UNIFIED PERSONNEL BOARD AGENDA

Transcription

1 UNIFIED PERSONNEL BOARD AGENDA Date: May 4, 2017 Time: 6:30 p.m. Location: BCC Assembly Room, Fifth Floor, Pinellas County Courthouse 315 Court Street, Clearwater, Florida PLEDGE OF ALLEGIANCE EAC UPB Employees Advisory Council Representative 1. CONSENT AGENDA 1. Request Approval of the Minutes of the Regular Personnel Board Meeting held March 2, 2017 II. INFORMATIONAL ITEMS 1. Action Taken Under Authority Delegated by the Personnel Board 2. Proposed FY 2018 Human Resources Budget 3. Other Informational Items Human Resources III. HR HIGHLIGHTS 1. Workforce Strategy Persons are advised that, if they decide to appeal any decision made at this meeting/hearing, they will need a verbatim record of the proceedings, and, for such purposes, they may need to ensure that a verbatim record of the proceedings is made, which record includes the testimony and evidence upon which the appeal is based. Persons with a disability needing reasonable accommodation(s) to participate in this proceeding should contact the Office of Human Rights, 400 S. Fort Harrison Ave., 5th Floor, Clearwater, FL (727) (V/TDD) no later than 48 hours prior to the meeting.

2 I.1. Clearwater, Florida, March 2, 2017 The Unified Personnel Board (UPB) met in regular session at 6:30 P.M. on this date in the County Commission Assembly Room, Fifth Floor, Pinellas County Courthouse, 315 Court Street, Clearwater, Florida, with the following members present: Ricardo Davis, Chair; Ron Walker, Vice-Chair; James Dates; Keith C. Dekle; Louise Dolsay; and Joan M. Vecchioli. Not Present: William A. Schulz II. Also Present: Holly J. Schoenherr, Director of Human Resources; Carl E. Brody, Senior Assistant County Attorney; Michael P. Schmidt, Board Reporter, Deputy Clerk; and other interested individuals. PLEDGE OF ALLEGIANCE AGENDA EAC I. Employees Advisory Council Representative UPB II. CONSENT AGENDA 1. Request Approval of the Minutes of the Regular Personnel Board Meeting held January 5, 2017 III. IV. NEW BUSINESS 1. Performance Standards Director of Human Resources A. Vision, Mission, and Values B. Performance Standards INFORMATIONAL ITEMS 1. Action Taken Under Authority Delegated by the Personnel Board 2. Other Informational Items Human Resources V. HR HIGHLIGHTS 1. HRIS Human Resources Information Systems CALL TO ORDER Chair Davis called the meeting to order at 6:30 P.M.; whereupon, he led the Pledge of Allegiance. 1

3 March 2, 2017 EMPLOYEES ADVISORY COUNCIL REPRESENTATIVE EAC Representative Charles Toney reported that Human Resources Manager Gene Pressoir, Office of Human Rights Director Paul Valenti, and three EAC representatives comprise a committee that has drafted an initial version of an anti-bullying and anti-favoritism policy; and that the committee members have determined that employee issues brought forward under such a policy would not be considered grievances, but would fall under the section titled Discipline within the Personal Rules; whereupon, he related that the draft is currently being reviewed by Human Resources and the County Attorney s Office; that the EAC and Appointing Authorities will hold a joint meeting toward the end of April; and that copies of the draft policy should be available to the UPB members by their May meeting. Mr. Toney stated that EAC Chair Lisa Arispe is involved with the panel that will evaluate the upcoming Classification and Compensation Study; whereupon, he indicated that the Board of County Commissioners (BCC) has requested that it be provided minutes of EAC meetings; and that Human Resources will provide those minutes upon their approval, and Mr. Dekle suggested that since the EAC minutes are not approved until the next meeting 30 days later, draft copies be sent to the BCC. CONSENT AGENDA APPROVED Minutes of regular meeting held January 5, 2017, approved. Motion - Mr. Dates Second - Mr. Walker Vote NEW BUSINESS Performance Standards Director of Human Resources Chair Davis indicated that preceding the arrival of Ms. Schoenherr, he and former Human Resources Director Peggy Rowe had been developing performance standards that the Appointing Authorities could use while writing evaluations of the Human Resources Director; and that he has requested that Ms. Schoenherr work with the Appointing Authorities and establish criteria for consideration by the members. 2

4 March 2, 2017 Ms. Schoenherr referred to two documents included in the members agenda packets, indicating that the first relates to the Vision, Mission, and Values of the Human Resources Department and was crafted following discussions with several stakeholder groups, including Human Resources staff, EAC members, and the Appointing Authorities; whereupon, referring to the second document titled Performance Standards Director of Human Resources, she indicated that because she serves at the pleasure of the Board, it is appropriate for a discussion to take place regarding the criteria on which she will be evaluated. Ms. Schoenherr related that she relied upon various sources to write the performance standards; and that even though departmental goals will change from year to year, the performance standards are anticipated to remain stable. In response to queries by the members, she presented information regarding the benefits of using a calendar year to set goals and report on accomplishments, and discussed how she will obtain Appointing Authority input regarding her future evaluations, and Chair Davis provided input. Ms. Vecchioli suggested that Ms. Schoenherr provide a self-evaluation as part of the overall evaluation process and, noting no objections from the members, Chair Davis requested that Ms. Schoenherr include the information as part of her Annual Report. Mr. Dekle related that even though some metrics are hard to measure in Human Resources, other metrics can be more easily determined, and asked Ms. Schoenherr how the members can offer her their support; whereupon, he moved, seconded by Ms. Dolsay and carried unanimously, that the Vision, Mission, and Values statements and the Performance Standards be approved. INFORMATIONAL ITEMS Action Taken Under Authority Delegated by the Personnel Board The document titled Action Taken Under Authority Delegated by the Unified Personnel Board has been attached and made a part of the minutes. In response to queries by Mr. Dekle, Human Resources Officer Jack Loring provided historical background information regarding the Business Technology Services (BTS) Department and Classified Service employees who had been reclassified to Exempt several years ago, and briefly discussed the Fair Labor Standards Act. 3

5 March 2, 2017 Other Informational Items Ms. Schoenherr reported that Carol Feskanin will begin employment as the new Benefits and Wellness Manager on March 6; and that the majority of her work experience has been in private industry; whereupon, she indicated that a Request for Proposals was let approximately two weeks ago with regard to the Classification and Compensation Study; that about a week is left for the vendors to bid; that a selection committee will review the proposals; and that the project is moving along as scheduled. The following miscellaneous information items were received for filing: 1. Minutes of the EAC Representative meeting of January 18, Minutes of the EAC Delegate meeting of January 26, News article titled Pension fund projections could be too rosy 4. Leadership Notes for January Training Calendars for February, March, and April 2017 HUMAN RESOURCES HIGHLIGHTS HRIS Human Resources Information Systems Christopher White discussed his BTS experience prior to becoming a Human Resources Officer, reporting that he has been overseeing Human Resources Information Systems for about four months; and that while HRIS was previously known as Records Admin, the department is moving away from merely managing records to managing information; whereupon, he conducted a PowerPoint Presentation titled HRIS, not just Records Admin, a copy of which has been filed and made a part of the record, and related that as a Center of Excellence, his department has the following responsibilities: Ensure Integrity of Self-Service Transactions Transactional Solution Provider Rule and Policy Experts Audit and Maintain HRMS Data Employee File Maintenance (ApplicationXtender) Source for Federal, State, and On-Demand Reports Facilitate Information Sharing Technology Driver and Support 4

6 March 2, 2017 Mr. White presented information regarding records administration and the increasing number of transactions processed; whereupon, he reported on additional duties of the department, including: Position Control Add, Delete, Edit, and Mass Moves Organization Maintenance Self-Service Page Personalization New Hire Onboard Processing Background Checks and Fingerprinting County ID System Assisting Customers In response to queries by Ms. Vecchioli and Mr. Dekle, Mr. White related that even though his area only manages the documents concerning the onboarding of newly-hired employees, other areas oversee the orientation process; and that documents signed by employees are scanned into ApplicationXtender and become part of their permanent files; whereupon, he discussed the measures taken by Human Resources and Business Technology Services to protect employee data. ADJOURNMENT The meeting was adjourned at 7:06 P.M. Chair 5

7 6 March 2, 2017

8 7 March 2, 2017

9 II.1. Human Resources Director Action Taken Under Authority Delegated by the Unified Personnel Board The Human Resources Director, having been granted delegated authority to act on behalf of the Unified Personnel Board, has taken the following action from February 19, 2017 through April 15, ADDITIONS SPEC EEO4 OT NO. TITLE CODE CODE PG Development Review Svcs Spec, Ld Para-Professionals Classified CL Public Works Field Inspector Technicians Classified CL18 TITLE CHANGES PRESENT RECOMMENDED SPEC NO. CLASSIFICATION CLASSIFICATION PG Assistant Deputy for Land Records Deputy of GIS Land Records BDRS Code Enforcement Div Mgr DRS Code Enforcement Div Mgr SM4a Bureau Director, Building & DRS Director, Building Services SM2a REVISIONS SPEC NO. TITLE PG CVB Sales Representative P Director, Building Services SM2a Elections Aide CL Electrical/Mechanical Technician 2 CL Electrical/Mechanical Technician, Senior CL Electronic Equipment Technician 2 CL Electronic Equipment Technician Senior CL Meter Reader 1 CL Meter Reader 2 CL Planning Technician CL Planning Technician, Lead CL Senior CVB Sales Representative P Water/Wastewater Facilities Maintenance Supervisor CL20

10 Human Resources Director Action Taken Under Authority Delegated by the Unified Personnel Board Page 2 DELETIONS SPEC NO. TITLE PG Abstractor 1 CL Abstractor 2 CL Animal Services Adoption Coordinator CL Applications Support Analyst Assistant Manager, Branch Office Assistant Director, Community Development SM3b Assistant Manager, Court Assistance Assistant Manager, Probate Records BCC Business Applications Coordinator CL Bureau Director, Community Development SM2b Bureau Director, Justice/Consumer Services SM2b BTS Principal Technologist CL CCC Assistant Project Officer CCC Chief Project Officer CCC Financials Programmer/Analyst CCC Financials Programmer/Analyst CCC Manager IT Application/Systems CCC Oracle Financials Developer Cartographic Cadastralist 1 CL Cartographic Cadastralist 2 CL Cartographic Cadastralist 3 CL Cartographic Cadastralist, Senior CL Change Management Coordinator P Clerk s Technology, Asst Chief Information Officer Clerk s Technology, Client Services Analyst Clerk s Technology, Manager of Applications Coastal/Beach Stabilization Coordinator CL Consumer Protection Program Manager CL Court Clerk Aide CL Customer Services Manager CL Deputy Chief Information Officer, BTS SM Deputy PAO Government Affairs & Staff Counsel Director, Budgeting & Financial Services Director, Public Works CIP & Production Engineering SM Director, Public Works Financial Services SM3a Director, Public Works Strategic Initiatives SM3a Director, Public Works Transportation Engineering SM2a Director of Applications Software Director of Investigations Director of Property Value Roll Director of Community Relations Division Engineer SM3b Elections Operations Lead Technician CL Electronic Security Systems Technician CL Entomology Aide CL Equipment Acquisition Specialist CL Fire Division Manager SM4a Fiscal Manager SM5b

11 Human Resources Director Action Taken Under Authority Delegated by the Unified Personnel Board Page 3 DELETIONS (continued) SPEC NO. TITLE PG Heritage Village Museum Interpreter CL HVAC Lead Mechanic CL Investigator Manager, Facility Planning SM5b Manager, Self-Help Center Marina Worker CL Mechanical Engineer CL Museum Collection Custodian CL Network Technician, Lead CL Parks & Conservation Resources Finance Manager SM4a Parks & Conservation Resources Services Manager SM6a Personal/Real Property Specialist CL Personal/Real Property Specialist, Senior CL Plant Operator CL Project Management Technician CL Project Tracking Technician CL Public Works Operations Field Manager SM5a Public Works Operations Systems Manager SM5a Public Works/Utilities Division Manager SM4a Radio & Data Systems Manager SM4a Research Assistant Safety Specialist CL Senior Fleet Manager SM5b Sign Shop Supervisor CL Solid Waste Compliance Inspector, Senior CL Tax Collector Computer Systems Supervisor E Traffic Operations Supervisor CL Utilities Facility Manager SM5b Utilities Groundwater Special Research Coordinator CL Utilities Operations Coordinator CL Volunteer Program Coordinator CL Welder Fabricator, Senior CL14 ESTABLISHING CAREER LADDER-PROPERTY APPRAISER Accountant 1 CL13 Accountant 2 CL15 Accountant 2 CL15 Accountant, Senior CL19

12 Human Resources Director Action Taken Under Authority Delegated by the Unified Personnel Board Page 4 FIELD INSPECTOR AUDITS UPWARD RECLASSIFICATIONS-PUBLIC WORKS/UTILITIES 4 Positions Received Upward Reclassifications 30 Positions Remain the Same 34 Total UPWARD RECLASSIFICATIONS-UTILITIES PRESENT RECOMMENDED POSITION CLASSIFICATION PG CLASSIFICATION PG BCC/C1111 Field Inspector 3 CL19 Pub Wks Field Insp, Sr CL20 BCC/C2457 Field Inspector 3 CL19 Pub Wks Field Insp, Sr CL20 BCC/C2951 Field Inspector 3 CL19 Pub Wks Field Insp, Sr CL20 BCC/C3270 Field Inspector 3 CL19 Pub Wks Field Insp, Sr CL20 TITLE/PAY GRADE CHANGE PRESENT PRESENT RECOMMENDED SPEC NO. CLASSIFICATION PAY GRADE CLASSIFICATION PAY GRADE Field Inspector 3 CL19 Pub Wks Field Inspector, Sr CL20 REVISIONS Field Inspector 1 CL Field Inspector 2 CL16 UPDATED CAREER LADDER-PUBLIC WORKS Field Inspector 1 CL13 Field Inspector 2 CL16 Field Inspector 2 CL16 Public Works Field Inspector CL18

13 II.2.

14 UNIFIED PERSONNEL SYSTEM Annex Building 4 th Floor 400 S. Fort Harrison Ave Clearwater, FL Phone: (727) Fax: (727) Website: TO: FROM: DISTRIBUTION: SUBJECT: Bill Berger, Director, Office of Management & Budget Holly J. Schoenherr, Director of Human Resources Mark S. Woodard, County Administrator Don Mello, Senior Financial Management & Budget Analyst, Office of Management & Budget Human Resources Department FY18 Budget DATE: March 16, 2017 The Human Resources Department s FY18 budget submission meets the requested target of $4,280,460. This target includes an increase for cost inflation as calculated by OMB, the transfer of Jack Loring s position, a reduction in our Risk Allocation, and a $75,000 one-time adjustment from FY17 for the planned Classification and Compensation Study. Additionally, we are requesting favorable consideration for two Decision Packages for two full-time Human Resources Business Partners and one full-time Contract Administration Coordinator on a recurring basis to effectively support County organizations throughout the Unified Personnel System. Pursuant to Pinellas County s Unified Personnel System Act, Chapter , Laws of Florida, our department is mandated to provide personnel programs and services to Appointing Authorities in the Unified Personnel System. Those Appointing Authorities include Business Technology Services, County Administrator, County Attorney, Clerk of the Circuit Court, Supervisor of Elections, Property Appraiser, Tax Collector, Construction Licensing Board, Forward Pinellas, and Human Rights. Our department s mission is to Cultivate a diverse, talented and engaged workforce prepared to effectively serve the citizens of Pinellas County. We recently reorganized into six Centers of Excellence in order to ensure we are providing solutions that help County organizations position themselves as a top-choice employer in the Tampa Bay region. Our department seeks to earn a reputation as a trusted solution partner through every interaction by demonstrating credibility, fairness, respect, and service. Fiscal Year 2016 was a year of transition as our department was led by two interim directors prior to my hiring. After my arrival in July 2016, I conducted several listening sessions with each of the Appointing Authorities, the Employees Advisory Council, and each of my department team members. As a result of the feedback, we implemented a number of strategic initiatives to assist all Unified Personnel System organizations in reaching their goals and fulfilling their missions more comprehensively and effectively. My assessments in the early months of my tenure revealed gaps in the HR Department s ability to meet basic and strategic needs of the departments and employees we serve. I want to share with you a number of steps that have been taken to manage current resources to address critical needs for the department: 1

15 Gap #1: Workforce Strategy Need - I found the Employment and Classification & Compensation teams to be highly knowledgeable; however, fairly quickly after my arrival it was clear that the teams had not developed a synergy that would facilitate a high level of quality and meaningful service to our customers. In addition, there was no strategic leadership in place to ensure that the efforts of these teams were focused on services that add value to hiring managers and job applicants. Solution I immediately repurposed a vacant position to create the position of Workforce Strategy Manager. This position was filled in January 2017 and is leading improvements to recruitment processes as well as the work related to the Classification and Compensation Study. Gap #2: Benefits Services Need Over the course of my first several months as director, I received several complaints regarding responsiveness from the Benefits team. In addition, there were a number of problems with processes that affected many of our employees and retirees, including Annual Enrollment delays and HIPAA violations. Solution The issues mentioned above were greatly concerning given the significant impact that they had or could have had on employees and retirees. When we were given the opportunity to add Jack Loring to the department, it provided an opportunity to repurpose a full-time position from Classification & Compensation to Benefits. The position that was reallocated was filled by an individual who had many years of experience in Benefits and was immediately able to make positive contributions to the team s ability to improve response rates and ensure data integrity. Gap #3: Workforce Pipeline and Academic Achievement Need Approximately 480 Unified Personnel System employees are currently eligible to retire. In addition, the average age of our workforce is 49, approximately 6 years older than our peers. In order to attract qualified individuals to fill a large number of vacancies from retirements and other factors, it is critical that we dedicate resources to programs that will expose and attract individuals to careers with Pinellas County. Solution Our Volunteer Services Coordinator resigned in February 2017, leaving a vacancy in our Communications & Outreach Center of Excellence. This vacancy provides us with the opportunity to recruit an individual to work strategically with departments across the UPS in providing meaningful internship and externship opportunities for high school and college students, and coordinating opportunities for County employees to participate in community outreach activities that promote academic achievement, such as the Great American Teach-In. GAP #4: Taleo System Administration Need Human Resources uses Taleo software for both our applicant tracking (recruitment) system and our FACE performance management system. Currently professional Human Resources staff are trying to manage both professional services and administration of the Taleo system. This is not an effective use of resources. Solution There are available resources following the decision to discontinue a contract with Ad- Vance which formerly provided assistance to our recruitment efforts. We intend to use those existing resources to fill a position that will be dedicated to administering the Taleo recruitment and performance modules, so that current staff can focus more time on using their expertise in recruitment and performance management. We have also distinguished our Human Resources Information Systems function as a Center of Excellence by separating it from our Employment function and, in the process, more fully integrating it with all of our Centers of Excellence. 2

16 The standards of service we have established for each of our Centers of Excellence include: Employee Benefits and Wellness Deliver benefits programs that meet the needs of Appointing Authorities and their employees Provide benefits programs that lead to the attraction, retention, and motivation of employees Educate employees about benefits processes, plans, and annual enrollment information in a clear and timely manner Workforce Strategy (includes Employment, and Classification and Compensation programs) Collaborate with Appointing Authorities to fill vacant positions in a timely manner Apply an understanding of open positions in order to recruit qualified candidates Recruit high quality candidates who have the required skills, experience, and capabilities to succeed in the organization Support managers during the onboarding process to help new employees quickly become active contributors to the department Develop and administer compensation programs that support the short and long-term strategic objectives of the organization Provide compensation plans that support the attraction, retention, and motivation of employees Educate employees on the way classification and compensation programs work in the Unified Personnel System HR Business Partners and Employee Relations Promote the benefits of a diverse and inclusive workforce Administer a performance management system that facilitates a fair evaluation of the workforce Deliver training, resources and guidance to support the performance management process Identify and develop internal talent to meet the short and long-term strategic objectives of the organization Actively partner with Appointing Authorities to project future hiring needs Organizational & Talent Development Understand the critical competencies for each role at the organization to support employee development Deliver training and development programs that support the short and long-term strategic objectives of the organization Prepare employees to work with diverse cultures and populations Deliver high quality training and development programs Communications and Outreach (includes Volunteer Services) Collect, understand, and respond to employee feedback in a timely manner to enhance trust and commitment to the organization Deliver reward and recognition programs that ensure the attraction, retention and motivation of employees Human Resources Information Systems Leverage technology to enhance the effectiveness and efficiency of HR services and solutions Prepare employees to use HR technology solutions 3

17 Our Unified Personnel System Support program continues to provide systems and guidance to all of our Appointing Authorities at the executive level as well as to cover administrative services and costs for our department. And our Volunteer Services program continues to provide valuable support to UPS organizations through the dedication of thousands of volunteers who donated more than 231,000 hours of their time in FY16. Decision Package 1 In FY17, in response to listening sessions with leaders across all ten Appointing Authorities, the HR Department launched an initiative to partner with County organizations to effectively resolve HR issues pertaining to talent management, employee relations, coaching, development, compensation, conflict management, and others, by working proactively and collaboratively to address root causes. The HR Business Partner model provides a higher level of professional human resource services and is customized to the specific needs of each organization. Business Partners accomplish this by seeking to gain a deeper understanding of the mission, vision, strategic objectives, operational goals, culture, and challenges of the organization served; by coordinating with all other HR Centers of Excellence to arrive at the best possible solution; by serving as a consultant, coach, facilitator, and/or advisor to management on HR-related issues, assessing and anticipating HR-related needs; helping to build teams and resolve organizational conflicts; providing training and guidance on coaching, counseling, and disciplinary issues; providing guidance and input on business unit restructures, workforce planning, and succession planning specific to organizational needs; supporting performance management initiatives to improve overall effectiveness; and by helping navigate through organizational changes. Presently, HR has two seasoned professional staff members serving eleven County departments across five Appointing Authorities in the HR Business Partner role while performing other HR duties pertaining to employee relations and performance management. We estimate that business partner activities presently consume 20-25% of their roles, which has not reached its full potential due to their other responsibilities. The organizations they presently serve desire more time and attention, and several other county departments are seeking this higher level of service. We estimate that much more targeted and customized service could be provided to interested members of the Unified Personnel System if the department had two additional full-time positions dedicated solely to providing business partner services. The net recurring cost for investing in these resources would be $193,500 for salaries and benefits for two positions and $1,600 for professional development for FY18 and beyond. This amounts to a total recurring cost of $195,100. There would also be additional one-time costs of $2,000 for laptop computers and $3,000 for furniture for those positions in FY18. While it can be difficult to quantify the financial return for the benefits an HR Business Partner provides, consider that the U.S. Department of Labor estimates the cost of a single bad hire to cost at least 30% of an employee s first-year earnings. And The Harvard Business Review reports that as much as 80% of employee turnover is due to bad hiring decisions. HR Business Partners can help management make sound decisions that prevent bad hires. And experts have estimated disengaged employees only produce at a rate of approximately two-thirds of their salary. Gallup surveys indicate that only about 31% of employees in the U.S. are engaged, resulting in hundreds of billions of dollars in lost productivity. HR Business Partners can work hand-in-hand with managers to develop strategies and practices that minimize disruptive conflicts, enhance employee engagement and increase productivity. HR Business Partners can also assist with ensuring a smooth and effective transition of organizations, leadership, and staff in implementing Enterprise Asset Management solutions across various departments. Decision Package 2 The HR Department partners with other County departments to administer 31 different contracts pertaining to employee benefits programs. These range from various health plan vendors to insurance 4

18 providers to actuarial consultants. The oversight, coordination, notifications, and renewal of these contracts have primarily been performed by Benefits staff at the expense of other priorities that would allow them to respond to employee and retiree needs. The HR department needs a full-time Contract Administration Coordinator which would allow Human Resources to proactively create project plans for the procurement of expiring contracts. This includes the development of requests for proposals, negotiations and contracting with first ranked firm as well as ensuring finalized agreements have the required approval to allow time for implementation prior to the expiration of the current contract. Once contracts are in place, this position would ensure that the objectives of the contract are met. If new needs are identified or desirable the Contract Administration Coordinator would also work with management to request amendments. This position would also ensure all necessary notification regarding services are made available in the required fashion. It would also support the Benefits team with ensuring fees charged are in good order according to terms of the contract. The net recurring cost for investing in this resource would be $85,500 for salary and benefits and $800 for professional development for FY18 and beyond. This amounts to a total recurring cost of $86,300. There would also be additional one-time costs of $1,000 for a laptop computer and $1,500 for furniture for this position in FY18. Summary The FY18 budget allocation and the two Decision Packages will enable our department to support the County s strategic objectives for creating a quality workforce in a positive, supportive organization. This includes the recruitment, selection, and retention of a diverse and talented workforce; the leveraging, promoting, and expansion of opportunities for workforce growth and development; making workforce safety and wellness a priority; and the maintenance of a fair and competitive compensation package. Thank you for your consideration. 5

19 Human Resources Performance Measures for FY18 Budget Program Performance Measures FY16 Actual FY17 Estimate FY18 Target Percentage of position control actions processed within Not available 95-98% 90% 2 business days Classification and Percentage of position audit decisions/findings that need New measure New measure 10% Compensation correction upon appeal Annual forecast of labor market movement as it relates to pay and pay structure adjustments New measure New measure 100% Employee Benefits and Wellness Employment HR Business Partners and Employee Relations Organization & Talent Development Modified Measure: Total employer-paid health plan expenses per employee (inc. medical claims, pharmacy claims, dental claims, mental health claims, HSA contributions, incentive costs, wellness expenses, etc.) Number of participants in County-sponsored Wellness Program activities Percentage of vacancy posting requests processed within 1 business day Training sessions on Employment/Recruitment issues conducted each quarter Number of completed quarterly FACE of Performance summaries in UPS Customers overall satisfaction with level of Employee Relations Assistance Participants overall Evaluation of Training Classes delivered (on a 5 point scale) Number of County participants in in-house training programs conducted or sponsored by HR Department $16,850 $18,200 $20,020 New measure New measure 5,500 New measure New measure 90% New measure New measure 2 3,147 3,500 3, % 90% 90% New measure New measure 4,700 Communications Number of visits to HR web site pages and PDFs 2,853,612 3,000,000 3,100,000 Modified Measure: Number of total hours served by 229, , ,000 Volunteer Services volunteers (excluding interns/externs) Number of total hours served by interns/externs 1,794 3,500 4,500 Employee Turnover Rate 10.48% 10.5% 11.0% Human Resources Information System Percentage of HRIS transactions that don t need New measure New measure 92% correction as result of audit Pinellas County, Florida FY18 Annual Budget

20 Human Resources Organization Chart Unified Personnel System Board Holly J. Schoenherr Director HRD/E1 Peggy Sellards Senior Executive Assistant HRD/E17 BENEFITS & WELLNESS EMPLOYEE RELATIONS & HR BUSINESS PARTNERS COMMUNICATIONS & OUTREACH HRIS & RECORDS ADMIN ORGANIZATIONAL & TALENT DEVELOPMENT WORKFORCE STRATEGY Carol Feskanin HR Manager HRD/E4 Gene Pressoir HR Manager HRD/E2 Tim Closterman HR Officer HRD/E25 Chris White HR Officer HRD/E29 Joan Read HR Officer HRD/E21 Bryan Cook HR Manager HRD/E30 Benefits Sue Keim HR Officer HRDE11 Sandra Townsend HR Analyst HRD/C53 Karla Cook HR Associate HRD/C48 Gayle Tormey HR Associate Jim Valliere HR Business Partner HRD/E9 Meagan Decker HR Business Partner HRD/E8 Camille Evans HR Sr Associate HRD/C9 Volunteer Services Vacant HR Coordinator HRD/E10 Special Events Cantrece Harmon HR Associate HRD/C40 Sarah Markofski Special Projects Assistant HRD/C46 Barb McKee HR Analyst HRD/C36 Gene Fields HR Sr Associate HRD/C7 Janie James HR Associate HRD/C30 Jeff Withrow HR Support Specialist HRD/C33 Kat Black HR Analyst HRD/C51 Kevin Connelly HR Analyst HRD/C52 Audrey Savas HR Analyst HRD/C54 Carol Strickland HR Sr Associate HRD/C16 Employment Bertha Battle HR Officer HRD/E14 Jim Owens HR Analyst HRD/C34 Gwen Roundtree HR Associate HRD/C17 Minerva Santiago HR Assistant HRD/C15 Mary Flockerzi HR Analyst HRD/C24 Employee Communications Classification & Compensation Wellness Crystal Capone HR Coordinator HRD/E22 Mary Sault HR Sr Associate HRD/C45 Jack Loring HR Officer HRD/E31 Joni Valliere HR Coordinator HRD/E28 Melissa Reyes HR Associate HRD/C50 Shara Stubbins HR Associate HRD/C14 March 2017

21 Holly J. Schoenherr Director of Human Resources May 11, 2017

22 Purpose: Provides equal employment opportunities Centralized location for County job applicants Eliminates discrepancies in pay scales, benefits, discipline, etc. Ensures merit principles are followed for appointments, retention, pay, promotions, etc. Eliminates the need for multiple human resources departments 2

23 Business Technology Services Clerk of the Circuit Court Construction Licensing Board County Administrator County Attorney County Commissioners Forward Pinellas Office of Human Rights Property Appraiser Supervisor of Elections Tax Collector More than 3,000 employees 3

24 Department led by two interim directors Permanent director appointed July 2016 Listening sessions with Appointing Authorities, Human Resources team, and employees across the UPS More proactive and professional approach to recruitment; develop pipeline to replace retirees Classification and Compensation Study sense of urgency Improve communication and responsiveness from HR Help leaders strategically address human capital needs Serve as an honest broker 4

25 1. Established clear vision, mission, and values 2. Reorganized into six Centers of Excellence to better assist the organizations we serve 3. Turnover in key positions provided new opportunities Workforce strategy Benefits and wellness Workforce pipeline and academic achievement Systems administration recruitment and performance management 5

26 Mission: Cultivate a diverse, talented and engaged workforce prepared to effectively serve the citizens of Pinellas County. Vision: To position Pinellas County Government as a topchoice employer in the Tampa Bay region. 6

27 Earn a reputation as a trusted solution partner through every interaction by demonstrating: Credibility Fairness Respect Service 7

28 Unified Personnel System Board HR Director Benefits & Wellness Employee Relations & HR Business Partners Communications & Outreach HRIS & Records Administration Organizational & Talent Development Workforce Strategy Benefits Volunteer Services Employment Wellness Employee Communications Classification & Compensation 8

29 Workforce Strategy Created a Workforce Strategy Manager position to lead improvements to recruitment and the Classification & Compensation Study Benefits and Wellness Repurposed a full-time position to the Benefits Center of Excellence to improve response rate and ensure data integrity Workforce Pipeline and Academic Achievement Recruiting for an individual who will work with UPS organizations to provide meaningful internship and externship opportunities Systems Administration Repurposing an existing vacancy to provide systems administration for Taleo recruitment and performance management automated systems 9

30 Deliver benefits programs that meet the needs of Appointing Authorities and their employees Provide benefits programs that lead to the attraction, retention, and motivation of employees Educate employees about benefits processes, plans, and annual enrollment information in a clear and timely manner Increase the number of participants in Countysponsored Wellness Program activities 10

31 11 Oversee the Classification and Compensation Study Develop and administer compensation programs that support the short and long-term strategic objectives of the organization Provide compensation plans that support the attraction, retention, and motivation of employees Educate employees on the way classification and compensation programs work in the Unified Personnel System

32 12 Collaborate with Appointing Authorities to fill vacant positions in a timely manner Apply an understanding of open positions in order to recruit qualified candidates Recruit high quality candidates who have the required skills, experience, and capabilities to succeed in the organization Support managers during the onboarding process to help new employees quickly become active contributors to the department

33 Implement HR Business Partner pilot to introduce managers to a higher level of professional HR services Administer a performance management system that facilitates a fair evaluation of the workforce Identify and develop internal talent to meet the short and long-term strategic objectives of the organization More than 95% overall customer satisfaction rating with Employee Relations for three consecutive years 13

34 14 Deliver training and development programs that support the organization s short and long-term strategic objectives Prepare employees to work with diverse cultures and populations Deliver high quality training and development programs Higher than Participants overall evaluation of training classes delivered on a 5-point scale for twenty consecutive years

35 15 Collect, understand, and respond to employee feedback in a timely manner to enhance trust and commitment to the organization Deliver reward and recognition programs that ensure the attraction, retention and motivation of employees Publish The Pen newsletter, Two-Minute Tuesday videos, and other key publications Administer and coordinate reporting of the 2017 Biennial Employee Survey

36 229,353 total hours served by volunteers in FY16 (excluding internships and externships) 1,794 total hours served by interns and externs in FY16 Recruit, screen and process volunteers and interns Assist with implementation of workforce pipeline programs 16

37 Maintain and audit employee records Process new hires Leverage technology to enhance the effectiveness and efficiency of HR services and solutions Prepare employees to use HR technology solutions such as OPUS and Taleo Address gaps between technological solutions customers seek and system and technical capabilities 17

38 1. Two recurring full-time positions dedicated solely to providing business partner services: Customized service to UPS organizations Recurring investment of $195,100 Expected benefits to Pinellas County: Reduce the number and cost of unsuccessful hires Enhance employee engagement and organizational performance Increased retention of high-performing employees 18

39 2. One recurring full-time Contract Administration Coordinator position to manage the 31 contracts pertaining to employee benefits programs: 19 Benefits staff and other HR professionals currently consumed by contract issues instead of areas of expertise Recurring investment of $85,500 Expected benefits to Pinellas County: Enhanced customer service and capacity of Benefits staff Timely and effective administration of 31 contracts within HR Enhanced stewardship of County resources and vendor accountability

40 Meets requested budget target of $4,280,460 Seeking an additional $280,600 in two decision packages a 6.5% increase over the target Enables the Human Resources Department to support the County s strategic objectives for creating a quality workforce in a positive, supportive organization 20

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42 II.3. Employees Advisory Council Representative Meeting Minutes County Office Annex, Room 429, Clearwater, FL Wednesday, February 15, 2017, 2:30 p.m. 4:30 p.m. APPROVED BY THE EAC Call to Order The EAC Representative meeting was called to order at 2:30 p.m. by Chair, Lisa Arispe. Approval of Minutes Charles Toney motioned to approve the EAC Representative Minutes for January 18, The motion was seconded by Clare McGrane. Randy Rose inquired on the verbiage about allowing time for blood donation. The minutes were approved with an edit to the blood donation verbiage to indicate that Randy said there was information in a previous issue of The Pen on this topic. Employee Relations will search for Peggy Rowe s Pen article on blood donations being allowed on county time and not the employees time. Richard Carvale motioned to approve the Delegate Minutes for January 26, 2017 as written. The motion was seconded by Charles Toney. The minutes were approved as written. Comments from Holly Schoenherr, Director of Human Resources Carol Feskanin has been hired as the Benefits and Wellness Manager. Her start date is March 6, Carol was previously employed by Chico s in Fort Myers. Holly met with the Appointing Authorities and reported that they are not in favor of increasing the maximum accumulation of compensatory time for classified hourly employees from 80 hours. Human Resources is still looking into the possibility of supplemental insurance such as Aflac. Bryan Cook announced that the request for proposal (RFP) for the Classification & Compensation study is nearly complete. The RFP will include a 21-day timeframe for replies to be accepted. A committee has been appointed to evaluate and select the company who will conduct the study. A website has been created for the Classification & Compensation study. It will be updated regularly and will include such areas as: FAQs, timelines and an option to ask questions anonymously. [ The link is ] Lisa Arispe opened a discussion in reference to the new $250 emergency room co-pay and how some employees cannot afford the cost and therefore are not getting the medical attention needed. Can the co-pay amount be amended? Holly and Sue Keim responded that the co-pay has to stay in effect for this calendar year but can be reviewed for next year. The co-pay can be adjusted yearly as those are determined separately from the 5 year contract with UHC. Holly said HR is noting these concerns about this co-pay for the 2018 benefit year. It was also discussed that when the plan has upcoming changes, it s important to inform the employees prior to those changes. Additional healthcare options have been provided in a Two-Minute Tuesday video on the Human Resources website [ visit ]. An article will be written in The Pen listing alternatives for getting emergency medical care.

43 Old Business Taleo and applying for job openings. Mario Rugghia expressed concerns for employees who have met the qualifications for job openings yet are not getting interviews. Bryan Cook explained how the applications are processed. The EAC would like the Taleo system to be updated to provide applicants with acknowledgement of applications received and notification when minimum qualifications have not been met. That information should be available before the closed period for each job so an applicant can correct areas, if needed. The application should also be available to review before submitting, in the same format prospective employers use, even if the answers have been copied and pasted. Applicants who have not been selected for a position they applied for are not being informed that the position has been filled. HR will look into that issue. Pinellas County is not looking to separate sick leave from annual leave. Sick leave and annual leave were merged together in the 1990 s. Total leave time would be the same, just separated. It is apparent the bigger issue is unscheduled and scheduled leave. Charles Toney requested clarification on the percentage of employees who received a better than satisfactory increase. At the EAC Delegate meeting Holly reported she believed that 85% of all employees had received better than satisfactory increases in FY2009. Jim Valliere commented that statistics showed it was closer to 92% of employees who had a better than satisfactory evaluation. New Business The bi-annual joint meeting of the Appointing Authorities and the EAC Representatives will tentatively be held on April 28, A meeting request will be sent to all Representatives. Real Appeal UHC Health Program Pinellas County does not set the standards for that program. Currently only people with a body mass index (BMI) of 23 or higher can enroll. Some employees feel the program discriminates against underweight people who can also have health issues. It appears not everyone enrolling for the program is being asked for their BMI. [ To register, visit ] Medical Marijuana Holly stated there has not been a conversation with the Appointing Authorities about this topic but would inquire. Canaan McCaslin, from the County Administration office, acknowledged that they are in the process of writing an ordinance with regard to employees use of medical marijuana. He will provide updates at the next Representative meeting. The Board of County Commissioners asked to receive the minutes from the EAC meetings. Camille Evans will ensure that all Commissioners receive the approved minutes. There is a need for better information about the EAC and its functions. Alicia Parinello asked if the EAC is mentioned to new managers. Jim Valliere said that the EAC is discussed in the supervisory training courses as well as in new employee orientation. Human Resources will look into better communication ideas to get the information distributed to all employees. Suggestions included an article in The Pen and Two-Minute Tuesday videos. Under the Sunshine laws, all EAC meetings are open to the public.

44 Question was asked about the EAC At-Large Representative position. This representative is not elected; rather is nominated and voted on by the other 14 representatives on the council. Respectful Workplace / Anti Bullying Policy The draft and reporting worksheets of the policy draft were distributed for review before the meeting. Holly commented that the definitions should be more stringent. All other areas of the policy looked fine to the EAC. Rather than scheduling another committee meeting, Holly offered to work on rewording the definitions and pass the policy draft on to the County Attorney s Office for their input and approval. The EAC agreed to have HR make the adjustments and that another meeting was not necessary. The EAC is requesting that the County Attorney s Office staff have their suggestions and approval completed before the next EAC meeting on March 15, The goal is to have the policy ready to present to the Personnel Board prior to the April 6 board meeting. Adjourned Ashley Skubal made a motion to adjourn at 4:30. Mario Rugghia seconded the motion. Lisa Arispe* Richard Carvale* Peg Poole* Linda Cahill* Bill Gorman* Donna Beim* Clare McGrane* Doris McHugh* Alicia Parinello* Randy Rose* Mario Rugghia* Ashley Skubal* Charles Toney* Lisa Wright* Marion Nuraj* *EAC Representatives in attendance at this meeting.

45 Employees Advisory Council Representative Meeting Minutes County Office Annex, Room 429, Clearwater, FL Wednesday, March 15, 2017, 2:30 p.m. 4:30 p.m. Call to Order The EAC Representative meeting was called to order at 2:30 p.m. by Chair, Lisa Arispe. Jackie Warr joined the meeting representing the Property Appraiser s Office for Lisa Wright. Approval of Minutes Charles Toney motioned to approve the EAC Representative Minutes for February 15, The motion was seconded by Richard Carvale. The minutes were approved as written. Randy Rose shared the information from the October 20, 2010 minutes regarding blood donation being allowed on County time. This topic will be addressed with the Appointing Authorities at the joint EAC/Appointing Authority Meeting on April 28, Comments from Jim Valliere, representing Holly Schoenherr, Director of Human Resources Jim Valliere provided updates from Human Resources while Holly was out of town at a conference. The Pen for distribution on 3/15/17 includes an article about options for getting healthcare while possibly avoiding the $250 emergency room co-pay. [ The link is The Classification and Compensation Study is progressing. Jack Loring explained that due to Purchasing policy, discussion is not allowed. There is an evaluation on the submitted bids on March 24, 2017 to decide who will be selected to conduct the study. Visit the website for status updates on the study. [ The link is ] It was also discussed that there is not money currently budgeted for merit pay increases because there is not a system to calculate merit pay. EAC suggested that a merit pay system be developed during the same time frame as the Classification and Compensation Study so there will be something in place to calculate employee merit pay when the study is complete. It was mentioned that the old merit calculation system using points was not broken and could be revised and implemented. Carol Feskanin, the new Benefits and Wellness Manager for Human Resources, started on March 6, 2017 with Pinellas County. Carol shared her diverse background in benefits. The Aflac supplemental insurance is still being researched. There are 3 areas to consider for any voluntary benefit insurance which is typically paid by the employee. They include: 1) Investigate the value and specific focus for the options offered, 2) Is there an option for payroll deduction? and 3) How much would this insurance cost Pinellas County? The YouDecide employee discounts program may be an option and Human Resources will look into it. [ The link is ] Old Business Bullying Policy: The County Attorney and Human Resources met to discuss the draft of the Respectful Workplace Behavior/Anti-Bullying Policy. A revised copy of the draft, with their recommendations, was distributed to the Representatives prior to the meeting. The EAC strongly disagrees with the recommendation that this policy is not needed employees are experiencing the behaviors in the policy that are not being reported or addressed utilizing the current rules and policies in place. The EAC also strongly disagrees with the recommendation that the EAC should not be involved with the reporting of the issues in the proposed policy referring to the EAC Bylaws that states the purpose of the EAC is to serve in an advisory capacity to the Personnel Board,

46 management, and their fellow employees. It was also pointed out that the EAC Bylaws state that the EAC shall investigate where there is evidence of unjust or unnecessary treatment. At this time the EAC involvement in the proposed Anti-Bullying Policy would be as an advocate of the aggrieved employee to deliver the alleged charges to the employees management or to Human Resources. The committee will schedule another meeting to discuss the suggestions offered by the EAC and update the draft. The updated policy will be distributed prior to the next Representative meeting. The draft will be a discussion point at the Appointing Authority meeting in April. Personnel Board Meeting: Charles Toney represented the EAC at the meeting on March 2, He mentioned there is a committee formed to draft an Anti-Bullying Policy. The County Commissioners requested the EAC minutes be distributed to their staff after they have been approved. The Board questioned why the minutes are always a month delayed. After explaining the approval process for the minutes, the Board understands and agrees with the delay. New Business FACE program: Joanie Read was asked by Ken Burke to explore the possibility of employees viewing and entering comments into FACE when their supervisor has entered comments. Joanie commented that the program cannot be updated to allow that action. Further discussion ensued on how the system is still not being utilized by all supervisors/departments in the UPS. Jim Valliere said training is being provided to departments per the request of higher level management. It was suggested that a survey be created by Human Resources to research how the FACE program is being used. If a survey is created, perhaps have two surveys - one for the supervisors and another for the employee being evaluated. Human Resources to discuss further. Gene Pressoir mentioned that the Appointing Authority can use different methods of evaluation and they can also determine how frequently they do evaluations quarterly, semi-annually, or annually. Wellness Incentives: Peg Poole asked if the Wellness Incentives Program can be updated to allow employees to choose points or money each year. Currently the system defaults to points. It appears that some employees may have received points in 2016 when they made the change on the Human Resources website to receive money. Response from Human Resources was for the employee to save a copy of the confirmation of the change when they make that selection. Human Resources will inquire if the system can be updated to allow employees to select money or points each year instead of defaulting to points. Is Pinellas County considering 12 weeks maternity leave for both parents as some of the surrounding cities and counties are currently providing? Would offering this benefit help to retain or attract employees? Currently Pinellas County is following the FMLA guidelines. Joint Meeting: Lisa asked for suggestions for topics to present at the joint meeting with the Appointing Authorities and EAC in April: 1. Respectful Workplace Behavior/Anti-Bullying Policy 2. Incorporate extra floating holidays for employees tenured for 20 and 30 years. This is a followup from the meeting in October Role and responsibilities of EAC Representatives and Delegates 4. Funds for merit increases 5. Updates on FRS Adjourned Richard Carvale made a motion to adjourn at 4:30. Marion Nuraj seconded the motion.

47 Lisa Arispe* Richard Carvale* Peg Poole* Linda Cahill Bill Gorman* Donna Beim Clare McGrane* Doris McHugh* Alicia Parinello* Randy Rose* Mario Rugghia* Ashley Skubal Charles Toney* Lisa Wright Marion Nuraj* *EAC Representatives in attendance at this meeting.

48 Employees Advisory Council Delegate Meeting Minutes Extension Services, Ulmerton Road, Largo, FL Thursday, March 23, 2017, 8:00 a.m. 10:00 a.m. Call to Order The EAC Delegate meeting was called to order at 8:05 a.m. by Chair Lisa Arispe. Carol Feskanin was introduced as the new Benefits and Wellness Manager. Comments from Holly Schoenherr, Director of Human Resources Holly mentioned that she has now been with Pinellas County for eight months and has enjoyed learning so much. She commented on how important it is to be involved with the EAC and that she looks forward to the meetings where she can share information with so many employees from throughout the County. The bids for the Classification and Compensation Study are completed. The committee will be meeting on March 24, 2017 to discuss the qualifications of the eight agencies who submitted a bid. They will provide their selection(s) to the Board of County Commission for the final award of the contract. Lisa Arispe and Ashley Skubal will be on the evaluation committee. Information for this study will be updated on the website as it proceeds. A question was posed about having the job descriptions updated while the study is being conducted. If job descriptions are updated, are they going to ask the employee who does the work or the management? Human Resources will discuss this subject for consideration. Several questions were mentioned regarding Taleo and the application process. Bryan Cook will investigate the ability to view and possibly print the application. He did say that spell check is available in Taleo. The supplemental questionnaire for all job postings is now limited to five essay style questions. A concern about the dental benefits was brought up due to the fact that it is hard to find dentists who accept Cigna HMO insurance. Anyone having issues with the insurance should contact Benefits staff directly at or employee.benefits@pinellascounty.org. Guest Speaker Anna Marie Millett, Office of Consumer Protection, presented information on the services and information available to the citizens of Pinellas County. There are seven Consumer Protection offices throughout the state of Florida that investigate consumer business complaints and disputes. The Pinellas County office is divided into four sections which handle approximately 1,100 complaints yearly. The sections are: 1) civil complaints, 2) regulatory, 3) criminal, and 4) consumer outreach. With the variety of scamming and illegal solicitation, it is strongly suggested to research all businesses and individuals prior to providing any personal information or hiring them. Other tips are: don t answer the phone if you don t know the number, don t open your door to a stranger and, don t open unsolicited . More information can be found at Anna Marie can be reached at

49 Open Discussion The joint meeting of the EAC Representatives and Appointing Authorities is April 28, Lisa mentioned that we will be requesting additional days off for long-term employees. The suggestion will be for extra floating holidays of: 20+ years 1 day, 25+ years 2 days (currently given) and 30+ years 3 days. Anyone with suggestions or topics they would like presented at this joint meeting should contact their EAC Representative. Adjourned Richard Carvale made a motion to adjourn at 9:35. Peg Poole seconded. Representatives and Delegates met as needed. Lisa Arispe* Richard Carvale* Peg Poole* Linda Cahill Bill Gorman* Donna Beim* Clare McGrane* Doris McHugh* Alicia Parinello Randy Rose* Mario Rugghia Ashley Skubal Charles Toney Lisa Wright Marion Nuraj* *EAC Representatives in attendance at this meeting.

50 SIGN UP: Any employee may request a new issue be ed each month by subscribing to Leadership Notes newsletter. The Next Generation in the Workforce MAY 2017 In our April edition, we noted that millennials are becoming the largest share of the American workforce and highlighted what they tend to look for in an employer. Now the next generation is beginning to enter the workforce. As a group, they are significantly different than the millennials that precede them. Paying attention and responding to these differences can help us be more successful in attracting and retaining members of this new generation. Welcome to the workplace Generation Z, the generation born between the mid-to-late 90s and the early 2000s. They grew up during the Great Recession and tend to have a more skeptical view of institutions and take a more pragmatic, independent approach than other recent generations. They are also the first generation to have access to information 24/7 and active engagement in virtual social networks. Based on surveys and research, what do members of Generation Z look for in the workplace? More Information, More Often. They seek transparency in organizational decisions and frequent feedback about their performance. Periodic reviews will no longer do. They are accustomed to continuous feedback and expect it to be candid and honest. Job Stability and Security. Experiencing the Great Recession at a young age has taught many of them to be in survival mode, resulting in a much more competitive mentality than the millennials that came before. Generation Z s seek to be judged on their own merits. Even though 61% of them say they would stay at a company for more than 10 years, a greater proportion of them try to provide their own security by engaging in some other incomeproducing activity, referred to as a side hustle. Fast Advancement in the Organization. One characteristic Generation Z s seem to share with millennials is an expectation to advance at a fast pace throughout their career. In their case this is fueled by the constant information they receive through social media about the progress others are making, resulting in a desire to keep up with the Joneses that is well known to some past generations. The Opportunity to Pursue Multiple Career Paths. More than any other generation, Z s can see what others are up to all the time through social media. They are accustomed to being exposed to several roles and thus seek to have the opportunity to engage in multiple roles with one employer. Most of them would be interested in employers who provide opportunities to rotate into different jobs with different levels of responsibility. A Customized Workplace. This generation grew up in a world where nearly everything could be tailored and customized to individual preferences. From apps to playlists to items on the grocery shelves to shoes to interest groups and so on, they are accustomed to finding what suits them best. They expect a customized career path and are likely to be dissatisfied with needing to fit into one that is already prescribed. Like every generation before them, Generation Z s have distinct needs that present a different set of challenges. These challenges are compounded when their desires differ from those of other generations. But those differences are neither good nor bad. We can be more productive if we accept and address them without passing judgment. Understanding them can provide an opportunity to recruit and successfully retain our future workforce. Published by the Pinellas County Human Resources Department. Issues for previous months are found at