Upload
julie-lee
View
996
Download
3
Embed Size (px)
DESCRIPTION
Citation preview
State of CaliforniaWorkforce Planning
ConferenceNovember 5, 2008
Santa Barbara County: Implementing a Strategic and
Integrated Talent Management Plan to Create a Customer
Focus
Background
Profile – County of Santa Barbara
• Population: 400,335
• # of employees: 4,135
• # of labor organizations: 9
• # of County departments: 23
• General Government• Civil Service System• CEO Structure
2004 – Key Human Capital Challenges
Key Human Capital
Challenges
Difficulty Attracting
and Retaining
Talent
Aging Workforce –
DifficultyAttractingYounger
Workforce
UncompetitiveSalaries
andBenefits
High Cost ofLiving/
Commuting
Poor CustomerService Image
InadequateWorkforcePlanning
Inflexible andAntiquated HR
BusinessSystems
2004 - Human Resources Business Systems
Antiquated – more than 30 years oldAntiquated – more than 30 years old
718 classifications for 4,135 FTEs (5:1)718 classifications for 4,135 FTEs (5:1)
349 active pay ranges (12:1)349 active pay ranges (12:1)
Performance management disconnected from County business objectives – many cookie-cutter evaluationsPerformance management disconnected from County business objectives – many cookie-cutter evaluations
Outdated, passive marketing and recruitingOutdated, passive marketing and recruiting
Entitlement pay systemsEntitlement pay systems
Training and development programs disconnected from business objectivesTraining and development programs disconnected from business objectives
2005 – Board of Supervisors Sets New Direction
• Create a culture committed to
excellent customer service
• Align the workforce with the County’s new ACE values
ACCOUNTABILITY
CUSTOMERFOCUSEFFICIENCY
Strategy for Achieving the Board’s Vision…
Vision: Excellent Customer
Service
Customer-based Competencies
and Expectations
Modernize HR Business Systems
Accountability for Service Excellence
Improved Customer
Service Achieved
Classification Compensation
Performance Management
Recruiting and Retaining
Training and Development
Rewards and Recognition
PerformanceManagement
Supporting Values
Talent/CompetencyManagement
PerformanceResults
Recognize &Reward
Learning & Development
SuccessionPlanning
System Changes
ExcellentCustomer
Service
Key Strategic Initiatives
Key Strategic Initiatives
Modernizing Classification & Compensation
Systems
The Leadership Project
The ClericalClassification
& CompensationProject
Deputy DistrictAttorney Pay
System
Physician andPsychiatristPay System
Public WorksClassification &Compensation
Project
OrganizationalReview
Underway
• Collaborative
• Broad, flexible classifications
• Broad pay bands
• Skill-based pay
• Productivity-based pay
• Base-building and lump sum (bonus)
• Exceptional performance rewards
• Tied to improved customer service
Key Strategic Initiatives – Performance Management Systems
Pay Decisions
Performance Check-In
Performance Evaluation
Improvement Plan
Performance Planningand Individual
Development Plan
Performance Planningand Individual
Development Plan
Goal SettingGoal Setting
Performance Planning:
Key Strategic Initiatives – Employment Business Initiative• HR professionals and department managers
working together to modernize talent management practices:
Streamlining recruiting and selection methods
Building a talent pipeline
Further consolidation of classifications
Workforce planning
Increased competency-based recruiting and selection
source
apply
screen
assess
interview
offeronboard
develop
measure
careermobility
exit
Key Strategic Initiatives – Restructuring County Human Resources
• Building a strong human resources enterprise with a hybrid model:
A consultancy and coordination component
Business centers (shared services)
Dotted-line reporting relationship to CEO/Human Resources
• Designed to maximize efficiency, expand expertise, and support department operations more effectively
Key Strategic Initiatives – Realigning the Employees’ University
• Aligning employee training and development programs with:
Department business operations
Customer-focused competencies and skills
Modern business practices
Organizational goals – customer service delivery
• Creating robust, rigorous, accountable training programs with measurable results – first track
implemented November 2008
Lessons Learned Alongthe Way
Lessons Learned…
• Tailor changes to the organization and the workforce
• Collaborate, collaborate, collaborate
• Communicate, communicate, communicate
• Don’t fall in love with your own ideas
• Think “how can we?” (don’t focus on obstacles)
• Stay focused on the outcome
• Build changes into the culture and its vernacular
• Don’t focus on perfection – build a process for continual improvement
Lessons Learned…
CHANGE IS HARD … DON’T GIVE
UP!
Jeri Muth – Bio
Jeri Muth has been a Human Resources professional for approximately eight years. She began her HR career in labor relations for the County of Orange creating and implementing innovative human resources strategies to align the workforce with organizational objectives following the County’s 1994 filing for bankruptcy. These initiatives included new classification and compensation systems, new performance management systems, and a Countywide employee recognition program anchored to the values of the organization.
In 2005 Jeri moved to the County of Santa Barbara as an Assistant Human Resources Director. Since that time she has led efforts to institute a fully-integrated competency model used to market and recruit, hire, train and develop, manage performance, and reward performance. Often in a labor-management collaborative environment, these efforts have included streamlining the classification structure to provide operational flexibility, implementing new pay systems that directly link compensation to performance, creating modern and meaningful performance management systems, leading pilot succession planning programs, and designing competency-based training and development programs that support improved customer service throughout the organization.
Prior to moving to Human Resources, Jeri developed strong business acumen working in a variety of County departments including Probation, Health Care, Social Services, and Waste Management. She received her BA in English from the University of California at Long Beach, completed masters coursework at the University of Redlands, and has completed several certificate programs through the University of California at Los Angeles.