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Elevating Service - Cultivating Leadership Strategic Plan 2013 Peak Performance Initial Read-out April 25, 2013.

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Presentation on theme: "Elevating Service - Cultivating Leadership Strategic Plan 2013 Peak Performance Initial Read-out April 25, 2013."— Presentation transcript:

1 Elevating Service - Cultivating Leadership Strategic Plan 2013 Peak Performance Initial Read-out April 25, 2013

2  History of the Office of Human Resources  Agency Reorganization  The Strategic Plan  Measurement samples  Innovations and large-scale projects  Next Steps 1

3  The Office of Human Resources is an independent agency that oversees the personnel system for the City and County of Denver’s 6,938 employees. The agency was established in 1954 by charter to maintain the City’s 9-category merit system and ensures that the appointments and promotions of employees are made on the basis of merit and ability, provision of equal employment opportunity to all people interested in working for the City and County of Denver, and providing like-pay- for-like- work.  The Office of Human Resources employs close to 100 employees. This team is separate from the Department of Safety Human Resources Team.  In January, 2013 the Career Service Authority officially and legally changed its name from the Career Service Authority to the Office of Human Resources. 2

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5 “One of our weaknesses is that we don’t have a great reputation with our clients, but we have an opportunity to build our relationship by becoming strategic business partners.“ ~ CSA Employee “We need to have better presence within client agencies to understand their business needs.” ~ CSA Employee “Currently we react versus being proactive.” ~ CSA Employee “We need to be more responsive and customize solutions to meet each agency’s needs.” ~ CSA Employee “Clients define us in a way we don’t want to not valuable or credible resource.” ~ CSA Employee “The services HR provides should be more personable versus simply receiving an email to convey important information.” ~ Client “We need an HR team that works with us versus implementing and forcing initiatives on us.” ~ Client “Process takes too long to address issues – recruitment, investigations and training needs.” ~ Client “When we reach out for answers, we want to be confident that we can obtain the correct one in a timely manner without having to go through multiple people.” ~ Client Our Clients & Employees Spoke… and We Listened 4

6 Past HR Model Silo Approach HR Services Training Class & Comp RecruitmentRecords Applications Assessed: 50,000+ Employees Trained: 6,784 Interactive Processes (IAPs): 98 Documents Entered: 20,000 Job Audits: 210 Progressive Discipline Actions: 574 Numbers based on 2011 data 5

7 OHR Connecting the Pieces…for Complete Agency Integration and Collaboration 6

8 PREVIOUS MODELNEW MODEL One size fits all HR methods Multiple divisions, Multiple calls Divisional Silos HR strategy versus Agency strategy Burdensome Processes & Systems Analytics reports, not agency specific, non directional and not tied to agency strategic plan No formal system/operational evaluation process Sporadic/inconsistent evaluation practices No alignment to agency success Custom tailored HR solutions One call, One point of contact Integrated Collaborative teams HR and Agency strategies are aligned and targeted to achieve business success Service is focused on solutions, creating systems & processes that work Analytics reports, agency specific, directional and tied to agency strategic plan System evaluation process created and dedicated function to manage Regular Peak Performance/Black Belt evaluation practices OHR success directly tied to agency success Service Comparisons 7

9 “To deliver a world-class city where everyone matters, it is critical that as a city team we work together to become more efficient and effective – and you all are at the core of making this happen. I applaud and support the direction that the Career Service Authority is taking to build a more progressive HR system that is focused on strengthening agency partnerships and strategic alignment to ensure that those agencies are working collaboratively to achieve successful outcomes. This system will work to develop programs that build city leadership, enhance employee experience and encourage greater engagement. I congratulate you on the launch of the pilot program with Denver Human Services and look forward to hearing about the many accomplishments that will come from this partnership.” Statement on behalf of Mayor Michael B. Hancock 8

10 “The current situation feels very good, I’m extremely pleased. Before, I never heard anything good, but today I hear good things – people love the new HR team and service model. We see a very visible team who not only collaborate with us but are responsive to our needs.” – DHS Manager Penny May DHS Pilot Program Review 9

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12 Vision Be the model for human resource practices that deliver invaluable service, develop strong workforce leaders and position the City for future growth to meet the needs of Denver citizens Impact Statement The Office of Human Resources stands to help organizations achieve business outcomes through thought leadership, investing in employee engagement and by incorporating inclusivity practices. By leveraging individual strengths and influencing greater citywide collaboration, we set the stage for the City and County of Denver to have the greatest impact within the communities we serve; thus we strive to provide sound, responsive, accurate, inclusive, respectful and honest HR practices 11

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15 Agency Goals The short and long term intent of the organization plans to take to achieve its vision. Strategies and Tactics Strategies: Specific steps OHR will take to achieve its goals Tactics: Detailed tasks that help OHR get the job done and will be determined by the Service and Support Team managers and Team members. 14

16 Strategy I: Responsive Customer Service - Leverage data, metrics, and tools to ensure that the HR system fulfills or exceeds customer expectations. Requirements: 1.Identify ways to provide HR support that helps customers achieve their Peak Performance goals. 2.Incorporate the expertise of the HR Peak Team to ensure that we perform from a continuous improvement perspective. 3.Develop customer service policy for the OHR that outlines the guidelines and expectations of delivering invaluable service – how it looks and what it means. 4.Deploy tools that allow OHR to automate, track, and report HR activities; ensure reports provide information that is Specific, Measurable, Actionable, Relevant and Time-based (SMART). 15

17 Strategy II: Collaborative Partnerships – Expand and strengthen internal and external partnerships. Requirements: 1.Collaborate with City agencies to identify, evaluate, and address performance deficiencies. 2.Consult with City agencies to create a people focused component for their strategic Peak Performance goals. 3.Provide actionable citywide and agency-specific HR analytics data to consult with clients and improve business performance. 4.Connect HR operations between support & service teams to identify and address gaps. 5.Implement “The Inclusivity Project” citywide to assist agencies with building citywide alliances with community, businesses, and government entities. The Inclusivity Project aims to create a stronger knowledge base for employees using innovative practices through increased collaboration and greater community engagement. 16

18 Strategy III : Innovative Recruiting Practices – Uses a consultative approach that identifies customer needs and deploys innovative recruiting strategies for acquiring and retaining the best talent. Requirements: 1.Examine recruitment processes and practices to ensure that OHR’s service delivery systems fulfill or exceed customer expectations. 2.Implement progressive recruiting practices that increase the quality, responsiveness, and timeliness of recruiters to our customers. 3.Implement a full life cycle recruiting and on boarding program that ensures the workplace is completely prepared to engage new employees from their first day of work; follows new employees through their first year of employment. Evaluates and adjusts the program to ensure OHR is supporting the City in its efforts to hire the best talent. 4.Establish strong community and business partnerships to create opportunities that benefit both Denver government and its community. 5.Increase the OHR’s research efforts and forecast future changes in the workforce pool; implement practices that prepare Denver government for such changes. 6.Ensure agencies and departments have staffing plans. 7.Examine the Academic Internship Program to ensure compliance with academic standards set by learning institutions, and that we meet those key deliverables. Connect the internship and apprenticeship programs to succession planning opportunities within Denver government. 17

19 Measurements of Success Results from Annual OHR-specific customer service survey results (not yet created) Results from Post-service delivery surveys (surveys administered soon after a service is delivered) 360 feedback Agencies have HR goals based on dashboard metrics Established links between Recruiting Strategies and Probation Completion, Successful or better performance ratings, and Turnover within the first year Establishment Succession and Workforce Planning Metrics Establishment of Succession Plan Penetration Rates (SPPR) 18

20 Strategy I: Refocus Learning & Organizational Development Refocus the scope of OHR’s learning and organizational development practices, and expand the quantity and depth of learning opportunities. Requirements: 1.Work with agencies to identify, assess and address performance deficiencies to ensure learning opportunities are relevant and demonstrate a return-on-investment; evaluate employee performance post-learning to ensure solutions are on target. 2.Implement employee development solutions that prepare the City for the future; forecast future employee development needs using tools and information such as succession plans, workforce forecasts, industry changes, anticipated turnover, and economic changes. 3.Consult with client agencies to identify organizational effectiveness gaps and assist agencies in developing viable solutions such as process improvement, change management, organizational development, and setting operational and employee performance expectations. 4.Develop and launch the first-ever local City University to “Expand Minds, Awaken Innovators, and Prepare Progressive Leadership” in both the City and in the community. 5.Establish collaborative relationships with local academic institutions to effectively implement a citywide an Academic Internship program, focused on developing the future leaders of the City and filling gaps anticipated through succession planning efforts. 19

21 Measurements of Success: Increased voluntary participation in OHR’s training and learning offerings (i.e. not required by rule or law) Post-learning program evaluation scores Increased participation in internship and apprenticeship programs 100% of the agencies and departments have a succession plan 20

22 Strategy III: HR Growth and Professionalism – Refine HR knowledge and practices to ensure OHR staff are well prepared to support client agency and employee needs. Requirements: 1.Seek opportunities to continuously improve OHR support to our client agencies and employees by staying abreast of HR industry practices, changes and innovations; connect them to our client agencies’ business outcomes. 2.Know our customers’ business: study available information concerning the client agency (e.g., budget, annual report, strategic/Peak Performance plans, politics, press releases, media communications); study industry information (e.g., similar public and private organizations); observe staff meetings, business meetings, and public-facing meetings; learn about the organization’s systems and processes. 3.Implement and continuously evaluate service delivery expectations of all OHR staff that includes behavioral, qualitative, and quantitative standards which support our client agencies’ business outcomes. Standards will ensure OHR staff is knowledgeable, flexible, responsive, consultative, accountable, and otherwise invaluable. 4.Identify knowledge or skill gaps of OHR staff and devise tactics for filling them. 5.Increase visibility in the marketplace and establish agency professionals as experts in the HR field and valuable business partners. 6.Explore the limits and boundaries of the City’s merit system requirements that seemingly prevent using innovative and cutting edge practices. 21

23 Measurements of Success: Decreased employee health claim costs Reduced Family Medical Leave usage Annual Wellbeing survey results (not yet created) Denver Employee Survey results of employee engagement (citywide) Increased employee engagement results from the Denver Employee Survey (results that are specific to OHR) 360-degree feedback Every OHR employee has an individual learning/development plan Individual Development Plan Penetration Rate (IDPPR) 22

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26 Accomplishments: 1. Created a worksheet for how to complete DHS situational assessments 2. Completed the justification RIE with BMO 3. Completed the onboarding RIE and transitioned the work to project status 4. Sent 10 members through Peak Academy (this is over 10% of our agency); 5. Completed a VSA with DEH-ACC 6. The Inclusivity Project 7. The Development and future launch of City University 8. Social Determinants of Health Wellness Program 9. Denver P.A.T.H.S. – Economic Empowerment Program – MillerCoors Grant Miscellaneous Projects Completed with Peak in mind : 1. Streamlined the Denver Employee Survey 2. Streamlined requests for ad hoc analysis by the Analytic Bureau 3. Streamlined Exit Survey for departing employees 4. Standardized work for citywide workforce dashboard 5. Standardized work for employment test scheduling 6. Standardized work for DHS hiring improvements Miscellaneous Projects that have been started but not completed : 1. Standardizing workforce metrics; and 2. Standardizing grievance/complaint form 25

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