State of Wisconsin Department of Administration
Tony Evers, Governor
Kathy Blumenfeld, Secretary
Donna Bente, Division Administrator
Date: June 4, 2026
To: Major General Matthew J. Strub, Department of Military Affairs, The Adjutant General
From: Donna Bente, Division of Personnel Management, Administrator
Recruitment and Retention Action Plan
This letter serves as both the approval of Department of Military Affairs’ Recruitment and Retention Action Plan for July 1, 2026 – June 30, 2028, and a celebration of the agency’s commitment to continued development of a workforce designed to meet the needs of Wisconsin citizens.
Recruitment and Retention Action Plans are intended to be transparent documents so please be sure to post
your approved plan on the agency’s intranet and internet pages.
While your plan is now approved, please remember that plans are living documents and should remain current. If you have any updates to your plan such as when a major initiative is added or removed, please submit the amended document to BEI email DOADPMBEI@wisconsin.gov. Once the amended plan is approved, you will receive an updated letter of approval.
We look forward to seeing the results from the execution of your plan including improved recruitment and retention of a diverse, innovative, knowledgeable, and talented workforce, advancement of an inclusive culture promoting a sense of belonging for state employees, and development of a workforce from the inside out that understands the needs of Wisconsin citizens and provides the best in customer service.
Sincerely,
Donna Bente Signature: Digitally Signed
Donna Bente
Administrator, Division of Personnel Management
P.O. Box 7855
Madison, WI 53707
dpm.wi.gov
State of Wisconsin Department of Military Affairs Recruitment and Retention Action Plan
July 1, 2026 – June 30, 2028
Table of Contents
- Acknowledgement
- Agency Roles and Responsibilities
- Workforce Analysis
- Goals
- Bureau of Equity and Inclusion (BEi) Action Plan Approval Criteria
Acknowledgement
I have reviewed and I approve this Recruitment and Retention Action Plan. I endorse the goals outlined in the plan and I am committed to supporting implementation of this plan. I affirm Department of Military Affairs is committed to ensuring equal employment opportunity, freedom from discrimination, and affirmative action in compliance with state laws and policies as well as federal laws.
Appointing Authority
Name: Major General Matthew J. Strub
Title: The Adjutant General
Date: May 28th, 2026
Matthew J. Strub Signature: Digitally Signed
Agency Roles and Responsibilities
Agency Appointing Authority
- Communicates direction and vision to agency leadership, encouraging their involvement in and commitment to the agency’s action plan.
- Appoints agency action plan advisory committee members and an agency action plan officer.
- Reviews and approves the agency’s action plan.
- Seek advice from the agency’s action plan advisory committee on related topics and issues.
- Provides support and resources to facilitate implementation of plan goals and actions.
Name: Major General Matthew J. Strub
Title: The Appointing Authority
Email: Matthew.J.Strub.mil@army.mil
Agency Action Plan Officer
Agency action plan officers are agency employees designated by the agency appointing authority to serve as a designated point of contact and project manager for the agency’s action plan.
Duties may include:
- Guiding action plan development, including engaging stakeholders outside the agency’s action plan advisory committee.
- Leading action plan implementation, including ensuring a communications plan is developed and executed.
- Monitoring action plan enactment and progress, including coordinating activities required by the action plan and ensuring action plan goals are met in a timely manner or are updated appropriately if conditions shift.
- Communicating with agency leadership and employees to provide updates on action plan activities and status.
Name: Andrea Bambrough
Title: Employment Relations Specialist
Email: Andrea.Bambrough@Widma.gov
Agency Action Plan Advisory Committee
An agency’s action plan advisory committee is a group of agency employees selected by the appointing authority to lead the action plan development and implementation process.
Duties may include:
- Creating the agency’s action plan, including soliciting feedback from other agency employees to inform the development process.
- Launching the agency’s action plan, including a communications plan to ensure all agency employees are made aware of the plan’s goals.
- Implementing the agency’s action plan, including continued communications with agency employees to share information and solicit participation in goal-related activities.
- Advising agency leadership on programming related to action plan activities.
Names: Joseph Grenier
Titles: Military Affairs Security Officer Supervisor
Emails: Joseph.Grenier.1@US.AF.mil
Names: Amanda Zanchetti
Titles: Program and Policy Coordinator
Emails: Amanda.Zanchetti@widma.gov
Names: Jayne Swingen
Titles: HR Deputy
Emails: Jayne.Swingen@widma.gov
Workforce Analysis
Agency Overview
- Total Employee Count: 676
- Permanent Classified Employee Count: 532
- Full-Time Equivalent (FTE) Total: 531.00
- Average Years of State Service: 7
- Average Age: 45
- Average Hourly Pay Rate: $31.74
- Median Hourly Pay Rate: $29.30
- Vacancy Rate: 12%
- Turnover Rate: 13.3%
- Proportion of Fair Labor and Standards Act (FLSA) Eligible Employees: 64.66%
- Proportion of “Protective” Occupation Employees: 26.5%
- Proportion of Executive/Management Employees: 2.26%
- Proportion of Supervisory (Non-management/Executive) Employees: 12.97%
Recruitment Data
Table 1: Applicant and Hire Data by Gender
Male
Application Count: 913
Application Proportion: 67.43%
Hire Count: 59
Hire Proportion: 75.64%
Female
Application Count: 430
Application Proportion: 31.76%
Hire Count: 19
Hire Proportion: 24.36%
Not Indicated
Application Count: 11
Application Proportion: 0.81%
Hire Count: N/A
Hire Proportion: N/A
Table 2: Applicant and Hire Data by Race and Ethnicity
American Indian or Alaskan Native
Application Count: 5
Application Proportion: 0.37%
Hire Count: 0
Hire Proportion: 0%
Asian
Application Count: 51
Application Proportion: 3.77%
Hire Count: 0
Hire Proportion: 0%
Black or African American
Application Count: 117
Application Proportion: 8.64%
Hire Count: 3
Hire Proportion: 3.85%
Hispanic or Latino
Application Count: 101
Application Proportion: 7.46%
Hire Count: 7
Hire Proportion: 8.97%
Native Hawaiian or Pacific Islander
Application Count: 3
Application Proportion: 0.22%
Hire Count: 1
Hire Proportion: 1.28%
Two or More Races
Application Count: 38
Application Proportion: 2.81%
Hire Count: 2
Hire Proportion: 2.56%
White
Application Count: 1006
Application Proportion: 74.3%
Hire Count: 65
Hire Proportion: 83.33%
Not Indicated
Application Count: 33
Application Proportion: 2.44%
Hire Count: 0
Hire Proportion: 0%
Table 3: Applicant and Hire Data by Disability Status
Disabled
Application Count: 230
Application Proportion: 16.99%
Hire Count: 14
Hire Proportion: 17.95%
Severely Disabled
Application Count: N/A
Application Proportion: N/A
Hire Count: 0
Hire Proportion: 0%
Not Indicated
Application Count: 1124
Application Proportion: 83.01%
Hire Count: 64
Hire Proportion: 82.05%
Table 4: Applicant and Hire Data by Wisconsin Works (W-2) Status
Eligible for W-2
Application Count: 72
Application Proportion: 5.32%
Hire Count: 1
Hire Proportion: 1.28%
Enrolled in W-2
Application Count: N/A
Application Proportion: N/A
Hire Count: 0
Hire Proportion: 0%
Table 5: Applicant and Hire Data by Veteran Status
Veteran
Application Count: 322
Application Proportion: 23.78%
Hire Count: 36
Hire Proportion: 46.15%
Disabled Veteran
Application Count: 133
Application Proportion: 9.82%
Hire Count: 9
Hire Proportion: 11.54%
Not Indicated
Application Count: 1032
Application Proportion: 76.22%
Hire Count: 42
Hire Proportion: 53.85%
Employee Data
Table 6: Agency Gender Compared to the Labor Market and State Population
Male
Agency Count: 376
Agency Proportion: 70.54%
Wisconsin Labor Market: 51.9%
Wisconsin Population: 50.1%
Female
Agency Count: 157
Agency Proportion: 29.46%
Wisconsin Labor Market: 47.5%
Wisconsin Population: 49.9%
Not Indicated
Agency Count: N/A
Agency Proportion: N/A
Wisconsin Labor Market: N/A
Wisconsin Population: N/A
Table 7: Agency Race and Ethnicity Compared to the Labor Market and State Population
American Indian or Alaskan Native
Agency Count: 1
Agency Proportion: 0.19%
Wisconsin Labor Market: 1.3%
Wisconsin Population: 1.2%
Asian
Agency Count: 8
Agency Proportion: 1.5%
Wisconsin Labor Market: 2.9%
Wisconsin Population: 3.5%
Black or African American
Agency Count: 9
Agency Proportion: 1.69%
Wisconsin Labor Market: 4.8%
Wisconsin Population: 6.7%
Hispanic or Latino
Agency Count: 19
Agency Proportion: 3.56%
Wisconsin Labor Market: 7.0%
Wisconsin Population: 8.4%
Native Hawaiian or Pacific Islander
Agency Count: 2
Agency Proportion: 0.38%
Wisconsin Labor Market: 0.04%
Wisconsin Population: 0.1%
Black or African American
Agency Count: 9
Agency Proportion: 1.69%
Wisconsin Labor Market: 4.8%
Wisconsin Population: 6.7%
Two or More Races
Agency Count: 4
Agency Proportion: 0.75%
Wisconsin Labor Market: 5.5%
Wisconsin Population: 2.4%
White
Agency Count: 468
Agency Proportion: 87.8%
Wisconsin Labor Market: 83.3%
Wisconsin Population: 86.1%
Not Indicated
Agency Count: 22
Agency Proportion: 4.13%
Wisconsin Labor Market: N/A
Wisconsin Population: N/A
Table 8: Agency Disability Status Compared to the Labor Market and State Population
Disabled
Agency Count: 87
Agency Proportion: 16.32%
Wisconsin Labor Market: 5.7%
Wisconsin Population: 8.7%
Severely Disabled
Agency Count: 3
Agency Proportion: 0.56%
Wisconsin Labor Market: N/A
Wisconsin Population: N/A
Not Indicated
Agency Count: 446
Agency Proportion: 83.68%
Wisconsin Labor Market: 94.1%
Wisconsin Population: 91.3%
Table 9: Agency Veteran Status Compared to the Labor Market and State Population
Veteran
Agency Count: 201
Agency Proportion: 37.71%
Wisconsin Labor Market: 4.6%
Wisconsin Population: 5.0%
Disabled Veteran
Agency Count: 57
Agency Proportion: 10.69%
Wisconsin Labor Market: N/A
Wisconsin Population: N/A
Not Indicated
Agency Count: 332
Agency Proportion: 62.29%
Wisconsin Labor Market: 95.4%
Wisconsin Population: 95.0%
Table 10: Agency Employee Age Compared to the Labor Market and State Population
Under 20
Agency Count: 1
Agency Proportion: 0.19%
Wisconsin Labor Market: N/A
Wisconsin Population: 20.8%
20 – 29 years old
Agency Count: 71
Agency Proportion: 13.32%
Wisconsin Labor Market: N/A
Wisconsin Population: 13.0%
30 – 39 years old
Agency Count: 121
Agency Proportion: 22.7%
Wisconsin Labor Market: N/A
Wisconsin Population: 12.9%
40- 49 years old
Agency Count: 137
Agency Proportion: 25.7%
Wisconsin Labor Market: N/A
Wisconsin Population: 12.2%
50- 59 years old
Agency Count: 140
Agency Proportion: 26.27%
Wisconsin Labor Market: N/A
Wisconsin Population: 11.8%
60 plus years old
Agency Count: 63
Agency Proportion: 11.82%
Wisconsin Labor Market: N/A
Wisconsin Population: 29.9%
Table 11: Agency Years of Service Compared to the Labor Market and State Population
0-4 years
Agency Count: 254
Agency Proportion: 47.65%
Wisconsin Labor Market: N/A
Wisconsin Population: N/A
5-9 years
Agency Count: 132
Agency Proportion: 24.77%
Wisconsin Labor Market: N/A
Wisconsin Population: N/A
10-14 years
Agency Count: 63
Agency Proportion: 11.82%
Wisconsin Labor Market: N/A
Wisconsin Population: N/A
15-19 years
Agency Count: 39
Agency Proportion: 7.32%
Wisconsin Labor Market: N/A
Wisconsin Population: N/A
20-24 years
Agency Count: 26
Agency Proportion: 4.88%
Wisconsin Labor Market: N/A
Wisconsin Population: N/A
25-29 years
Agency Count: 9
Agency Proportion: 1.69%
Wisconsin Labor Market: N/A
Wisconsin Population: N/A
30-35 years
Agency Count: 10
Agency Proportion: 1.88%
Wisconsin Labor Market: N/A
Wisconsin Population: N/A
More Than 35 years
Agency Count: 0
Agency Proportion: 0%
Wisconsin Labor Market: N/A
Wisconsin Population: N/A
Table 12: Agency Separation Status Compared to the Labor Market and State Population
Voluntary
Agency Count: 40
Agency Proportion: 7.52%
Wisconsin Labor Market: N/A
Wisconsin Population: N/A
Involuntary*
Agency Count: 15
Agency Proportion: 2.82%
Wisconsin Labor Market: N/A
Wisconsin Population: N/A
Retirement
Agency Count: 15
Agency Proportion: 2.82%
Wisconsin Labor Market: N/A
Wisconsin Population: N/A
*Involuntary separations include employer separations, employee death, and medical separations.
Table 13: Agency Retirement Eligibility Compared to the Labor Market and State Population
Immediate
Agency Count: 34
Agency Proportion: 6.38%
Wisconsin Labor Market: N/A
Wisconsin Population: N/A
Within 5 years
Agency Count: 95
Agency Proportion: 17.82%
Wisconsin Labor Market: N/A
Wisconsin Population: N/A
Within 10 years
Agency Count: 179
Agency Proportion: 33.58%
Wisconsin Labor Market: N/A
Wisconsin Population: N/A
More than 10 years
Agency Count: 354
Agency Proportion: 66.42%
Wisconsin Labor Market: N/A
Wisconsin Population: N/A
Geographic Data
Table 14: Agency Employee Work and Home Location by County
Adams County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 7
Proportion of Employees Residing in County: 1.32%
Ashland County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
Barron County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
Bayfield County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
Brown County
# of Employees Headquartered in County: 8
Proportion of Employees Headquartered in County: 1.5%
# of Employees Residing in County: 7
Proportion of Employees Residing in County: 1.32%
Buffalo County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
Burnett County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
Calumet County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
Chippewa County
# of Employees Headquartered in County: 8
Proportion of Employees Headquartered in County: 1.55%
# of Employees Residing in County: 6
Proportion of Employees Residing in County: 1.13%
Clark County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
Columbia County
# of Employees Headquartered in County: 1
Proportion of Employees Headquartered in County: 0.19%
# of Employees Residing in County: 23
Proportion of Employees Residing in County: 4.32%
Crawford County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
Dane County
# of Employees Headquartered in County: 224
Proportion of Employees Headquartered in County: 42.11%
# of Employees Residing in County: 132
Proportion of Employees Residing in County: 24.81%
Dodge County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 13
Proportion of Employees Residing in County: 2.44%
Door County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
Douglas County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
Dunn County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 1
Proportion of Employees Residing in County: 0.19%
Eau Claire County
# of Employees Headquartered in County: 4
Proportion of Employees Headquartered in County: 0.75%
# of Employees Residing in County: 5
Proportion of Employees Residing in County: 0.94%
Florence County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
Fond du Lac County
# of Employees Headquartered in County: 2
Proportion of Employees Headquartered in County: 0.38%
# of Employees Residing in County: 5
Proportion of Employees Residing in County: 0.94%
Forest County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
Grant County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 1
Proportion of Employees Residing in County: 0.19%
Green County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 5
Proportion of Employees Residing in County: 0.94%
Green Lake County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 1
Proportion of Employees Residing in County: 0.19%
Iowa County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 1
Proportion of Employees Residing in County: 0.19%
Iron County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
Jackson County
# of Employees Headquartered in County: 1
Proportion of Employees Headquartered in County: 0.19%
# of Employees Residing in County: 7
Proportion of Employees Residing in County: 1.32%
Jefferson County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 13
Proportion of Employees Residing in County: 2.44%
Juneau County
# of Employees Headquartered in County: 126
Proportion of Employees Headquartered in County: 23.68%
# of Employees Residing in County: 62
Proportion of Employees Residing in County: 11.65%
Kenosha County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 6
Proportion of Employees Residing in County: 1.13%
Kewaunee County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
La Crosse County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 8
Proportion of Employees Residing in County: 1.5%
Lafayette County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 1
Proportion of Employees Residing in County: 0.19%
Langlade County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
Lincoln County
# of Employees Headquartered in County: 1
Proportion of Employees Headquartered in County: 0.19%
# of Employees Residing in County: 2
Proportion of Employees Residing in County: 0.38%
Manitowoc County
# of Employees Headquartered in County: 1
Proportion of Employees Headquartered in County: 0.19%
# of Employees Residing in County: 2
Proportion of Employees Residing in County: 0.38%
Marathon County
# of Employees Headquartered in County: 3
Proportion of Employees Headquartered in County: 0.56%
# of Employees Residing in County: 3
Proportion of Employees Residing in County: 0.56%
Marinette County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
Marquette County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 5
Proportion of Employees Residing in County: 0.94%
Menominee County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
Milwaukee County
# of Employees Headquartered in County: 74
Proportion of Employees Headquartered in County: 13.91%
# of Employees Residing in County: 31
Proportion of Employees Residing in County: 5.83%
Monroe County
# of Employees Headquartered in County: 67
Proportion of Employees Headquartered in County: 12.59%
# of Employees Residing in County: 79
Proportion of Employees Residing in County: 14.85%
Oconto County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 2
Proportion of Employees Residing in County: 0.38%
Oneida County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 1
Proportion of Employees Residing in County: 0.19%
Outagamie County
# of Employees Headquartered in County: 1
Proportion of Employees Headquartered in County: 0.19%
# of Employees Residing in County: 4
Proportion of Employees Residing in County: 0.75%
Ozaukee County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 4
Proportion of Employees Residing in County: 0.75%
Pepin County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
Pierce County
# of Employees Headquartered in County: 1
Proportion of Employees Headquartered in County: 0.19%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
Polk County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
Portage County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 2
Proportion of Employees Residing in County: 0.38%
Price County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
Racine County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 5
Proportion of Employees Residing in County: 0.94%
Richland County
# of Employees Headquartered in County: 1
Proportion of Employees Headquartered in County: 0.19%
# of Employees Residing in County: 2
Proportion of Employees Residing in County: 0.38%
Rock County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 17
Proportion of Employees Residing in County: 3.2%
Rusk County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
St. Croix County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 1
Proportion of Employees Residing in County: 0.19%
Sauk County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 11
Proportion of Employees Residing in County: 2.07%
Sawyer County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
Shawano County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
Sheboygan County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 1
Proportion of Employees Residing in County: 0.19%
Taylor County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
Trempealeau County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 2
Proportion of Employees Residing in County: 0.38%
Vernon County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 6
Proportion of Employees Residing in County: 1.13%
Vilas County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
Walworth County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 2
Proportion of Employees Residing in County: 0.38%
Washburn County
# of Employees Headquartered in County: 2
Proportion of Employees Headquartered in County: 0.38%
# of Employees Residing in County: 3
Proportion of Employees Residing in County: 0.56%
Washington County
# of Employees Headquartered in County: 3
Proportion of Employees Headquartered in County: 0.56%
# of Employees Residing in County: 3
Proportion of Employees Residing in County: 0.56%
Waukesha County
# of Employees Headquartered in County: 4
Proportion of Employees Headquartered in County: 0.75%
# of Employees Residing in County: 26
Proportion of Employees Residing in County: 4.89%
Waupaca County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 1
Proportion of Employees Residing in County: 0.19%
Waushara County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 1
Proportion of Employees Residing in County: 0.19%
Winnebago County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 0
Proportion of Employees Residing in County: 0%
Wood County
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 2
Proportion of Employees Residing in County: 0.38%
County Out of State
# of Employees Headquartered in County: 0
Proportion of Employees Headquartered in County: 0%
# of Employees Residing in County: 10
Proportion of Employees Residing in County: 1.88%
Trends in Employee Data
Table 15: Changes in Gender Over Time
Male
Count of One-Year Employee Change: (+4)
Proportion of One-Year Employee Change: (+0.8%)
Count of Three-Year Employee Change: (+19)
Proportion of Three-Year Employee Change: (-0.3%)
Female
Count of One-Year Employee Change: (-4)
Proportion of One-Year Employee Change: (-0.8%)
Count of Three-Year Employee Change: (+10)
Proportion of Three-Year Employee Change: (+0.3%)
Not Indicated
Count of One-Year Employee Change: N/A
Proportion of One-Year Employee Change: N/A
Count of Three-Year Employee Change: N/A
Proportion of Three-Year Employee Change: N/A
Table 16: Changes in Race and Ethnicity Over Time
American Indian or Alaskan Native
Count of One-Year Employee Change: (0)
Proportion of One-Year Employee Change: (0%)
Count of Three-Year Employee Change: (0)
Proportion of Three-Year Employee Change: (0%)
Asian
Count of One-Year Employee Change: (-2)
Proportion of One-Year Employee Change: (-0.4%)
Count of Three-Year Employee Change: (-2)
Proportion of Three-Year Employee Change: (-0.5%)
Black or African American
Count of One-Year Employee Change: (-5)
Proportion of One-Year Employee Change: (-0.9%)
Count of Three-Year Employee Change: (-1)
Proportion of Three-Year Employee Change: (-0.3%)
Hispanic or Latino
Count of One-Year Employee Change: (+2)
Proportion of One-Year Employee Change: (+0.4%)
Count of Three-Year Employee Change: (+4)
Proportion of Three-Year Employee Change: (+0.6%)
Native Hawaiian or Pacific Islander
Count of One-Year Employee Change: (+1)
Proportion of One-Year Employee Change: (+0.2%)
Count of Three-Year Employee Change: (+1)
Proportion of Three-Year Employee Change: (+0.2%)
Two or More Races
Count of One-Year Employee Change: (+1)
Proportion of One-Year Employee Change: (+0.2%)
Count of Three-Year Employee Change: (0)
Proportion of Three-Year Employee Change: (0%)
White
Count of One-Year Employee Change: (+2)
Proportion of One-Year Employee Change: (+0.4%)
Count of Three-Year Employee Change: (+27)
Proportion of Three-Year Employee Change: (+0.3%)
Not Indicated
Count of One-Year Employee Change: (+1)
Proportion of One-Year Employee Change: (+0.2%)
Count of Three-Year Employee Change: (0)
Proportion of Three-Year Employee Change: (-0.2%)
Table 17: Changes in Disability Status Over Time
Disabled
Count of One-Year Employee Change: (-5)
Proportion of One-Year Employee Change: (-0.9%)
Count of Three-Year Employee Change: (12)
Proportion of Three-Year Employee Change: (+1.4%)
Severely Disabled
Count of One-Year Employee Change: (-2)
Proportion of One-Year Employee Change: (-0.4%)
Count of Three-Year Employee Change: (-1)
Proportion of Three-Year Employee Change: (-0.2%)
Not Indicated
Count of One-Year Employee Change: (+5)
Proportion of One-Year Employee Change: (+0.9%)
Count of Three-Year Employee Change: (+17)
Proportion of Three-Year Employee Change: (-1.4%)
Table 18: Changes in Veteran Status Over Time
Veteran
Count of One-Year Employee Change: (+6)
Proportion of One-Year Employee Change: (+1.1%)
Count of Three-Year Employee Change: (+18)
Proportion of Three-Year Employee Change: (+1.4%)
Disabled Veteran
Count of One-Year Employee Change: (-4)
Proportion of One-Year Employee Change: (-0.8%)
Count of Three-Year Employee Change: (+10)
Proportion of Three-Year Employee Change: (+1.4%)
Not Indicated
Count of One-Year Employee Change: (-6)
Proportion of One-Year Employee Change: (-1.1%)
Count of Three-Year Employee Change: (+11)
Proportion of Three-Year Employee Change: (-1.4%)
Table 19: Changes in Age Over Time
Under 20
Count of One-Year Employee Change: (0)
Proportion of One-Year Employee Change: (0%)
Count of Three-Year Employee Change: (-3)
Proportion of Three-Year Employee Change: (-0.6%)
20- 29 years old
Count of One-Year Employee Change: (+3)
Proportion of One-Year Employee Change: (+0.6%)
Count of Three-Year Employee Change: (-5)
Proportion of Three-Year Employee Change: (-1.8%)
30- 39 years old
Count of One-Year Employee Change: (-6)
Proportion of One-Year Employee Change: (-1.1%)
Count of Three-Year Employee Change: (-4)
Proportion of Three-Year Employee Change: (-2.1%)
40- 49 years old
Count of One-Year Employee Change: (2)
Proportion of One-Year Employee Change: (+0.4%)
Count of Three-Year Employee Change: (+25)
Proportion of Three-Year Employee Change: (+3.5%)
50- 59 years old
Count of One-Year Employee Change: (+2)
Proportion of One-Year Employee Change: (+0.4%)
Count of Three-Year Employee Change: (+12)
Proportion of Three-Year Employee Change: (+0.9%)
60 plus years old
Count of One-Year Employee Change: (-1)
Proportion of One-Year Employee Change: (-0.2%)
Count of Three-Year Employee Change: (+4)
Proportion of Three-Year Employee Change: (+0.1%)
Table 20: Changes in Years of Service Over Time
0-4 years
Count of One-Year Employee Change: (+1)
Proportion of One-Year Employee Change: (+0.2%)
Count of Three-Year Employee Change: (+10)
Proportion of Three-Year Employee Change: (-0.8%)
5-9 years
Count of One-Year Employee Change: (-2)
Proportion of One-Year Employee Change: (-0.4%)
Count of Three-Year Employee Change: (+10)
Proportion of Three-Year Employee Change: (+0.6%)
10-14 years
Count of One-Year Employee Change: (-2)
Proportion of One-Year Employee Change: (-0.4%)
Count of Three-Year Employee Change: (+7)
Proportion of Three-Year Employee Change: (+0.7%)
15-19 years
Count of One-Year Employee Change: (+2)
Proportion of One-Year Employee Change: (+0.4%)
Count of Three-Year Employee Change: (+5)
Proportion of Three-Year Employee Change: (+0.6%)
20-24 years
Count of One-Year Employee Change: (+1)
Proportion of One-Year Employee Change: (+0.2%)
Count of Three-Year Employee Change: (+4)
Proportion of Three-Year Employee Change: (+0.5%)
25-29 years
Count of One-Year Employee Change: (0)
Proportion of One-Year Employee Change: (0%)
Count of Three-Year Employee Change: (0)
Proportion of Three-Year Employee Change: (-0.1%)
30-35 years
Count of One-Year Employee Change: (+1)
Proportion of One-Year Employee Change: (+0.2%)
Count of Three-Year Employee Change: (-2)
Proportion of Three-Year Employee Change: (-0.5%)
More Than 35 Years
Count of One-Year Employee Change: (0)
Proportion of One-Year Employee Change: (+0.2%)
Count of Three-Year Employee Change: (0)
Proportion of Three-Year Employee Change: (0%)
Table 21: Changes in Separation Status Over Time
Voluntary
Count of One-Year Employee Change: (-1)
Proportion of One-Year Employee Change: (-0.3%)
Count of Three-Year Employee Change: (-31)
Proportion of Three-Year Employee Change: (-6.6%)
Involuntary*
Count of One-Year Employee Change: (+12)
Proportion of One-Year Employee Change: (+2.3%)
Count of Three-Year Employee Change: (+12)
Proportion of Three-Year Employee Change: (+2.2%)
Retirement
Count of One-Year Employee Change: (+2)
Proportion of One-Year Employee Change: (+0.4%)
Count of Three-Year Employee Change: (-5)
Proportion of Three-Year Employee Change: (-1.2%)
*Involuntary separations include employer separations, employee death, and medical separations.
Table 22: Changes in Retirement Eligibility Over Time
Immediate
Count of One-Year Employee Change: (+9)
Proportion of One-Year Employee Change: (+1.7%)
Count of Three-Year Employee Change: (+4)
Proportion of Three-Year Employee Change: (+0.4%)
Within 5 years
Count of One-Year Employee Change: (-3)
Proportion of One-Year Employee Change: (-0.6%)
Count of Three-Year Employee Change: (+7)
Proportion of Three-Year Employee Change: (+0.4%)
Within 10 Years
Count of One-Year Employee Change: (+5)
Proportion of One-Year Employee Change: (+0.9%)
Count of Three-Year Employee Change: (+22)
Proportion of Three-Year Employee Change: (+2.4%)
More than 10 years
Count of One-Year Employee Change: (-5)
Proportion of One-Year Employee Change: (-0.9%)
Count of Three-Year Employee Change: (+7)
Proportion of Three-Year Employee Change: (-2.4%)
Data Sources: Information collected from the PeopleSoft Human Capital Management (HCM) System on March 04, 2026; Applicant, Hires, and Employee data 01/01/2025 to 12/31/2025; calendar years ending 12/31/2024 and 12/31/2025 represent the one-year comparable data, and the years ending 12/31/2022 and 12/31/2025 were used for the three-year change comparison; and Wisconsin Works data collected from the 2025 FY Wisconsin Works Annual Report
Goals
Goal 1: Recruitment
This goal must be related to improving agency recruitment strategies.
- What is your concrete and tangible goal?
Establish a structured work plan to monitor, track, and report recruitment activities for Public Safety classifications. This goal is based on the critical operations Public Safety classifications support 24/7 to the Department and the State of Wisconsin and identifying barriers applicants may encounter during the recruitment process by the targeted date. - How will you track progress?
Monitor and manage tasks and timelines assigned to the work group to ensure all activities align with the established work plan and are completed within the required timelines. - How will you know when you have achieved your goal?
A work plan developed to monitor and track recruitment activities Public Safety classifications, ensuring that all hiring processes are in alignment with organizational goals. - Describe how your goal is challenging, but actionable. Identify Resources you expect to use.
The challenge to achieving the goal outlined requires coordinated efforts among the work group, Human Resources (HR), and the agency work units employing Public Safety positions. The Agency Action Plan Officer will establish and oversee the work group, which will consist of HR representatives and subject matter experts in the selected Public Safety classifications, determine the appropriate number of participants, and designate a team leader responsible for monitoring progress and ensuring deadlines are met. The team leader will work closely with the Agency Action Plan Officer. The work group will identify Public Safety classifications to be included in the work plan. Next,-the work group will select the Information Technology (IT) tool that will be used to administer and track the work plan. Once these foundational elements are in place, the work group can proceed with developing the full work plan, including adding an IT representative to the work group. - How does your goal satisfy the recruitment objective?
The work plan will support DMA in evaluating trends across Public Safety positions and in identifying those barriers that applicants may encounter during the recruitment process. By tracking recruitment activities in a work plan, DMA will be better equipped to recognize patterns, address challenges, and strengthen strategies that improve candidate engagement with Public Safety classifications and hiring outcomes. - What is the target completion date for the goal?
March 31, 2028 - Can you achieve your goal by the target completion date? What interim markers can you use to ensure you are on track?
The goal is achievable through targeted adjustments to recruitment requirements and processes. Progress will be evaluated through interim deadlines overseen by the work group team leader, ensuring accountability at each stage. As part of this effort, the team may establish additional sub-work groups responsible for developing tracking systems, conducting data analysis, and reviewing current pre-hire requirements. These coordinated activities will help maintain momentum and support continuous improvement throughout the recruitment cycle.
Goal 2: Retention
This goal must be related to improving the agency’s retention of employees.
- What is your concrete and tangible goal?
Develop a stay survey to identify the key factors influencing staff retention and turnover at DMA, and to provide insights that support reducing employee departures. - How will you track progress?
Establish a dedicated work group and develop a structured plan to track the progress of the stay survey’s development and implementation. - How will you know when you have achieved your goal?
Finalizing a stay survey to administer to staff members to help identify key drivers of retention, and inform strategies aimed at reducing turnover across DMA. - Describe how your goal is challenging, but actionable. Identify Resources you expect to use.
DMA will continue conducting an annual engagement survey; however, the department will also form a work group, led by an assigned team leader, to develop a work plan focused on tracking stay-survey development for all DMA employees at their one-year employment mark. The Agency Action Plan Officer will establish and oversee the work group in collaboration with the assigned work group team leader. This group will determine the appropriate number of participants, research what elements should be included in a stay survey, decide how the survey will be administered, and identify the IT platform that will support it. The insights gathered through this tool will help shape both department-wide and unit-specific strategies to address future retention challenges. A key challenge will be designing a stay survey that encourages strong participation. To support this, it will be essential to provide employees with regular updates on actions taken in response to their feedback, reinforcing the value of their input. - How does your goal satisfy the retention objective?
Understanding why employees choose to remain in their positions and implementing targeted strategies to reduce departures will help advance this objective. - What is the target completion date for the goal?
July 31, 2027 - Can you achieve your goal by the target completion date? What interim markers can you use to ensure you are on track?
A key milestone will be completing the development and implementation of the stay survey within the first year, along with ensuring that the team leader tracks all assignments in the work plan, meets designated deadlines, and communicates any potential delays with the Agency Action Plan Officer.
Goal 3: Culture
This goal must be related to building a work environment in which all employees feel valued and supported.
- What is your concrete and tangible goal?
Strengthen the Departments respectful workplace culture by reviewing exit interviews, engagement surveys, and complaints to pinpoint work units needing on-site respectful workplace training, and complete at least one training session for a selected unit by the target date. - How will you track progress?
Monitor and evaluate the outcomes of all filed complaints, as well as feedback from engagement surveys, within DMA. - How will you know when you have achieved your goal?
Creating a culture in which all DMA staff understand the meaning of a respectful workplace and feel safe utilizing the process to file complaints. - Describe how your goal is challenging, but actionable. Identify Resources you expect to use.
The Agency Action Plan Officer will establish and oversee the work group in collaboration with the assigned work group team leader assigned. The first task will require the ER Specialist to identify the work units most in need of attention, then form a work group and assign a team leader. From there, the work group will develop an assignment and deadline-tracking system, create a unified training plan for additional Respectful Workplace training, beyond the annual Department of Administration training, for those identified units, and assign trainers, with all components to be completed by June 30, 2028. - How does your goal satisfy the culture objective?
The goal is to cultivate a respectful workplace environment for all DMA staff. - What is the target completion date for the goal?
June 30, 2028 - Can you achieve your goal by the target completion date? What interim markers can you use to ensure you are on track?
The goal is achievable within the target time frame. Annual engagement surveys will offer insight into employees’ perceptions of respect within their work units.
Additionally, monitoring complaint activity and identifying emerging trends will provide key indicators of whether the agency is moving in the right direction.
Goal 4: Veteran Hires
This goal must be related to recruiting or retaining veteran employees.
- What is your concrete and tangible goal?
Increase the outreach to veterans by creating two specific job fair handouts directed at the Department’s reintegration job fair designed for veteran’s returning back to the work force and a second handout for other job fairs attended annually. There will be an annual analysis of new hires to assess veteran status and outreach efforts. - How will you track progress?
Assign an HR staff member to track quarterly hires at DMA. - How will you know when you have achieved your goal?
An HR staff member will provide written quarterly analysis data to DMA State HR. - Describe how your goal is challenging, but actionable. Identify Resources you expect to use.
The primary challenge is ensuring that recruitment efforts effectively reach applicant pools that include veterans. To strengthen this outreach, the agency can develop materials for job fairs that specifically target veteran applicants. This effort will be supported by collaborating with organizations and programs that promote veteran hiring to create veteran-focused outreach materials. The next step is to create a work group consisting of HR members, with an assigned team leader, to develop job fair materials for the Department’s reintegration job fair and a handout for other job fairs attended throughout the year. The Agency Action Plan Officer will establish and oversee this work group in collaboration with the designated team leader. - How does your goal satisfy the veteran hiring objective?
Assist in achieving State of Wisconsin Statute 230.042, Wisconsin Veterans Employment Plan of Action - What is the target completion date for the goal?
June 30, 2028 - Can you achieve your goal by the target completion date? What interim markers can you use to ensure you are on track?
DMA can remain on track to meet the goal of the State Statute by evaluating quarterly hiring data and applying additional outreach efforts as needed.
Goal 5: Wisconsin Works Hires
This goal must be related to recruiting and retaining employees who are eligible for or participating in Wisconsin Works programming.
- What is your concrete and tangible goal?
Increase the recruitment of Wisconsin Works participants by identifying classifications most appropriate to request at least 4 Wisconsin Works certification lists annually. - How will you track progress?
Create a tracking format to support the completion of quarterly analysis of recruitment activity. - How will you know when you have achieved your goal?
Develop a tracking format to gather recruitment activities on an annual basis. - Describe how your goal is challenging, but actionable. Identify Resources you expect to use.
The goal is achievable within the target time frame. The Agency Action Plan Officer will establish and oversee a work group composed of HR representatives and will collaborate with the designated team leader, who will be responsible for tracking assignments and deadlines. The work group will identify which classifications within DMA would benefit from using a Wisconsin Works certification list and make strategic decisions about when certification lists focused on Wisconsin Works applicants are appropriate. Additionally, a sub-group may be formed to include an IT subject-matter expert to develop a tracking system that ensures Wisconsin Works certification lists are pulled and monitored annually. The primary challenge for DMA will be determining which classifications to target, as there are currently no continuous or large-scale recruitment activities underway. - How does your goal satisfy the Wisconsin Works hiring objective?
The ability to determine which classifications the Wisconsin Works program will benefit helps support reduced reliance on program benefits and promotes long-term self-sufficiency. - What is the target completion date for the goal?
June 30, 2028 - Can you achieve your goal by the target completion date? What interim markers can you use to ensure you are on track?
The goal can be achieved by the completion date, as the team leader will provide updates to the Agency Action Plan Officer to ensure the work group is meeting assigned deadlines.
Bureau of Equity and Inclusion (BEi) Action Plan Approval Criteria
- Plan Component – The appointing authority acknowledgement has been signed and dated.
☐Included or Complete ☐ Not Included or Incomplete
Comments:
Click or tap here to enter comments. - Plan Component – The roles and responsibilities section has been completed and includes an agency action plan officer, and agency action plan advisory committee members have been identified.
☐Included or Complete ☐ Not Included or Incomplete
Comments:
Click or tap here to enter comments. - Plan Component – The required workforce analysis has been completed.
☐Included or Complete ☐ Not Included or Incomplete
Comments:
Click or tap here to enter comments. - Plan Component – SMART goals have been developed for each of the five objectives. Measures of success and a path to achieve it are clearly defined.
☐Included or Complete ☐ Not Included or Incomplete
Comments:
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Date: Click or tap to enter a date.