About the Human Resources Department
Through agency partnerships and collaboration, the Human Resources Department develops and manages value-added policies and programs by delivering expert consultation, services and solutions in an efficient and customer-focused manner, while attracting, developing, engaging, and retaining a high performing, inclusive and diverse workforce. HR strives to foster a healthy, safe, well-equipped and productive work environment characterized by fair treatment of staff, open communications, personal accountability, trust, and mutual respect so employees can serve the Colusa community to their fullest potential as HR positions the County of Colusa as an employer of choice.
Significant Accomplishments for Fiscal Year 2022-23:
- Sustained service delivery consistency and operational efficiency despite being 40% understaffed, due to hard-working staff temporarily taking on significant extra responsibilities and HHS partnering with HR to providing office support.
- Redesigned and implemented new employee onboarding program with a focus on learning the County structure, establishing rapport with other incoming employees, and as well as increasing connectedness to their role, their department, and the various county departments and offices in which they will interact.
- Coordinated the Board of Supervisor's appointed Recruitment Ad Hoc Committee review of position requests, actively approving more than 40 recruitments/hires.
- Implemented the RCRC/Golden State Down-Payment Assistance benefit for our employees seeking ways to obtain homeownership.
- Updated various processes and policies (Employee Performance Review process, Outside Employment policy, etc.) for greater efficiency and to meet best practices standards.
- Hired hard-to-fill position in April 2023, bringing HR Department to 100% staffed status.
- Facilitated two Board Workshops related to recruitment, retention, staffing, and service model shifts to allow Board of Supervisors consider mechanisms to help with County challenges.
Goals & Objectives for Fiscal Year 2023-24:
- Develop and implement strategies to optimize talent acquisition, employee retention, employee engagement, and employee development.
- Change the department position structure to ensure HR succession plan viability. The Department has partnered with HHS and BHS, who have agreed to jointly provide an HR Analyst-level allocation, allowing HR to lessen their General Fund budget impact by changing HR’s allocations from 5 FTEs to 4 FTEs, as we make necessary structural changes. The department reclassified one (of the two) Human Resources Technician position(s) to a Human Resources Assistant, established a I/II class series for the Human Resources Technician position (without funding at the higher position level this fiscal year), established a I/II class series for the Human Resources Analyst position (without funding at the higher position level this fiscal year), and reclassified one Human Resources Analyst position (of the two) to a Principal Human Resources Analyst; allowing the department to create a structure for succession planning by adding an HR Technician II (senior) and an HR Analyst II (senior) for both future growth as well as recruitment and retention purposes.
- Development and implementation of new employee handbook.
Summary of Major Budget Changes:
- Incorporation of modern technologies including software systems such as NeoGov, AdobePro, and DocuSign for efficient and streamlined recruitment, enhanced operational productivity and new electronic employee benefits onboarding to support departmental efficiency and best practices.
- Contracted with Liebert Cassidy for employee trainings, with an additional component of an employment law library as well as an employment law consortium for Administrative staff use (it should be noted that this expense is covered 100% with Trindel Leadership funds).
- In anticipation of a potential countywide Classification and Compensation study, allocating special contract resources for a preliminary class and comp analysis to formulate an accurate and precise RFP that will ultimately result in savings for such a significant countywide project.
- Change to department position structure to ensure succession planning of staff with significant budget savings (over $100,000) in the general fund and changes to staff allocations as a result of the structural change.
- The department changed both its HR Technician and HR Analyst positions into flexibly staffed I/II positions just prior to this fiscal year (without funding either of the higher position levels in this fiscal year), allowing the department to create and plan for a structure of succession and by adding an HR Assistant and a Principal HR Analyst for departmental growth through ladders of success.