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This report focuses on the
Division’s progress in addressing recommendations made in a 1993 Auditor General
review of the Division (Report No. 93-6). While the Division has made some progress in
addressing prior recommendations, the State’s job evaluation system remains in the
same condition as it was in 1993. Specifically, the current system is subjective and
easily manipulated by state employees. Further, failure to properly maintain the system
continues to result in outdated job classifications that make it difficult for state
agencies to fill open positions with qualified personnel and provide appropriate
compensation. However, the Division plans to implement a more objective job evaluation
system, which classifies jobs based on clearly defined criteria. Despite more objectivity,
this report finds that the new system is still subject to manipulation unless properly
maintained.
The report also discusses the progress the Division has made in
the area of employee benefits management and hiring. For example, the Division implemented
an employee benefits advisory committee and a wellness program. Despite these
improvements, more can be done to monitor contracts with health benefits carriers and
track state employee complaints. Further, since the Division implemented an automated
resume database to assist with the hiring process, it has decreased the time it takes to
produce candidate hiring lists for state agencies from eight weeks to three days. However,
the report finds that some state agencies still have difficulty finding qualified
candidates.
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