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2011

2011

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Published by: JimmyVielkind on May 07, 2012
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Andrew M. CuomoGovernor
New York State Workforce ManagementReport
 
 
AN EQUAL OPPORTUNITY / AFFIRMATIVE ACTION EMPLOYER
STATE OF NEW YORK
DEPARTMENT OF CIVIL SERVICE
ALFRED E. SMITH STATE OFFICE BUILDINGALBANY, NEW YORK 12239www.cs.ny.gov
ANDREW M. CUOMO
GOVERNOR
December, 2011
Dear Colleague:
The Department of Civil Service is pleased to share with you the 2011 New York State Workforce Report. The document provides statistics about the State workforce from both anenterprise and agency level. Agency management should find it informative for strategicplanning and decision-making and other readers should find it useful in understanding the scaleand characteristics of the State workforce.2010 was a difficult year not only for New York but for states across the nation as they continue to deal with diminished revenues, increased expenditures in many areas, and increaseddemands for services, such as unemployment benefits. To deal with these realities, the Stateimplemented a targeted retirement incentive in 2010 that resulted in the largest number of retirements in a decade. Over 9,000 employees left the payroll, leaving some agencies withsignificantly diminished staff to continue to provide valuable services. In addition, the state workforce continues to get older, bringing many closer to being retirement eligible.Previous Workforce Reports have noted the need for State agencies to be proactive inmaking strategic decisions about their workforce. That advice should be heeded now more thanever. As employees leave and agencies are unable to replace them, the need for a robustknowledge management strategy is critical. These plans should also place renewed emphasis onemployee retention, not just departures, and what or how work is accomplished. As noted in thePartnership for Public Service’s June 2011 report entitled,
Preparing the Pipeline
, “successionplanning presents an opportunity to re-imagine a team, an office or even an approach to the work that needs to be done. Too often, when employees leave, managers try to replace what they used to have. A good succession plan will get them thinking about what they’ll need in five years, redefining positions and creating a new approach to the work.” As always, the Department is ready to assist agencies in meeting their workforcechallenges within the parameters of the merit system. The Department welcomes yourcomments and questions regarding this report. Please direct any inquiries topio@cs.state.ny.us. 
Sincerely,Patricia A. HiteActing Commissioner
 
TABLE OF CONTENTSIntroduction ........................................................................................................... 1Workforce Highlights ........................................................................................... 2The Aging of the State Workforce ....................................................................... 5Managerial/Confidential Employees ................................................................... 7The Pipeline Problem ........................................................................................... 9Salary ................................................................................................................... 11Salary Grade Distribution .................................................................................. 12Bargaining Units ................................................................................................. 13Jurisdictional Classification ............................................................................... 14Regional Workforce Distribution ...................................................................... 15Employee Characteristics
Gender
.......................................................................................................... 16
Ethnicity
....................................................................................................... 17Federal Occupational Categories ...................................................................... 18Agencies by Size of Workforce/Ten Largest Agencies .................................... 19Twenty Most Populous Titles ............................................................................. 20Employee Retirement System Members in Tier 1 ........................................... 21Employee Retirement System Members in Tier 2 ........................................... 22Employee Retirement System Members in Tiers 3 & 4 .................................. 23Employee Retirement System Members in Tier 5 ........................................... 24Five Occupational Groups Critical to the New York State Workforce ......... 25
Accounting/Auditing
.................................................................................... 27
Caring Professions
....................................................................................... 28
Information Technology
.............................................................................. 29
Nursing Professions
..................................................................................... 30
Public Safety
................................................................................................ 31Attrition ............................................................................................................... 32Recruitment and Hiring ..................................................................................... 33Consolidated Agency Profiles ............................................................................ 35Agency Profiles .................................................................................................... 42
 

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