State of California M E M O R A N D U M REFERENCE CODE: 2002-067 DATE: October 21, 2002 TO: Personnel Officers FROM: Department of Personnel Administration Classification and Compensation Division SUBJECT: Personnel Specialist Workload Formula CONTACT: Camille Hollis, Personnel Management Analyst (916) 324-3860 FAX: (916) 327-1886 Email: CamilleHollis@dpa.ca.gov On August 20, 2001, the Department of Personnel Administration (DPA) issued Personnel Management Liaisons memo (PML) 2001-032 regarding the Personnel Services series and Payroll Services series classification changes. This memo described the objectives of the Joint Labor/Management Task Force as specified in the 1999-2001 Bargaining Unit 1 Memorandum of Understanding (MOU). The PML highlighted the following taskforce objectives: 1. Issue allocations guidance to departments permitting reallocation of Personnel Services Specialist I to Personnel Services Specialist II when sufficient complexity exists. 2. Within six months of contract ratification, develop a workload formula based on measurable factors impacting the complexity of work assigned to the Personnel Services Specialist series. 3. Establish a Joint Labor/Management "Task Force" to define the level and amount of work, and to establish a relationship with Unit 1 classifications. This memorandum addresses number 2, the workload formula. The Joint Labor/Management Task Force was charged with the development of a workload formula based on measurable factors impacting the amount of work assigned to the Personnel Specialists. The workload formula is designed as a management tool for the measurement of workload. THE WORKLOAD FORMULA The workload formula is an automated system developed in Microsoft Excel that recommends a suggested staffing level based on workload. The workload formula is based on the results of a survey that was sent to all California State Employee Association members in the Personnel Specialist I & II classifications. Approximately 80% of the surveyed Personnel Specialists I & II surveyed responded to the survey. The workload amounts were validated based on a review of personnel transactions workload for 13 medium and large departments. The State Controller's (SCO) record of employment history, appointments, payroll transactions, Employee Action Request (EAR) transactions for the 13 departments for Fiscal Years, 1999-2000 and 2000-2001 was evaluated. The workload formula has two major components: Workload Factors and Weights and Input Elements. WORKLOAD FACTORS AND WEIGHTS There are 20 workload factors and weights that constitute the attributes of the workload formula (see attached). Each factor has an assigned weight (time allocation) based on the amount of work. For example, benefits transactions workload will require five hours of time, given an assignment of 100 employees over a 12-month period The workload factors and weight can be used in two ways. First, it can be used as the basis for arriving at a suggested staffing level. This is done automatically by entering the input elements described below. Second, it can be used as a management tool for helping in arranging and organizing individual work assignments. Proper use of workload measures requires a careful assessment of work conditions, work priorities, and employee capability. Once having done that, work can be assigned to staff in an efficient and productive manner. INPUT ELEMENTS The Input Elements quantify the overall workload of a personnel transactions unit and serve as the bases for calculating the suggested total number of Personnel Specialist positions that are supported by the workload. Using an automated process, the Input Elements are converted to a suggested staffing level using the Workload Factor and Weights formula. The Input Elements include: 1. Cultural Factor (100=average) 2. Number of Appointments 3. Number of Certification of Eligibles 4. Applications/Appointments 5. Number of Separations 6. Total Number of Employees 7. Number of Permanent Intermittents/Hourly Employees 8. Current Number of Personnel Specialists Based on these elements, the program will suggest a proposed staffing level. Given that the formula for arriving at this suggested staffing was based on currently assigned workload, it is expected that this number will generally approximate current staffing. In the event that the suggested staffing level is lower than current staffing level, the office should not assume that the staffing level requires adjustment. There are various factors that may account for this. In most departments, the roster size varies based on the type and nature of transactions. Given various bargaining units, different types of classes, different timebase, tenure, etc., Personnel Specialist assignments vary considerably. Upon finding that the current staffing is less than the suggested level, there is a need for more detailed and thorough analysis. In most situations, the current levels should be adequate unless the office was incapable of meeting workload needs. This is an indication that the current staffing level is supported by the amount of work that is present. Hopefully, this information will help departments to maintain current funding/budget authority for their Personnel Specialists. Please note the Cultural Factor describes the environment (customer service, degree of automation, turnover rates, skill levels, etc.) of the transaction's area. Departments should also keep in mind the practice of utilizing the assistance of timekeepers, personnel liaisons, and support staff when determining the Cultural Factor, as this practice may add to or detract from the Personnel Specialist's ability to perform transaction work. In summary, the workload formula was designed as a management tool to ensure proper and efficient distribution of work within the existing staff. While it may be used to assess staffing needs, it cannot and should not be used as the sole basis for a request for increased staff. It is anticipated that the workload formula will be available on the Personnel Exchange System (PIE) system. When this occurs, you will be notified by e-mail. If you have any questions regarding this memorandum, please contact Camille Hollis at the above number. Michael T. Navarro, Chief Classification and Compensation Division Attachments will be distributed via mail.