What s On the Minds of HR Directors? Neil Reichenberg Executive Director International Public Management Association for Human Resources

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "What s On the Minds of HR Directors? Neil Reichenberg Executive Director International Public Management Association for Human Resources"

Transcription

1 What s On the Minds of HR Directors? Neil Reichenberg Executive Director International Public Management Association for Human Resources The International Public Management Association for Human Resources (IPMA HR) headquartered in the United States is a membership organization for individuals who work in human resource management in the public sector. In 2009, IPMA HR sponsored four meetings for public sector human resource directors. Not surprisingly, the impact of the economy dominated the discussions. This article will summarize the discussions that occurred during these meetings. Economy Most HR directors believe that the recession is long term and its impact will be felt for the foreseeable future. As a result of the economy, many organizations are either considering or have implemented furloughs, layoffs, hiring freezes, early retirement incentives, no salary increases, increased employee contributions for health care, training and travel reductions, reduced use of contractors, delayed capital projects, etc. There was recognition that the current economic crisis can present opportunities for restructuring jobs and positions, increasing the use of technology, and consolidations that might not be considered during good economic times. There is a belief among the HR directors that public safety departments are not sharing the pain of the recession equally with the other departments. Public safety departments in some organizations are insulated from any cuts. In other organizations, public safety employees are expecting to receive raises and benefit increases, such as enhanced pension contributions. It was reported that where public safety departments are being asked to cut their budgets, the reduction may be a smaller percentage than the other departments. The public perceives local government in the United States to be over funded and public safety pensions are often cited as an example. On the positive side, those organizations that are hiring report they are receiving a large number of qualified candidates. Since government employment is considered to be more secure, job seekers are finding government jobs to be more attractive. Turnover and retirements have declined, which may result in key employees remaining with their organizations. Also, the economy can be used to convince departments to do a better job of managing overtime usage. Most organizations were not planning to give increases during this fiscal year. Where multi year collective bargaining agreements are in place with increases included, there needs to be negotiations with and cooperation from the unions. Where increases are given to those in bargaining units, there is pressure to provide similar increases to non represented employees. Hiring freezes and no salary increases may result in a declined emphasis on performance and lower morale. Supervisors and managers may tolerate poor performers where there is a hiring freeze, since if the poor performers are terminated, they will not be replaced. While the morale of some employees may suffer, there are other employees who are happy to still have jobs. There can be unintended

2 consequences for actions such as hiring freezes, which may result in an increase in overtime usage due to vacancies. Elected officials may be reluctant to make cuts and eliminate positions. In one organization, the mayor announced that no employees would lose their jobs and this has limited the options available to the organization in order to address its budget shortfall. Furloughs are believed to be a temporary fix that do not address long term problems. There was caution that furloughs can result in violations of the Fair Labor Standards Act (FLSA) for exempt employees. Due to this concern, some organizations have opted to reduce the salary of exempt employees based on the number of furlough days that will be imposed. Most organizations are not offering early retirement incentives since they can be expensive and it is difficult to predict who will take the incentives. This can result in organizations having critical positions that are vacant. For some organizations, early retirement incentives may be considered a gift of public funds, which is illegal. There was an example cited at one of the meetings of an organization that offered an early retirement package that was accepted by a larger number of employees than was anticipated. While some believe that early retirement programs may not generate any savings another organization implemented an early exit program that resulted in a savings of $6 million over 5 years. In this organization, the program was offered only one time and was targeted to the fire department. Those who opted to participate received 2/3 of one years base pay, provided that the organization could eliminate the position. There was recognition that many defined retirement pensions may not be sustainable. Several organizations have modified their retirement systems for new hires so that they are less generous. Some indicated that they are offering defined contribution plans or hybrid plans to new employees. Other organizations have different tiers of pension plans based on when employees were hired. It was noted that delayed retirements will help the funding of pensions. Some organizations allow retirees to return to work. Where this occurs, there are usually restrictions on either the number of hours they can work annually or the amount of money they can earn. Where retirees are allowed to return to work, some organizations do not guarantee that they will receive the same salary. Other organizations do not allow retirees to return to work, due in part to a public perception of double dipping when retirees are receiving a pension and still working for the organization. Due to the economy, there has been discussion of potential consolidations of governmental units within a geographic area. Other organizations are looking at blending administrative services among cities and counties. There was a report of the establishment of a training consortium for area organizations that is designed to eliminate some duplication and increase savings. The primary benefit is that economies of scale can be realized.

3 Increased communications is one way to address the reduced employee morale resulting from the economy. Several organizations are posting additional information on their websites, offering the opportunity for employees to provide suggestions, and having the city manager conduct quarterly meetings with employees. Morale also can be improved through nonmonetary recognition programs. In one organization, notes are sent on a weekly basis to selected employees thanking them for their performance and they in turn reward other employees. In another organization, the city manager sends letters to employees thanking them for their service. There was recognition that it is important to keep elected officials apprised of the achievements of employees. In one organization, a balanced scorecard has been developed that communicates the accomplishments of the city to the city council and the citizens. It was acknowledged that there is increased stress for HR as a result of the economy. It can be difficult in the current economic climate to keep momentum going for such things as performance based pay. There also may be decreased emphasis on workforce planning and succession planning. The recession will not last forever and organizations need to ensure that they are positioned when the recession ends to address their human capital issues. Succession Planning There was recognition of the need to develop staff. Succession planning may identify skills gaps that exist. Organizations are developing employees at all levels. Competencies that are organization wide and tied to values have been developed and determinations are made as to which ones are relevant for specific positions. Mentoring programs also are being used to assist with succession planning. Leadership development programs and management academies also are being implemented. One organization worked with its information technology department to develop a succession planning program. They looked at skills gaps, competencies, and demographics. They emphasized providing training or advising employees where they could obtain the necessary expertise. One organization has established a public service intern program that is designed to build talent from the ground up. The participants are provided with tuition benefits. Retirements have slowed down and organizations have not yet seen the expected wave of retirements. Where reorganizations and consolidations occur, there may be deputies who had expectations of moving up who will find that these opportunities no longer exist. HR Competencies for Future Demand There was recognition of the need to be more agile, flexible, and focused on outcomes. As work changes, the required competencies also may change and emotional intelligence may become more important. There is a need to understand the business and contribute to the decision making of the organization. While the HR department can express opinions and influence, it doesn t design the delivery of the services provided by the organization. The strategic business partner role was seen as key, while trust and credibility also are important. New Generations in the Workforce There was discussion of the need to restructure work to accommodate the new generations in the workforce. However, government structures may impede

4 these efforts and layoffs can negatively impact the younger generation, especially where the layoffs are based entirely or in part on seniority. Aging Workforce Organizations reported that their workforces are getting older and as a result, they have seen a spike in workers compensation, Americans With Disabilities Act, and Family and Medical Leave Act claims. The need to counsel supervisors to look at performance issues when injuries are occurring was discussed. Importance of HR Leadership HR should help managers build a workforce that will assist in accomplishing the mission of the organization. Transactional work is important and still needs to be done well. HR needs to have the skill set to bring value to organizations. HR needs to become more of an analytical function. There is a role for HR to be responsible for the welfare of the employees. HR has to balance the competing interests of elected/appointed officials who may be transient with the needs of the employees. There is a need to invest in the development of the HR staff. HR needs to get away from doing the HR work of line managers. This can be difficult both because line managers don t want to do the HR work and some HR staff does not want to be removed from its comfort zone. Mentoring and coaching can be an important role for HR. HR faces a challenge to use metrics to connect what HR does with the bottom line of organizations. Civil Service Reform There was agreement that reforming civil service systems can improve governmental efficiency. There was acknowledgment that there needs to be a champion in order to make major changes. Where applicable, unions could assist in making reforms since they have a big stake in how the systems run. Collective Bargaining One key issue when engaging in collective bargaining is how strong elected officials are in support of management. There was recognition that it is tough to get back things that have been negotiated and unions do not want to agree to concessions and rollbacks. For interest based bargaining to succeed, trust between the parties must exist. Management rights are important and need to be recognized. Healthcare Most of the organizations represented at the HR directors meetings were not self insured for health insurance. Concern that the losses may exceed the premiums that are paid was the primary reason for not being self insured. There are some regional health alliances that are designed to improve the quality of health care and also help to control costs. Some organizations have implemented wellness programs and report having high rates of participation. Some provide incentives for wellness program participation. Others report having low participation rate for their wellness programs. Several organizations provide subsidies or reduced fees to employees for the use of fitness centers. Those organizations that have implemented consumer driven healthcare emphasized the need to educate employees. One organization requires employees who choose a consumer driven health insurance option to meet with the benefits staff to ensure that it is a good choice for them. Another organization reported requiring a special training course for any employees who want to participate in a health savings account. Some organizations are charging higher premiums for smokers. Others have implemented health risk assessments, with employees being charged higher premiums if they do not

5 take the risk assessment. There is a need for organizations to educate employees to be consumers of health care. Workers Compensation Organizations have implemented training and awareness programs to reduce the number of workplace injuries. Some provide alternative work duty only for work related injuries. The trend is to handle workers compensation claims internally, although most organizations use a third party administrator for public safety workers compensation claims. Where a third party administrator is used, it is important that the contract be managed effectively. Some organizations have appointed safety committees and have found that they work, but they need time and have to be educated and given responsibilities. Compensation Pay for Performance Without a big pay pool to work with, it is difficult to implement and sustain pay for performance. Key issues to examine when moving from a step pay system to merit pay are: 1) how well the evaluation process works and 2) the training provided to managers. The shift can be a real culture change and one goal is to make managers accountable for the performance of their employees. A phased in approach may be needed, which should be cost neutral, since it would shift the distribution method, but not increase the amount being provided. The potential problem is that over time, merit increases may become automatic. Social Networking Some organizations are using social networking sites for recruitment purposes. Some organizations do not have a policy about the use of social networking sites at work, while others block some sites. There was recognition that if organizations want to attract younger applicants, they need to use social networking sites. Organizations are concerned with the potential of employees posting negative information about the organization or other employees on social networking sites. Hiring Time There is often criticism that it takes public sector organizations too long to hire, which can result in losing quality applicants. Statistics on the number of applicants who were lost due to the time it took to hire could help to make the case for reforming the hiring system. HR may have limited control over the time it takes to hire. In some organizations there are requirements for multiple approvals and this can slow down the hiring process. Decentralization of HR to departments may assist in speeding the hiring time, but where this occurs there is a need for an oversight role for the central HR department. For additional information about the HR directors meetings, please contact Neil Reichenberg, IPMA HR executive director at 703/ or hr.org. Additional information about IPMA HR is available at hr.org.

State of Washington. Guide to Developing Strategic Workforce Plans. Updated December 2008

State of Washington. Guide to Developing Strategic Workforce Plans. Updated December 2008 State of Washington Guide to Developing Strategic Workforce Plans Updated December 2008 Table of Contents Introduction... 3 What Is Workforce Planning?... 3 Workforce Planning Strategy Areas... 4 Strategic

More information

Branding the Government As An Employer of Choice

Branding the Government As An Employer of Choice Branding the Government As An Employer of Choice By Neil Reichenberg, IPMA-HR Executive Director If governments are both to compete successfully for talented applicants and retain high performing employees,

More information

State of Washington Supervisors Guide to Developing Operational Workforce Plans. Updated December 2008

State of Washington Supervisors Guide to Developing Operational Workforce Plans. Updated December 2008 State of Washington Supervisors Guide to Developing Operational Workforce Plans Updated December 2008 Table of Contents Introduction... 3 What Is Workforce Planning?... 3 Workforce Planning Strategy Areas...

More information

Department of Human Resources

Department of Human Resources Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational

More information

HRCI Recertification Credits

HRCI Recertification Credits HRCI Recertification Credits last updated: November 2013 SkillSoft is an HR Certification Institute Approved Provider. Being an HR Certification Institute Approved Provider gives recertification candidates

More information

The International Public Management Association for Human Resources (IPMA HR) is a nonprofit

The International Public Management Association for Human Resources (IPMA HR) is a nonprofit September 3, 2015 Ms. Mary Ziegler Director of the Division of Regulations, Legislation and Interpretation Wage and Hour Division U.S. Department of Labor 200 Constitution Avenue, N.W. Room S 3502 Washington,

More information

SAN FRANCISCO RETIREMENT FAQS

SAN FRANCISCO RETIREMENT FAQS SAN FRANCISCO RETIREMENT FAQS In early March 2011, hundreds of Local 21 San Francisco members attended retirement and healthcare security meetings at worksites across the city. The meetings were designed

More information

CLASS SPECIFICATION Human Resources Director. Nonrepresented/All Bureau Directors hired after December 31, 2000 are exempt from Civil Service

CLASS SPECIFICATION Human Resources Director. Nonrepresented/All Bureau Directors hired after December 31, 2000 are exempt from Civil Service City of Portland Job Code: 30000409 CLASS SPECIFICATION Human Resources Director FLSA Status: Union Representation: Exempt Nonrepresented/All Bureau Directors hired after December 31, 2000 are exempt from

More information

CLASS SPECIFICATION Human Resources Site Team Manager

CLASS SPECIFICATION Human Resources Site Team Manager City of Portland Job Code: 30000524 CLASS SPECIFICATION Human Resources Site Team Manager FLSA Status: Union Representation: Exempt Nonrepresented GENERAL PURPOSE Under general direction, serves on the

More information

GENERAL FUND TAX SUPPORT 97% 97%

GENERAL FUND TAX SUPPORT 97% 97% HUMAN RESOURCES The Human Resources Department provides a central personnel servicing function for the following Appointing Authorities: Board of County Commissioners, Clerk of the Circuit Court, Property

More information

Mission. - 139 - Human Resources

Mission. - 139 - Human Resources Human Resources Mission The mission of Human Resources is to serve our community by attracting and retaining a highly qualified workforce and creating a work environment for them that supports their commitment

More information

Human Resources Business Plan 2008/09

Human Resources Business Plan 2008/09 Human Resources Business Plan 2008/09 M1 Mission: HR provides leadership, strategic direction and technical expertise in the management of human resources to support the organization in the delivery of

More information

The Ripple Effect of Baby Boomer Retirements

The Ripple Effect of Baby Boomer Retirements The Ripple Effect of Baby Boomer Retirements By Neil E. Reichenberg According to the Pew Research Center, approximately 10,000 Americans per day will turn 65 between 2011 and 2030. These baby boomers comprise

More information

HUMAN RESOURCES IN PUBLIC EDUCATION Where are we? Where should we be? Where HR Divisions should be. Where most HR Divisions are

HUMAN RESOURCES IN PUBLIC EDUCATION Where are we? Where should we be? Where HR Divisions should be. Where most HR Divisions are HUMAN RESOURCES IN PUBLIC EDUCATION Where are we? Where should we be? Human Capital Management Human Resources Department Personnel Department Levers: Differentiated Pay Career Ladders Distribution of

More information

State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time

State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time Table of Contents Introduction 2 What is Workforce Planning?...3 Why is Workforce Planning Important?.....3

More information

Talent 2020: Surveying the talent paradox from the employee perspective The view from the Health Care sector

Talent 2020: Surveying the talent paradox from the employee perspective The view from the Health Care sector Talent 2020: Surveying the talent paradox from the employee perspective The view from the Health Care sector Deloitte Consulting s September 2012 Talent 2020: Surveying the talent paradox from the employee

More information

Workforce Planning Toolkit

Workforce Planning Toolkit Workforce Planning Toolkit A Guide To Developing Your Agency s Succession Plan 2007 NASPE SUCCESSION PLANNING IN A MERIT SYSTEM Introduction The nation s estimated 78 million baby boomers began turning

More information

Workforce Management Plan 2013-2017

Workforce Management Plan 2013-2017 Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 Introduction

More information

ASSISTANT HUMAN RESOURCES MANAGER

ASSISTANT HUMAN RESOURCES MANAGER CITY OF URBANA Human Resources Division ASSISTANT HUMAN RESOURCES MANAGER JOB DESCRIPTION Department: Executive Division: Human Resources Work Location: Urbana City Building Percent Time: 100% ( Full-time)

More information

Strategic Plan 2010-2014

Strategic Plan 2010-2014 UNIVERSITY OF CALIFORNIA Human Resources Strategic Plan 2010-2014 Vision Strategy The headline Something happens we have to fix External influence drives action Crisis management Timing: NOW Reaction Transaction

More information

HUMAN RESOURCES. Administration I I I I I. Dive~ily. Training. See R1sk Managemenl section for budget del311s

HUMAN RESOURCES. Administration I I I I I. Dive~ily. Training. See R1sk Managemenl section for budget del311s Human Resources HUMAN RESOURCES I Administration I I I I I I Dive~ily Training '" Lab-or and Employment Relations Organization E fleclive ness Program See R1sk Managemenl section for budget del311s Mission

More information

Department of Human Resources

Department of Human Resources Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational

More information

Department of Human Resource Management

Department of Human Resource Management Department of Human Resource Management I. Internal Scan Introduction The Department of Human Resource Management (DHRM) is the central human resource agency for the executive branch of Utah State government.

More information

- 143 - Human Resources

- 143 - Human Resources Mission The mission of is to serve our community by attracting and retaining a highly qualified workforce and creating a work environment for them that supports their commitment to public service, reflects

More information

Employee Benefits. To provide centralized budgetary and financial control over employee fringe benefits paid by the County.

Employee Benefits. To provide centralized budgetary and financial control over employee fringe benefits paid by the County. Mission To provide centralized budgetary and financial control over employee fringe benefits paid by the County. Focus Agency 89, Employee Benefits, is a set of consolidated accounts that provide budgetary

More information

Best Practices in Diversity Management

Best Practices in Diversity Management United Nations Expert Group Meeting on Managing Diversity in the Civil Service United Nations Headquarters, New York, 3-4 May 2001 Best Practices in Diversity Management Neil E. Reichenberg Executive Director

More information

HR Strategic Plan 2015-2019

HR Strategic Plan 2015-2019 HR Strategic Plan 2015-2019 Vision Strategy The headline Something happens we have to fix External influence drives action Crisis management Timing: NOW Reaction Transaction Set of steps triggered by an

More information

WORKFORCE AND SUCCESSION PLANNING

WORKFORCE AND SUCCESSION PLANNING 2012 WORKFORCE AND SUCCESSION PLANNING Toolkit to Identify and Address Strategic Talent Gaps Workforce Management Office NOAA 1/1/2012 Table of contents Introduction... 3 Workforce Planning... 3 Step 1:

More information

Human Resources and Organizational Services

Human Resources and Organizational Services Human Resources and Organizational Services Martha Wilson - Director FY 13/14 FY 14/15 Adopted CAO 101-0300 Budget Recommended Change EXPENDITURES Salaries and Benefits 817,457 927,591 110,134 Services

More information

2014 Eugene H. Rooney, Jr. Award Nomination Leadership in State Human Resource Management

2014 Eugene H. Rooney, Jr. Award Nomination Leadership in State Human Resource Management 2014 Eugene H. Rooney, Jr. Award Nomination Leadership in State Human Resource Management James A. Honchar, SPHR Deputy Secretary for Human Resources Management Commonwealth of Pennsylvania Governor s

More information

HRBP Human Resource business professional HRBP SM

HRBP Human Resource business professional HRBP SM certification in human resources» HRBP Human Resource business professional HRBP SM body OF KNOWLEGE HR certification institute hrci.org HR Certification Institute 1 HRBP BODY OF KNOWLEDGE AT-A-GLANCE

More information

Branch Human Resources

Branch Human Resources Branch Human Resources Introduction An organization s ability to deliver services to citizens is highly dependant on the capacity of its workforce. Changing demographics will result in increasing numbers

More information

Human Resources. Be a strategic leader and partner, promoting organizational and individual effectiveness.

Human Resources. Be a strategic leader and partner, promoting organizational and individual effectiveness. Human Resources Be a strategic leader and partner, promoting organizational and individual effectiveness. Administration Budget, Accounting and Purchasing HRIS and RMIS Payroll Audit 4.5 FTE Civil Service

More information

This page was left intentionally blank.

This page was left intentionally blank. This page was left intentionally blank. Workforce Planning Model Steps What This Step Accomplishes 1. Define the Scope Determines our focus could be long or short term could be a specific business unit

More information

Retirement Transitions for Faculty Members

Retirement Transitions for Faculty Members Retirement Transitions for Faculty Members Laura Behling,Vice President for Academic Affairs and Dean of the College, Knox College Andrea E. Chapdelaine, Provost and Vice President for Academic Affairs,

More information

CLASS SPECIFICATION DIRECTOR OF HUMAN RESOURCES/LABOR RELATIONS

CLASS SPECIFICATION DIRECTOR OF HUMAN RESOURCES/LABOR RELATIONS CLASS SPECIFICATION Class Code: 17225 Date Est: 10/2011 Last Rev: Last Title Chg: FLSA: Exempt DIRECTOR OF HUMAN RESOURCES/LABOR RELATIONS DEFINITION Under administrative direction, plans, directs and

More information

HR certification: basic course

HR certification: basic course HR certification: basic course What makes the program unique: It is a modular program covering all major areas of the integrated talent It combines theoretical and practical training components Trainings

More information

Succession Planning Process

Succession Planning Process Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their

More information

Stanislaus County Supervisor Training Academy Training Catalog 2016

Stanislaus County Supervisor Training Academy Training Catalog 2016 Stanislaus County Supervisor Training Academy Training Catalog 2016 Training Courses Budgeting/Financial Overview Compliance/Payroll Regulations Conducting a Recruitment Disability Management Employee

More information

Department of Human Resources Strategic Plan

Department of Human Resources Strategic Plan Department of Human Resources Strategic Plan Planning Period: 2011-2015 State of Vermont Department Strategic Plan Page 1 Table of Contents Message from the Commissioner... 3 Department Overview... 3 Department

More information

City of Portland Job Code: 30000537. CLASS SPECIFICATION Labor/Employee Relations Manager

City of Portland Job Code: 30000537. CLASS SPECIFICATION Labor/Employee Relations Manager City of Portland Job Code: 30000537 CLASS SPECIFICATION Labor/Employee Relations Manager FLSA Status: Exempt Union Representation: Nonrepresented/Incumbents hired after May 25, 2011 are exempt from Civil

More information

REE Position Management and Workforce/Succession Planning Checklist

REE Position Management and Workforce/Succession Planning Checklist Appendix A REE Position Management and Workforce/Succession Planning Checklist Agency: Division /Office: Position Number: Date: Supervisor: Vacancy Announcement (if Recruit): Position Title/Series/Grade:

More information

U.S. DEPARTMENT OF TRANSPORTATION

U.S. DEPARTMENT OF TRANSPORTATION U.S. DEPARTMENT OF TRANSPORTATION HISPANIC EMPLOYMENT INITIATIVES (HEIs) 5-POINT PLAN Departmental Office of Civil Rights Internal Policy, Program Development and Support Division, S-32 Washington, DC

More information

PI WorldWIde recruitment and retention trends survey Q2 2015

PI WorldWIde recruitment and retention trends survey Q2 2015 PI Worldwide Recruitment and Retention Trends Survey Q2 2015 Respondent Details Industries Variety of industries, with the majority of respondents from Business Support and Logistics, Education, Finance

More information

DEPT: Human Resources UNIT NO. 1140 FUND: General - 0001. Budget Summary

DEPT: Human Resources UNIT NO. 1140 FUND: General - 0001. Budget Summary Budget Summary Category 2014 Budget 2014 Actual 2015 Budget 2016 Budget 2016/2015 Variance Expenditures Personnel Costs $5,710,284 $5,581,227 $5,982,709 $6,342,873 $360,164 Operation Costs $284,245 $256,846

More information

The Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR

The Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR The Importance of Succession Planning and Best Practices Shellie Haroski, SPHR Questions to consider What percentage of your employees will retire in the next 5 years? 10 years? What percentage of your

More information

HRM. Human Resource Management Rapid Assessment Tool. A Guide for Strengthening HRM Systems. for Health Organizations. 3rd edition

HRM. Human Resource Management Rapid Assessment Tool. A Guide for Strengthening HRM Systems. for Health Organizations. 3rd edition HRM Human Resource Management Rapid Assessment Tool for Health Organizations A Guide for Strengthening HRM Systems 3rd edition . Human Resource Management Rapid Assessment Tool Copyright 2005, renewed

More information

Organization and Operations. Metric Name Formula Description

Organization and Operations. Metric Name Formula Description Metric List Organization and Operations *Revenue Factor Revenue / Regular FTE Revenue per FTE. Workforce s Revenue Factor Revenue / Workforce On Payroll FTE Revenue per FTE (including all regular employees

More information

HUMAN RESOURCES. Management & Employee Services Organizational Development

HUMAN RESOURCES. Management & Employee Services Organizational Development Management & Employee Services Organizational Development Human Resources Department FY 2014-15 BUDGETED POSITIONS DIRECTOR.90 FTE * Human Resources Business Partner 1 FTE Human Resources Business Partner

More information

Program: Human Resources Program Based Budget 2014-2016. Page 39

Program: Human Resources Program Based Budget 2014-2016. Page 39 Program: Human Resources Program Based Budget 2014-2016 Page 39 Program: Human Resources Vision Statement: To be the principal authority for human resources management and a key strategic contributor to

More information

Succession Management/Planning Talent Management

Succession Management/Planning Talent Management Succession Management/Planning Talent Management Objectives Upon completing this workshop you will be able to: Utilize a basic framework for building a comprehensive succession plan. Understand the need

More information

From Recession to Recovery:

From Recession to Recovery: From Recession to Recovery: Using Employee Purchase Program Benefits to Recruit, Retain and Rejuvenate Road to Recovery Series A Purchasing Power White Paper July 2011 TABLE OF CONTENTS Executive Summary...2

More information

Branch Human Resources

Branch Human Resources Introduction The Human Resources Branch provides strategies, programs, services and consultation to attract and retain a diverse, engaged, innovative and skilled workforce to build a great city. Recruitment

More information

HUMAN RESOURCE / WORKFORCE PLANNING AND DEPARTMENTAL PLANNING - SUPPLEMENT. A Guide to Integration and Alignment

HUMAN RESOURCE / WORKFORCE PLANNING AND DEPARTMENTAL PLANNING - SUPPLEMENT. A Guide to Integration and Alignment HUMAN RESOURCE / WORKFORCE PLANNING AND DEPARTMENTAL PLANNING - SUPPLEMENT A Guide to Integration and Alignment HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008

More information

SECTION 1 INTRODUCTION 1.01 PURPOSE AND USE OF MANUAL

SECTION 1 INTRODUCTION 1.01 PURPOSE AND USE OF MANUAL SECTION 1 INTRODUCTION 1.01 PURPOSE AND USE OF MANUAL AUTHORITY: CIVIL SERVICE ACT ADMINISTRATION: P.E.I. PUBLIC SERVICE COMMISSION Sub-Section 1.01 Purpose and Use of Manual 01 October 2002 1 of 3 1.

More information

Turnkey HR Outsourcing Solutions that Deliver Solid Results.

Turnkey HR Outsourcing Solutions that Deliver Solid Results. PARTNER WITH A LEADING SERVICE PROVIDER Navigating the complexities of employee relations can be challenging for employers. Recruiting and hiring top talent, maximizing job performance and separating employees

More information

Human Resources Department 203.6 FTE s

Human Resources Department 203.6 FTE s 27 Human Resources Human Resources Department 203.6 FTE s General Manager Human Resources 4 FTE's Director Labour Relations 2 FTE's Director Organizational Effectiveness 2 FTE's Director Compensation,

More information

Iowa State University University Human Resources Classification and Compensation Unit 3810 Beardshear Hall uhrcc@iastate.edu

Iowa State University University Human Resources Classification and Compensation Unit 3810 Beardshear Hall uhrcc@iastate.edu Iowa State University University Human Resources Classification and Compensation Unit 3810 Beardshear Hall uhrcc@iastate.edu Table of Contents INTRODUCTION... - 3 - SECTION I - EXTERNAL COMPETITIVENESS...

More information

TELLING STORY WITH DATA: GAINING SENIOR- LEVEL SUPPORT FOR ANALYTICS AND PLANNING

TELLING STORY WITH DATA: GAINING SENIOR- LEVEL SUPPORT FOR ANALYTICS AND PLANNING MERCER WEBCAST TELLING STORY WITH DATA: GAINING SENIOR- LEVEL SUPPORT FOR ANALYTICS AND PLANNING 24 September 2013 Astik Ranade, Principal Julia Howes, Principal Today s Presenters Julia Howes Principal,

More information

TEXAS HIGHER EDUCATION HUMAN RESOURCES ASSOCIATION 2010 Summer Conference

TEXAS HIGHER EDUCATION HUMAN RESOURCES ASSOCIATION 2010 Summer Conference Strategic Human Resources Issues in Higher Education A Dialogue between CUPA-HR and THEHRA Presentation s Focus Strategic Action Trends in Higher Education Workforce Trends in Higher Education HR Trends

More information

Sage HRMS I Planning Guide

Sage HRMS I Planning Guide I Planning Guide What the CEO Needs From Human Resources How to help executives make well-informed decisions about the workforce. Table of Contents Top Business Challenges for Today s CEO... 3 What the

More information

ABT Program High Level Business Design (HLBD) Recruit/Hire Business Process

ABT Program High Level Business Design (HLBD) Recruit/Hire Business Process ABT Program High Level Business Design (HLBD) Recruit/Hire Business Process Business Process Description The recruiting and hiring process refers to the steps to identify, screen, select and hire people

More information

Talent as a Top Priority and Challenge

Talent as a Top Priority and Challenge Talent as a Top Priority and Challenge Talent is viewed as source of competitive advantage and driver of performance, but it remains a challenge for today s organizations. Mercer s 2013 Talent Barometer,

More information

Job Description - Head of HR - Post Number PERS/01 - Band 2

Job Description - Head of HR - Post Number PERS/01 - Band 2 NATIONAL GALLERY HR DEPARTMENT Job Description - Head of HR - Post Number PERS/01 - Band 2 Job Purpose To develop an HR strategy ensuring organisational development and effectiveness in order to support

More information

TASK FORCE ON SUSTAINABLE FUNDING OF BALTIMORE CITY S FIRE AND POLICE PENSION SYSTEM

TASK FORCE ON SUSTAINABLE FUNDING OF BALTIMORE CITY S FIRE AND POLICE PENSION SYSTEM TASK FORCE ON SUSTAINABLE FUNDING OF BALTIMORE CITY S FIRE AND POLICE PENSION SYSTEM By THE GREATER BALTIMORE COMMITTEE The City of Baltimore is facing a serious fiscal challenge. Current contributions

More information

Financial Management

Financial Management Page Intentionally Left Blank Department Description The Financial Management Department provides fiscal services to the Mayor and serves as an internal fiscal consultant to other City departments. Financial

More information

Connecticut State Employee Collective Bargaining and Retirement Benefits

Connecticut State Employee Collective Bargaining and Retirement Benefits Background Connecticut State Employee Collective Bargaining and Retirement Benefits State employees through their bargaining units have had the authority under state law to collectively bargain on wages,

More information

Workforce Planning Benefits

Workforce Planning Benefits Workforce Planning Benefits Seven Ways Workforce Planning Can Help Your Organization While surveys show that upwards of 90-percent of companies aren t getting the results they expected from a talent management

More information

Human Resources Outcomes Assessment Results

Human Resources Outcomes Assessment Results LONG BEACH COMMUNITY COLLEGE DISTRICT LONG BEACH CITY COLLEGE HUMAN RESOURCES DEPARTMENT Program Review Summary Narrative 2009/2010 2011/2012 Outcomes Assessment Results Part I: Review of Past 3 Years

More information

Cost Reduction & Engagement Survey

Cost Reduction & Engagement Survey Survey Highlights Cost Reduction & Engagement Survey 2009 About the Survey In early April, Hewitt Associates surveyed HR executives at 518 U.S.-based companies (representing over $4 trillion in annual

More information

NEW YORK STATE SUCCESSION PLANNING

NEW YORK STATE SUCCESSION PLANNING NEW YORK STATE SUCCESSION PLANNING A Guidebook for Local Officials 2015 Environmental Finance Center Syracuse University PREFACE This guidebook is intended to aid local officials in understanding the

More information

HUMAN RESOURCES DEPARTMENT

HUMAN RESOURCES DEPARTMENT HUMAN RESOURCES DEPARTMENT Administration and Support HUMAN RESOURCES DIRECTOR Human Resources - Personnel Services - Employee and Labor Relations - Risk Management - Training and Development - Equal Employment

More information

Designing a Plan for Phased Retirement

Designing a Plan for Phased Retirement Designing a Plan for Phased Retirement RETIREMENT MANAGEMENT SERVICES, LLC 3/24/2015 Christopher Williamson We ve all thought about it -- some are closer to that day than others. What will retirement feel

More information

Human Resources Department

Human Resources Department Human Resources Department Mission Hire, develop and retain a competent, committed and diverse workforce to provide high quality and cost-effective services to Scottsdale citizens. Cultivate an environment

More information

Human Resources Department 2015 Business Plan

Human Resources Department 2015 Business Plan 1. Division Focus The Department supports both internal and external customers by providing specialized advice and assistance in all facets of people management including recruitment, labour relations,

More information

UNITED STATES OFFICE OF PERSONNEL MANAGEMENT

UNITED STATES OFFICE OF PERSONNEL MANAGEMENT UNITED STATES OFFICE OF PERSONNEL MANAGEMENT STATEMENT OF STEPHEN T. SHIH DEPUTY ASSOCIATE DIRECTOR SENIOR EXECUTIVE SERVICES AND PERFORMANCE MANAGEMENT U.S. OFFICE OF PERSONNEL MANAGEMENT before the SUBCOMMITTEE

More information

Compensation Manual: Non-Represented Pay Practices

Compensation Manual: Non-Represented Pay Practices SEATTLE PUBLIC SCHOOLS Table of Contents 1. Introduction 2. Compensation Philosophy 3. Roles and Responsibilities for Compensation The Classification and Compensation Work Group Executive Director of Talent

More information

Nursing. Nunavut. Recruitment and Retention Strategy 2007 2012 NUNAVUT NURSES BE THE DIFFERENCE

Nursing. Nunavut. Recruitment and Retention Strategy 2007 2012 NUNAVUT NURSES BE THE DIFFERENCE Government of Nunavut Department of Health and Social Services Nunavut Nursing Recruitment and Retention Strategy 2007 2012 NUNAVUT NURSES BE THE DIFFERENCE Nunavut Nursing Recruitment and Retention Strategy

More information

Emerging trends in Human Resources Management

Emerging trends in Human Resources Management Emerging trends in Human Resources Management Robert c. myrtle, dpa Director, executive master of leadership Professor of public administration, and Professor of gerontology Session Outcomes: Discover

More information

Human Resources Practices for Effective Management

Human Resources Practices for Effective Management Human Resources Practices for Effective Management Randolph R. Scott, SPHR Executive Director Policy and Program Design Human Resources & Benefits Office of the President Updates HR&B Restructuring Total

More information

Total Rewards for Employees

Total Rewards for Employees Total Rewards for Employees Xcel Energy provides Total Rewards to employees: Pay for Time Off 9 % Other Cash Compensation 4 % Health and Welfare Benefits 17 % 60 % Base Compensation Retirement Benefits

More information

WHITE PAPER: How to Tackle Industry Challenges?

WHITE PAPER: How to Tackle Industry Challenges? WHITE PAPER: How to Tackle Industry Challenges? Introduction Human Resources (HR) teams came into existence, during the industrial revolution, for the purpose of manpower planning. HR professionals have

More information

Quantifying HR: Basics of HR Analytics Carrie L. Riggle David B Turetsky

Quantifying HR: Basics of HR Analytics Carrie L. Riggle David B Turetsky Quantifying HR: Basics of HR Analytics Carrie L. Riggle David B Turetsky Contact Information David B Turetsky, HCS ADP, LLC. Vice President, Chief Product Officer, ADP DataCloud Cell: +1 (508) 287-3474

More information

Human Resources Forum

Human Resources Forum Human Resources Forum Dwaine Duckett Vice President Human Resources Office of the President November 2010 1 Forum Agenda HR Mission HR Structure HR Strategy HR Q and A 2 UCOP Human Resources Mission To

More information

Public Service Commission

Public Service Commission Public Service Commission Strategic Plan Part A, 2011-2016 Year 5 2015/16 Promoting and modeling excellent human resource practices Message from the Minister It is my pleasure to update the Public Service

More information

Talent Management Keep It Fair and Legal Recruiting for Diversity Dual Career Network Employment of Relatives Leadership Development at UF

Talent Management Keep It Fair and Legal Recruiting for Diversity Dual Career Network Employment of Relatives Leadership Development at UF Talent Management Talent Management Keep It Fair and Legal Recruiting for Diversity Dual Career Network Employment of Relatives Leadership Development at UF Classification and Compensation Workforce Analytics

More information

HUMAN RESOURCES (1140)

HUMAN RESOURCES (1140) HUMAN RESOURCES (1140) Pension Board County Executive Civil Service Commission Department of Human Resources Director's Office HR Partners Employment & Staffing Employee Relations, Training & Diversity

More information

Making the Business Case for HR Investments During Economic Crisis

Making the Business Case for HR Investments During Economic Crisis I D C V E N D O R S P O T L I G H T Making the Business Case for HR Investments During Economic Crisis March 2009 Adapted from Putting Performance at the Hub of the Talent Universe by Lisa Rowan, IDC #214468

More information

HR Outsourcing. Types of HR Services. An Overview of Positives and Risks

HR Outsourcing. Types of HR Services. An Overview of Positives and Risks Outsourcing can be a viable management strategy for many companies. Increasingly, both small and large businesses are choosing to outsource some or all of their human resources (HR) functions to payroll

More information

Effect of the Economic Crisis on HR Programs Update: April 2009

Effect of the Economic Crisis on HR Programs Update: April 2009 At a Glance Cost-cutting plans for the next 12 months have decreased across the board. Organizations are shifting to alternative cost-cutting methods such as reducing hours through mandatory shutdowns

More information

Chula Vista s Path to Financial Recovery, Using the GFOA s 12-Step Process

Chula Vista s Path to Financial Recovery, Using the GFOA s 12-Step Process Chula Vista s Path to Financial Recovery, Using the GFOA s 12-Step Process By Maria Kachadoorian The City of Chula Vista, California, grew by 47 percent (approximately 75,600 people) between 1998 and 2008,

More information

The critical relationship between the CEO and human resources. How to help executives make well-informed decisions about the workforce

The critical relationship between the CEO and human resources. How to help executives make well-informed decisions about the workforce The critical relationship between the CEO and human resources How to help executives make well-informed decisions about the workforce 1 Table of contents Top business challenges for today s CEO 3 What

More information

CERTIFICATIONS IN HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE

CERTIFICATIONS IN HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE CERTIFICATIONS IN HUMAN RESOURCES» HRMP HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE HRMP EXAM CONTENT OUTLINE AT-A-GLANCE HRMP EXAM WEIGHTING BY FUNCTIONAL AREA:» HR as a Business

More information

Program: Human Resources Program Based Budget 2013-2015. Page 41

Program: Human Resources Program Based Budget 2013-2015. Page 41 Program: Human Resources Program Based Budget 2013-2015 Page 41 Program: Human Resources Vision Statement: To be the principal authority for human resources management and a key strategic contributor to

More information

Metropolitan Baltimore Council AFL-CIO Unions CITY CANDIDATE QUESTIONNAIRE -- 2011

Metropolitan Baltimore Council AFL-CIO Unions CITY CANDIDATE QUESTIONNAIRE -- 2011 Metropolitan Baltimore Council AFL-CIO Unions CITY CANDIDATE QUESTIONNAIRE -- 2011 Candidate for: Baltimore City Council, 14 th District Name: Mary Pat Clarke Address: 3911 Cloverhill Road City/Zip: Baltimore,

More information

OLD DOMINION UNIVERSITY PAY PRACTICES ADMINISTRATION FOR AP FACULTY

OLD DOMINION UNIVERSITY PAY PRACTICES ADMINISTRATION FOR AP FACULTY OLD DOMINION UNIVERSITY PAY PRACTICES ADMINISTRATION FOR AP FACULTY INTRODUCTION The purpose of the pay practices for administrative and professional faculty (AP faculty) is to explain the criteria and

More information

Human. Rısk. By Matt Shadrick and Seymour Adler, Ph.D., Aon Consulting Worldwide

Human. Rısk. By Matt Shadrick and Seymour Adler, Ph.D., Aon Consulting Worldwide 10 08 The Magazine of WorldatWork WHY YOU SHOULD BE A Capıtal Human Rısk Manager QUICK LOOK When asked about your HR department s strength today, only 5 percent said strategic HR differentiation. Evaluating

More information

Human Resources 101. Human Resources Series. Agenda - HR s Strategic Role. Module 1: HR s Strategic Role

Human Resources 101. Human Resources Series. Agenda - HR s Strategic Role. Module 1: HR s Strategic Role Human Resources 101 Module 1: HR s Strategic Role University of California San Francisco Human Resources Training Series HR Development & Training Human Resources Series 1. HR s Strategic Role 2. Effective

More information

County of Sonoma Human Resources Department JOB OFFER GUIDELINES

County of Sonoma Human Resources Department JOB OFFER GUIDELINES County of Sonoma Human Resources Department JOB OFFER GUIDELINES I. PURPOSE The Human Resources Department has developed guidelines and example documents to assist departments with the job offer process.

More information

HR Transformation: Progress Made But the Journey Continues. Neil Reichenberg IPMA-HR Executive Director

HR Transformation: Progress Made But the Journey Continues. Neil Reichenberg IPMA-HR Executive Director HR Transformation: Progress Made But the Journey Continues Neil Reichenberg IPMA-HR Executive Director If HR professionals want to keep their jobs and increase their influence, they must focus less on

More information