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1 WLLAM T FUJOKA Chef Executve Offcer December 3, 2010 To: From: County of Los Angeles CHEF EXECUTVE OFFCE Kenneth Hahn Hall of Admnstraton 500 West Temple Street, Room 713, Los Angeles, Calforna (213) Supervsor Glora Molna, Char Supervsor Mark Rdley-Thomas Supervsor Zev Yaroslavsky Supervsor Don Knabe Supervsor Mchael D. Antonovch ~ Wllam T Fujoka Chef Executve Offcer Lsa M. Garrett 9"Q Drector of Per~ Board of Supervsors GLORA MOLNA Frst Dstrct MARK RDLEY-THOMAS Second Dstrct ZEV YAROSLAVSKY Thrd Dstrct DON KNABE Fourth Dstrct MCHAEL D. ANTONOVCH Ffth Dstrct STATUS REPORT ON REVEW OF HUMAN RESOURCES ARCHTECTURE AND MPLEMENTATON OF THE RECOMMENDATONS FROM THE COUNTY OF LOS ANGELES HUMAN RESOURCES STUDY On Aprl 20, 2010, your Board drected the Chef Executve Offcer (CEO) and the Drector of Personnel (DOP) to: (1) examne Human Resources (HR) archtecture, Department of Human Resources (DHR) structure, and determne whch HR functons should be centralzed and whch, f any, should reman decentralzed; (2) determne whether human resources postons n the County should be consoldated n DHR; (3) determne the number of human resources postons necessary to support centralzaton of human resources Countywde; and (4) report back to your Board on ther fndngs wthn 60 days. Prevous status reports have been provded on June 22, 2010 and August 23, On July 27, 2010, your Board approved n concept the fndngs and recommendatons n the County of Los Angeles Human Resources Study (the HR Study), whch called for substantve restructurng, modernzaton, and mprovement n the core human resources functons of recrutment, selecton, classfcaton, and compensaton. The HR Study also advanced recommendatons concernng opportuntes for mprovement n other areas of HR servce delvery. n addton to the above, your Board drected the CEO and DOP to: (1) consult wth the County's labor groups regardng the study; (2) report "To Enrch Lves Through Effectve And Carng Servce" Please Conserve Paper - Ths Document and Copes are Two-Sded ntra-county Correspondence Sent Electroncally Only

2 Each Supervsor December 3, 2010 Page 2 back on August 31, 2010 and quarterly thereafter regardng the progress of mplementaton plans of the study recommendatons and the next steps n areas such as competency-based testng, score and canddate bankng, potental cvl servce rule revsons, class consoldaton, centralzed and decentralzed human resources actvtes and human resources staffng allocatons countywde; and (3) report back by November 30, 2010, regardng the results of the plot project desgned to test a streamlned classfcaton, recrutment and examnaton process and the qualty of the canddate pool resultng from the plot project. Several actons have been taken to address both Board orders, begnnng wth nput from varous stakeholders as to ther vewponts on how to buld a new strategc drecton and collaboratve partnershps for the transformaton of the County's human resources. Current State of HR Servce Delvery wthn the County of Los Angeles n an effectve HR transformaton process, t s essental to thoroughly understand the current state of HR archtecture and servce delvery. t s also mportant to understand the hstory and authorty for human resources functons. The responsbles of the Drector of Personnel are ncluded n the County Charter, County Code and the Cvl Servce Rules. The Drector of Personnel has authorty to admnster the Cvl Servces System under the Cvl Servce Rules. The Drector of Personnel also has authorty over examnaton and selecton methods, procedures, standards, and admnstraton of the classfcaton system. n 1986, the Board of Supervsors amended the Cvl Servce Rules by addng Rule 3.03, whch authorzed the Drector of Personnel to delegate authorty n such operatonal actvtes as classfcaton, recrutment and selecton, and employee development to lne departments through wrtten agreements. The prmary purpose of the decentralzed program was to enhance lne management's ablty to establsh and meet departmental prorty needs by placng ncreased dscreton, responsblty and accountablty wth the departments for managng ther own personnel actvtes. However, the fnal accountablty remans wth the Drector of PersonneL. n analyzng the current state of HR servce delvery, t s also necessary to look at the current fundng and cost structure, whch requres DHR to charge back to departments 72 percent of ts $51.2 mllon appropraton for HR servces rendered. The current cost structure needs to be changed. Currently, the effcences and expertse provded by the central agency are not rewarded n the County budgetary process. Departments that often need the most DHR assstance are also strugglng wth budgetary lmtatons and cannot afford that assstance. The DHR fundng model should be revsed smlar to how

3 Each Supervsor December 3, 2010 Page 3 the Audtor-Controller Audt Dvson fundng was changed to provde "up front" fundng for ths central servce. The HR Transformaton The recommendatons of the HR Study have provded DHR the opportunty to further examne ts structure and determne that a true transformaton, and modernzaton, of human resources servce delvery s necessary for the County. CEO and DHR have embraced the HR Study and can report sgnfcant progress n the mplementaton of ts recommendatons. Advsory Commttees As prevously reported, DHR hosted the frst HR Transformaton Summt on June 16, 2010, at whch tme feedback was obtaned as to how the County could mprove ts operatons through the reconfguraton of human resources functons. As a follow-up to the Summt, and as suggested n the HR Study, the Drector of Personnel convened an HR Executve Advsory Commttee (HRC) comprsed of County department heads and chef deputes to provde the leadershp requred to brng about fundamental changes n the culture and performance of human resources n the County. The HRC wll work wth the Drector of Personnel to defne the "future state" of human resources servce delvery n the County and assst wth communcatng, plannng and mplementng the actons requred to make the "future state" a realty. The HR Executve Advsory Commttee (HRC) has establshed two subcommttees. One subcommttee focuses on the HR Archtecture, and the second addresses Performance Management and Dscplne ssues. Subcommttee membershp has been opened to other County manager groups, such as the Admnstratve Deputes Network and the Departmental HR Managers. These subgroups launched ther efforts on November 17, n order to gan feedback and address classfcaton ssues, the CEO formed a Classfcaton Work Group, whch commenced ts work on August 18, The work group s comprsed of managers and staff from CEO, DHR and other departments, as well as the two consultants who conducted the HR Study. Ths group meets b-weekly.

4 Each Supervsor December 3, 2010 Page 4 HR Archtecture Subcommttee The chef objectve of the HR Archtecture Subcommttee s to assst n determnng the most effectve and effcent model for the County's human resources structure. ts task began wth consderaton of the results of the countywde assessments as detaled below to determne the current state of the delvery of HR servces. Countywde HR Archtecture Assessment Survey - DHR conducted a stakeholder survey, nvtng feedback on satsfacton wth the current HR Archtecture, the areas not well served by the current structure, and nput on desgnng an effectve balance between central and departmental responsbles. The survey was sent to County managers and Board offces. The results of ths survey generally reflect satsfacton wth the County's current hybrd centralzed/decentralzed model n whch DHR s responsble for settng polcy and standards, provdng drecton and gudance to lne departments, and ensurng unformty n the applcaton of rules and practces. The survey responses ndcate a preference that departments contnue to perform the operatonal human resource actvtes, under oversght and expertse from the central agency. Whle t was acknowledged that more functons could be assgned to DHR, strengthenng of staff sklls and buldng a more responsve, customer-focused central organzaton would need to frst take place. Addtonally, admnstratve ssues, such as the current fundng and fee structure for DHR servces would need to be addressed. (See Attachment for a more detaled summary of the current HR Archtecture Survey.) Tme Study - DHR surveyed County departments to develop a baselne and determne the percentage of tme devoted to the fve human resources functonal areas of HR admnstraton, health and safety, HR operatons, performance management, recrutment and classfcaton. DHR s contnung to work wth the lne departments to further refne ths data. HR Staff Allocatons - DHR reconcled wth CEO and lne departments the current allocaton of human resources staff. t has been determned that there are 1,909 budgeted postons for HR countywde. Of those, 277 postons are allocated centrally n DHR1 and CEO's Classfcaton Dvson to conduct countywde HR actvtes. We also determned that 136 dfferent classfcatons perform human resource servces. (See Attachment ) 1 Ths number does not nclude DHR executve and admnstratve staff.

5 Each Supervsor December 3, 2010 Page 5 HR Archtectural Models - Attachment reflects sx dfferent HR structures that are beng consdered by the Subcommttee. Ths ncludes a tradtonal fully centralzed model, a fully decentralzed model, and four hybrd models that reflect dfferent reportng and assgnment structures. Whle dscusson and analyss of best practces n HR servce delvery and ways for resolvng the structural and non-structural ssues rased by stakeholders are the next order of busness n ths revew process, t s lkely that many stakeholders would agree that certan functons are best performed at a central level. These nclude: Establshng HR polces and standards; Audtng delegated HR responsbltes; Countywde job placement; Benefts admnstraton; Certfcaton of HR professonals n areas of expertse; and Specal employment programs. t s also lkely that vrtually all stakeholders would agree that certan functons whch support the management of staff n departments can only be performed effcently wthn each department. Most stakeholders beleve that the remanng responsbltes assocated wth recrutment, selecton, classfcaton, tranng and development, and performance evaluaton systems can best be delvered through shared/jont processes. Exactly how such responsbltes should be structured to best accomplsh the County's long-term strategc objectves wll requre consderable dscusson and evaluaton of alternatves and ther pros/cons and cost/benefts. We wll contnue to analyze best practces and the optmal way to address HR functons. The HR Archtecture Subcommttee s scheduled to meet on December 9, 2010 to provde feedback on all the nformaton that has been presented to date. Performance Management and Dscplne Subcommttee Ths Subcommttee s charged wth revewng the performance management and dscplne desgn n the County and recommendng mprovements to the exstng Cvl Servce hearng process. The groundwork for the Performance Management and Dscplne Subcommttee ncludes developng strateges that wll help County

6 Each Supervsor December 3, 2010 Page 6 management successfully mplement the dscplne process and admnstratve appeal. The followng reflects the order of revew establshed by the subcommttee: Cvl Servce Hearngs o Ganng an understandng of the work cycle(s) nvolved n admnstratve appeals; o Assessng current efforts, models, and related outcomes; o Understandng the commtment of tme and resources needed to address an admnstratve appeal; o Developng strateges for process mprovements and consderaton of assocated costs; and o Assessng current performance outcomes and establshng metrcs to maxmze countywde success. Dscplne o Assessng departmental processes and dentfyng best practces for purposes of replcaton; o dentfyng areas of concern or bottlenecks that mpede the flow of work from the date of the ncdent to the fnal acton letter; o Developng recommendatons for standardzed method of operaton; o Evaluatng process mprovements that wll mprove HR functonng n countywde performance management; and o Establshng countywde metrcs to develop and mantan consstency n the areas of process and outcomes. Classfcaton Work Group A Classfcaton Work Group was convened to desgn and plot a streamlned method for the classfcaton, recrutment and examnaton processes n order to enhance the qualty of the canddate pool. Over these past four months, the scope and breadth of ths project has been notably expanded to "plot" even more of the key recommendatons of the HR Study and, n effect, expedte the mplementaton of transformaton. Below s the status report from the Work Group on the plot project (Plot) and a request to extend the project tmelne through June 30, Defnton and Scope of Study Ths Plot utlzes the mplementaton of the Countywde Contract Analyst Occupatonal Study as a testng ground for the concepts and recommendatons

7 Each Supervsor December 3, 2010 Page 7 of the HR Study, whch center around usng a "competency-based" human resources model. n short, ths nvolves streamlnng the County's Classfcaton Plan by reducng (though consoldaton) the large number of County classes and defnng these classes more broadly, not only based on the assgned dutes and responsbltes, but also by the shared competences requred for these postons. Ths leads naturally to a more streamlned examnaton and selecton process, whch utlzes valdated, competency-based testng for the requste cogntve and non-cogntve abltes needed for successful job performance. We are employng these concepts as we (1) mplement organzatonal structures and ndvdual postons across the County for the Contractng Study; (2) assess the competency-level of current employees and provde tranng where skll-defcts are dentfed; and (3) fll crtcal vacances wth qualfed employees. There are approxmately 270 postons, and 37 classfcatons n the Contractng Study n approxmately 17 County departments. Once ths study s mplemented, we expect to demonstrate an ncreased competency n our contractng workforce. Status - Classfcaton As a result of the HR Study, the classfcaton fndngs for the Contractng Study had to be revsted. Rather than utlzng new, contract-specfc classes, we wll be recommendng to your Board n early 2011 that these 270 postons be classfed n the exstng, more broadly-defned Admnstratve Servces Manager seres. We are revsng these classfcatons based on the HR Study fndngs so that they mght serve as a generc seres for all non-represented admnstratve postons throughout the County. Ths wll provde nternal equty and consstency across the vast County n terms of job allocatons and wll greatly reduce the number of overall classes n the County's Classfcaton Plan. n October, 2010, your Board approved the establshment of the frst classfcaton desgned under ths new competency-based methodology: Management Assstant. Ths s a broad, generc, entry-level professonal class that may serve as a "feeder" class for non-represented admnstratve postons throughout the County. The specfcaton s wrtten n a new format that ncludes the dentfcaton of essental functons; the lstng of the requred knowledge, sklls, and abltes,.e. competences; and streamlned mnmum requrements. Status - Recrutment and Selecton The Plot Work Group conducted a jont, mult-purpose "job-analyss (JA)" of

8 Each Supervsor December 3, 2010 Page 8 contractng postons and classfcatons, the results of whch are beng used by the varous HR functons of classfcaton, recrutment and selecton, tranng, etc. Prevously these functons tended to do ther own form of JA, talored to ther specfc purposes. Ths approach was duplcatve and not effcent. ntegral to ths process was the partcpaton of varous County Contract Managers servng as subject matter experts. Ther nput was nvaluable. The results of ths JA are valdated, techncal- knowledge tests that wll be used to assess the capablty of current contractng staff and future canddates for these postons. These tests wll be used n conjuncton wth establshed "general abltes" test to fully assess employees for job appontment or tranng opportuntes. A specal selecton process has been developed to provde those County departments who have crtcal entry-level contractng vacances wth hghlyqualfed canddates ready for mmedate appontment. Ths nvolves usng the exstng elgble lst for Admnstratve ntern (a competency-based exam process) and appontng qualfed canddates to the new, above-referenced Management Assstant class. These appontments should begn to take place n December, Fnally, we are pleased to plot an alternatve to the long-establshed and somewhat controversal Apprasal of Promotablty (AP) process. Ths tmeconsumng, cumbersome and hghly subjectve assessment process s beng elmnated n the current promotonal examnaton process for the generc ASM and ASM. n ts place, applcants wll be gven a well-establshed, valdated, wrtten test of non-cogntve abltes whch meets the crtera set forth n the Cvl Servce Rules for promotonal exams. Ths wll provde a much more objectve assessment and wll greatly reduce the tme t takes to complete the exam process. ncdentally, employees who wll be partcpatng n these exams for ASM and ASM wll be able to "bank" ther scores for both the "cogntve" and "non-cogntve" parts of the wrtten test. Should the employees choose to apply for the specalzed ASM exams for contractng n 2011, they wll not be requred to take these tests agan because ther banked scores wll be used for the new exam. They wll only have to take the newly-created techncal-knowledge tests developed specfcally for the contract exams.

9 Each Supervsor December 3, 2010 Page 9 Tmelne - Key dates The followng tmelne s provded for the plot project descrbed above: Acton Target Date Departments to fll crtcal Contractng vacances, usng December, 2010 Admnstratve ntern elgble lst and appontng to new Management Assstant class Generc ASM and ASM exams - elmnatnq AP process December, 2010 mplement Countywde Contractnq Study (usnq ASM seres) January, 2011 Run specalzed ASM exams for contractng to assess current February, 2011 employees for appontment to contract postons and/or tranng; NOTE: Use of banked-scores for some applcants Provde contract techncal tranng for applcants who dd not pass March-May, 2011 the techncal porton of the exam Assess the qualty of the canddates hred usng the new testng June 30, 2011 method, ncludng departmental feedback on qualty of the canddates, and report results to the Board The scope of ths plot project has grown to be qute comprehensve n terms of testng most of the core recommendatons of the HR Study. We look forward to reportng back to your Board n June, 2011 wth our fndngs. HR Study mplementaton Plan DHR has ncorporated recommendatons from the HR Study nto an mplementaton plan categorzed nto three tmeframes: short-term (wthn sx months), md-range (sx months to two years), and long-term (two years or more). The followng lst hghlghts recommendatons that are currently beng mplemented: mplement broad-based testng to effcently screen canddates for a number of smlar postons. Broad-based testng wll be launched n December, 2010 for the ntermedate Clerk, ntermedate Typst Clerk and Senor Clerk postons. Broad-based testng wll allow one test score and job applcaton to be used for multple jobs. Reduce tme to hre. DHR's Exams Dvson has reduced the tme to promulgate elgble lsts by 22 percent, from an average of 103 days to 80 days.

10 Each Supervsor December 3,2010 Page 10 ncrease focus on workforce plannng and successon plannng programs. DHR has met wth departments wthn each cluster and completed retrement projectons. As part of the successon plannng effort, DHR has developed an assessment tool and collected data about the leadershp competences of each potental MAPP successor for use n dentfyng any skll gaps and creatng development plans. mplement automaton to reduce tme to hre through the e-hr Automaton Project. To date, DHR has mplemented the electronc postng and sharng of certfcaton lsts for all County departments and has provded applcants wth onlne nformaton regardng the status of ther applcatons. n addton, we have mplemented onlne job specfc questonnares for several entry-level jobs, whch reduces tme spent n the manual revew of applcatons to determne elgblty and whch allows for mmedate schedulng of the canddates for testng. Consoldate lke functons to ncrease effcency. DHR reorganzed to brng dvsons wth lke functons and smlar responsbltes together. Ths reorganzaton also resulted n the creaton of a Departmental Chef nformaton Offcer. Ths wll allow the department to utlze nformaton technology to ts fullest, ncludng the redesgn of ts webste, whch wll offer a more customer- and user-frendly ste for nternal and external customers. Develop performance metrcs programs. DHR launched "PeopleStats" on June 24, 2010 to develop performance metrcs and a dashboard. Dvsons have defned performance metrcs and are engaged n an ongong effort to mprove and operatonalze data collecton n the department. The department meets monthly to present and dscuss relevant results and targets. The ntroducton of the PeopleStats program has further enhanced DHR's emphass on contnuous qualty mprovement and the mportance of documentng measurable success. DHR has also created a qualty mprovement tranng program that covers the trackng of key dvsonal or program performance measures and effectve methods of process mprovement.

11 Each Supervsor December 3, 2010 Page 11 Next Steps ncrease customer focus by obtanng feedback from prmary customers and ntroducng a customer survey process for stakeholder groups. DHR convened the Customer Servce Advsory Group targetng departments from each cluster. DHR s takng steps to mplement suggestons from the group. The group also serves as lne departmental revew of new polces. Utlze the current communcaton forums to assume leadershp role n provdng HR servce. The Drector of Personnel and her Assstant Drectors have taken an actve role n chef deputes, admnstratve deputes, and departmental human resources managers meetngs and assumed leadershp n communcatng HR programs to those groups. Fnalze development and mplementaton of Exam Analyst Tranng. The frst cohort of Exam Analyst Tranng has been completed. Course pre- and posttest scores show a modest, but statstcally sgnfcant gan n scores. Lessons learned from the frst cohort experence are beng ncorporated nto the currculum for future use. The next cohort s scheduled for wnter, mplement recrutment pre-plannng process to become more strategc and ncrease communcaton about exam completon dates. Completed the frst two phases of Target: Change, whch nvolves the mplementaton of actons to make the countywde examnaton program more effectve. Ths ncluded the roll-out of a new recrutment and exam request procedure to facltate exam requests. The new method works frst to obtan the requestng departments' needs, then expedtes pre-plannng actvtes and provdes an accurate assessment of tmeframe based on servce needs. CEO and DHR consulted wth SEU Local 721 regardng the HR Study. The Coalton of County Unons was provded a copy of the study; but to date has not requested a meetng. We wll contnue to provde updates and consult wth the labor unons on key changes on the HR transformaton. n addton, durng the next sx months, DHR expects to complete the followng: dentfy the deal HR archtectural model for Los Angeles County; Tran all DHR staff n techncal HR competences; Revew the e-hr Automaton Project ntatves to evaluate whether new or enhanced ntatves are requred to support competency-based testng, score

12 Each Supervsor December 3, 2010 Page 12 Concluson and canddate bankng, class consoldaton efforts, workforce plannng, employee development, successon plannng, and HR metrcs; and Contract for an absence management system to better track employees on leaves of absence. Sgnfcant progress has been made n the mplementaton of the HR Study recommendatons. However, these are only mlestones n the greater effort to fully transform HR n the County. Once the deal HR archtecture has been dentfed, a gap analyss wll be requred to mplement the new structure. t wll take ntensve nput, communcaton, plannng, and acton to create ntegrated HR servces desgned to address the dverse needs of all of our stakeholders. We recognze that "HR Transformaton s not about dong HR; t s about buldng busness success,"2 f you have any questons, please contact me or have your staff contact Ellen Sandt, Deputy Chef Executve Offcer at (213) or Lsa Garrett, Drector of Personnel at (213) WTF:EFS LMG:MLH:smh c: All Department Heads Attachments hr archtecture status report.docx 2 HR Transformaton, Dave Ulrch, Justn Allen, Wayne Brockbank, Jon Younger, Mark Nyman, McGraw Hll (New York) 2009.

13 Attachment Los Angeles County HR Archtecture Assessment Project Summary of Narratve Survey Comments Q. Overall, how satsfed are you wth the current way n whch responsbltes for HR functons are organzed between central agences and departments? Some functons work well, as structured (See also Q.5 below). DHR s mprovng ts servce levels. Whle the current structure generally works: o t s sometmes not clear where to go for assstance. a Havng assgned lason analysts would be helpful and more effcent. a Coordnaton of servces and programs should be mproved. o Certan functons need to be mproved (See Q.6 below). a Costs charged do not match servces the delvered. from the tactcal day-to-day HR busness of departments n order to become more strategc. o DHR needs to free tself o Addtonal decentralzaton vyould mprove effcency, responsveness and cost effectveness. Too much centralzaton can result n bottlenecks, unnecessary delays and bureaucracy. Work and approval processes take too long and should be streamlned. Ths should be done before makng decsons on centralzaton/decentralzaton so that determnatons can be made based on whch approach wll be more effcent and effectve. Central agency organzaton ssues: o HR needs to operate as an ntegrated structure - neffcences, mscommuncatons and redundances can result from DHR, Class/Camp and Employee Relatons reportng through dfferent structures.. operatons so they speak wth the same voce. a Decson-makers n DHR and Class/Camp need to be better nformed about overall HR a Staff needs to be more sklled, responsve and customer focused. ì o Central agency staff needs to have departmental experence.. HR Archtecture Survey Narratve Feedback

14 Q.2 To what extent are the respectve roles and responsbltes of the central agences and of the departments clear and well defned?. Comments mrror the range of ratng responses.. Whle roles and responsbltes are defned: a DHR and CEO don't always seem to be on the same page and gve conflctng drecton. a Clear gudance s sometmes lackng. o CEO needs to allow departmerts more flexblty and requre less paperwork.. More nformaton regardng the recert reorganzaton nvolvng compensaton and employee relatons would be helpful.. Q.3 How mportant are the followng n desgnng an effectve balance between central and departmental responsbltes?. The prmary focus should be on enhancng publc servce delvery to better meet the busness needs of lne departments.. An approprate balance cannot be determned untl work processes are mproved, desred outcomes are decded and current organzatons become more effcent and effectve.. n addton to the outcomes lsted, thé followng are crtcal: o mprovng unformty of dscplnary actons and outcomes. a Attractng and retanng hght talented staff. a Support for departmental busrness strateges n addton to countywde strateges.. SeNce level agreements are very m+rtant for functons that reman centralzed.. Some servces requre knowledge of t~e busness and credblty wth stakeholders n order to acheve effectve delvery.. t s very mportant for larger departtlents: a To be enabled to admnster specalty exams that ft ther busness needs. o To have n-house expertse as well as access to centers of expertse n central agences. o To have the resources to develop a hghly traned department staff and pool of well prepared future supervsors and managers. HR Archtecture Survey Narratve Fbedback

15 QA Where should the followng functon,s resde n the County-wde HR structure?. Where specfc functons should resde s less mportant than can they be done well. Successful results are when departments receve the servces they need n a tmely, nnovatve and low cost manner.. Work processes for many of the funçtons lsted are known to be neffcent. Untl work processes are mproved, structural changes wll not fx the problems.. Central agences should be respons~le for settng polcy and standards and provdng gudance and drecton to ensure unform applcaton of rules and practces. Departments should be responsble for most of ther HR actvtes, wth oversght and expertse from central agences.. deally, more functons could be assgned to central HR agences. However: o The rght staff needs to be n place n order to effect change. a Departments would need to be assured that systems (exams and background checks) are effcent and wll not delay hrng. a Departments would need td be assured they wl have adequate nput to decsons that mpact them.. Answers would depend on whether:c1asses are unque to a department or are Countywde. Q.5 What countywde and departmental organzatonal and/or operatons ssues are well served by the current HR structure?. Functons well-served nclude: a Advocacy. o Benefts admnstraton. a Tranng and development/organzaton development. a Exam bulletn development and exam admnstraton assstance. o mpact Team (but should shorten revew perod to every 3 years). a Executve recrutment. a Settng salares for new classes. a Admnstratve ntern program. a Return-to-work managemer)t o FMLA admnstraton. a Departmental support (other than lengthy revew tme). a Central exams for countywde classes such as clercal. o Dscrmnaton complant process..r Archtecture Su",ey Narratve'Feedback

16 . Countywde polcy development: o DHR has made progress n developng "corporate" polces and provdng more consstent, tmely advce.. Appeals processes are successful when DHR analysts and departments work together.. Other observatons: o The County's hghly dverse lnes of busness, e.g., health, publc safety, socal servces, etc., creates a very complex! HR management envronment. Consequently, some HR servces, especallyconsultaìve servces, need to reman n the lne departments. a Well-run departments should be allowed to run ther own HR functons. a Delegated recrutment, selecton and personnel operatons functons allow departments to:. Address ssues on a tmeler bass... Shft resources to aqdress prorty demands. Apply subject matter expertse to meet department-specfc needs. Q.6 What countywde and departmental organzatonal and/or operatons ssues are not well served by the current HR structure?. Centralzaton of so many functons s neffcent and counter-productve.. o Fees are too hgh, especally:for exam appeals.. Response tme, qualty and cost are ~eneral problems: a neffectve work processes need to be streamlned. o Servces are more expensv~ than smaller departments can afford.. Central Class/Camp o Should be ntegrated wth DHR so they have a sense of County has a competent workforce. responsblty for ensurng the o Decsons are made by staff who do not understand department operatonal needs and problems. o Problems wth allocaton lev~ls for new postons n the budget. o Processes for countywde a~d departmental classfcaton studes need to be streamlned; work performed n departments and centrally seems duplcatve. o Need to lsten to departmental nput.! o Emphass on department sze and number of employees penalzes smaller departments and more effcent departmjntal operatons. a Response tme s too slow - khould establsh guaranteed turnaround tmes. o Renstate use of reportng ojt letter as the certfcaton lst for reclassfcatons nvolvng only a few postons. The co~ of exams and the tme delays waste resources.! HR Archtecture Survey Narratve Feedback

17 a Bonus requests and some c1pssfcaton studes could be handled more effcently by lne departments. ;. Other functons not well served: a Approval of exam bulletns -: takes too long. a APs are too tme ntensve.. a Certfcaton lsts. a Exam appeals to DOP. a Countywde exams are not tmely. a Tranng - absence of supervsory tranng beyond the basc level. a Performance management.: a Return-to-work should be centralzed to mprove unformty and consstency. a ehr s a bg dsappontment- burdens and neffcences are beng created as a result. a Recrutment and examnat9ns: nternet recrutment s not effectve n locatng good canddates. Processes are archac. ntervew panels an; dffcult to recrut. Department are less and less able to appont qualfed employees to key postons. These should nclude centralzed elements and lsts should be shared wth all departments. a nconsstent nterpretaton qf polces s detrmental and costly. Hard to dentfy the rght people to ask who have overall knowledge of programs, polces or procedures. Most servces should be decentralzed because of DHR's lack of support. DHR s tryng but s hndere~ by a lack of knowledgeabl~ staff. Uses of technology to mprove processes are too slow n comng. Q.7 What mpedments/obstacles are most lkely to be encountered? How can these be overcome most effectvely? mpedments/obstacles: a Natural resstance to chang~ - change s dffcult. a DHR's credblty s not yet d~veloped wth stakeholders. Not perceved as cu~tomer focused. nteractons commuhcate a lack of trust. Servce levels do no~ meet department needs. a Fear of loss of control. a Hstory of adversaral relatonshps. HR Archtecture Survey Narratve Feedback

18 o Dverse departmental needs and operatonal requrements can lead to competng stakeholder nterests. ' o Poor communcaton betwern central departments and lne departments. o Lack of good plannng for m;plementng change. o Budget constrants -- CEO a~d BOS may object f hgher costs are nvolved. o Dffculty of buldng support n an envronment where all departments are dstrusted because of the actons of a few. a Belef that problems are pur,ely structural rather than also resultng from neffectve processes, nsuffcentlytrahed staff and poor management. o Unons may object. a Poltcal consderatons. Ways to overcome: o Buld agreement and support: Departments wll ha~e to be assured they wll receve better servce for the same or lower cost. ' Departments have to be a part of dscussons about how thngs wll work and understand how the~ wll beneft from change~ proposed. Changes have to mprove processes, not just realgn or reallocate resources. Unons wll need to be convnced that change wll make thngs more far and consstent for the employees they represent. The cost effectveness of changes has to be demonstrated to all partes, ncludng the CEO ard BOS. Keep all the key stakeholders nvolved n the process even f they resst. Use both group and ndvdual meetngs so that both broad needs and requrements and ndvdual department perspectves can be dscussed and understood. o Manage expectatons regardng the pace of change. Defne completon dates for steady change processes. Communcate regularly about both the what and the why. Delver on what s commtted. a Be strategc: Make ncremental changes that clearly mprove operatons nstead of attemptng wholesale change. Re realstc - the most lkely structure wll nclude both centralzed and decentralzed functons. That needs to be communcated. Changes need to be ~ell thought out, planned and communcated. DHRMs can be helpful n supportng and drvng needed changes.! HR Archtecture Survey Narratve F eedback

19 o DHR must do a lot of small dffcult thngs that wll gradually brng mprovements. Choose a good drecton and stck wth t. Make changes wn - wn. Don't be defensve - ask questons to understand stakeholders' vewponts. Ask for nput on where processes are burdensome. mprove response tmes. Rase the bar on what t takes to be an HR professonal n the County. Educate (or removel staff to meet the new requrements. Hold staff accountable for mproved customer servce delvery n ther personal performance. Learn to genunely partner wth departments to buld trust and credblty. Market ts staff experts and make them avalable for consultaton. Smplfy the rules and expand/clarfy nterpretatons.. : o Communcate the results of ths process openly and honestly. o All partes n the County's HR archtecture need to understand ther mutual nterdependence and be wllîng to reach out and work together to buld solutons that wll work. HR Archtecture Survey Narratve Feedback

20 Attachment Estmated Resources Commtted to Human Resources Management Functons Allocated Postons by HR Functons As dentfed by Departments (1) HR Admnstraton ncludes general human resources dutes that ensure the actvtes of the departent are complant wth legal requrements, County regulatons and good personnel practces. ncludes polcy development, as well as management and staff development actvtes. (l, HR Operatons ncludes pre-employment hrng process and the orentaton of new employees, both County and contract personnel. Also ncludes all other personnel transactons, such as promotons, bonuses, and admnstratve reassgnments; annual actvtes, ncludng performance evaluatons, outsde employment, conflct of nterest, re-certfcatons, and other specal programs. (J) Recrutment/Exams and Classfcatons ncludes dutes nvolvng recrutment effort and the examnng of potental new employees. Classfcaton actvtes, such as re-c1ass studes, development of duty statements and organzaton charts to be used n the budget process, and verfcaton of experence letters should also be ncluded n ths secton. Dvson..' (4) Performance Management ncludes employee performance dutes ncludng the nvestgaton, revew, and handlng of employee comp'tjnts, grevances, and appeals as well as the handlng of dscplnary actons and advocacy dutes. Any matters nvolvng consultaton wth labor unons n cooperaton and drecton of the CEO Employee Relatons (6)Health and Safety ncludes dutes that ensure a safe workng envronment and that all legal and County requrements for the well-beng of employees are beng met Also ncludes all departmental transactons nvolvng requests for leaves, ndustral accdentsnjures clams and ADA accommodatons. (6) Estmated FTEs based on postons dentfed by the departents as ther exstng allocaton. (1 nclúdes OED, HRT, EB, & ehr (8) ncludes CEAD, TM, HRDS, & Exec Servces (9) ncludes Cvl Servce Advocacy (10) DHR Central FTE count of 252 excludes 11 Executve staff 19 Admnstratve Staff and 8 (11) Department.total of 1,631.5 FTEs excludes 12 FTEs dentfed by DMH for Payroll functons. nfo Tech Staff C:Oocuments and SettngsUgarrettlLocal SettngslTemporary nternet FleslOLK48HR Resources _ by Functon Letter nsert :47 PM

21 CEO Tradt F t Struct r Department 1 Department 2 Departrnent 3 Department 4 HR All functons Busness Unt/Dvsonal Structure CEO Busness Unt 1 Operatons Busness Busness Busness Unt 2 Unt 3 Busness Unt 4 Unt 5 Operatons Operatons Operatons Operatons T T T T J 1 l l J ~A"fuoctO", ~A fuoctlo", HR All functons ~A fuocto", HR LJ LJ Etc. 8 T Etc. All functons ): -Ql o :T 3 (1 :-

22 Busness Unt/Modfed Matrx Structure CEO Corporate HR.. Strategy Program development - Corporate ntatves. Polcy framework Busness Unt Multple Busness Unts Operatons T r HR - Staffng Compensaton/Benefts Performance Management Staff Development Etc. ~

23 Busness Unt/Modfed Matrx Structure CEO Corporate HR. Strategy Program development Corporate ntatves Polcy framework Centralzed servces l Staffng servces for general classes l Classfcaton + Compensaton/beneft programs l Successon plannng + Executve, managment and general staff development Busness Unt 1 Multple Busness Unts Operatons T J r -- HR Staffng (all other) Performance Management Staff Development (all other) Management advsory servces Etc

24 CEO Busness Unt Structure wth corporate HR and embedded HR staff Corporate HR. Strategy Program development Corporate ntatves Polcy framework Centralzed servces + Staffng servces for general classes + Classfcaton + Compensaton/beneft programs. Shared servces for small busness unts + Executve, managment and general staff development Busness Unt 1 Multple Busness Unts Embedded HR Staff Operatons Coordnaton of servces wth èorporate HR Managernent advsory servces Busness Unt-specfc - Staffng servces - Staff development Management support servces - Performance - Dscplne Etc. - Etc.

25 CEO One Possble Long-Term Future J DHR.-1 Department 1 Multple Departments t- Clent Servces (organzed by Cluster) Coordnaton of servce delvery Central outreach retrutment & exams Classfcaton/comp admnstraton. Srnall dept servces (mn-dept). Advsory servces Communcaton programs Scannng/sensng emergng County-wde ssues - Centers of Expertse. Selecton. Test development & research. Competency-based job analyss & testng. Good practce templates for dept use. Classfcaton program development Perforrnance management & dscplne. Performance management & evaluaton program development. DsCplne gudelnes. Advocacy. Consultng/advsory servces. Polcy development and nterpretaton. Good Practce revews and audts Embedded HR Staff Busness Unt-Specfc Servces Recrutment/selecton Classfcaton admnstraton etc. Management support servces - Operatons 1- Etc. - Talent Management & Development. Successon & workforce plannng. Learnng academy programs & servces. MAPP '- Transactonal Servces. Benefts admnstraton. Leave management. Placement servces. Workforce reducton