Auditors Find the Department of Administrative Services Can Take a More Strategic Role to Manage the State Workforce
SALEM, OR — Amidst changing work environments and an aging workforce, Oregon state government can do more to actively and strategically manage its workforce to best meet the needs of Oregonians, according to an audit released today.
Oregon’s state government workforce includes more than 45,000 people in a wide variety of roles delivering important public services, such as public safety, education, and health care. A workforce of this size and breadth will inherently come with challenges, many of which can be addressed through comprehensive workforce planning and management.
 Those challenges include ongoing and looming retirements, chronic staffing shortages, increased workloads, and employee burnout. One in four state workers are already eligible to retire, increasing the urgency with which agencies need to be prepared to fill those roles. The COVID-19 pandemic introduced a hybrid-remote work environment, economic change in a competitive labor market, and lingering impacts on employee and workplace well-being.
Auditors assessed the role of the Department of Administrative Services (DAS) in guiding state agencies to conduct workforce planning and in administering Workday, the state enterprise resource planning system. While auditors found positive signs that indicate DAS has been generally doing well, auditors also found some areas where the agency can improve its efforts.
“This audit was really looking at redundancies and gaps in governance and we’ve given DAS some important tools so they can assert a more balanced and deliberately planned role,” said Audits Director Kip Memmott. “Tone at the top is really important in determining how an agency will function and I’m very encouraged by how DAS has responded to this audit.”
Specifically, auditors found:
- Unlike several other states, Oregon does not have a statewide strategic workforce planning process. While DAS provides guidance and structure to agencies, this role varies depending on how and when agencies choose to engage.
- The Workday system does not include meaningful employee competency data, making it more difficult to understand the gaps between availability of workforce supply, and the specific competencies needed.
- Oregon’s statutory framework for personnel administration does not clearly articulate agency vs. statewide roles and responsibilities and complicates integration of workforce management with financial management. The Legislature can help clarify this ambiguity by addressing these statutes.
- Efforts to optimize workforce planning and service delivery have begun. This includes improving workforce planning practices and additional resources being legislatively approved to help increase staff responsible for statewide human resources management.
Read the full report on the Secretary of State website.
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