Career Service Authority Recruiting Process Performance Audit

Save this PDF as:
Size: px
Start display at page:

Download "Career Service Authority Recruiting Process Performance Audit"

Transcription

1 Career Service Authority Recruiting Process Performance Audit August 2009 Office of the Auditor Audit Services Division City and County of Denver Dennis J. Gallagher Auditor

2 The Auditor of the City and County of Denver is independently elected by the citizens of Denver. He is responsible for examining and evaluating the operations of City agencies for the purpose of ensuring the proper and efficient use of City resources and providing other audit services and information to City Council, the Mayor and the public to improve all aspects of Denver s government. He also chairs the City s Audit Committee and oversees the City s Comprehensive Annual Financial Report (CAFR) The Audit Committee is chaired by the Auditor and consists of seven members. The Audit Committee assists the Auditor in his oversight responsibilities of the integrity of the City s finances and operations, including the integrity of the City s financial statements. The Audit Committee is structured in a manner that ensures the independent oversight of City operations, thereby enhancing citizen confidence and avoiding any appearance of a conflict of interest. Audit Committee Dennis Gallagher Robert Haddock Charles Husted Timothy O Brien Maurice Goodgaine Jeffrey Hart Bonney Lopez Audit Staff John Carlson, JD, CIA, CICA, Deputy Director Nancy Howe, Internal Audit Supervisor Jacob Claeys, CICA, Lead Internal Auditor Marcus Garrett, CIA, CGAP, Lead Internal Auditor Mary Mutchler, CICA, Senior Internal Auditor Travis Henline, Senior Internal Auditor Emily Gibson, Staff Internal Auditor You can obtain free copies of this report by contacting us at: Office of the Auditor 201 W. Colfax Avenue, Dept. 705 Denver CO, (720) Fax (720) Or view an electronic copy by visiting our website at:

3 City and County of Denver Dennis J. Gallagher Auditor 201 West Colfax Ave., Dept. 705 Denver, Colorado FAX August 20, 2009 Jeff Dolan, Executive Director Career Service Authority City and County of Denver Dear Mr. Dolan: Attached is the Auditor s Office Audit Services Division s report of their audit of the Career Service Authority Recruiting Process for the year ended December 31, The purpose of the audit was to evaluate the operational efficiency and effectiveness of the City s recruiting process and to determine whether internal controls in place were adequate under the circumstances. Audit work identified opportunities for improvement in all four aspects of the recruiting function examined, including strategic planning, the timeliness of the recruiting function, consistency in recruiting practices, and oversight. The weaknesses identified in CSA s recruiting process inhibit the efficiency and effectiveness of the process and limit accountability. If you have any questions, please call Kip Memmott, Director of Audit Services, at Sincerely, Dennis J. Gallagher Auditor DJG/mkm cc: Honorable John Hickenlooper, Mayor Honorable Members of City Council Members of Audit Committee Ms. Kelly Brough, Chief of Staff Mr. Claude Pumilla, Chief Financial Officer Mr. David T. Roberts, Chief Services Officer Mr. David Fine, City Attorney Mr. L.Michael Henry, Staff Director, Board of Ethics Ms. Lauri Dannemiller, City Council Executive Staff Director Ms. Beth Machann, Controller To promote open, accountable, efficient and effective government by performing impartial reviews and other audit services that provide objective and useful information to improve decision making by management and the people. We will monitor and report on recommendations and progress towards their implementation.

4 City and County of Denver Dennis J. Gallagher Auditor 201 West Colfax Ave., Dept. 705 Denver, Colorado , FAX AUDITOR S REPORT We have completed an audit of the Career Service Authority s Recruiting Process for the period January 1, 2008 through December 31, The purpose of the audit was to examine and assess the City s recruiting processes to identify possible inefficiencies and opportunities for improvement. Audit work focused primarily on strategic planning, the timeliness of the recruiting function, consistency in recruiting practices, and adequate oversight as key performance indicators. This performance audit is authorized pursuant to the City and County of Denver Charter, Article V, Part 2, Section 1, General Powers and Duties of Auditor, and was conducted in accordance with generally accepted government auditing standards. Those standards require that we plan and perform the audit to obtain sufficient, appropriate evidence to provide a reasonable basis for our findings and conclusions based on our audit objectives. We believe that the evidence obtained provides a reasonable basis for our findings and conclusions based on our audit objectives. Audit work identified opportunities to improve all four aspects of the recruiting function examined. Specifically: CSA currently lacks both a clear definition of what the merit system seeks to accomplish and a strategic plan that establishes goals and helps the agency adjust to future developments; CSA s recruiting and hiring process appears to take longer than other jurisdictions; CSA personnel are not consistent in how they document or perform their recruiting activities and weak controls such as poor security over tests create situations that potentially threaten fair and open competition for City positions; and Accountability is hampered by the lack of sound performance measures, limited data, and ineffective tools for both evaluating employees performance and reviewing the timeliness and quality of recruiting efforts. We extend our appreciation to the CSA personnel who assisted and cooperated with us during the audit. Audit Services Division Kip Memmott, MA, CGAP, CICA Director of Audit Services To promote open, accountable, efficient and effective government by performing impartial reviews and other audit services that provide objective and useful information to improve decision making by management and the people. We will monitor and report on recommendations and progress towards their implementation.

5 TABLE OF CONTENTS EXECUTIVE SUMMARY 1 Opportunities Exist to Improve the Recruiting Function 1 INTRODUCTION & BACKGROUND 4 Overview of Denver s Career Service Authority 4 Overview of CSA s Recruiting Process 5 CSA Recruiting Uses a Variety of Assessment Methods 8 Equal Employment Opportunity Laws Applicable to the City s Recruiting Process 9 CSA Has Recently Experienced Organizational Change 10 SCOPE 10 OBJECTIVE 10 METHODOLOGY 11 FINDING 12 Opportunities Exist to Improve the Recruiting Function 12 Lack of a Clearly Defined Merit System and a Weak Strategic Plan Hinder CSA s Effectiveness 12 The City s Recruiting and Hiring Process Does Not Produce Timely Results 15 Inconsistencies and Problems Executing CSA s Processes Hinder Objectivity in the City s Recruiting Efforts 17 Accountability Is Hampered by Limited Management Information and Poor Oversight Mechanisms 22 RECOMMENDATIONS 28 APPENDIX A 32 City Positions Not in the Career Service (Charter E) 32 AGENCY RESPONSE 33

6

7 EXECUTIVE SUMMARY Opportunities Exist to Improve the Recruiting Function Audit work identified opportunities to improve all four aspects of the recruiting function examined strategic planning, the timeliness of the recruiting function, consistency in recruiting practices, and oversight. The weaknesses identified in CSA s recruiting process inhibit the efficiency and effectiveness of the process and limit accountability. In summary: CSA currently lacks both a clear definition of what the merit system seeks to accomplish and a strategic plan that establishes goals and helps the agency adjust to future developments; CSA s recruiting and hiring process appears to take longer than other jurisdictions; CSA personnel are not consistent in how they document or perform their recruiting activities, and weak controls such as poor security over tests create situations that potentially threaten fair and open competition for City positions; and Accountability is hampered by the lack of sound performance measures, limited data, and ineffective tools for both evaluating employees performance and reviewing the timeliness and quality of recruiting efforts. Specifically, audit work identified the following areas for improvement. Lack of a Clearly Defined Merit System and a Weak Strategic Plan Hinder CSA s Effectiveness Audit work determined that the components of the City s merit system are not specifically defined. As a result, key stakeholders do not have a consistent understanding of what the merit system should encompass. This lack of clarity has implications for how the recruiting process is carried out. Without a clear understanding and definition of what a merit system means, CSA is limited in its ability to determine whether current recruiting processes reflect merit principles, whether some processes such as testing are even necessary, and whether a merit system is effective or necessary. In addition, audit work found CSA does not have a comprehensive strategic plan. Although CSA does have information typically contained in a strategic plan, it is located in three separate documents. This limits the organization s ability to use the information to plan effectively for the future. The City s Recruiting and Hiring Process Does Not Produce Timely Results A key issue for a recruiting function is whether it succeeds in placing new employees in positions as expeditiously as possible. The most qualified candidates are generally desired by many employers, so as the length of time to hire increases, the opportunity to hire the P a g e 1 Office of the Auditor

8 most qualified decreases. Audit work found that, relative to other jurisdictions, CSA s recruiting process takes longer. A lengthy recruiting and hiring process can negatively affect overall customer satisfaction. There are steps CSA can take to improve the overall efficiency of the process. For example, an audit sample found the average time to fill a position in 2008 was 79.9 days. Compared against two industry standards, the City s process is slower. CSA is primarily a customer service agency with a variety of customers, including hiring agencies, potential job candidates, as well as current City employees. While most agencies reported they are fairly satisfied with the relationship and service they receive from CSA, several agencies also felt the recruiting process is too complicated or overly stringent. Audit work identified several steps that could be taken to shorten the review process to include: Eliminating or compressing steps; Identifying ways to increase efficiency by the hiring agency; and Shortening the process for certain types of positions. Inconsistencies and Problems Executing CSA s Processes Hinder Objectivity in the City s Recruiting Efforts Audit work found CSA lacks policies and procedures to help prevent discrepancies and potential problems in the recruiting process. Detailed examination of the recruiting process showed numerous inconsistencies in how CSA personnel conducted and carried out various steps of the process. In addition, gaps and lapses in some procedures create situations in which fair and open competition for positions is potentially affected. Rule 3 serves as the primary policies and procedures for Recruiting. Audit work showed that while Rule 3 does provide some guidance, it is inadequate on its own because it is broad and vague. Recruiting has no additional written policies and procedures, and the result is incomplete or inconsistent recruiting practices. Specific examples include: Key recruiting steps are not documented by Recruiters; Recruiting does not have procedures for deciding when to eliminate recruiting steps; and Recruiters are inconsistent in utilizing special and preferred qualifications. Additionally, audit work revealed significant weaknesses in the physical security of test books. Auditors conducted an inventory of the test books stored in CSA s test vault and identified three discrepancies. Accountability Is Hampered by Limited Management Information and Poor Oversight Mechanisms Audit work determined CSA has little ability to monitor and report on its performance. It is generally not collecting the kinds of measures needed to accomplish this task effectively. Further, in several instances when it did report information about its performance in order for the Board to make key decisions about the recruiting process, the information was City and County of Denver P a g e 2

9 inaccurate. Likewise, key oversight mechanisms, including performance evaluations of employees and quality control reviews of the agency s work are weak. Specifically, audit work determined there are two ways in which the current performance measurement system limits the ability to assess the efficiency and effectiveness of the recruiting function. First, monitoring and collection of performance information is inconsistent. Second, the performance indicators monitored yield little information about efficiency and effectiveness, and the indicators do not align with best practices. The limited focus on such indicators reduces CSA s and the Board s ability to analyze the efficiency and effectiveness of recruiting activities. For example, the cost of recruiting is unknown. CSA does not know how much time Recruiters spend on each recruitment or the total cost to hire an employee. Weaknesses in current performance measures impede CSA s ability to determine whether the City s resources are being wisely and effectively spent. The limited information also reduces CSA s ability to plan strategically for the future. Furthermore, audit work identified several instances of inaccurate reporting. These involved performance information in various CSA reports and the content of presentations to the CSA Board. Reporting must be accurate in order for key stakeholders to hold Recruiting accountable for its performance. Inaccurate information diminishes the ability of stakeholders to evaluate the overall effectiveness of Recruiting. Additionally, accurate information is necessary to determine whether CSA is adhering to the merit system. Audit work found existing quality controls over the recruiting process are vague and largely undocumented. Recruiting has developed a general reporting structure for quality review of Recruiters work, but no way to monitor whether reviews occur. The lack of a well defined and documented quality control process limits CSA s knowledge of performance, their ability to hold individual personnel accountable, and increases the risk of inaccuracies. CSA was specifically established as an independent agency to limit inappropriate political influence, but because of this independence, the CSA Board should actively provide oversight and hold CSA accountable for carrying out the agency s mission and accomplishing its goals. Action is needed on multiple fronts to strengthen the City s recruiting function. In many respects, these issues are interrelated. P a g e 3 Office of the Auditor

10 INTRODUCTION & BACKGROUND & BACKGROUND Overview of Denver s Career Service Authority The City and County of Denver is one of the largest employers in the Denver metropolitan area. About 68% of the City and County s more than 13,000 employees are part of what is called the Career Service. These employees include general positions such as administrative personnel, laborers, and professionals. 1 Filling these positions with qualified applicants is a sizeable task. In fiscal year 2008, the City and County had 1,769 new hires for positions within the Career Service. The Career Service Authority (CSA) is the primary agency that provides human resource services for Career Service employees. CSA has over 80 authorized positions, including Recruiters, Training Specialists, Classification/Compensation Specialists, and Benefit Specialists. The agency s duties include: Recruiting, examining, and certifying applicants for employment and promotion; Administering the personnel rules that govern appointments, promotions, demotions, transfers, and layoffs; Providing Citywide training; Setting compensation and classification details for City employees; Administering employee benefits; and Managing employee grievances and other employee relations. Established under the City Charter in 1954, CSA's overall mission is to uphold and administer a merit system. Among other things, a merit system allows job applicants to compete for and obtain employment based on their knowledge, skills, and abilities. 2 Merit systems have been utilized by government for decades and were intended to combat the "spoils" system in which government jobs were openly bought and sold. The City Charter establishes CSA as an independent agency that is, an agency removed from the Mayor s direct control. CSA s operations are overseen by a governing board, called the Career Service Authority Board (the Board). The Board is comprised of 1 Examples of positions that are not part of the Career Service include elected officials and uniformed staff of the police and fire departments. Appendix A lists the positions not included in the Career Service. 2 The federal government has a detailed framework for achieving fair and open human resource policies and practices called the Merit System Principles and Prohibited Personnel Practices. The City and County of Denver is not required to abide by these practices. City and County of Denver P a g e 4

11 five members who are appointed by the Mayor and confirmed by City Council for fiveyear staggered terms. The Board s duties include: Overseeing the Career Service Board Personnel Rules (Rules) that govern employment practices within the Career Service. These Rules address hiring, pay, classification, transfers, dispute resolution, promotions, training, and other personnel matters. The Board may revise or rescind proposed Rule changes at any time provided the process is performed in accordance with the rule-making process specified in the Rules; Overseeing CSA, including appointing CSA s Executive Director; and Overseeing the Career Service Hearing Office, and serving as a quasi-judicial body to decide appeals of decisions of the Career Service Hearings Officers. 3 Overview of CSA s Recruiting Process The Recruiting Section (Recruiting) within CSA s Workforce Management Division is responsible for providing recruitment services for Career Service positions. Rule 3 governs the process for recruiting potential employees. Candidate selection is a key component of the recruiting and hiring process and is instrumental in helping to ensure the City hires the most qualified candidates and upholds principles of a merit system. City agencies play an important role in the hiring process; however, CSA will perform some agency functions upon request. The general process to fill open positions is depicted in Figure 1. 4 As the figure shows, CSA is only one of the City agencies involved in the process. In general, CSA s focus is on advertising the position and establishing a list of the most highly qualified candidates. The hiring agency then decides which of these candidates to hire. The process can be separated into three main phases as follows: Planning and Position Announcement. When a hiring agency has a vacancy, it typically contacts the City s Budget and Management Office to verify available funding. If the Budget and Management Office determines funding is available, it completes an approval to fill form and returns it to the hiring agency, which then contacts CSA Recruiting. Then recruiting preparation begins. This preparation includes a CSA Recruiter working with the hiring agency to determine the recruitment strategy, the methodology for testing applicants, and the posting (job announcement) plan. When complete, Recruiting posts the open position to the City website and any other agreed-upon external websites. Applicant Screening. As individuals apply for an open position, Recruiting reviews every application received and creates what is called an eligible list. This list 3 City and County of Denver Career Service Board Personnel Rules, Rule 2-11A: Duties and Organization of the Board, Effective December 23, 2005, (accessed March 20, 2009). 4 The process described here is used for most recruitments, but not all. Other approaches taken by CSA are discussed elsewhere in this report. P a g e 5 Office of the Auditor

12 includes all applicants who meet the position s minimum qualifications. For these applicants, Recruiting administers an assessment that is, a test designed to further determine applicants relative abilities and ranks applicants in order of their scores. Using these scores, Recruiting creates what is called a certified list (also known as a referred list or referral list), which comprises the top 20 ranked candidates. It then transmits this certified list to the agency. Interview and Selection. The hiring agency determines which candidates from the certified list it wishes to interview. CSA Rules require agencies to interview a minimum of three candidates from the certified list. The hiring agency negotiates salary, makes a verbal offer, conducts background checks, and sends an offer letter. CSA may partner with the hiring agency or perform these tasks as well. The CSA Recruiter verifies that the hiring agency complied with City policies, such as interviewing at least three candidates from the certified list. After the selected candidate begins work, the City Controller s Office completes I-9 paperwork. City and County of Denver P a g e 6

13 Figure 1: City Recruiting Process P a g e 7 Office of the Auditor

14 CSA Recruiting Uses a Variety of Assessment Methods CSA Recruiting uses a variety of assessment methods, both in screening applicants qualifications and in developing and administering examinations. When an open position is posted, the position description lists the required minimum qualifications, such as the minimum level of education or relevant experience required. These minimum qualifications are set for each job class by CSA s Classifications Division. Neither Recruiting nor hiring agencies may amend these qualifications under any circumstances. At the same time, agencies may include two additional types of qualifications, as follows: Special qualifications. Rule 3 allows agencies to require additional qualifications beyond the minimum if the skills are necessary to perform the job. For example, an agency seeking to recruit an Administrative Support Assistant may require an additional qualification to be bilingual if, as a regular part of that job s duties, the hired person will be interacting with non-english speakers. CSA refers to these as special qualifications and Recruiters may screen applicants for special qualifications in the same manner they screen for minimum qualifications. Preferred qualifications. These qualifications are not covered in Rule 3 or in any other written CSA policy. They are qualifications that a hiring agency would prefer the ideal candidate to have, but are not necessary to perform the position. For example, the minimum qualifications required for a Senior Accountant are a Bachelor s Degree and two years of accounting experience, but a particular agency may prefer their Senior Accountant have government accounting experience. This could be stated on the job announcement as a preferred qualification. There are no written restrictions regarding when an agency may request preferred qualifications in a recruitment. Additionally, there are no written instructions on how these are to be used in recruiting. CSA administers an examination for every position in the Career Service. These examinations are developed by CSA Recruiters and Test Specialists in consultation with the hiring agency. According to CSA s Test Operations Manual, the following are the most common tests given to Career Service job applicants: Written test questions. These are test booklets typically administered to high volume recruitments or at agency request. Questions originate from the County of San Bernardino, California and are used widely by personnel agencies around the country. Referred to as the Western Region Item Bank, this database contains more than 54,000 test questions covering 375 subject matter categories. Supplemental questions. These are job-specific open-ended questions that are graded using established rating criteria. They are typically part of the job posting, allowing CSA to obtain applicant answers with the application. Generally, this type of exam is developed for professional-level job classifications. City and County of Denver P a g e 8

15 Performance test. These tests simulate an actual job requirement and are typically administered for Equipment Operator and Heavy Equipment Operator candidates. These examinations are expensive to administer and, therefore, tend to be included in a limited number of exam plans. Skills test. CSA also has programs available to conduct skills based testing on computer applications, such as Microsoft Word, Excel and Access. Other test options may be developed between the Test Specialists and hiring agency based on need. Equal Employment Opportunity Laws Applicable to the City s Recruiting Process As an employer, the City must abide by federal Equal Employment Opportunity (EEO) laws. These laws and regulations include: Title VII of the Civil Rights Act of Prohibits discrimination and other unlawful employment practices based on race, color, religion, sex, or national origin; The Americans with Disabilities Act (ADA) - Prohibits discrimination on the basis of disability; The Age Discrimination in Employment Act (ADEA) - Prohibits age discrimination in employment; and The Equal Pay Act (EPA) - Prohibits sex-based wage discrimination as part of the Fair Labor Standards Act. While CSA personnel take many steps to comply with Equal Employment Opportunity Commission (EEOC) regulations, the concept of adverse impact is directly related to issues discussed in this report. Specifically, the EEOC has Uniform Guidelines that incorporate a single set of principles which are designed to assist employers in eliminating employment practices which discriminate on the grounds of race, color, religion, sex, and national origin. These guidelines provide a framework for determining the proper use of tests and other selection procedures. This framework particularly addresses adverse impact which is defined as a substantially different rate of selection in hiring, promotion, or other employment decision which works to the disadvantage of members of a race, sex, or ethnic group. 5 5 Equal Employment Opportunity Commission (EEOC), Uniform Guidelines on Employee Selection Procedures (1978), 43 FR (August 25, 1978), 29 CFR Part 1607, Section 16B, (accessed April 7, 2009). P a g e 9 Office of the Auditor

16 CSA Has Recently Experienced Organizational Change A new Executive Director joined CSA at the end of 2007 and initiated an extensive reorganization beginning in This greatly impacted the Recruiting Section as well as CSA s other divisions. Recruiters responsibilities were expanded and most Recruiting support staff was eliminated. Further, CSA hired a new Recruiting Supervisor in mid A customer service survey completed as part of audit work indicated that since these major changes have taken place, agencies have seen improvement. This audit seeks to identify areas for additional improvement and add to the progress already made by CSA leadership. In 2006, CSA Recruiting began phasing in NEOGOV, an online recruiting management system. Recruiters now use NEOGOV to recruit for all agencies in the City. In 2008, CSA launched NEOGOV Online Hiring Center, an additional software package that allows the hiring agencies to utilize NEOGOV in their part of the recruiting process. SCOPE The scope of the audit was to examine CSA s recruiting processes and practices. Consequently, it focused primarily on the Recruiting Section within CSA's Workforce Management Division. Audit work also included evaluating the CSA Board and the duration of City agencies portion of the hiring process. The audit period extended from January 1, 2008 through December 31, OBJECTIVE Our objective was to assess the following aspects of the CSA recruiting process: Does Recruiting have clearly articulated goals and a suitable plan for accomplishing them? Is the process producing timely results in terms of screening applicants and filling open positions? Are components of the process consistently implemented, so that the process is objective and fair? Does management have accurate, useful, and timely information that can be used to monitor and improve the process, as well as effective controls for ensuring accountability? City and County of Denver P a g e 10

17 METHODOLOGY Evidence gathering and analysis techniques used to meet audit objectives included, but were not limited to: Interviewing CSA personnel and personnel with human resources responsibilities at other City agencies; Attending a NEOGOV training course; Attending CSA Board meetings; Documenting relevant CSA policies and practices; Analyzing the City Charter, the Denver Revised Municipal Code, CSA Rules, and federal requirements related to recruiting and hiring; Tracking new job postings for 45 days including both business days and nonworking days; Reviewing job postings, position qualifications, job testing, pre-employment screenings, and CSA employee documentation practices; Benchmarking against other municipalities regarding their recruiting and hiring practices; 6 Attending applicant examinations conducted by CSA; Testing various recruitment-related practices; Collecting and analyzing NEOGOV data; and Evaluating NEOGOV usage and capabilities. 6 Auditors selected the following benchmark jurisdictions due to the similarity of their population and total staff size to Denver s: Long Beach, CA; Portland, OR; Fulton County, GA; and Oklahoma City, OK. Some of these jurisdictions also utilize NEOGOV. P a g e 11 Office of the Auditor

18 FINDING Opportunities Exist to Improve the Recruiting Function Audit work identified opportunities to improve all four aspects of the recruiting function examined planning, timeliness, consistency, and oversight. The weaknesses identified in CSA s recruiting process inhibit the efficiency and effectiveness of the process and limit accountability. In summary: CSA currently lacks both a clear definition of what the merit system seeks to accomplish and a strategic plan that establishes goals and helps the agency adjust to future developments; CSA s recruiting and hiring process appears to take longer than other jurisdictions, and CSA s ability to monitor its performance is limited by gaps and inconsistencies in the data it collects; CSA personnel are not consistent in how they document or perform their recruiting activities, and weak controls such as poor security over tests create situations that potentially threaten fair and open competition for City positions; and Accountability is hampered by the lack of sound performance measures, limited data, and ineffective tools for both evaluating employees performance and reviewing the timeliness and quality of recruiting efforts. Lack of a Clearly Defined Merit System and a Weak Strategic Plan Hinder CSA s Effectiveness Audit work determined that the components of the City s merit system are not specifically defined. As a result, key stakeholders do not have a consistent understanding of what the merit system should encompass. This lack of clarity has implications for how the recruiting process is carried out. In addition, the absence of a comprehensive strategic plan limits CSA s ability to adjust to future developments. CSA Has Not Clearly Defined the Components of a Merit System Although the principles of the merit system are the foundation of CSA's existence, CSA does not have a specific definition for the City s merit system or a consistent view of what its components should be. This results in differing interpretations of the merit system throughout the City. As part of audit work, auditors asked 16 key personnel to define the merit system, including three in CSA management, all five Board members, and eight Human Resource (HR) representatives from various City agencies. No more than 50% of the respondents gave the same general definition and two did not recognize the term merit system. Table 1 summarizes the interviewees responses. City and County of Denver P a g e 12

19 Table 1: Merit System Definitions Provided by Survey Respondents Merit System means: No. of Responses % of Responses* Fair and Competitive Hiring % Testing or Ranking to Hire Based on Skills % Pay for Performance or Fair Pay % Consistent/Fair Rules and Employee Treatment % Opposite of Spoils or Political Patronage % Don t Know % *Auditors obtained 16 responses. Multiple answers were accepted so totals do not equal 100%. This lack of clear and consistent focus has implications for how the system is administered and what it accomplishes. For example: Recruiting personnel reported the merit system is the reason testing is required of all candidates. However, developing and administering a test adds time and costs to the recruiting process and is not necessarily needed to conform to merit system principles. Audit work found three of the four benchmarking cities reported adherence to the merit system, and none of these cities require all candidates be tested as part of their recruiting process. In January 2009, the Board approved reducing the minimum amount of time a job announcement can be posted from five to two business days. This might jeopardize the merit principle of fair and open competition. For example, the federal government recommends a minimum posting of five days. Additionally, two of the four benchmark jurisdictions require posting a job announcement for a minimum of five business days, and one requires a minimum posting of 7 business days. 7 Without a clear understanding and definition of what a merit system means, CSA is limited in its ability to determine whether current recruiting processes reflect merit principles, whether some processes such as testing are even necessary, and whether a merit system is effective or necessary. 7 The fourth city requires a minimum posting of 3 days, but typically posts job opportunities for two weeks. P a g e 13 Office of the Auditor

20 Lack of a Comprehensive Strategic Plan Limits CSA s Ability to Adjust for Future City Demands Audit work found CSA does not have a comprehensive strategic plan. Although CSA does have information typically contained in a strategic plan, it is located in three separate documents. This limits the organization s ability to use the information to plan effectively for the future. A study conducted by the International Public Management Association for Human Resources (IPMA-HR) indicates the absence of a strategic plan reduces a human resource organization s ability to function effectively. The study states, "The failure to have a strategic plan in place suggests that the organization approaches HR management in a fragmented and reactive fashion that, by its very nature, is less effective and more costly than working within a thoughtful design." 8 The study recognizes that developing a strategic plan requires commitment from agency management. According to the study, "If organization leadership does not recognize value in HR, strategic planning may not be a visible priority, and thus, not required or mandated by leadership. Strategic planning requires that HR have the staff, time and energy needed to complete a planning process regardless of how simple or broad the resulting plan." 9 Without a comprehensive strategic plan, CSA is in a less advantageous position to incorporate new ideas or strategies into the City s HR efforts. One strategy currently utilized by the City is branding. Branding, a fairly new concept in the public sector, has been used by private-sector companies as a way to sell products. According to the IPMA-HR, Branding is strategic and often depends on consistency in messaging, communications and standards. This same concept can be applied to public sector organizations seeking to establish themselves as more than just an entity tasked with basic service delivery. Public sector organizations are beginning to recognize the importance of reputation or how the organization is seen through the eyes of a potential employee. Branding is about taking charge of that reputation, defining the benefits of working in a public sector environment and marketing these factors to potential employees. 10 A review of CSA s branding strategy revealed materials to include: Recruiting banners used at job fairs identifying the City logo; Pamphlets on training, organizational development, and job opportunities; Brochures promoting the City and County of Denver as a great place to work; and Full-page color print outs used for executive recruitments. 8 EquaTerra, Recruiting and Staffing in the Public Sector: Results from the IPMA-HR Research Series, International Public Management Association for Human Resources, (accessed June 3, 2009). 9 Ibid. 10 Ibid. City and County of Denver P a g e 14

911 Data Center Operations Performance Audit

911 Data Center Operations Performance Audit 911 Data Center Operations Performance Audit June 2010 Office of the Auditor Audit Services Division City and County of Denver Dennis J. Gallagher Auditor The Auditor of the City and County of Denver is

More information

PeopleSoft IT General Controls

PeopleSoft IT General Controls PeopleSoft IT General Controls Performance Audit December 2009 Office of the Auditor Audit Services Division City and County of Denver Dennis J. Gallagher Auditor The Auditor of the City and County of

More information

Fixed Assets Management Performance Audit

Fixed Assets Management Performance Audit Fixed Assets Management Performance Audit May 2010 Office of the Auditor Audit Services Division City and County of Denver Dennis J. Gallagher Auditor The Auditor of the City and County of Denver is independently

More information

Assessor s Office Performance Audit

Assessor s Office Performance Audit Assessor s Office Performance Audit June 2012 Office of the Auditor Audit Services Division City and County of Denver Dennis J. Gallagher Auditor The Auditor of the City and County of Denver is independently

More information

Denver 311 Follow up Report

Denver 311 Follow up Report Denver 311 Follow up Report December 2014 Office of the Auditor Audit Services Division City and County of Denver Dennis J. Gallagher Auditor The Auditor of the City and County of Denver is independently

More information

Citywide Social Media Usage Follow-up Report

Citywide Social Media Usage Follow-up Report Citywide Social Media Usage Follow-up Report May 2015 Office of the Auditor Audit Services Division City and County of Denver Dennis J. Gallagher Auditor The Auditor of the City and County of Denver is

More information

City Attorney s Office: Litigation and Claims Management Follow-up Report

City Attorney s Office: Litigation and Claims Management Follow-up Report City Attorney s Office: Litigation and Claims Management Follow-up Report April 2015 Office of the Auditor Audit Services Division City and County of Denver Dennis J. Gallagher Auditor The Auditor of the

More information

The Department of General Services Contract Administration Follow up Report

The Department of General Services Contract Administration Follow up Report The Department of General Services Contract Administration Follow up Report June 2015 Office of the Auditor Audit Services Division City and County of Denver Dennis J. Gallagher Auditor The Auditor of

More information

Network Security Management Phases 1 and 2 Follow up Report

Network Security Management Phases 1 and 2 Follow up Report Network Security Management Phases 1 and 2 Follow up Report March 2015 Office of the Auditor Audit Services Division City and County of Denver Dennis J. Gallagher Auditor The Auditor of the City and County

More information

Citywide Identity Management Follow up Report

Citywide Identity Management Follow up Report Citywide Identity Management Follow up Report July 2015 Office of the Auditor Audit Services Division City and County of Denver Dennis J. Gallagher Auditor The Auditor of the City and County of Denver

More information

Citywide Records Management Performance Audit

Citywide Records Management Performance Audit Citywide Records Management Performance Audit August 2009 Office of the Auditor Audit Services Division City and County of Denver Dennis J. Gallagher Auditor The Auditor of the City and County of Denver

More information

DIA Network Security Management Follow up Report

DIA Network Security Management Follow up Report DIA Network Security Management Follow up Report March 2015 Office of the Auditor Audit Services Division City and County of Denver Dennis J. Gallagher Auditor The Auditor of the City and County of Denver

More information

MS 620 Direct Hire Merit Selection and Promotion

MS 620 Direct Hire Merit Selection and Promotion MS 620 Direct Hire Merit Selection and Promotion Effective Date: January 7, 2013 Responsible Office: Human Resource Management Supersedes: 2/2/11; 07/05/95; MS 620-1/9/84, 11/22/76 MS261-8/4/87 Related

More information

Workers Compensation Program Performance Audit

Workers Compensation Program Performance Audit Workers Compensation Program Performance Audit February 2012 Office of the Auditor Audit Services Division City and County of Denver Dennis J. Gallagher Auditor The Auditor of the City and County of Denver

More information

Application of EEO Record-Keeping and Affirmative Action Requirements to Temporary Employees

Application of EEO Record-Keeping and Affirmative Action Requirements to Temporary Employees June 17, 2013 By Stephen C. Dwyer General Counsel 703-253-2037 sdwyer@americanstaffing.net Valerie J. Hoffman Partner, Seyfarth Shaw LLP 312-460-5870 vhoffman@seyfarth.com Application of EEO Affirmative

More information

GUIDE to the BASIC EEO Requirements Under Executive Order 11246 for SMALL BUSINESSES WITH FEDERAL CONTRACTS

GUIDE to the BASIC EEO Requirements Under Executive Order 11246 for SMALL BUSINESSES WITH FEDERAL CONTRACTS TABLE OF CONTENTS INTRODUCTION I. BASIC EEO REQUIREMENTS UNDER EXECUTIVE ORDER 11246 WHAT IS OFCCP? HOW DO I KNOW IF I AM A FEDERAL CONTRACTOR OR SUBCONTRACTOR SUBJECT TO EXECUTIVE ORDER 11246? WHAT ARE

More information

DIA Information Security Management Performance Audit

DIA Information Security Management Performance Audit DIA Information Security Management Performance Audit November 2010 Office of the Auditor Audit Services Division City and County of Denver Dennis J. Gallagher Auditor The Auditor of the City and County

More information

Guide to the Basic EEO Requirements under Executive Order 11246 for Small Businesses with Federal Contracts

Guide to the Basic EEO Requirements under Executive Order 11246 for Small Businesses with Federal Contracts under Executive Order 11246 for INTRODUCTION TABLE OF CONTENTS I. BASIC EEO REQUIREMENTS UNDER EXECUTIVE ORDER 11246 WHAT IS OFCCP? HOW DO I KNOW IF I AM A FEDERAL CONTRACTOR OR SUBCONTRACTOR SUBJECT TO

More information

HUMAN RESOURCES ANALYST, GENERALIST, Req. #:PS100516 (Location: San Rafael, CA)

HUMAN RESOURCES ANALYST, GENERALIST, Req. #:PS100516 (Location: San Rafael, CA) POSITION: CLASS CODE: HUMAN RESOURCES ANALYST, GENERALIST, Req. #:PS100516 (Location: San Rafael, CA) 91148/Exempt SALARY RANGE: $62, 653.50- $ 75,699.00 annually, plus excellent benefits (37.5 hour workweek)

More information

THE STATE'S CIVIL SERVICE SELECTION PROCESS SECTION 1200 TABLE OF CONTENTS

THE STATE'S CIVIL SERVICE SELECTION PROCESS SECTION 1200 TABLE OF CONTENTS California State Personnel Board Merit Selection Manual: Policy and Practices THE STATE'S CIVIL SERVICE SELECTION PROCESS SECTION 1200 TABLE OF CONTENTS PURPOSE... 1200.1 AUTHORITY... 1200.1 POLICY SUMMARY...

More information

FOLLOW-UP REPORT Change Management Practices

FOLLOW-UP REPORT Change Management Practices FOLLOW-UP REPORT Change Management Practices May 2016 Office of the Auditor Audit Services Division City and County of Denver Timothy M. O Brien, CPA The Auditor of the City and County of Denver is independently

More information

Human Resources Process. From: Town Government Study Committee. Date: September 8, 2015. 1 - Executive Summary

Human Resources Process. From: Town Government Study Committee. Date: September 8, 2015. 1 - Executive Summary FINAL MEMORANDUM Re: Human Resources Process From: Town Government Study Committee Date: September 8, 2015 1 - Executive Summary The Town Government Study Committee ( TGSC ) recommends clarification of

More information

NON-DISCRIMINATION POLICY

NON-DISCRIMINATION POLICY Fallbrook Public Utility District Personnel Regulations FALLBROOK PUBLIC UTILITY DISTRICT NON-DISCRIMINATION POLICY Board Approved Effective Date 2/95 Board Approved Revision Date 1/98 11/99 7/01 10/04

More information

City Attorney s Office: Litigation and Claims Management Performance Audit

City Attorney s Office: Litigation and Claims Management Performance Audit City Attorney s Office: Litigation and Claims Management Performance Audit June 2013 Office of the Auditor Audit Services Division City and County of Denver Dennis J. Gallagher Auditor The Auditor of the

More information

Police Records Management System IT General Controls Follow up Report

Police Records Management System IT General Controls Follow up Report Police Records Management System IT General Controls Follow up Report March 2015 Office of the Auditor Audit Services Division City and County of Denver Dennis J. Gallagher Auditor The Auditor of the City

More information

ACCOUNT CODE: 8000-000-6000 SUPERVISOR:

ACCOUNT CODE: 8000-000-6000 SUPERVISOR: Shoshone-Paiute Tribes, P.O. Box 219, Owyhee, Nevada 89832, PH: (208) 759-3100, Fax: (888) 476-7269 E-Mail Address: hr@shopai.org, Website: www.shopaitribes.org JOB ANNOUNCEMENT POSITION: Human Resources

More information

DISTINGUISHING CHARACTERISTICS SUPERVISION RECEIVED & EXERCISED

DISTINGUISHING CHARACTERISTICS SUPERVISION RECEIVED & EXERCISED EMPLOYMENT OPPORTUNITY Human Resources Analyst/Senior Human Resources Analyst An Equal Opportunity Employer SALARY: See Position Description OPENING DATE: 12/01/15 CLOSING DATE: 12/15/15 04:00 PM DESCRIPTION

More information

RECRUITMENT, SELECTION and EMPLOYMENT PROCESS

RECRUITMENT, SELECTION and EMPLOYMENT PROCESS RECRUITMENT, SELECTION and EMPLOYMENT PROCESS PURPOSE: POLICY: To facilitate and enable the University to recruit for and select the most qualified candidate for positions within the University. To ensure

More information

Hiring Staff @ Brown. A Guide to the Staff Hiring Process and Best Practices

Hiring Staff @ Brown. A Guide to the Staff Hiring Process and Best Practices Hiring Staff @ Brown A Guide to the Staff Hiring Process and Best Practices Introduction Purpose University Human Resources (UHR) partners with hiring departments across campus to recruit and hire a diverse

More information

DIA Network Device Security Management Performance Audit

DIA Network Device Security Management Performance Audit DIA Network Device Security Management Performance Audit June 2014 Audit Services Division City and County of Denver Dennis J. Gallagher Auditor The Auditor of the City and County of Denver is independently

More information

University of Cincinnati. Business/Fiscal Pay Program Policies and Procedures Manual

University of Cincinnati. Business/Fiscal Pay Program Policies and Procedures Manual University of Cincinnati Business/Fiscal Pay Program Policies and Procedures Manual Contents CONTENTS... 1 OVERVIEW... 2 BUSINESS/FISCAL SKILL LEVEL OVERVIEW... 2 WHAT ARE SKILL LEVELS?... 2 SKILL LEVEL

More information

HIRING & COMPENSATION. An approach for supervisors

HIRING & COMPENSATION. An approach for supervisors HIRING & COMPENSATION An approach for supervisors 1 Employment & Recruiting Services (ERS) is available to help you with your recruiting needs More than 3,900 employees help make Caltech a worldwide center

More information

DoDEA Personnel Center HR Competency Definitions

DoDEA Personnel Center HR Competency Definitions DoDEA Personnel Center HR Competency Definitions ATTACHMENT 10 Business Management Competencies Business Process Reengineering Applies business process reengineering principles and techniques to reengineer

More information

Human Resources Department Recruitment Process

Human Resources Department Recruitment Process Human Resources Department Recruitment Process for Executive, Non Civil Service & Labor Hires Quality of Life Committee Meeting March 24, 2008 1 Table of Content Strategic Planning Workforce Model pages

More information

THE HUDSON COUNTY IMPROVEMENT AUTHORITY AFFIRMATIVE ACTION COMPLIANCE/MANDATORY EEO LANGUAGE N.J.S.A.

THE HUDSON COUNTY IMPROVEMENT AUTHORITY AFFIRMATIVE ACTION COMPLIANCE/MANDATORY EEO LANGUAGE N.J.S.A. APPENDIX E-13 THE HUDSON COUNTY IMPROVEMENT AUTHORITY AFFIRMATIVE ACTION COMPLIANCE/MANDATORY EEO LANGUAGE N.J.S.A. 10:5-31 et seq. (P.L. 1975, C. 127) N.J.A.C. 17:27 CONSTRUCTION CONTRACTS This form is

More information

U.S. Department of Labor Code of Federal Regulations Equal Employment Opportunity In Apprenticeship and Training. Title 29 - Part 30

U.S. Department of Labor Code of Federal Regulations Equal Employment Opportunity In Apprenticeship and Training. Title 29 - Part 30 U.S. Department of Labor Code of Federal Regulations Equal Employment Opportunity In Apprenticeship and Training Title 29 - Part 30 APPRENTICESHIP SECTION SPECIALITY COMPLIANCE SERVICES DIVISION DEPARTMENT

More information

CLASS TITLE: EQUAL EMPLOYMENT OPPORTUNITY SPECIALIST 1

CLASS TITLE: EQUAL EMPLOYMENT OPPORTUNITY SPECIALIST 1 OCCUPATIONAL GROUP: Human Resources CLASS FAMILY: Agency Human Resources CLASS FAMILY DESCRIPTION: These positions are located in State Agencies and provide leadership roles in the management and implementation

More information

ADMINISTRATIVE INSTRUCTION

ADMINISTRATIVE INSTRUCTION Director of Administration and Management ADMINISTRATIVE INSTRUCTION SUBJECT: Equal Employment Opportunity (EEO) and Diversity Programs References: See Enclosure 1 NUMBER 31 August 19, 2013 EEOD, WHS 1.

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

STRATEGIC PLAN 2013 2018

STRATEGIC PLAN 2013 2018 STRATEGIC PLAN 2013 2018 September 2013 STATE PERSONNEL BOARD STRATEGIC PLAN 2013-2018 HIRING (SPB, CALHR, DEPTS) RESOLUTION/ DECISIONS (SPB) DEMYSTIFY PERFORMANCE MANAGEMENT Performance, Communication,

More information

Policies and Procedures Manual

Policies and Procedures Manual University of Cincinnati Division of Administration and Finance Policies and Procedures Manual Broadband Program For Project Management Architects Planners Engineers Project Managers Directors Contents

More information

Office of Inspector General

Office of Inspector General Department of Veterans Affairs Office of Inspector General Administrative Investigation Improper Academic Degree Funding, Improper Detail and Failure to Cooperate with an OIG Investigation, OI&T VA Central

More information

Auditor General s Office. Governance and Management of City Computer Software Needs Improvement

Auditor General s Office. Governance and Management of City Computer Software Needs Improvement Auditor General s Office Governance and Management of City Computer Software Needs Improvement Transmittal Report Audit Report Management s Response Jeffrey Griffiths, C.A., C.F.E Auditor General, City

More information

Denver International Airport Planning and Development Division Performance Audit

Denver International Airport Planning and Development Division Performance Audit Denver International Airport Planning and Development Division Performance Audit June 2013 Office of the Auditor Audit Services Division City and County of Denver Dennis J. Gallagher Auditor The Auditor

More information

Human Resources: Recruitment/Selection

Human Resources: Recruitment/Selection Accountability Modules MANAGEMENT OBJECTIVE Return to Table of Contents BACKGROUND DEFINITIONS Human Resources: Recruitment/Selection Ensure that recruitment and selection processes effectively match applicant

More information

OFFICE OF THE AUDITOR

OFFICE OF THE AUDITOR OFFICE OF THE AUDITOR TIME ACCOUNTING SYSTEMS AND PRACTICES PERFORMANCE AUDIT APRIL 2008 Dennis J. Gallagher Auditor Dennis J. Gallagher Auditor City and County of Denver 201 West Colfax Ave., Dept. 705

More information

Internal Audit. Audit of HRIS: A Human Resources Management Enabler

Internal Audit. Audit of HRIS: A Human Resources Management Enabler Internal Audit Audit of HRIS: A Human Resources Management Enabler November 2010 Table of Contents EXECUTIVE SUMMARY... 5 1. INTRODUCTION... 8 1.1 BACKGROUND... 8 1.2 OBJECTIVES... 9 1.3 SCOPE... 9 1.4

More information

Denver International Airport Airport Legal Services Section Performance Audit

Denver International Airport Airport Legal Services Section Performance Audit Denver International Airport Airport Legal Services Section Performance Audit July 2014 Audit Services Division City and County of Denver Dennis J. Gallagher Auditor The Auditor of the City and County

More information

A Leon County Employment Application is required in all cases. A separate application must be made for each position applied for.

A Leon County Employment Application is required in all cases. A separate application must be made for each position applied for. SECTION III RECRUITMENT, SELECTION and APPOINTMENT 3.01 Recruitment A. The County is an Equal Employment Opportunity Employer. B. Applicants are recruited on the basis of job requirements. The County recognizes

More information

COLORADO DEPARTMENT PERFORMANCE MANAGEMENT PROGRAM IMPLEMENTATION PLAN STATE OF COLORADO PERFORMANCE MANAGEMENT SYSTEM OF TRANSPORTATION JANUARY 2016

COLORADO DEPARTMENT PERFORMANCE MANAGEMENT PROGRAM IMPLEMENTATION PLAN STATE OF COLORADO PERFORMANCE MANAGEMENT SYSTEM OF TRANSPORTATION JANUARY 2016 STATE OF COLORADO PERFORMANCE MANAGEMENT SYSTEM COLORADO DEPARTMENT OF TRANSPORTATION PERFORMANCE MANAGEMENT PROGRAM IMPLEMENTATION PLAN JANUARY 2016 Approved by Department of Personnel and Administration

More information

Core Monitoring Guide

Core Monitoring Guide Core Monitoring Guide April 2005 eta UNITED STATES DEPARTMENT OF LABOR EMPLOYMENT AND TRAINING ADMINISTRATION Core Monitoring Guide April 2005 United States Department of Labor Employment and Training

More information

HUD Hired Employees in Accordance With Office of Personnel Management Guidelines for Streamlining the Federal Hiring Process HIGHLIGHTS

HUD Hired Employees in Accordance With Office of Personnel Management Guidelines for Streamlining the Federal Hiring Process HIGHLIGHTS Issue Date January 25, 2011 Audit Report Number 2011-PH-0001 TO: FROM: SUBJECT: Janie Payne, General Deputy Assistant Secretary/Chief Human Capital Officer, A //signed// John P. Buck, Regional Inspector

More information

Iowa Vocational Rehabilitation Services. Performance Report

Iowa Vocational Rehabilitation Services. Performance Report Iowa Vocational Rehabilitation Services Performance Report Performance Results for State Fiscal Year 2011 Guide for Agency Performance Reporting Page 1 Table of Contents Introduction Agency Overview Results

More information

Office of Inspector General Evaluation of the Consumer Financial Protection Bureau s Consumer Response Unit

Office of Inspector General Evaluation of the Consumer Financial Protection Bureau s Consumer Response Unit Office of Inspector General Evaluation of the Consumer Financial Protection Bureau s Consumer Response Unit Consumer Financial Protection Bureau September 2012 September 28, 2012 MEMORANDUM TO: FROM: SUBJECT:

More information

College Human Resources Manager Bakersfield College~Cerro Coso College~Porterville College Kern Community College District JOB DESCRIPTION

College Human Resources Manager Bakersfield College~Cerro Coso College~Porterville College Kern Community College District JOB DESCRIPTION College Human Resources Manager Bakersfield College~Cerro Coso College~Porterville College Kern Community College District JOB DESCRIPTION Definition Under the direction of the Vice Chancellor, Human Resources,

More information

YOUR NAME. Human Resources Director, YOUR County

YOUR NAME. Human Resources Director, YOUR County Human Resources and Employment Law YOUR NAME Human Resources Director, YOUR County 1 5 Things You Need to Know About Personnel and Employment Law 1. General human resources 2. Policies and procedures 3.

More information

September 2005 Report No. 06-009

September 2005 Report No. 06-009 An Audit Report on The Health and Human Services Commission s Consolidation of Administrative Support Functions Report No. 06-009 John Keel, CPA State Auditor An Audit Report on The Health and Human Services

More information

OFFICE OF THE AUDITOR

OFFICE OF THE AUDITOR OFFICE OF THE AUDITOR CAREER SERVICE AUTHORITY AND PUBLIC WORKS PARKING MANAGEMENT EMPLOYEES VOLUNTARY SALARY REDIRECTION PLAN FOR TRANSPORTATION BENEFITS QUALIFIED PARKING PROGRAM UNIT FEBRUARY 2005 Dennis

More information

PERSONNEL RECORDS. Unit: Subject: Sarbanes-Oxley Act Review - Human Resources and Payroll Title: Risk and Control Identification Year end: OBJECTIVE

PERSONNEL RECORDS. Unit: Subject: Sarbanes-Oxley Act Review - Human Resources and Payroll Title: Risk and Control Identification Year end: OBJECTIVE Unit: Subject: Sarbanes-Oxley Act Review - Human Resources and Payroll Title: Risk and Control Identification Year end: POTENTIAL PERSONNEL RECORDS Personnel files contain accurate, valid and complete

More information

Director. Employee/Employer Relations Workers Compensation Recruitment Classifications & Compensation Youth Job Training

Director. Employee/Employer Relations Workers Compensation Recruitment Classifications & Compensation Youth Job Training Director Benefits Safety Administrative Program Training/Development Employee/Employer Relations Workers Compensation Recruitment Classifications & Compensation Youth Job Training Description of the Service

More information

OFFICE OF THE AUDITOR

OFFICE OF THE AUDITOR OFFICE OF THE AUDITOR DEPARTMENT OF AVIATION INTERNAL CONTROL REVIEW AND CONTRACT COMPLIANCE AUDIT NOVEMBER 2007 Dennis J. Gallagher Auditor Dennis J. Gallagher Auditor Mr. Turner West, Manager Department

More information

Human Resources Compliance Audit and Personnel Policy Review

Human Resources Compliance Audit and Personnel Policy Review Human Resources Compliance Audit and Personnel Policy Review CITY OF HOLYOKE, MASSACHUSETTS EDWARD J. COLLINS, JR. CENTER FOR PUBLIC MANAGEMENT APRIL 2014 Table of Contents INTRODUCTION... 3 SCOPE, OBJECTIVES,

More information

June 2008 Report No. 08-038. An Audit Report on The Department of Information Resources and the Consolidation of the State s Data Centers

June 2008 Report No. 08-038. An Audit Report on The Department of Information Resources and the Consolidation of the State s Data Centers John Keel, CPA State Auditor An Audit Report on The Department of Information Resources and the Consolidation of the State s Data Centers Report No. 08-038 An Audit Report on The Department of Information

More information

CHAPTER 3. FILLING A POSITION THROUGH MERIT STAFFING PROCEDURES

CHAPTER 3. FILLING A POSITION THROUGH MERIT STAFFING PROCEDURES Merit Staffing Policy 335.1 CHAPTER 3. FILLING A POSITION THROUGH MERIT STAFFING PROCEDURES 3-1 Position Management and Classification Considerations When a position is to be vacated, managers have the

More information

--Identifies recruitment sources and assists with development of recruiting strategies, including liaison with applicant sources.

--Identifies recruitment sources and assists with development of recruiting strategies, including liaison with applicant sources. H83300, page 1 Nothing in this job description restricts management's right to assign or reassign duties and responsibilities to this job at any time. DUTIES This is a non-career, term job with the Metropolitan

More information

GOVERNANCE AND MANAGEMENT OF CITY COMPUTER SOFTWARE NEEDS IMPROVEMENT. January 7, 2011

GOVERNANCE AND MANAGEMENT OF CITY COMPUTER SOFTWARE NEEDS IMPROVEMENT. January 7, 2011 APPENDIX 1 GOVERNANCE AND MANAGEMENT OF CITY COMPUTER SOFTWARE NEEDS IMPROVEMENT January 7, 2011 Auditor General s Office Jeffrey Griffiths, C.A., C.F.E. Auditor General City of Toronto TABLE OF CONTENTS

More information

Training and Human Resources Manager

Training and Human Resources Manager UNITED STATES BANKRUPTCY COURT SOUTHERN DISTRICT OF CALIFORNIA Training and Human Resources Manager Job Summary This position is located in the Administrative Section of the United States Bankruptcy Court

More information

POSITION ANNOUNCEMENT

POSITION ANNOUNCEMENT POSITION ANNOUNCEMENT Director of Human Resources General Purpose The Director of Human Resources and Leadership Development provides leadership and day-to-day management of the human resource services,

More information

CITY RECRUITMENT PROCESS: Monitoring needed to ensure balance of flexibility and fairness

CITY RECRUITMENT PROCESS: Monitoring needed to ensure balance of flexibility and fairness CITY RECRUITMENT PROCESS: Monitoring needed to ensure balance of flexibility and fairness A REPORT FROM THE CITY AUDITOR October 2007 Office of the City Auditor Portland, Oregon CITY OF PORTLAND, OREGON

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

PUBLIC RELEASE. United States Patent and Trademark Office

PUBLIC RELEASE. United States Patent and Trademark Office U.S. DEPARTMENT OF COMMERCE Office of Inspector General United States Patent and Trademark Office USPTO Needs Strong Office of Human Resources Management Capable of Addressing Current and Future Challenges

More information

OFFICE OF FINANCIAL REGULATION COLLECTION AGENCY REGISTRATIONS MORTGAGE-RELATED AND CONSUMER COLLECTION AGENCY COMPLAINTS PRIOR AUDIT FOLLOW-UP

OFFICE OF FINANCIAL REGULATION COLLECTION AGENCY REGISTRATIONS MORTGAGE-RELATED AND CONSUMER COLLECTION AGENCY COMPLAINTS PRIOR AUDIT FOLLOW-UP REPORT NO. 2013-031 OCTOBER 2012 OFFICE OF FINANCIAL REGULATION COLLECTION AGENCY REGISTRATIONS MORTGAGE-RELATED AND CONSUMER COLLECTION AGENCY COMPLAINTS PRIOR AUDIT FOLLOW-UP Operational Audit COMMISSIONER

More information

LOS ANGELES COUNTY EMPLOYEES RETIREMENT ASSOCIATION REQUEST FOR PROPOSAL JULY 10, 2014

LOS ANGELES COUNTY EMPLOYEES RETIREMENT ASSOCIATION REQUEST FOR PROPOSAL JULY 10, 2014 LOS ANGELES COUNTY EMPLOYEES RETIREMENT ASSOCIATION REQUEST FOR PROPOSAL JULY 10, 2014 SEEKING: EXECUTIVE SEARCH SERVICES FOR PRINCIPAL INVESTMENT OFFICER POSITION Contact Person: John Nogales Director

More information

Prince William County, Virginia

Prince William County, Virginia Prince William County, Virginia Internal Audit of Human Resources: Hiring Process Prepared By: Internal Auditors August 26, 2014 Table of Contents Transmittal Letter... 1 Executive Summary... 2-4 Background...

More information

GAO VA HEALTH CARE. Reliability of Reported Outpatient Medical Appointment Wait Times and Scheduling Oversight Need Improvement

GAO VA HEALTH CARE. Reliability of Reported Outpatient Medical Appointment Wait Times and Scheduling Oversight Need Improvement GAO United States Government Accountability Office Report to Congressional Requesters December 2012 VA HEALTH CARE Reliability of Reported Outpatient Medical Appointment Wait Times and Scheduling Oversight

More information

Appointment: The process taken to fill a position.

Appointment: The process taken to fill a position. 360-degree feedback: A form of assessment involving ratings of the strengths and weaknesses of an individual by colleagues working at the same level, employees reporting to that person, and individuals

More information

GAO VA HEALTH CARE. Reliability of Reported Outpatient Medical Appointment Wait Times and Scheduling Oversight Need Improvement

GAO VA HEALTH CARE. Reliability of Reported Outpatient Medical Appointment Wait Times and Scheduling Oversight Need Improvement GAO United States Government Accountability Office Report to Congressional Requesters December 2012 VA HEALTH CARE Reliability of Reported Outpatient Medical Appointment Wait Times and Scheduling Oversight

More information

PASO ROBLES SUPPLEMENTAL SALES TAX REVENUE EXPENDITURE ADVISORY COMMITTEE

PASO ROBLES SUPPLEMENTAL SALES TAX REVENUE EXPENDITURE ADVISORY COMMITTEE BYLAWS PASO ROBLES SUPPLEMENTAL SALES TAX REVENUE EXPENDITURE ADVISORY COMMITTEE ARTICLE I - THE COMMITTEE Section 1: Name of Committee The name of the Committee shall be the Paso Robles Supplemental Sales

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

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

RECORDS MANAGEMENT MANUAL STATE GOVERNMENT AGENCIES

RECORDS MANAGEMENT MANUAL STATE GOVERNMENT AGENCIES 11-1. Adverse Action Files Case files and related records created in reviewing an adverse action (corrective, disciplinary or nondisciplinary removal, suspension, leave without pay, reduction in force)

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

Human Resources Training

Human Resources Training Pierce County s training program is comparable to that in other local jurisdictions. Direct cost comparisons are difficult without more detailed discussions with providers, but it appears that outsourcing

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

WELCOME. EEO Laws That Impact Small Businesses. Michelle Crew. By Michelle Crew, Settlement Officer U.S. Equal Employment Opportunity Commission

WELCOME. EEO Laws That Impact Small Businesses. Michelle Crew. By Michelle Crew, Settlement Officer U.S. Equal Employment Opportunity Commission WELCOME To the Advanced CBA ReadyTalk Webinar Training Equal Employment Opportunity Commission January 9, 2007 11:00 a.m. 12:00 p.m. Eastern Standard Time Please: Check Browser for plug-ins Un-plug PDAs

More information

City Vehicle Fleet Management Performance Audit

City Vehicle Fleet Management Performance Audit City Vehicle Fleet Management Performance Audit January 2011 Office of the Auditor Audit Services Division City and County of Denver Dennis J. Gallagher Auditor The Auditor of the City and County of Denver

More information

Performance Audit Firefighter Time Trading

Performance Audit Firefighter Time Trading Performance Audit Firefighter Time Trading January 2005 City Auditor s Office City of Kansas City, Missouri 17-2004 January 18, 2005 Honorable Mayor and Members of the City Council: We conducted this audit

More information

Elizabeth City State University Career Banding Salary Administration Plan

Elizabeth City State University Career Banding Salary Administration Plan Elizabeth City State University Career Banding Salary Administration Plan 200.1.8 Effective Date: 01/05/05 Amended: 12/16/08 Adopted: 03/10/09 Preamble It is the policy of Elizabeth City State University

More information

MS 601 Administration of the Peace Corps Direct Hire Personnel System

MS 601 Administration of the Peace Corps Direct Hire Personnel System MS 601 Administration of the Peace Corps Direct Hire Personnel System Effective Date: January 7, 2013 Responsible Office: Human Resource Management (M/HRM) Supersedes: 5/25/12; 2/2/11; 7/27/10; 07/15/98;

More information

AFFIRMATIVE ACTION PLAN

AFFIRMATIVE ACTION PLAN AFFIRMATIVE ACTION PLAN FOR MINORITIES & WOMEN University of Virginia Academic January 1, 2014 through December 31, 2014 Darlene Scott Scurry Director, Office of Equal Opportunity Programs & Title IX Coordinator

More information

HUMAN RESOURCES DIRECTIVE

HUMAN RESOURCES DIRECTIVE HUMAN RESOURCES DIRECTIVE SUBJECT: The Library of Congress Selective Placement Program NUMBER: HRD 7-05-14 EFFECTIVE DATE: November 1, 2011 I. PURPOSE This Directive describes the objectives, policies,

More information

EQUAL EMPLOYMENT OPPORTUNITY PLAN POLICIES AND PROCEDURES KERN COUNTY PERSONNEL DEPARTMENT

EQUAL EMPLOYMENT OPPORTUNITY PLAN POLICIES AND PROCEDURES KERN COUNTY PERSONNEL DEPARTMENT EQUAL EMPLOYMENT OPPORTUNITY PLAN POLICIES AND PROCEDURES KERN COUNTY PERSONNEL DEPARTMENT APPROVED BY KERN COUNTY BOARD OF SUPERVISORS April 14, 2015 RESOLUTION WHEREAS: (a) Equal opportunity for all

More information

DISTINGUISHING CHARACTERISTICS:

DISTINGUISHING CHARACTERISTICS: OCCUPATIONAL GROUP: Human Resources CLASS FAMILY: Central Human Resources CLASS FAMILY DESCRIPTION: This family of positions include those positions which are located in the Division of Personnel. They

More information

Audit Committee. Audit Staff

Audit Committee. Audit Staff The Auditor of the City and County of Denver is independently elected by the citizens of Denver. He is responsible for examining and evaluating the operations of City agencies for the purpose of ensuring

More information

FY 2014 PERFORMANCE PLAN Department of Human Resources

FY 2014 PERFORMANCE PLAN Department of Human Resources FY 2014 PERFORMANCE PLAN MISSION The mission of the DC (DCHR) is to strengthen individual and organizational performance and enable the District government to attract, develop, and retain a highly qualified,

More information

Human Resources 200 Orange Street 203-946-8252

Human Resources 200 Orange Street 203-946-8252 Human Resources 200 Orange Street 203-946-8252 Department Head: Stephen Librandi slibrandi@newhavenct.net 203-946-6767 Additional Point Person: Noelia Marcano nmarcano@newhavenct.net 203 946-8567 Positions:

More information

CHAPTER 91: LANGUAGE ACCESS

CHAPTER 91: LANGUAGE ACCESS CHAPTER 91: LANGUAGE ACCESS Sec. 91.1. Sec. 91.2. Sec. 91.3. Sec. 91.4. Sec. 91.5. Sec. 91.6. Sec. 91.7. Sec. 91.8. Sec. 91.9. Sec. 91.10. Sec. 91.11. Sec. 91.12. Sec. 91.13. Sec. 91.14. Sec. 91.15. Sec.

More information

Puget Sound Regional Council

Puget Sound Regional Council PSRC Request for Qualifications for On-Call Services for Communication and Public Involvement Consultant Services Solicited by the Released: September 15, 2009 Submissions Due: 4:00pm, October 6, 2009

More information

Middlebury Staff Compensation Administration

Middlebury Staff Compensation Administration Middlebury Staff Compensation Administration The Staff Compensation program provides a framework for the administration of staff salaries at both the College and at the Monterey Institute of International

More information

SPECIAL ADVISORY REPORT

SPECIAL ADVISORY REPORT City & County of Denver May 2011 Office of the Auditor Dennis J. Gallagher Auditor SPECIAL ADVISORY REPORT Fleet Management Consolidation SUMMARY OF SERVICE A (SAR) provides information on limited reviews

More information