Performance Measurement Review November 2018 Human Resources Performance Measurement Review November 2018

Presentation Overview Alignment with Board Priorities Key Performance Metrics Significant Budget Issues Significant Accomplishments A Look Ahead Human Resources

Priority Alignment Stable Revenues Kent County will have stable and predictable revenues to cover expenses. Efficient Use of Resources Kent County will provide services through the most efficient means.  Safe Community Kent County will be a safe community.   Citizen Participation Kent County will provide opportunities for citizens to be aware of and involved in County government.  Proactive and Innovative Government Kent County will seek-out innovative solutions and address issues systemically.  High Quality of Life Kent County will maintain a high quality of life that will be attractive to growth and development To ensure the successful recruitment, employment, development and retention of a well-qualified, diverse workforce to serve the citizens of Kent County by partnering with county departments to provide expert guidance and support along with policies and programs. Human Resources

Human Resources Team Human Resources

Partner with County Departments to Successfully Deploy Recruitment Efforts, including the County’s brand as diverse, equitable and inclusive. Turnover during first year of employment < 15% Metric is tracked by taking employees hired between September 1 to Aug 31 of the following year. Only includes reg ft and pt ees. Metric is intended to help identify issues with hires either having to do with the hiring or onboarding processes. The data has highlighted 2 departments that have had issues with onboarding and those departments have worked to make improvements. Turnover Rate n/a 13% 13% 17%+ Human Resources

Partner with County Departments to Successfully Deploy Recruitment Efforts, including the County’s brand as diverse, equitable and inclusive. Number of employment offers rejected <4 We are in a war for talent. Unemployment in GR in august is 2.7% (preliminary est. from Bureau of Labor Statistics). Rate has been below 4% since 2015. Also in support of our brand of being inclusive, we have been working to implement a standard for cultural competence. A task for of 10 people Countywide have provided training in this standard for over 856 people, and this training will continue through next year. An additional 198 people have been trained at the Sheriff Dept. via an elearning module. Offers rejected due to a better offer = 8 Family circumstances = 3 Other = 4 Offers rejected: Sanitarian $ Epidemiologist x2 $ *Police Cadet $ County Patrol Officer $ *Court Security Circuit Court Clerk $ Clerk II x2 Family Circumstances Clerk II probate PHN Youth Specialist Pretrial Interviewer Financial Analyst Other *Park Police Circuit Court Clerk Senior Admin Specialist JD *Seasonal Parks Worker Offers Rejected n/a n/a 2 15+ Human Resources

Partner with County Departments to Successfully Deploy Recruitment Efforts, including the County’s brand as diverse, equitable and inclusive. Partner with at least one County department to develop/deploy a joint branding/recruitment strategy. HD – Dr. Bora Also focus around increasing our presence in diverse recruitment opportunities: Hosted a Career fair at the Urban League with several Cty departments in attendance, Pride Festival, other??? For next year, will partner with Juvenile Detention for recruitment of 20 new Youth Specialists Partnerships n/a n/a 2 1 Human Resources

Ratio of HR Staff to County Positions Ensure efficiency and effectiveness through technology deployment, process re-design and continuous improvement. Ratio of HR Staff to County positions < 1.33 HR staff/100 positions Source: 2016 human capital benchmarking report Mention that this does not take into account that fact that we have converted our Labor Atty to PT, and have replaced a FT ee with a PT ee. In 2008 we had 21 positions and we now have 16. Ratio of HR Staff to County Positions .96 .96 .99 .99 Human Resources

Ensure efficiency and effectiveness through technology deployment, process re-design and continuous improvement. Make 2 process improvements annually 5 year cba terms Employee self service – employees can update their personal info. on their own User friendly mechanism implemented to update organizational reporting relationship changes Incorporated short-term disability and FMLA under a single vendor Use of electronic media to communicate P&P and open enrollment info. User friendly position control report Retirement Svc call routing Finalized implementation of CGI system this year. Process Improvements n/a n/a 2 7 Human Resources

Voluntary Turnover Rate Ensure that pay and benefits programs are consistent with the County’s Total Rewards Philosophy Voluntary turnover (exc. Retirements) < 5% Voluntary turnover rate <5% Incl. retirements = 2015 = 7.06% 2016 = 9.21% 2017 = 7.87% Voluntary Turnover Rate 3.54% 4.78% 3.90% <5% Human Resources

% Increase County vs % Increase BLS Ensure that pay and benefits programs are consistent with the County’s Total Rewards Philosophy Pay increase aligned with BLS measure for state and local government Employment cost index pulled September each year % Increase County vs % Increase BLS 2%/2.3% 2%/2% 2%/2% 2.5%/2.3% Human Resources

Pension Valuation Funded Rate Ensure that pay and benefits programs are consistent with the County’s Total Rewards Philosophy Pension at least 90% funded Pension Valuation Funded Rate 97.4% 98.7% 98.8% >90% Human Resources

First major policy manual update since 2010 All (except for 1) collective bargaining agreements negotiated timely, with ratification vote First major policy manual update since 2010 Went live with CGI in January 2018 Training over 1,000 employees in CQ The agreement that was not finished on time was in part the result of a change in union representation Human Resources

5. First Urban League Career Fair 6. MPP Wage Study 7. MPP Performance Conversation, coaching workshop Human Resources

A Look Ahead Recruitment and Retention Onboarding New HSA Plan Continue to Implement DE&I Strategic Plan Elements Enhanced Employee Wellness Programming Instill Core Values Continued Leadership Development Human Resources