1. Performance Measurement Review November 2018
Human Resources
Performance Measurement Review
November 2018

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

3. 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

4. Human Resources Team
Human Resources

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. % 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

12. 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

13. 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

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

15. 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