Human Resources and Workforce Development


Summary of Services

Human Resources and Workforce Development (HRWD) provides the following product and service offerings for the employees of the City of Tallahassee and their associated departments. HRWD is organized into a central environment with a Director and four functional units as follows:


1. Administration (Director Office)

2. Talent Acquisition and Employee & Labor Relations

3. Employee Engagement

4. Benefits & Safety and Policies & Compliance


1. HRWD Administration

The Director's office establishes organization-wide human resources and workforce development strategies and contributes related analyses and recommendations to organizational strategic direction and thinking. In consultation with others, it sets human resource and workforce development objectives consistent with overall city goals and strategies to add value and deliver best-in-class services to the organization. The office provides overall management of and direction to human resources and workforce development operations and coordinates intradepartmental communications and administrative functions. It ensures an effective and efficient departmental structure and that the organization is adequately funded and staffed with employees who have the necessary skills, work experience, opportunities, and motivation to perform their jobs well and achieve established goals and objectives. The office is the liaison to and works in partnership with City Leadership and departmental management to set and achieve departmental strategic goals. The office supports City management by providing human resource advice, analysis of human resource information and issues, and options for action.


2. Talent Acquisition and Employee & Labor Relations

The talent acquisition division's primary objective is to develop recruiting, hiring, and onboarding systems based on best practices. Talent Acquisition is responsible for establishing broad organizational recruitment objectives and, working with departments, developing a recruitment strategy to identify, attract, and onboard top talent to the City. Talent Acquisition assists departments in measuring and evaluating recruitment results to assess whether recruitment objectives have been achieved, learn from past efforts, and make modifications in future recruitment efforts.


3. Employee Engagement

The Employee Engagement Division's primary objective is to provide effective workforce programs and support within the organization. The need to invest in human capital and the importance of quality to the success of an organization is critical in this rapidly changing field. Establishing strategies for developing talent, rewards and recognition, workforce planning, career development, and employee health and wellness are all critical areas of focus to develop a comprehensive approach to managing talent across the life cycle of an employee.


4. Benefits & Safety and Policies & Compliance

The benefits and safety division provides compliance, education, information, and workforce awareness. Programs include benefits orientation, benefits newsletter, in-house administration of leave benefits such as parental leave and FMLA, employee assistance program with TMH, the annual benefits fair, in-house occupational safety training, safety consultations, safety awareness memos, drug, and alcohol program, pre-employment screening, violence prevention, and criminal arrest support, and personnel policy and records management. To promote the service strategy further, initiatives such as "Rate My Service" and "Visit Your Customer" have been put into place to encourage a culture of accessibility.


Policies and compliance staff ensures that the numerous laws and regulations governing the employment relationships are understood and may be easily navigated and deployed throughout to help the organization. The department will continue to invest in its employees to cultivate subject matter expertise while also building credibility with stakeholders. Work will be performed to reassess, reevaluate, and amend the current policies and processes. The department will conduct scheduled HR compliance audits to ensure understanding and compliance. In addition, HRWD will keep executives updated on potential HR compliance risks and make necessary recommendations to mitigate the risks.


The department is an internal service and is fully allocated to the operating funds.


FY22

In FY22, two employees categorized as Other Personnel Services (OPS) were converted to permanent full-time employees. As part of an overall review of OPS positions citywide, the conversion provides employees with additional benefits such as matched annuity and City pension. Further, they strengthen the workforce and ensure the delivery of quality and efficient public services. The positions converted, an administrative specialist and information analyst, provide administrative support and analytics to Human Resources and Workforce Development.


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3-A-3: Rate of employee satisfaction on annual Employee Engagement & Satisfaction surveys.

Target: 90%  satisfaction rate.


Current performance: The first engagement and satisfaction employee survey will be launched in early FY21 .


Talent retention is essential to ensure the organization is well-managed, efficient and responsive to the needs of our community. A best practice used by many organizations to assess the likelihood that an employee will be retained is an employee satisfaction survey. For this reason, the City will begin to measure the satisfaction of its employees through an annual survey with the intent of achieving a 90% satisfaction rate. 


Staff is in the process of developing the survey instrument and identifying the appropriate method to administer the survey. This survey will help the organization identify areas for the City to build upon existing initiatives focused on employee satisfaction and professional development. Some initiatives currently underway that impact employee satisfaction include a robust rewards and recognition program, an employee of the year program and various certification opportunities designed to encourage career progression.  An initial baseline survey will be administered in the Fall of 2020. 

3-A-4: Identify City employees proficient in Spanish or American Sign Language

The City constantly seeks to cultivate an impact-driven workforce in order to be the national leader in the delivery of public services. Consistent with this mission, the City will identify staff who are proficient in other languages and willing to assist if ever needed. This will be particularly useful during natural disasters, emergency situations or when serving a member of the public whose primary language is not English. This effort is a step towards ensuring the City can leverage internal talents, when needed, to best serve our diverse community.


In the spring of 2020, the City began assessing the current level of second language proficiencies within the workforce.  An initial evaluation determined that identifying employees proficient in any language would require the same effort and yield comprehensive data. For this reason, the scope was broadened to include all languages. The initial inquiry has concluded and the results are being compiled.  


Plans for long-term strategies include capturing language proficiency data during the application process, as well as developing a module to allow employees to self-report proficiency in the City’s PeopleSoft self-service portal.  The goal is to have instant language proficiency data captured and available upon request. The target date for achieving this goal is September 2020. 

3-A-i-1: Recruit employees from local educational and vocational training centers.

Quarterly surveys conducted by the Florida Chamber of Commerce consistently find that workforce quality is the primary issue facing small businesses. Fortunately for the City, Tallahassee is an oasis of talent. The presence of Florida A&M University, Florida State University, Tallahassee Community College and Lively Technical College makes our city one of the most educated in the state. Approximately 47% of residents possess a bachelor’s degree or higher – 68% higher than the average Florida community.3 With a combined student body of approximately 65,000 students, Tallahassee boasts a pipeline of early-career talent. 


In the coming years, the City will seek to enhance its partnerships and create new alliances with the local educational and vocational institutions to maximize its presence as an employer among the student population. A continuous and long-term relationship is needed to raise awareness among the student body of opportunities available at the City. A qualified pool of applicants is essential as it increases the probability of hiring the most qualified individual for a position.  

In Fiscal Year 2021, the City’s human resources team will work with each City department to identify recruitment needs and develop a strategy for how to engage local educational or vocational institutions. It will also develop targeted outreach activities to attract students and increase marketing efforts for the City’s internship program.