Department of Administration, Human Resources Division

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 Further, failure to properly maintain the system continues to result in outdated job classifications that make it difficult for state agencies to fill open positions with qualified personnel and provide appropriate compensation.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.