Human Resources

Investment in Leader Development Allocated funding has been consistently supported by City leaders for seminars and continuing education, as well as professional licensees and membership and participation in the Growth and Momentum Learning Series.

Employee Engagement Survey In 2022, the City implemented an employee engagement survey with a target participation rate of 70%. The survey process segments the data in multiple ways and provides actionable feedback to assist leaders in their growth and development.

City Employee Cumulative Turnover Rate Turnover Turnover is a metric of the rate at which employees leave employment with the City. It includes full-time employees and all separation reasons.

Minorities Management/Professional Positions Percentage of management or professional positions that are held by minorities.

Language Incentive Durango is a diverse community with residents who speak many different languages. In order to provide a high quality of service to those residents whose primary language is not English, the city strives to provide its workforce to accommodate the written and verbal needs of persons speaking languages other than English.

3.2 Define long-term strategies and expectations on recruitment and retention of employees in an competitive environment.

3.2.1 Establish solid HR foundation with people-related philosophies, supporting strategies and related programs or policies to drive a high-performing workforce in an effective organizational structure.

3.2.1.1 Identify tiered approach to complete high priority by FY21 and second tier by FY22.

3.2.1.2 Develop and start annual employee ethics training and increase participation annually.

3.2.1.3 Complete comprehensive reviews of wages, benefits, policies, and regulations to generate list of action items.

3.2.1.4 Launch professional development learning series for all levels of leadership across the organization.

• DEI – Partnered with CPS HR, DEI Consultant to host focus groups, create a defined DEI Roadmap identifying short, mid and long-term initiatives supporting growth towards DEI.
• Continually review, revision and launch of policies and related programs supporting a high-performing workforce. Launch of Multi-Language Incentive Program.
• Employee Referral Program, several targeted departmental recruiting incentives and campaigns.
• Completion of Pay Plan benchmarking and recommended structural adjustments to maintain market competiveness with wage movement effectiveness.
• Launch of NeoGov Onboarding and eForms modules modernizing and streamlining candidate and employee experience. Improving application review time for hiring managers and decreasing Time to Hire (< than 41 days) across all positions.
• Launch of Growth & Momentum Learning Series (GMLS) to 3 levels of leadership: The Super, The 30 and ELT which is approximately 90 leadership positions.

• Enhance professional development opportunities while supporting recruiting and retention initiatives, through additional tuition program reimbursement
• Continue the GMLS & Expanding Professional Development for leadership by adding Mental Health First Aid Training
• Increase Employer Brand recognition, decreasing Time to Hire and improving candidate experience by identifying and implementing a Recruiting/Branding Strategy
• Continue to focus on streamlining and automating candidate, employee and manager experience through the NeoGov HR module launch
• Focus on the medium and long-term initiatives as identified on our DEI Roadmap