Transcript Order of Read-out - City and County of Denver Official Site

Elevating Service - Cultivating Leadership
Strategic Plan 2013
Peak Performance Initial Read-out
April 25, 2013






History of the Office of Human Resources
Agency Reorganization
The Strategic Plan
Measurement samples
Innovations and large-scale projects
Next Steps
1



The Office of Human Resources is an independent agency that
oversees the personnel system for the City and County of
Denver’s 6,938 employees. The agency was established in 1954
by charter to maintain the City’s 9-category merit system and
ensures that the appointments and promotions of employees
are made on the basis of merit and ability, provision of equal
employment opportunity to all people interested in working
for the City and County of Denver, and providing like-payfor-like- work.
The Office of Human Resources employs close to 100
employees. This team is separate from the Department of
Safety Human Resources Team.
In January, 2013 the Career Service Authority officially and
legally changed its name from the Career Service Authority to
the Office of Human Resources.
2
3
Our Clients & Employees Spoke…
and We Listened
“One of our weaknesses is that we
don’t have a great reputation with
our clients, but we have an
opportunity to build our
relationship by becoming strategic
business partners.“
~ CSA Employee
“We need to have better presence
within client agencies to
understand their business needs.”
~ CSA Employee
“Currently we react versus being
proactive.”
~ CSA Employee
“We need to be more responsive
and customize solutions to meet
each agency’s needs.”
~ CSA Employee
“Clients define us in a way we
don’t want to be...as not valuable
or credible resource.”
~ CSA Employee
“The services HR provides should
be more personable versus simply
receiving an email to convey
important information.”
~ Client
“We need an HR team that works
with us versus implementing and
forcing initiatives on us.”
~ Client
“Process takes too long to address
issues – recruitment,
investigations and training
needs.”
~ Client
“When we reach out for answers,
we want to be confident that we
can obtain the correct one in a
timely manner without having to
go through multiple people.”
~ Client
4
Past HR Model
Silo Approach
HR
Services
Progressive
Discipline
Actions:
574
Class &
Comp
Job Audits:
210
Recruitment
Applications
Assessed:
50,000+
Training
Employees
Trained:
6,784
Records
Interactive
Processes (IAPs):
98
Documents
Entered:
20,000
Numbers based on 2011 data
5
OHR Connecting the Pieces…for Complete Agency
Integration and Collaboration
6
Service Comparisons
PREVIOUS MODEL
NEW MODEL

One size fits all HR methods

Custom tailored HR solutions

Multiple divisions, Multiple calls

One call, One point of contact

Divisional Silos

Integrated Collaborative teams

HR strategy versus Agency strategy

HR and Agency strategies are aligned and targeted
to achieve business success

Burdensome Processes & Systems

Service is focused on solutions, creating systems &
processes that work

Analytics reports, not agency specific, non
directional and not tied to agency strategic plan

Analytics reports, agency specific, directional and
tied to agency strategic plan

No formal system/operational evaluation process

System evaluation process created and dedicated
function to manage

Sporadic/inconsistent evaluation practices

Regular Peak Performance/Black Belt evaluation
practices

No alignment to agency success

OHR success directly tied to agency success
7
Statement on behalf of Mayor Michael B. Hancock
“To deliver a world-class city where everyone matters, it is
critical that as a city team we work together to become more
efficient and effective – and you all are at the core of making
this happen. I applaud and support the direction that the
Career Service Authority is taking to build a more
progressive HR system that is focused on strengthening
agency partnerships and strategic alignment to ensure that
those agencies are working collaboratively to achieve
successful outcomes. This system will work to develop
programs that build city leadership, enhance employee
experience and encourage greater engagement. I congratulate
you on the launch of the pilot program with Denver Human
Services and look forward to hearing about the many
accomplishments that will come from this partnership.”
8
DHS Pilot Program Review
“The current situation feels very good, I’m extremely
pleased. Before, I never heard anything good, but today
I hear good things – people love the new HR team and
service model. We see a very visible team who not only
collaborate with us but are responsive to our needs.”
– DHS Manager Penny May
9
10
Vision
Be the model for human resource practices that deliver invaluable service,
develop strong workforce leaders and position the City for future growth to
meet the needs of Denver citizens
Impact Statement
The Office of Human Resources stands to help organizations achieve
business outcomes through thought leadership, investing in employee
engagement and by incorporating inclusivity practices. By leveraging
individual strengths and influencing greater citywide collaboration, we set
the stage for the City and County of Denver to have the greatest impact
within the communities we serve; thus we strive to provide sound,
responsive, accurate, inclusive, respectful and honest HR practices
11
12
13
Agency Goals
The short and long term intent of the organization plans to take to achieve its vision.
Strategies and Tactics
Strategies: Specific steps OHR will take to achieve its goals
Tactics: Detailed tasks that help OHR get the job done and will be determined by the Service
and Support Team managers and Team members.
14
Strategy I: Responsive Customer Service - Leverage data, metrics, and tools to ensure
that the HR system fulfills or exceeds customer expectations.
Requirements:
1. Identify ways to provide HR support that helps customers achieve their Peak
Performance goals.
2. Incorporate the expertise of the HR Peak Team to ensure that we perform from a
continuous improvement perspective.
3. Develop customer service policy for the OHR that outlines the guidelines and
expectations of delivering invaluable service – how it looks and what it means.
4. Deploy tools that allow OHR to automate, track, and report HR activities; ensure
reports provide information that is Specific, Measurable, Actionable, Relevant and
Time-based (SMART).
15
Strategy II: Collaborative Partnerships – Expand and strengthen internal and external
partnerships.
Requirements:
1. Collaborate with City agencies to identify, evaluate, and address performance
deficiencies.
2. Consult with City agencies to create a people focused component for their strategic
Peak Performance goals.
3. Provide actionable citywide and agency-specific HR analytics data to consult with
clients and improve business performance.
4. Connect HR operations between support & service teams to identify and address gaps.
5. Implement “The Inclusivity Project” citywide to assist agencies with building citywide
alliances with community, businesses, and government entities. The Inclusivity Project
aims to create a stronger knowledge base for employees using innovative practices
through increased collaboration and greater community engagement.
16
Strategy III: Innovative Recruiting Practices – Uses a consultative approach that identifies customer needs
and deploys innovative recruiting strategies for acquiring and retaining the best talent.
Requirements:
1. Examine recruitment processes and practices to ensure that OHR’s service delivery systems fulfill or
exceed customer expectations.
2. Implement progressive recruiting practices that increase the quality, responsiveness, and timeliness of
recruiters to our customers.
3. Implement a full life cycle recruiting and on boarding program that ensures the workplace is completely
prepared to engage new employees from their first day of work; follows new employees through their first
year of employment. Evaluates and adjusts the program to ensure OHR is supporting the City in its efforts
to hire the best talent.
4. Establish strong community and business partnerships to create opportunities that benefit both Denver
government and its community.
5. Increase the OHR’s research efforts and forecast future changes in the workforce pool; implement practices
that prepare Denver government for such changes.
6. Ensure agencies and departments have staffing plans.
7. Examine the Academic Internship Program to ensure compliance with academic standards set by learning
institutions, and that we meet those key deliverables. Connect the internship and apprenticeship
programs to succession planning opportunities within Denver government.
17
Measurements of Success
•
Results from Annual OHR-specific customer service survey results (not yet created)
•
Results from Post-service delivery surveys (surveys administered soon after a service
is delivered)
•
360 feedback
•
Agencies have HR goals based on dashboard metrics
•
Established links between Recruiting Strategies and Probation Completion,
Successful or better performance ratings, and Turnover within the first year
•
Establishment Succession and Workforce Planning Metrics
•
Establishment of Succession Plan Penetration Rates (SPPR)
18
Strategy I: Refocus Learning & Organizational Development Refocus the scope of OHR’s learning and
organizational development practices, and expand the quantity and depth of learning opportunities.
Requirements:
1.
Work with agencies to identify, assess and address performance deficiencies to ensure learning
opportunities are relevant and demonstrate a return-on-investment; evaluate employee performance
post-learning to ensure solutions are on target.
2.
Implement employee development solutions that prepare the City for the future; forecast future
employee development needs using tools and information such as succession plans, workforce forecasts,
industry changes, anticipated turnover, and economic changes.
3.
Consult with client agencies to identify organizational effectiveness gaps and assist agencies in
developing viable solutions such as process improvement, change management, organizational
development, and setting operational and employee performance expectations.
4.
Develop and launch the first-ever local City University to “Expand Minds, Awaken Innovators, and
Prepare Progressive Leadership” in both the City and in the community.
5.
Establish collaborative relationships with local academic institutions to effectively implement a citywide
an Academic Internship program, focused on developing the future leaders of the City and filling gaps
anticipated through succession planning efforts.
19
Measurements of Success:
•
Increased voluntary participation in OHR’s training and learning offerings (i.e. not
required by rule or law)
•
Post-learning program evaluation scores
•
Increased participation in internship and apprenticeship programs
•
100% of the agencies and departments have a succession plan
20
Strategy III: HR Growth and Professionalism – Refine HR knowledge and practices to ensure OHR staff are
well prepared to support client agency and employee needs.
Requirements:
1. Seek opportunities to continuously improve OHR support to our client agencies and employees by staying
abreast of HR industry practices, changes and innovations; connect them to our client agencies’ business
outcomes.
2. Know our customers’ business: study available information concerning the client agency (e.g., budget, annual
report, strategic/Peak Performance plans, politics, press releases, media communications); study industry
information (e.g., similar public and private organizations); observe staff meetings, business meetings, and
public-facing meetings; learn about the organization’s systems and processes.
3. Implement and continuously evaluate service delivery expectations of all OHR staff that includes behavioral,
qualitative, and quantitative standards which support our client agencies’ business outcomes. Standards will
ensure OHR staff is knowledgeable, flexible, responsive, consultative, accountable, and otherwise invaluable.
4. Identify knowledge or skill gaps of OHR staff and devise tactics for filling them.
5. Increase visibility in the marketplace and establish agency professionals as experts in the HR field and valuable
business partners.
6. Explore the limits and boundaries of the City’s merit system requirements that seemingly prevent using
innovative and cutting edge practices.
21
Measurements of Success:
•
Decreased employee health claim costs
•
Reduced Family Medical Leave usage
•
Annual Wellbeing survey results (not yet created)
•
Denver Employee Survey results of employee engagement (citywide)
•
Increased employee engagement results from the Denver Employee Survey (results
that are specific to OHR)
•
360-degree feedback
•
Every OHR employee has an individual learning/development plan
•
Individual Development Plan Penetration Rate (IDPPR)
22
23
24
1.
2.
3.
4.
5.
6.
7.
8.
9.
1.
2.
3.
4.
5.
6.
1.
2.
Accomplishments:
Created a worksheet for how to complete DHS situational assessments
Completed the justification RIE with BMO
Completed the onboarding RIE and transitioned the work to project
status
Sent 10 members through Peak Academy (this is over 10% of our
agency);
Completed a VSA with DEH-ACC
The Inclusivity Project
The Development and future launch of City University
Social Determinants of Health Wellness Program
Denver P.A.T.H.S. – Economic Empowerment Program – MillerCoors
Grant
Miscellaneous Projects Completed with Peak in mind:
Streamlined the Denver Employee Survey
Streamlined requests for ad hoc analysis by the Analytic Bureau
Streamlined Exit Survey for departing employees
Standardized work for citywide workforce dashboard
Standardized work for employment test scheduling
Standardized work for DHS hiring improvements
Miscellaneous Projects that have been started but not completed:
Standardizing workforce metrics; and
Standardizing grievance/complaint form
25
26
28