To ensure the successful delivery of city services by recruiting, developing, motivating, and retaining qualified employees to provide the highest possible level of public service. Human Resources promotes and supports organizational excellence through effective human resources programming regarding compensation, benefits, training, safety initiatives, quality customer service, and professional development, in an environment that embraces diversity, equity and inclusion. Human Resources also works with City managers and staff to ensure that the workplace adheres to applicable employment laws, collective bargaining agreements, and payroll administration.
Personal Services Changes
Personal Services are projected up 22% for FY22.
This budget proposes a new Human Resources Assistant position to support the department in the significant amount of projects planned for FY22.
The Deputy Director and Human Resources Manager positions have been reclassified to new grades for FY22.
Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews.
Ordinary Maintenance Changes
Ordinary Maintenance costs are projected up 122% for FY22.
This is driven by increases to Professional & Technical Services to support projects such as a Police Chief search, Fire Chief Assessment Center, Munis/HRIS improvements, a periodic Non-Union salary study, return-to-work planning, and more.
FY22 Goals & Measures of Progress
GOAL 1: A Human Resource Information System (HRIS) is a software or online solution for the data entry, data tracking, and data information needs of the Human Resources and Payroll Divisions within the City. The HRIS FY22 goal is to build out and improve the MUNIS Payroll and HR modules. The City needs an applicant tracking system as well as employee time & attendance improvements in order to build towards an Employee Self-Service system for benefits, training, and other administrative functions.
- The HRIS goals will be to hire a consultant in Q1, conduct a full analysis of current utilization in Q2, finalize a workplan with timeline and benchmarks in Q3, and begin systematic improvements in Q4.
GOAL 2: Human Resources will focus on employee retention strategies throughout FY22. Attracting and hiring talent is only the start; creating an engaged workforce requires clear communication where individual contributions are recognized, professional development and skill-building is encouraged, enhanced benefits are offered, and a culture of respect and teamwork is a common goal. This budget contains funding for a full non-union salary study, as the last comprehensive study has been in place for 5 years. There are also FY22 funded studies for the return to work plan coming out of the COVID-19 pandemic, and a study on options to Civil Service hiring for public safety positions. In addition to compensation review and considering all options on how to offer the best customer service to the public in a post-COVID work environment, new hire orientations have been reworked beginning in April 2021, and the HR Department staff will considering retention in all aspects of their work in FY22; administration, benefits, payroll, and safety & training.
- Employee retention goals will be to release bids for a salary study, RTW study and Civil Service study in Q1, select vendors and implement contractual work in Q2 and Q3, and consolidate results in Q4. It is anticipated that the RTW study will be on an accelerated timeline, and that the salary study will require the most time to complete.