Human Resources

Mission Statement

The mission of the Human Resources Department is to become an employer of choice by providing professional, efficient, and quality services to the community and city employees through recruiting and hiring the most suitable employees, ensuring a fair and equitable workplace, and fostering positive growth of city staff.

The Human Resources Department provides service and support to all City departments in benefits administration, classification and compensation administration, communication and employee relations, compliance with federal and state employment laws, employee counseling, health and wellness programs, organizational development, performance management, policy, and procedure development and maintenance, recognition and incentive programs, recruitment and hiring programs, safety and risk administration, special event coordination, testing and selection, training programs, and workers’ compensation administration. The department also provides service and support to job applicants seeking employment with the City. The Human Resources function aligns with the council vision goal of becoming an employer of choice and supports the City’s most important investment – its employees. The Human Resources Department is committed to optimizing organizational effectiveness through delivery of quality customer service and by attracting, developing, engaging, rewarding and retaining a talented and diverse workforce to support the City’s vision, mission and values.

For the City of Marble Falls to become an employer of choice through:

• Ensuring the Human Resources functions are maintained by adhering to existing Federal, State, and Local regulations and requirements
• Ensuring proactive Risk Management/Safety Programs for a safe work environment
• Ensuring quality and consistent recruiting and selection methods
• Providing positive coaching, counseling, and consultation to city staff
• Providing effective training programs for employees and supervisors to meet the current and future needs of the organization
• Ensuring a fair and equitable classification, compensation and benefits package
• Ensuring the maintenance of a fair Performance Management System
• Providing prompt responses to the needs of city staff and patrons in a timely and accurate manner
• Reviewing and managing all City Policies and Procedures in an accurate manner

• Continued staying up to date on COVID-19 recommendation from County, State, and National Officials to keep our employees safe
• Searched for cost-effective, validated pre-employment testing to increase retention rates
• Completed a labor market survey through to ensure the City is competitive in recruiting optimum talent
• Continued to develop our Supervisors through the Supervisor Training and Effective Practices (S.T.E.P.) program. Graduated 6 employees this year
• Partnered with Texas Tech to launch the Emerging Leaders in Training Program for up and coming Directors
• Harnessed employee input and suggestions with Benefits’ Focus Groups, the Wellness Committee, surveys and questionnaire
• Continued to improve our new acquired electronic cloud based new hire documentation and communication platform (Onboarding) that streamlined our workflow for new hires to more quickly assimilate into their positions and their department causing them to become more impactful team players faster improving overall team production and success. Add more on and off site training with a certified training officer to help with Loss Control and Accident Prevention
• Updated several policies to comply with new law or to provide general guidelines and a written source of information for consistency and uniformity throughout the organization. This included adding Juneteenth to the City Holidays. We also added a social media policy with a moderator's guide
• Continued to enhance PowerDMS system, to disseminate, collect signatures on, and track the City’s policies and procedures to stay up to date with regulations and technologies PowerDMS includes a mobile app so employees will have access to policies anytime they would like
• Continued to utilize the Strategic Focus Team of the City in order to communicate purpose, expectations, methods of operation, boundaries and constraints, and procedures
• Completed the biannual Equal Employment Opportunity Commission Report for Data Collection to remain in compliance
• Recruited and onboarded a part time Administrative Assistant to help with the constant demands of a growing workforce
• Coordinated the installation of a control access system for all City Hall, Public Works, Development Services, and the Fire Department
• Completed professional salary study

• Publish a Return-to-Work policy in order to bring injured employees back into the workforce
• Continue to revise the employee policy manual
• Create a succession program in order to improve, educate and connect the next generation of leaders
• Implement a drug and alcohol drug testing policy for safety sensitive positions
• Continue to establish charters for all internal City sponsored committees
• Explore H.R.I.S systems; to encourage a paperless employee file system and to encourage self service
• Launch the Emerging Leaders in Training for Excellence (ELITE) Program
• Implement Controlled Access for all City Buildings
• Delegate more administrative functions to staff and focus on how to understand the organization more holistically to include financial, strategic goals, and department priorities
• Seek mentoring and feedback opportunities to transition from transactions to transformational