Human Resources Outcomes Assessment Results

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1 LONG BEACH COMMUNITY COLLEGE DISTRICT LONG BEACH CITY COLLEGE HUMAN RESOURCES DEPARTMENT Program Review Summary Narrative 2009/ /2012 Outcomes Assessment Results Part I: Review of Past 3 Years 1. Service Unit Outcomes Assessment Results A. NEOGOV Online applicant tracking system The NEOGOV system was implemented March The implementation of NEOGOV, an online applicant tracking system received an overall applicant rating satisfaction of 91.7% satisfied or extremely satisfied with the new application process. The implementation of NEOGOV also resulted in an increase of the ethnic diversity of the applicant pools and an increase in the numbers of applications for academic and administrative employees. The data for the increase in the number of applications is currently being analyzed and baseline data established for future program review cycles. Improvement Needed Selection committee members and subject matter experts must be surveyed to assess the ease and accessibility of the online system for applicant review. B. Faculty Internship Program The pilot for a Faculty Internship Program was inaugurated in 2010 with an ethnically diverse cohort of five interns. In spring 2012 a second program was sponsored with a cohort of five equally diverse interns. Improvement Needed While the Faculty Internship Program was successfully implemented, none of the faculty interns were successful in securing a part time teaching position with the college following participation in the program. A restructuring of the program is needed to better achieve placement of faculty interns into part time faculty positions. C. Improve Your Marketability Workshop Another notable success was the results of the Improve your Marketability workshop. The workshop was sponsored to inform prospective applicants of the 1 P age

2 application, selection, and interviewing process for full time faculty positions. The assessment indicates that fifty percent of the workshop attendees who applied for full time positions at LBCC passed to the first level interview. Forty five percent succeeded to the finals, and three out of eight full time faculty positions hired had participated in the workshop. D. Classified Applicant Hiring Tips Classified Applicant Hiring Tips was designed and posted to the web site to provide information and helpful tips for understanding the Long Beach City College classified recruitment process and the Merit System. It is easily accessible at the Long Beach City College website E. Faculty Profile A Faculty Profile for recruitment and selection committee training purposes was developed in conjunction with the Academic Senate. The Faculty Profile is now used with selection committees to inform on the contemporary needs of the students and College. The profile is also being used in other workshops to inform faculty members of the preferred qualities of new faculty members. 2. Situational Analysis A. & B. External/Internal Conditions The fiscal crisis in the state of California has had a direct impact on the Human Resources initiatives. A variety of human resources initiatives have been undertaken as a result of the budget crisis including negotiated reductions across all units that have resulted in layoffs, furloughs, step freezes, and benefit changes as well as reduced operational budgets. As a result of the layoff of the Staff Development Coordinator the professional development program for management and classified staff was decentralized to the various VP areas. However, this action has resulted in a substantially reduced number of professional development workshops for classified and management staff. As a result of the layoff the College has engaged in discussions to integrate professional development initiatives district wide for faculty, management, and classified staff. The purpose here is to not only consolidate resources, but to focus professional development on institutional priorities. Also, due to the reduced and limited budget, the Faculty Internship Program has been scaled down to a minimum number of participants resulting in limited outcomes for the program. The economic climate has resulted in an increase of applications further resulting in an increased workload for the staff. In addition, new part time faculty hiring initiatives which resulted in changes to the hiring process has resulted in a higher workload for as the initiative has centralized much of the workload in. 2 P age

3 C. Collaboration Department works across all areas in support of personnel management, labor relations, technology integration, 16 week calendar implementation, benefit management, professional development as it relates to Human Resources legal compliance topics, and recruitment. The Department is actively involved in all areas. meets regularly with the unions to resolve issues, meets regularly with the Deans and Department Heads to inform on contemporary matters of interest. also works closely with individual management to counsel on contract administration, personnel matters, and reorganizations. D. Communication The website serves as the primary tool for communication with all constituents. The website is a fully developed site which is consistently maintained for currency. For example, all collective bargaining contracts, and updates to the contracts, as well as job descriptions are available on the site. In addition, the site contains all current positions open for application, and all of the forms. The website communicates on behalf of not only the District but also the Personnel Commission. Other modes of communication include utilizing and The Loop for matters that may require a direct approach of communication. 3. Primary Functions/Primary Purpose/Program Mission A. Changes in Primary Function In 2010 the department assumed the coordination of The Faculty Internship Program. In addition, as a result of CHI contract and District policy and regulation revisions in support of equal employment opportunity for part time faculty hiring processes, the department assumed the coordinating role of the revised and expanded applicant recruitment and selection processes for part time faculty hiring. This expansion of recruitments along with the Faculty Internship Program directly support student learning by hiring and training faculty that are both knowledgeable and expert with regard to our student population and teaching styles that facilitate learning. B. Changes in Primary Function In July of 2011, the department assumed the responsibility for the call center and coordination and delivery of reception services for the Administration Building and college wide. As a result, the staff currently provides all necessary reception services for the college. The department also assumed the coordinating role of providing parking permits/passes to all Long Beach City College Staff. This expansion of duties directly supports student learning by providing direct information regarding college wide services available to students. 3 P age

4 4. Goals Progress A. Goals Progress The department was successful in the implementation of NEOGOV, an online applicant tracking system. The system has been favorably received by applicants who indicated via a survey instrument that 91.7% were satisfied or extremely satisfied with the new application process. The implementation of NEOGOV resulted in an increase in the ethnic diversity of applicant pools and an increase in the numbers of applications for academic and administrative recruitments. The average diversity for applicant pools from 2002/2003 through 2005/2006 for administrative, classified and full time faculty recruitments was 41%, 68% and 38%, respectively. An increase of 15% diversity in administrative applicant pools, a 2% increase in classified applicant pools and a 9% increase in applicant pools for full time faculty recruitments has occurred since the 2002 through 2006 time period. The relatively small increase in the classified recruitment pools is a result of many factors; most notably the ability for classified applicants to apply on line through our former classified applicant tracking system SIGMA, during the time period assessed. Part time faculty applicant diversity statistics were not available for the aforementioned time period and are therefore not included in the results. For the current 2010/2011 recruitment cycle the percentages are shown in Table 1 below. Diversity Administrative Classified Full Time Faculty African American Hispanic Asian/Pacific Islander Caucasian Native American Unknown Total Applicants Total Diversity 56% 70% 47% Table /2011 ethnic diversity of applicant pools The increase in the number of applications for academic and administrative recruitments cannot be accurately assessed at this time as we are currently in the process of establishing baseline data for future program review cycles. However, the implementation of NeoGov for part time faculty recruitments has provided the ability to accept part time applications for all positions on a continuous basis; human resources has received an average of 2,900 applications each year for the 2010/2011 and 2011/2012 time periods. After the demonstration of various benefit tracking software products, People Soft Base Benefits was selected for the purpose of automating and effectively managing the District s benefit plans and programs. While Base Benefits is an existing module in our People Soft ERP system, the Benefits Department began the process of further exploring Base Benefits by attending a webinar on October 13 and 14, The webinar served as an introductory 4 P age

5 course to the module and its features, which include the automation of deductions for benefit plans; plan and program management, employee and dependents enrollment; and calculation of deduction amounts. The expansion of the use of the system functionality will more fully serve our current and future needs and is anticipated to be implemented by August The pilot for a Faculty Internship Program was inaugurated in fall 2010 with an ethnically diverse cohort of five interns. In spring 2012 a second program was sponsored with an equally diverse cohort of five interns. Another notable success was the results of the Improve your Marketability workshop. The workshop was sponsored to inform prospective applicants of the application, selection, and interviewing process for full time faculty positions. The assessment indicates that fifty percent of the workshop attendees who applied for full time positions at LBCC passed to the first level interview. Forty five percent succeeded to the finals, and three out of eight full time faculty positions hired had participated in the workshop. Classified Applicant Hiring Tips is another valuable resource to applicants and was designed and posted to the web site to provide information and helpful tips for understanding the Long Beach City College Classified recruitment process and the Merit System. It is easily accessible at the Long Beach City College website B. Adequacy of Resources In July 2011 the Staff Development Coordinator was laid off due to budget reductions. Consequently, professional development activities were scaled back and only essential Human Resources legal compliance related workshops have been conducted by. The College has subsequently experienced a reduction in the number of available opportunities for professional development. While the Faculty Internship Program was successfully implemented, none of the faculty interns were successful in securing a part time teaching position with the College following participation in the program. A restructuring of the program is needed to better achieve placement of faculty interns into part time faculty positions upon completion. The Faculty Internship Program has included a limited number of participants. The limited number of participants is due to the limited staffing available to coordinate a larger program. Additionally, due to a lack of funds the Staff Equity Committee has not been able to fully implement all aspects of the Staff Equity Plan. The Dialogue component of the plan will require resources to sponsor appropriate professional development activities focused on informing staff on the initiatives. Base Benefits a People Soft module for the automated management of benefit plans is yet to be fully implemented. The limited availability of human resources will delay the implementation of the module. 5 P age

6 C. Impact of Resource Allocations in Terms of Effectiveness Although the department did not receive fiscal resource allocations we were successful in accomplishing many of our technology integration goals through the collaboration and support of a variety of departments. Academic Services, Institutional Effectiveness, Fiscal Services, Payroll and Instructional and Information Technology Services were instrumental in helping to achieve our goal of automating Faculty Service Load Agreements (FSLA). Phase I of this project was to establish and create a process and report that would collect all data required on a full time faculty contract so that load sheets would no longer need to be submitted by departments. Phase II of the FSLA project will create an electronic process by which full time faculty members are able to agree to their assignments and sign them electronically. Similarly, worked side by side with all departments on numerous occasions to in service faculty, department heads and deans on upcoming changes and revisions to this project. was also able to develop and begin implementation on a data warehouse solution for Economic and Resource Development to effectively manage the hiring of faculty for their Small Business Development program and grant supported programs. The ability to access the data warehouse to report data and utilization of Cognos to easily view and understand PeopleSoft data elements was made possible with the support and collaboration of Instructional and Information Technology Services. The impact of collaboration in terms of our institutional effectiveness cannot be understated. Part II: Implications of Program Review for Developing 3 year Plan, The next three years remain tenuous as it relates to the budget and the conditions it will consequently create. Therefore, the question of the next three years depends in part on whether there is continued retrenchment of personnel and an adequate operating budget to support initiatives. In this regard, due to the fact that personnel reductions are inevitable for the 2012/2013 fiscal year, will be focused on the reorganization of the institution in a manner that supports the institution s goals. At the same time, there is a renewed priority on Professional Development as an institutional goal. This priority will require the integration of professional development in alignment with the institution s goals. Thus it will require continuous collaboration with faculty and staff as well as the development of a five year plan. Staff equity supports the institution s goal of student success in terms of the faculty and staff hired to support our students. A priority goal for will thus be to continue an emphasis on the recruitment, training of selection committees, and managing the evaluation of probationary faculty and classified staff to ensure that the best qualified are recruited, hired, and retained in service to our students. 6 P age

7 As a result of our evaluation and the changes identified, the department will focus on providing essential services with reduced staffing and providing input on institutional reorganization. Communication and resources in the next three years will be essential for departments to devise appropriate recalibration of services with existing staff. Human Resources will explore the possibility of securing grant funding in support of professional development activities that will be focused on our student success priorities. needs to meet regularly with department heads to better understand the concerns and issues affecting faculty in areas where has oversight. With respect to negotiations, will work with the executive committee to develop more effective ways of communicating information to our full and part time faculty associations. Part III: Evidence of Staff Participation in Program Review During the three year program review cycle, the department met on May 8, 2009 and July 20, 2009 to collaborate and revise the Mission Statement, Goals, and Service Unit Outcomes (SUO s) related to our program plan. The department also held bi monthly staff meetings during this period to provide staff members an opportunity to participate in the ongoing design and implementation of program review goals. staff meetings and retreats were conducted to further collaborate and review current goals and the effects of external and internal changes to our mission and primary functions. The program review process could not have been initiated or completed without the contributions of all staff members. Dates for meetings held during the review cycle are shown below in Table 2. The participants with primary responsible for program review: Ross DelGaudio, Vice President, Cindy Vyskocil, Associate Vice President, Julie Kossick, Director, Pamela Axup, Manager Classified Diane Bangs, Manager Academic David Manriquez, Business Systems Analyst III Event Date HR Staff Meeting 3/5/2009 HR Staff Retreat: Program Review Goals 5/8/2009 HR Staff Meeting 6/24/2009 HR: Mission Statement/Goals/SUOs related to Program Plan/Program Review 7/20/2009 HR Staff Meeting 8/6/2009 HR Staff Meeting 10/9/2009 HR Staff Meeting 11/12/2009 HR Staff Meeting 2/4/2010 HR Staff Meeting 3/31/2010 HR Staff Meeting: Budget update and effects on Program Goals 3/28/ P age

8 HR Staff Meeting 4/13/2011 HR Staff meeting 6/2/2011 HR Staff Retreat: Program Review Goals/Update 7/28/2011 HR Staff meeting 10/24/2011 HR: Mission Statement/Goals/SUOs related to Program Plan/Program Review 12/8/2011 HR Staff Meeting 1/26/2012 Table 2 Staff Meetings and Retreat dates 8 P age

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