Transcript Cuyahoga County Transition

Cuyahoga County
Transition
Human Resources
Workgroup
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Charges
Human Resources
Charter: Article IX
Review existing Human Resources operations/procedures/technology in all
the Charter impacted agencies to identify current best practices and or
redundancies.
Define the role of the Human Resources Commission.
Recommend an organizational and operational structure for the
seamless transition to a Human Resources operation that ensures:
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Pay equity for comparable positions;
Standardization of benefits;
Approval of minimum and preferred qualifications;
Consistent discipline;
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Charges
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Training of management in personnel practices;
Training of employees in job functions;
Training for total quality management;
Consistent administration of a performance management system;
Coordination of recruitment;
Compliance with ethics resolutions or ordinances as passed by the
Council; and,
 Offer such other recommendations related to best practices for the
operations of Human Resources so as to achieve optimal
improvements, transformational realignment and efficiencies.
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Human Resources Workgroup
Principles
Recommendations from the HR workgroup have been developed with the
intent to instill the following principles in the new Human Resources
Department:
 Transparency and accountability
 Development of a highly ethical culture
 Efficiency and consistency in operations
 Value diversity
 Attract and retain top talent
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Executive Committee
The workgroup established an Executive Committee comprised of the
following:
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Tom Helfrich (Co-Chair)
Chief Human Resources Officer
KeyCorp
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Debbie Southerington (Co-Chair)
Human Resources Director
Board of County Commissioners (BOCC)
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Marc Bloch
Attorney
Walter & Haverfield
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Sue Cook
Vice President, Facilities Planning (and former Chief HR Officer)
Eaton Corporation
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Barbara Danforth
President and CEO
YWCA of Cleveland
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Rose Fini
Director of Legal Affairs
ADAMHS Board
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Harold Harrison
Chief Human Resources Officer
Summit County Board of Developmental Disabilities
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Ann Killian
Vice President - Human Resources
Ferro Corporation
Richard Prasse (Counsel)
Attorney
Hahn Loeser & Parks LLP
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Subcommittees
Human Resources Commission
 Recommendations on Human Resources Commission structure,
powers and duties.
Organizational Design & Merger
 Recommendation of organizational structure of Human Resources
Department.
 Recommendation of policies, procedures, and practices across all
County Executive agencies to eliminate unnecessary expenses and
duplication of services.
 Review of current classification and compensation plan.
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Subcommittees
Labor Relations
 Recommendation on organizational structure of labor relations division.
 Labor relations strategy.
Human Resources Efficiency Review
 Review current HR processes and procedures within the Board of
County Commissioners Office of Human Resources and make
recommendations on best practices.
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Preliminary Recommendations
3 Major Themes
Build Organizational Alignment
 Consolidate HR Functions into single Human Resources Organization
 Functions and Roles of Human Resources Department (HRD) and Human Resources
Commission (HRC)
 Organization and Staffing of Human Resources Commission
Ensure Fairness and Equity
 County Employee Classification and Compensation Plans
 Human Resources Policies and Procedures
 Performance Management
Drive Efficiency and Productivity
 Employee Benefits Strategy
 Labor Relations Strategy
 Human Resources Information Systems (HRIS and Payroll)
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Preliminary Recommendations
Build Organizational Alignment
 Clearly delineate that the Human Resources Department directly
reports to the County Executive and has responsibility for human
resources operations, policy and strategy.
 The Human Resources Commission has responsibility for ethics
enforcement, employee appeals, and oversight of human resources
performance metrics.
 Centralize human resources functions of all Charter impacted agencies
into a single Human Resources Department whose Director reports
directly to the County Executive.
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Preliminary Recommendations
Ensure Fairness and Equity
 Continue integrating Charter-affected non-bargaining employees into
the Board of County Commissioners’ current non-bargaining
classification and compensation plan.
 Adopt the Board of County Commissioners personnel policies and
procedures and administrative rules and apply them as uniformly as
possible throughout the Charter-affected agencies.
 Develop and execute a performance management system.
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Preliminary Recommendations
Drive Efficiency and Productivity
 Develop a comprehensive employee benefits strategy that provides
employees with excellent coverage, aligns employee benefits and
contributions across the County, and reduces costs.
 Determine economic parameters for upcoming negotiations in Labor
Relations contracts, develop a plan for standardization of benefits, and
develop an accompanying negotiations strategy to implement the plan.
 Adopt the Board of County Commissioners current HRIS (SAP) as the
Human Resource Management system for all Charter-affected
agencies to run county payroll.
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Questions
& Comments
Thank you!
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