IOWA LEAGUE OF CITIES  ANNUAL CONFERENCE September 26, 2019 How to Recruit, Train & Retain your City Clerk Patrick Callahan Callahan Municipal Consultants, LLC  563-599-3708 callahan.cmc@gmail.com

Callahan’s Background City Administrator – 23 years Municipal Consultant – 21 years Numerous roles & positions – 44 years

Public Sector Experience – Three Perspectives City Administrator – 3 cities City Employee – Public Works – 3 years Governing Boards – BOS & ECIA

Private Sector Experience Employee – Snyder, IPA, & Ruan Securities Self Employed Municipal Consultant Governing Boards – DAC, ILC, & IAMU

Municipal Consultant Experience City Administrator Executive Searches – 37 Organizational Assessments – 5   City Council Goal Setting – 35+ Capital Improvement Plans – 16+

The Disclaimers – Municipal Perspective Not Human Resources Expert Not an Attorney Not an “expert” in any one area General observations – 45 years

Today’s Session – City Clerks Recruitment – Finding & Hiring People Training – Prepare People Retain – Keep Them & Don’t Lose Them

Today’s Session – Your Participation Feel Free to Ask Questions Share your knowledge Goal – Interaction and Sharing

Recruitment Issues – Most Positions The “Gray Tsunami” Competition for Qualified Candidates Financial Constraints

Recruitment Issues – Most Positions Living in the “Fish Bowl” – Cities Two Career Households Meetings & Long Hours & Governing Boards

Department Heads /City Clerks Soon to Retire? Candid discussion – If and when? Private and non-threating discussion Discuss the options Continue F.T., Consider P.T., or as Needed

Today’s ICMA Quotes The Effective Local Government Manager Third Edition – 1993 International City/County Management Association (ICMA)

“ In a nutshell, the manager’s challenge is to cause a group of strangers to join together to achieve goals that no one can achieve alone. The level of success affects the work climate, employee retention, communication patterns, morale, interdepartmental relations, and ultimately, mission achievement.”   ICMA Publication – page 114

“ Nothing else matters if the right people are not in the right place at the right time to get the job done. It is people who breathe life into budget priorities………... It is up to the manager to create a productive workplace that can deliver these services.”   ICMA Publication – page 119

Succession Planning – Another Workshop? Internal review – who will leave and when? How will it impact the organization? What will the job look like in future?

Succession Planning Will we replace the person? How will we replace the person? Who are our candidates? How will we prepare for that day?

Succession Planning Will we replace the person? How will we replace the person? Who are our candidates? How will we prepare for that day?

Recruitment Process – Early Planning  Organizational structure review Purpose for the position Update the job description Clean up your own website & site

Recruitment Process – Early Planning  Analysis – good & bad aspects Salary & benefit review Would you apply for the job?

Recruitment Process – Early Planning  Who takes the lead – In house or consultant? Prepare the “game plan” Prepare a time table   Define what you need

Recruitment Process – Active Marketing Prepare your “marketing tools” Consider it a “two-way street” Develop an advertising plan and budget

Recruitment Process – Active Marketing Ask people in the field – where would you look? Select your advertising – websites Include your own website

Recruitment Process – Active Marketing Personal emails to candidates Personal phone calls to candidates Business associates & friends

Recruitment Process – Selection Phase Compare candidates to “criteria” Early Stage – The Three “Stacks” Committee System – Ranking

Recruitment Process – Selection Phase The List of Semi-Finalists Initial Phone Call – Quick Informal Interview First Interview – phone, skype, or in person Don’t overlook non-traditional candidates

Recruitment Process – Selection Phase Selection of Finalists – Ranking? Game plan – get serious Share time table and follow it

Recruitment Process – Selection Phase Promote & sell your organization Get the waivers & releases   Background checks – credit, driving record, & public records Criminal background – not arrest record

Recruitment Process – Selection Phase Reference calls – open ended questions Same questions – be consistent Pledge confidentiality Timing – before or after interview?

Recruitment Process – Selection Phase Strongest attributes or skills? Areas for improvement? Would you rehire them? Best – current supervisor

Recruitment Process – Selection Phase The actual interview – when, where, how, & who Questions – open ended ones Goal – make candidates feel welcome and comfortable

Recruitment Process – Selection Phase Consider non-traditional questions Seek examples of work   Actual decision – who and how

Recruitment Process – Making the Offer Written offer of employment Letter – Cover everything! Place to sign to accept offer

Recruitment Process – Making the Offer Salary, benefits, & start date Employment agreement – In process? Training, dues, equipment, etc.

Recruitment Process – Making the Offer Pre-employment testing – per policy Health Insurance Coverages General terms and conditions

Recruitment Process – General Your comments Your observations Your questions “Successful Interviewing Guide” – Iowa Workforce Development

Mistakes in Selecting Department Heads Based on tenure or “expectation” Based on friendships Resentment, if not selected   Always done it this way

Selection of Department Heads Knows how to work with employees Commands respect of employees Proficient and professional Prepared and knowledgeable

The Training of Department Heads and City Clerks

Department Heads – Training Mistakes None – assumption they know what to do No training on communication skills The right way and wrong way to say “no” Lack of overview on policies and procedures

The Training Period – Preliminary Stage Cover the basics first – “Warm welcome” Tour – sites & equipment Employee Handbook – Two Perspectives Union contracts & other agreements

The Training Period – Preliminary Stage Introductions – Employees & Governing Board Members Introductions – Customers & Citizens Introductions – Vendors & Suppliers

The Training Period – Your Expectations CEO & Department Head Relationship Department Head & Employee Relationship Fellow Middle Management People

The Training Period – Smooth Transition Internal Person – Acceptance by employees External Person – Acceptance by employees Internal Candidate – Not Selected - meeting

Training Opportunities – Ongoing Process Don’t make too many assumptions Assessment of Skills & Expertise Identify the “voids” Target additional training

Training Opportunities – Ongoing Process Association Memberships – IAMU Budget for conferences & workshops Governing boards - “preventive maintenance”

Training Opportunities – Ongoing Process Specialize training – all department heads Sexual harassment training Veterans preference law

Training Opportunities – Ongoing Process Leadership and coaching skills Safety and OSHA issues Dealing with problem employees Workers compensation insurance

Training Opportunities – Ongoing Process Workplace harassment Dealing with discipline issues Active shooter training

Training Opportunities – Discussion Your suggestions Your observations Your questions

Retaining Department Heads “ Once an employee is hired and trained, retention becomes the challenge. Few workers today expect to spend their careers with one employer……………. Monitoring morale, keeping communication lines open, and providing opportunities for personal growth and career development help to reduce turnover.”  ICMA Publication – page 119

Retaining Department Heads – An Overview “Easier said than done” Maintain open communications Why would they want to leave?

Retaining Department Heads – Prevent Departures Salary – Too low? Benefits – Inadequate? Health Insurance – Too Costly?

Retaining Department Heads – Prevent Departures No opportunity for advancement Lack of appreciation Lack of management support

Retaining Department Heads – Prevent Departures Governing board’s micro managing Lack of trust Difficulties with employee & unions

Retaining Department Heads – Outside Factors Unhappy spouse – wants to move Child care or school issues Care for elderly parents Financial problems or health issues

Retaining Department Heads – Addressing Issues Issues that can be addressed Issues beyond your control Key – open communications

Retaining Department Heads – Addressing Issues “Head hunter” calls – Expect it  Open to constructive criticism Evaluation of your supervisory style and skills Don’t procrastinate – commit to it

Retaining Department Heads – Tips Maintain professional relationship You cannot be their “best friend.” Assume nothing Don’t wait for them to come to you

Retaining Department Heads What works for you What is your working relationship Your questions

“ A unit that is apathetic, unresponsive to change, and lacking in new ideas is unlikely to have any conflict, but it is also unlikely to have any energy. A unit that is disruptive, chaotic, and lacking in cooperation has too much conflict. Neither unit will be productive.  The midpoint – where employees are self-critical, innovative, and eager to identify and solve problems – is the productive point.”   ICMA Publication – page 122

Contact Information Patrick Callahan   Callahan Municipal Consultants, LLC Website: www.callahanmunicipalconsultants.com  563-599-3708 callahan.cmc@gmail.com