i .. r . · ',... i
Rl': DEPLOYMENT.
PROCESS ·
CONTINUES
1 2
PRELIMINARY
IDENTIFICATION
OF POSITIONS
AND EMPLOYEES
IMPACTED
BY REDEPLOYMENT
POINTS
3
REDEPLOYMENT
PROCESS
BEGINS
NOT
}
.-. / ."'"
~ PLOYE~
/ E~ FFERED
._.~ OPTION FOR
. SERVICE CRE. OIT
. BUYOUT
4 Employees who will be directly Impacled by the redeployment process will be nolifled
by Ihelr agency A preliminary schedule will be prepared for each agency at the start of lis
redeployment process outlining the lime frame for extending o" ers 01 redeployment. Each
employee who Is eligible to participate in lhe redeployment process will be o" ered 30 days
In which 1o accept a service credil buyout or redeployment.
- -
10
- - - - - .. -
Employees who leave the Stale through Ihe buyout provision will forfellthelr reinstatement
rights
5 The buyoulterms are one week straight lime pay for each year of service, 10 a
maximum of 12 weeks' pay. lhls Is not an oplion after Ihe tnllial 30 day decision period.
..- .. - - - .., - - '
ACCEPTED
~; 5~
~ SONNEl ACTIQN MQRATORIUM
All posilion and personnel actions reviewed and ..• EMPLOYEE
authorized by State personnel prior to any agency acllon TERMINA. TES
""".". , oo"" o" om 11m", "" " cr", 11'"",," nIl""; ,,,,,,,"" •••.•.
movements, reorganlzallons, and appolnlrnenls 10 allow nlilximum '"',
opportunllies to place persons eligible lor redeployment New hires
will be permitted as determined by DOA
-
- - • .. .. - .. - .. ~- - - - .. - - - -
THE 12 MONTH REDEPLOYMENT PROCESS
DAY
TIME l- ONE ---
All position and personn ! I actions reviewed and authorized
by State personnel prior 10 any agency action.
Statewide moratorium linits the reclassification or jobs, position
movemenls, reorganiz81 ons, dol I dppointmenls 10 allow maximum
opportunilies to place pI rsons eliyible lor redeployment New
hires will be permitt(! d a, determined by DOA
( 1\ PERSONNEL ACTIDN MORATORUI~
1---"
BEGIN SLIM 1 IMPLEMENTATION
PLANS IN
AN= AGENrCY-( 1)/
~ 2 -_.-
PRELIMINARY
IDENTIFICATION
OF POSITIONS
AND EMPLOYEES 1--.
IMPACTED
BY REDEPLOYMENT
POINTS
3
REDEPLOYMENT
PROCESS
BEGINS
l
--- REDEPL~ YMENT
PROCESS
CONTINUE. S ---,----
N6T
EMPLOYEE '"
OFFERED ",
OPTION FOR '>
SERVICE CREDIT // ' y/
ACCEPTED
(~~~--- /
EMPLOYEE
\ 1EAMINATE' )
.,
boA IDENTIFIES
QUALIFICATIONS,
SKILLS &
COMPETENCIES
IDENTIFICATION
FOR IMPACTED
EMPLOYEES
8---~-
SKILLS &
EXPERIENCE
CAPTURED IN
REDEPLOYMENT
APPLICANT
TRACKING
SYSTEM
VACANCY
OCCURS
l i--- r6~-~
IDENTIN/
UPDATE MINIMUM
QIJALIFiCAlIONS
FOR VACANCY
7. Input will be recetved Irom a newly
completed Application lor employment and
its supplemental skills questionnaire,
completed by each impacted employee In
Slep 2. Additionally, a supervisory
supplement will be completed.
Areas covered In Questionnaire Include:
educational background, current
responslblltles, work experience 01 more than
one year, languages spoken, communications
composed, math skills used, supervisory
experience attained, and computer
programming/ operations experience.
8. Database will be maintained and
admlnislered by the Department 01
Administration. It Is capable 01 specifying
parameters of desired qualifications lor a
particular posllion, and searching all
employees in the redeployment poa/ lor
available matches
11
THE 12 MONTH REDEPLOYMENT PROCESS
DAY
TIME: r NE
12
::: }': .. :: fl:::: 5: ..,.
,'(' MATCH MIN,::" ','
bLJAlIFICATIONS~ · "
TO REDEPl. OYMENT
ApPLICANT TRACKING
SYSTEM; SEARCH,
CONDUCTED FOR
QUALIFIED EMPLOYEES
11. Employees are considered lor
vacancies, allhe same or lower pay grade,
In all agencies, lor which they meelthe
minimum qualillcallons.
12, The one year In redeployment
would count as a year of service.
---~--- 8---
SKILLS &
EXPERIENCE
CAPTURED IN
REDEPLOYMENT
APPLICANT
TRACKING
SYSTEM __ j=__ J
r: c;~-\
\ ~~ C~
up~~~ l~ i- U- M- J
QUAUFICATlONS
FOil VACANCY
'-~.'._---~-~---
DOA IDENTIFIES
QUALIFICAliONS,
SKILLS &
COMPETENCIES
IDENTIFICATION
FOR IMPACTED
EMPLOYEES
-// '''- .... "
REDEPLOYMENT
PROCESS
CONTINUES
3
REDEPLOYMENT
PROCESS
BEGINS
--..
G~ MP~~~~~~ N~~~ ON
PLANS IN
AN AGENCY ( I)
- C~
'---- 2
PRELIMINARY
IDENTIFICATION
OF POSITIONS,
AND EMPLOYEES
IMPACTED BY
REDEPLOYMENT
POINTS
Statewide moratorium limits the reclassification of jobs, posUion
movements, reorganizations, and appointmenls to allow maximum
opponunities to place persons eligible for recJeployrnellt New
hires will be permUted as determined by DOA
~----- l-----
N() T
/.,,~
/ EMPLOYEE~
__ / ' OFFERED
-~ OPTION FOR
SERVICE CREDIT/
" BUYOUT / "' y ACCEPTED
/~-~-~
111 PERSONNEL ACTION MQRATORIUM ( 0 All position and personnel acllons reviewed and authorized by State EMPLOYEE
personnel prior to any agency acllon 1EF1MiNATES
. "
- - ... .... - .. .. ...... - .. - fill .. - - -
- - • - .. - - .. .. ... .. - - .. - .. - - -
EMPLOYEE'S MOVEMENT THROUGH THE REDEPLOYMENT PROCESS
12
TIME: MONTHS I
13
15. Vacancies will need to be filled and It is possible that the electronic skills bank will reflect no current
employee matches wilhin the State system for cer1ain posilions DOA will determine if and/ or when to
open posilions to applicants outside the system.
13. Four types of matches could result from lhe electronic skills bank match: A) No matches;
B) One match; C) More than one match, or D) One or more close matches An agency will
first atlemptto fill posilions using inlra · agency employees, if no matches are found, inter- agency
employees will be utilized
16. If minimum qualifications are not mel, then employees' competency to perform
job will be assessed by the Deparlment of Administralion A supervisory supplement
will also aid in this process
// 1~
ARE ",
MINIMUM ",
QUALIFICATIONS
MET?
15 · · ~""\ ANNOUNCE
JOB AS
DETERMINED
BYDOA
MORE THAN ONE
.~---*---\
SUBMIT
CANDIDATES
TO AGENCY
NONE
~ A"
WHAT~
--~ TYPES OF "- . MATCHES
EMERGE?
EMPLOYEE'S MOVEMENT THROUGH THE REDEPLOYMENT PROCESS
TIME:
12
MONTHS I
18 Employee has 5 working days to make a decision on oller.
17 The Responslbllilies/ Skills Ouesllonnalre will be used as
part 01 this. Addillonally, the supervisory supplement will aid
In the process. Some tesls may be required to assess need
and ability lor training. The lypes ollralnlng used will vary by
lob. The total training period allolted lor these employees will
be one year.
The employee musl concur with the DOA's assessment 01
competency belore Ihe employee 15 placed.
21. Ills possible lor an employee to keep relecllng
lower level posUlon oilers unlillhe 12 · monlh
r(.'{ jeploymenl process Is up.
NO
. tMPLOYEE
OFFERED'
POSITION
l-------~ · _-- ·
NO ~-- l t LESS
Al<.:~ ~ I
~ EM~ Lb~ E~~ ~. 21~
. . DEEMED. ....; • ./
COMPETENT TO. ':.> .. '. is '. - NO_.~\.. p. ERFORM. JOB '....•.. M..•• A.. T.. C.. H•.. E.' 0. JOB.' .
. WANIl. Df-. lETMRPALINOIYNEGE, "...'< · S. OAMR.: E• L..• GESRSA? DE
~ NCURS? ...•... :.....
15
ANNOUNCE JOB
AS DETERMINED
BYDOA
NONE
~ A~~ 1~ WHAT ONE / RE
TYPES OF ? R ~ MINIMUM
MATCHES LOSE.,( QUALIFICATIONS YES~
EMEAG/ MATCH V
MORE THAN ONE
14'-;;) SUBMIT
CANDIDATES
TO AGENCY
----------
YES 0 d. 20o-...
:..•. "'.
.
.. · .... E · .. · . M.•..• · P. l.. O.• · YEE PLACED
IN JOB '- 14
- - - - - - - - .... - - - .. - ... - - -
.. - - - .. - - - .. - - - .. .. .... - - -
EMPLOYEE'S MOVEMENT THROUGH THE REDEPLOYMENT PROCESS
12
TIME, MONTHS I
15
~.
EMPLOYEE
REMOVED FROM
REDEPLOYMENT
POOL AND
TERMINATES
24. Rejection of a
reassignment at the same
grade In the same agency
Is a voluntary termination
by the employee
22. Is the position within the
same state agency, or is it in
another stale agency?
23 An employee may
refuse an inter- agency
transfer and serve out the
12- monlh employment in the
redeployment process
However, no further
placement effort will be
made At the end of Ihe
employee's 12 1110nll1s, RIF
rules apply
INTRA
------- 1
LESS
//"~. /,>.,
/ IS MATCHED / .(
/ JOB SAME / . INTER- OR
(, GRADE OR ) SAME- . INTRA-
"", LESS? /' ~ AGENCY?
'"" / ".
, t "" INfER
NO / J )
19"
/ ""_ . 23---
,/ DOES "~
~ EMPLOYEE '>
, ACCEPn / " // '-. // " '",//
YES t -' 20-~
EMPLOYEE
PLACED
IN JOB
EMPLOYEE
OFFERED
POSITION
16' ­ARE~
MINIMUM '"
QUALIFICATIONS )( E5---
'"'" MET? / . /
"" J//
---------~--~------.- ---------- ---- T~-------------
N'o
1
/// 17~
// EMPLOYEE
DEEMED "
,/ COMPETENT TO ""
------- NO-.--.-