Village of Schaumburg. Human Resources Department Monthly Report

Transcription

1 Village of Schaumburg Human Resources Department Monthly Report July 2016

2 Table of Contents DEPARTMENT OVERVIEW... 1 KEY ACTIVITIES... 2 MONTHLY PERFORMANCE... 3 DIRECTOR GOAL STATUS REPORT... 7

3 DEPARTMENT OVERVIEW DIRECTOR OF HUMAN RESOURCES Ann Everhart 1.0 Benefits and Risk Manager 1.0 Benefits Coordinator 1.0 Talent & Compensation Manager 2.0 HR Representatives 1.0 Labor & Employee Relations Manager 0.5 Administrative Secretary FY 2017 Position Totals 7 Full Time 1 Part Time 1 P age

4 DEPARTMENT OVERVIEW The Human Resources Department consists of seven full-time employees and one part-time employee who are dedicated to providing exceptional service to our customers. The eight positions include: the Director of Human Resources, a Labor & Employee Relations Manager, a Benefits & Risk Manager, a Benefits Coordinator, a Talent & Compensation Manager, two HR Representatives, and a part-time Administrative Secretary. Each member of the HR team is accountable for providing exceptional service to all potential and current Village employees. The department s primary functions include recruitment of new employees for open positions, administration of the Talent Management Plan, management of employee and labor relations, administration of employee benefits and wellness programs, facilitation of the annual performance management process, provision of professional development opportunities for employees, management the self-insured workers compensation program, maintenance of employee personnel files, management of employee risk and safety initiatives, administration of the six collective bargaining agreements, and the provision of many other vital services for the village s employees from their first day of work through retirement. KEY ACTIVITIES In the village s Talent Management Plan (TMP), the goal is to develop exceptional leaders which exemplify the Village s core values of trust, integrity, respect, teamwork, and customer service. The five elements of the TMP include: 1. Attract the right talent with the right competencies for the job. 2. Engage talent you already have with innovation and challenges. 3. Build talent through assessment and development. 4. Promote talent by giving the best performers the biggest opportunities. 5. Retain talent by recognizing performance and contribution to the vision. Each month the Human Resources Department distributes the HR Bulletin to supervisors, high potential employees, and professional leaders. The July topic discussed why people leave jobs. Companies can offer more money, training and development, recognition programs rewarding the right behaviors and many other benefits but there are better ways to help you retain your key talent. Employees told us what they value most about their job, and there were two aspects of their work which scored higher than anything else. 1. Importance of the relationship with their manager. 2. Company culture. These two responses highlight the role that we as managers can play in retaining talented staff. Managers must be accountable for their leadership and communication styles. Excellent leaders will keep excellent staff. Cultivating a culture can take time to successfully permeate through an organization. Leaders need to demonstrate the values and model the behaviors expected of each employee. 2 P age

5 MONTHLY PERFORMANCE FY 2017 KEY PERFORMANCE INDICATORS The Key Performance Indicators are being tracked quarterly. FY 2017 KEY PERFORMANCE INDICATORS KPI 1: Average Time Required Filling Vacant Positions Filling vacant positions is a critical component of Human Resource s mission for Village departments. If the time to fill a vacant position takes too long, the Village risks losing top talent to other organizations. Additionally the longer a position is vacant the more stress and strain the hiring department feels due to the lack of adequate staffing to provide critical services. A taskforce reviewed the recruitment process and determined that ninety (90) days was a good target period to fill vacant positions. Human Resources is using the taskforce s recommended time to fill as its benchmark and will implement process improvements to achieve improvements on the current 90 day standard. 100 Average Time to Fill Vacant Positions Q1 Q2 Q3 Q4 FY 16 Total: 90 days FY 17 Target: 90 days *Source: Success Factors Average Target KPI 2: Employee Once someone is hired, it is the Village s goal to develop and retain that talent. Ensuring employees stay up-to-date in their current positions and developing them for future roles is critical for retaining excellent staff. The benchmark for this KPI is an average of the number of employee development classes offered and the total number of employees attending these offerings over the past four years. Expansion of training offerings is important to the success of all employees in the organization. 3 P age

6 80 Number of Employee Classes Offered Q1 Q2 Q3 Q4 FY 16 Total: 67 FY 17 Target: 67 *Source: Success Factors Total Target Number of Employees Attending Classes Q1 Q2 Q3 Q4 FY 16 Total: 950 FY 17 Target: 950 *Source: Success Factors Total Target KPI 3: Increase Community Partnerships through Academic/Career Internships The National Citizens Survey identified the need for increased community partnerships. Human Resources has identified that it can increase community partnerships by assisting departments in creating and developing academic/career internship opportunities. Human Resources views internships as an opportunity to provide the next generations of our workforce a glimpse at the workings of municipal government. The community partnerships can be developed by working with local high schools and colleges to advertise and recruit students wanting to learn about and explore opportunities in municipal government. Human Resources will work with departments to identify meaningful internships that will allow the student to work in an area of interest and also allow departments to cultivate future employees through practical experiences as a part of the student s school curriculum Number of Academic/Career Internships Offered Q1 Q2 Q3 Q4 FY 16 Total: N/A FY 17 Target: 3 *Source: Recruiting Total Target 4 P age

7 July 2016 FY2017 YTD RECRUITMENT # # Open Positions (currently recruiting) 16 N/A New Open Positions (this month) 5 13 Applications/Resumes Received Interviews Conducted Background Processing (Applicants / Volunteers / Contractors) 5 30 Employee Resignations/Terminations 1 25 Employees Hired/Positions Filled 4 44 SCHAUMBURG INSTITUTE OF PROFESSIONAL DEVELOPMENT July 2016 TRAINING COURSES PROVIDED Participants by Location Date Training Course Instructor Fire Village Hall Police EPW Total Employees 07/12/2016 New Employee Orientation NEO Presenters /28/2016 Defensive Driving On-line Training National Safety Council Total Monthly Participants: Prior Months Participants: Total Fiscal YTD Participants: In 07/2015, there were 2 training session held with 16 total participants. 5 P age

8 GEM AWARDS This program encourages and acknowledges work performance that demonstrates that an employee has taken personal ownership of a service request or concern. The GEM recognizes outstanding performance by an employee. The following report indicates the GEM awards for the month of July Dept Employee Reason Nominated by Engineering and Public Works Scott Moran Scott was nominated following receipt of a complimentary from a resident he assisted with a concrete driveway project. The resident stated that Scott was very professional and communicative, took action toward resolving the issues, and helped ensure the project was completed in a timely manner. Dave Lawry Engineering and Public Works Information Technology Information Technology Community Services Community Community Community 6 P age Jason Hunt Pam Malinski Flo Young Marianne DiLillo Matt Vondrasek Jurtin Vide Adam Peera Jason was nominated following receipt of a complimentary from a resident he assisted with a low water pressure issue. Jason was able to determine that the water pressure was not the issue, but instead it was the homeowner s irrigation system that was causing the issue. The resident noted that Jason s actions saved him thousands of dollars as he was about to replace part of his system. Pam was nominated following a complimentary from Lana Murray. Lana wanted to recognize Pam for the assistance she provided with Laserfiche. Flo was recognized for the high level of assistance she has provided with the village website, and for being a team player. Marianne was nominated for her role in the revision of the nursing division section of the village website. The section was divided up into nursing services and community programs, and links were added that gave specific information about each of the topics. Matt was nominated after he took it upon himself to train a new intern. Thanks to Matt s assertiveness and knowledge, he was able to quickly get the intern to the point that he could conduct garbage and Ash tree inspections on his own. Jurtin was nominated after he independently took and passed an ICC exam for the Residential Electrical Inspector. Adam was nominated following his response to a complaint received about the library property in Tim Molitor Peter Schaak Michelle Barnes Cindy McCune Debbie Parran Debbie Parran Debbie Parran

9 Community Lana Murray Town Square. The complaint was that the landscape on the berm that is a buffer to Sarah's Grove residents looked dry. Adam found that the watering system was inoperative, and that the landscape company had misinformed the library when they said it had been repaired. A resident contacted the department to thank the Village for Adam's friendly and informative follow up with her and his extremely prompt work on getting the matter resolved. Lana was nominated after she displayed a high level of customer service when confronted by an extremely irate resident. Lana took the time to speak with the resident to understand the issue, and was able to diffuse the situation and assist the resident. Vicki Bloomer DIRECTOR GOAL STATUS REPORT 7 P age