HUMAN RESOURCES. Management & Employee Services Organizational Development

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1 Management & Employee Services Organizational Development

2 Human Resources Department FY BUDGETED POSITIONS DIRECTOR.90 FTE * Human Resources Business Partner 1 FTE Human Resources Business Partner I FTE Human Resources Analyst 2FTE Benefits Representative.25 FTE ** Human Resources Specialist.90 FTE * Human Resources Assistant.90 FTE * *.10 FTE jimded in Risk Management Fund **.75 FTEfunded in Risk Management Fund 158

3 GENERAL FUND DEPARTMENT ADOPTED FY $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $ Actual Actual Budgeted Estimated Adopted 121 Personnel services [] Materials and services o Transfers By Expenditure Type 159

4 CITY OF BEAVERTON, OREGON I FUND: 001 GENERAL DEPARTMENT HEAD: NANCY BATES MISSION STATEMENT: The Human Resources Department's mission is to provide leadership and strategic services to attract, select, develop and retain a diverse and quality workforce; foster an environment that is safe, respectful and productive; support departments in their efforts to improve work effectiveness and working conditions; and minimize risk to the City through best employment practices, programs, prevention and training. FY FY FY FY FY REQUIREMENTS ACTUAL ACTUAL BUDGETED PROPOSED ADOPTED POSITION PERSONNEL SERVICES $749,460 $771,958 $841,346 $831,517 $831,517 MATERIALS & SERVICES 174, , , , ,755 CAPITAL OUTLAY TRANSFERS 19,530 27,182 32,326 29,860 29,860 TOTAL $943,757 $1,005,571 $1,131,534 $1,117,132 $1,117,132 Services and Trends: The Human Resources Department partners with management and employees to provide services in recruitment and selection activities, employee relations, employment law compliance, classification and compensation, provision and administration of employee benefits, organization development, leadership development, skill-based training for employees, labor negotiations and contract administration. In addition, Human Resources assists the City in managing its [mancial resources by minimizing the effects of risk in the workers compensation, property and general liability areas. Budget Highlights: The Risk Management, Wellness, and Training and Organization Development programs provide support to management to improve employee performance and work-unit effectiveness and efficiency. Risk Management emphasizes employee and supervisor awareness of safety issues and safe work practices. The Wellness program provides information and activities to positively impact employee health and educate employees and their families about making choices that contribute to healthy lifestyles and thereby reduce healthcare utilization and costs. Training and Organization Development efforts focus on group learning, individual skill development, and problem solving that will improve the health, effectiveness, and productive capacity of the City organization. Major areas of emphasis for are: Employee, leader, and team development to maintain and grow the skills, knowledge, and abilities needed to successfully pursue and achieve the goals of the Mayor and City Council. Learning opportunities will continue to be aligned with the Beaverton Competency Process and utilize the Performance Planning, Dialogue and Development (PPDD) system.. Ongoing development of employee skills is critical to maintaining a qualified work force and important to achieving the vision of the organization and community. Employee feedback, the application of knowledge and newly developed skills, and efficiency and service enhancements gained through process improvement, will be the primary mechanisms to measure the impact of these programs. 160

5 FUND: 001 GENERAL CITY OF BEAVERTON, OREGON DEP ARTMENT: 0534 HR MANAGEMENT AND EMPLOYEE SERVICES NANCY BATES Program Goal: To develop, implement and coordinate human resource programs and services to optimize the ability of departments to attract and retain qualified employees and to ensure compliance with all applicable laws, rules and regulations. Human Resource Management and Employee Services include employee relations, employment, Equal Employment Opportunity (EEO), compensation, benefits administration, and labor relations. FY FY FY FY FY REQUIREMENTS ACTUAL ACTUAL BUDGETED PROPOSED ADOPTED POSITION PERSONNEL SERVICES $679,929 $710,429 $755,697 $746,377 $746,377 MATERIALS & SERVICES 94,301 93, , , ,042 CAPITAL OUTLAY TRANSFERS 14,883 19,546 21,898 20;750 20,750 TOTAL $789,113 $823,195 $918,707 $898,169 $898,169 Program Objective (services provided): To provide advice and direction to department heads and supervisors on City policies, organizational structure, succession planning, job design, employee selection, and job specifications which support fair, equitable, and legal efforts to hire, develop, and retain a qualified, diverse workforce. (Council Goal #8: Provide and support a highly qualified and motivated. City workforce.) These activities also help implement several Community Vision Actions such as: Community Vision Action # 3: Promote Our Diversity - Washington County and Beaverton in particular are experiencing a change in the demographic profile of the community Community Vision Action # 15: Create a Welcoming Community - The ability of employees to provide friendly and efficient services helps make people feel welcome as they become involved in the city's activities. To develop and maintain compensation programs and practices designed to attract, motivate, reward and retain a workforce that is focused on producing the highest quality results. (Council Goal #8: Provide and support a highly qualified and motivated City work force.) To process in a timely manner and maintain all employee benefit information and personnel transactions that comply with applicable laws, rules, regulations and labor contracts and ensure accurate and available information for management and employees. (Council Goal #8: Provide and support a highly qualified and motivated City workforce.) To assist in developing and administering City policies, performance management, and labor contracts that enable the organization to achieve its business objectives. Provide coaching and assistance to all employees in order to ensure a work environment which is both respectful and highly productive. (Council Goals #4: Provide responsive, cost-effective service to the community; and #8: Provide and support a highly qualified and motivated City work force.) To partner with Information Systems to streamline procedures and continue developing and refining systems to enhance the efficiency and productivity of HR and employee functions. (Council Goal #4: Provide responsive, cost-effective service to the community.) 161

6 FUND: 001 GENERAL CITY OF BEAVERTON, OREGON 0534 HR MANAGEMENT AND EMPLOYEE SERVICES NANCY BATES Progress on FY Action Plan: Begin the project associated with the Enterprise Content Management or HP Trim. This has been delayed for HR until next budget year. Complete compensation analyses on classification specifications with a goal to improve or replace the salary structure of the organization. The analysis of the class specifications is complete and recommendations will be brought forward during the budget process.. Continue to promote the Beaverton Competency Process to cultivate staff talent to provide excellent leadership and public service. Staff members engaged in the process are creating professional development plans or are actively working to achieve the goals within their plans as a means of enhancing knowledge, skills, and abilities. (Visioning Goal: Responsibly Provide High Quality Public Service) With the number of retirements and restructuring that the organization must do to meet future goals, the HR Department will work with department management to identify the appropriate skills, knowledge and abilities to be able to recruit or promote the right people with the right skills for the right jobs. (Visioning Target Area: Provide Open, Responsible and Coordinated Government Services) Help City of Beaverton managers create a welcoming workforce through meaningful employee recognition and celebration events. After the survey about the recognition events was completed and modifications to the program made, a "Recognition Board" was created and put on the Intra Web, allowing employees to give praise to their fellow employees for accomplishments, random kindnesses, or above-and-beyond contributions. The Board is used widely and frequently by employees and management. Continue HR sustainability efforts through the use of online services, both for recruitment efforts and internal employee services. Requesting candidates apply online allows Staffing to ask consistent questions and process applicants efficiently. Continued system improvements via planned version upgrades and ongoing enhancements to internal employee services such as Employee Self Service, the Training Request system, and the Personnel Action System provides employees and supervisors the ability to access data, contribute to their own educational activities, and document employment events.. Continue to work on the new in-house service award program to lower cost of using an outside vender by approximately 1/3. An internal web site was developed in where employees select the gift they want based on years of service. A local vendor was selected to provide web management and a nice variety of appropriate gifts for the various service levels. The average yearly expense of the service award program with the previous vendor was approximately $12,300. The first year of implementation with the new program brought a 39% reduction while being able to offer fewer but higher quality products. We expect an additional 15% reduction this year, and we will monitor the satisfaction level of this new program with the employees. Additional in the Spring of2014: Provide change management support to help employees understand (1) how the move process will take place to the new City Hall; (2) what to expect in an open office environment; and (3) how to adapt to the changes office relocations bring. Performance Measures FY FY FY FY Actual Projected/Actual BudgetedlRevised Adopted Percent of regular employees retained at the >95% / 99% >95%/99% >95%/100% >95% end of probation: target is > 90% Percent improvement in workforce >2%/1% >3% / 1% >3% /1% >2% diversity: target is > 2% Recruitments conducted: 40 / / 60 65/39 65 Percent of voluntary, non-retirement <5%/2% <5%/2% <5%/2% <5% turnover: target is < 5% 162

7 CITY OF BEAVERTON, OREGON FUND: 001 GENERAL 0534 HR MANAGEMENT AND EMPLOYEE SERVICES NANCY BATES Performance Measures (Continued) FY FY FY Actual Projected/Actual BudgetedlRevised Percent of employees separated from the workforce with less than 3-years tenure: target is <5% <5% / 2% <5%/1% <5% / 1% FY Adopted <5% Number of grievances filed: Number of Grievances dropped or denied FY Action Plan: 3 / 2 3/ Continue to provide the change management support for the new City Hall move. Evaluate safety and security for employees at the new City Hall. Form a new Benefits Committee to evaluate alternative plans to the current Preferred Provider Organization plans with the intent of keeping the cost under the "Cadillac" level associated with the Affordable Care Act and avoiding the potential "luxury tax". Rollout a new compensation model that corrects the problems associated with an out-of-date salary structure. Evaluate and recommend a new tuition reimbursement model. Establish a formal workforce planning process to identify future skill sets needed to execute the vision and strategy of the City. Performance Outcomes and Program Trends: An organization's effectiveness in compensation programs and in employee relations can be measured in the number of qualified employees who continue with the organization long term. The target of 95% or greater of the workforce to remain three years or longer and continue to demonstrate their qualifications is a measure of achieving this objective. The Staffing function supports managers and supervisors in minimizing time spent on the recruiting and hiring process by managing the process from the initial requisition until the employee is hired. Staffmg recommends appropriate avenues of advertising, informs and explains legal issues that may arise during hiring, and maintains an open communication with applicants and managers throughout the process. The staffmg team will continue its efforts to attract veteran, women and minority candidates through specific job fairs and targeted advertising. Recruitment and selection activities were expected to be flat in ; however, there were a significant number of retirements and some involuntary terminations that changed the direction of these activities. The City will proceed ca!ltiously with filling positions and focus on retention and essential and critical recruitrilents. Emphasis on a collaborative approach to resolving labor relations issues is a priority. More than half of the low number of grievances filed over the last three years have been dropped, settled or decided in favor of the City, which is a positive indicator of these efforts. Thirty-seven percent of the employee population of the City of Beaverton is comprised of baby boomers (born between 1946 and 1964) who are now approaching retirement, and 35 percent of those are how eligible for full retirement benefits. That approximates 13% of the employee population. In , there have been six retirements, with an additional three anticipated by the end of the fiscal year. As the City continues to face the loss of institutional memory and tacit knowledge, Human Resources will continue to collaborate with City leaders to capture. tenured workers' knowledge as well as identify the new skills and abilities necessary to execute the vision and business strategy. A workforce-planning process will provide information to determine recruiting, 163

8 FUND: 001 GENERAL CITY OF BEAVERTON, OREGON 0534 HRMANAGEMENT AND EMPLOYEE SERVICES NANCY BATES retention, and succession planning priorities. The City must be able to identify, develop and sustain the workforce skills it needs to successfully accomplish goals. The City continues to work with the unions to maintain good lines of communication and creative problem solving. This is being accomplished through the Labor Management Committees -" members of management and union employees meeting to discuss work processes and working conditions to identify and solve problems -- and union leaders meeting with the Mayor, the Chief of Police, and the HR Director. A measure of success will be the identification and resolution of problems before they escalate to avoid grievances all together. Evidence of the success of the goal will be a reduction in grievances filed and a high percentage of the well-planned meetings conducted during the year. Labor Management Committee meetings are scheduled monthly in Public Works and quarterly in the Library. Other union and City leadership meetings are monthly. The City's volunteer Human Rights Advisory Commission (HRAC) will continue its activities and create more opportunities to increase awareness of human rights issues in the City and promote a community of acceptance, understanding, and inclusion. The budget proposal includes a request for limited funding for the Commission's meetings and their many outreach activities. The Commission is actively inviting speakers to educate citizens and conducting cultural conversations with members of the City's ethnic communities. The HRAC Commissioners make themselves available for City events or to hear human rights complaints or answer questions as they arise. 164

9 FUND: 001 GENERAL CITY OF BEAVERTON, OREGON 0536 HR ORGANIZATION DEVELOPMENT NANCY BATES Program Goal: To improve business performance and effectiveness of work groups, measured by service satisfaction of the work group's internal and external customers. To enhance employee effectiveness and engagement to increase the organization's ability to achieve City Council goals. FY FY FY FY FY REQUIREMENTS ACTUAL ACTUAL BUDGETED PROPOSED ADOPTED POSITION ~ PERSONNEL SERVICES $69,531 $61,529 $85,649 $85,140 $85,140 MATERIALS & SERVICES 80, , , , ,713 CAPITAL OUTLAY TRANSFERS 4,647 7,636 10,428 9,110 9,110 TOTAL $154,644 $182,376 $212,827 $218,963 $218,963 Program Objective (services provided): To work collaboratively with departmental clients to support continuous improvements of structures, systems and processes that deliver desired service quality and efficiency to citizens. (Council Goals #4: Provide responsive, cost-effective service to the community.) To design and develop programs that enhance and improve employees' knowledge, skills and abilities to.perform their jobs effectively and improve the work system of which their job is a part. These programs support Community Vision Action # 75: Workforce Training and Internships and (Council Goals #8: Provide and support a highly qualified and motivated City work force.) Progress on FY Action Plan: Develop a modular approach to leader and employee development rooted in the organization's competencies that can be taken in part or whole to enhance foundational skills vital to leadership and effective communication. Several modular programs have been incorporated into the City 's professional development offerings, providing a means for employees to learn the basics of employment laws, enhance interpersonal relationships through effective communication, resolve problems and conflicts, and develop and balance leadership and management skills. Support the continued integration of the Beaverton Competency Process (BCP) into the culture of the organization through marketing and targeted efforts to assist leaders and employees with creating and taking action on individualized development plans. The Beaverton Competency Process continues to be refined and simplified, using employee feedback, to ensure its usefulness and acceptance as a viable professional development tool. Staff members who are engaged in the process are either creating professional development plans or are actively working to achieve the goals within their plans as a means of enhancing their knowledge, skills, and abilities. Work in collaboration with departmental clients to assess needs, design and deliver relevant learning opportunities; and promote the transfer of knowledge among staff to support department and City goals. The HR business partnerships provide a medium for engaging in collaborative efforts and exchanging information, which help to inform the overall training and organization development strategy. Support departmental clients with their climate assessment action plans, as appropriate. HR has been an active partner with departments pursuing action plans as a result of the last assessment. Take a role in working across City departments to further defme an organization-wide diversity and inclusion program that encompasses a staff training component. Elements of diversity and inclusion are often woven into the City's various training and organizational development efforts. HR will continue to work with other City departments to identify needs in this area.. 165

10 CITY OF BEAVERTON, OREGON FUND: 001 GENERAL 0536 HR ORGANIZATION DEVELOPMENT NANCY BATES FY Action Plan: Performance Measures: FY FY FY Actual Projected/Actual. Budgeted/Revised Learning Event Met Client Expectations >90% >90% >90% % of Training Budget for Tuition Reimbursement 15% / 26% 25% 30%/27% % of Employees Participating in In-House Training >38% >35% / 35% >35%/100% FY Adopted >90% 32% >35% Performance Outcomes and Program Trends: Human Resources is committed to working in partnership with managers and staff to create and maintain functional and efficient systems that contribute to an environment where employees feel valued and are motivated by opportunities for meaningful and satisfying work. This environment promotes employee retention and provides the mechanism for delivering exceptional service to customers. Staff members are the organization's most valuable resource, and how they are developed and managed is critical to the City's success. The City offers training and other development opportunities to staff throughout the year. Technical and non-technical learning opportunities support a citywide system of continuous improvement, innovation, and service. In FY , employees participated in mandatory training to promote awareness and compliance with the City's respectful workplace and substance abuse policies. Through a new partnership with the City's Dispute Resolution Center, employees also had unique opportunities throughout the year to learn and hone their conflict resolution skills. In addition, employees acquired technical skills that allowed them to utilize current, advanced software programs and engaged in modular programs focused on interpersonal communications, development of leadership and management skills, and employment laws. Most learning opportunities are customized for the City and are designed to achieve specific outcomes, which result in strong client satisfaction and skill building that is relevant and immediately transferrable to the workplace. The City will continue to offer learning opportunities in FY that support the priorities of the Mayor and City Council by developing staff in alignment with the goals of the organization. The major work of this program is to develop the leadership skills of both managers and employees; build group problem solving skills; enhance knowledge, skills and abilities of individuals and work groups to perform effectively; and to analyze processes and encourage collaborative efforts. Training will focus on supporting leader and employee development in the five competency areas: Leads/acts with respect and integrity; collaborates with individuals, teams, and other departments; promotes and engages in two-way communication; develops the knowledge, skills, and abilities of self and City staff; and achieves results for the community. Skill development opportunities and Organization Development sessions will focus on such areas as: Communication and human relations skills; customer service; change management and resilience; project management; employment laws; management/leadership training; and performance planning and feedback. Other opportunities are provided for employees to increase their abilities in current positions and for promotional opportunities through the tuition reimbursement program. Tuition reimbursement opportunities are available through each of the labor contracts and to management employees for education and training that are relevant to an employee's career with the City. It continues to be a cost-effective way to encourage employees to increase their skills in classes that are taken on the employee's own time. Managers and staff are encouraged to devote time to developing themselves and others. With a large portion of the City's workforce becoming eligible for retirement, the sharing of institutional knowledge, keeping current on technical training, and cultivating skills to lead the organization in the future are critical. In FY , the City will continue to seek out, provide and facilitate valuable learning opportunities for staff. 166

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