KCCD Kern Community College District. District Office Administrative Unit Review KERN COMMUNITY COLLEGE DISTRICT

Transcription

1 KCCD KERN COMMUNITY COLLEGE DISTRICT Kern Community College District District Office Administrative Unit Review

2 District Office Administrative Unit Review for: Human Resources a) In one paragraph or with bullet points, summarize the key points learned in this evaluation. [list the highlights of the document] The Human Resources Division experienced turnover in key leadership positions during the school year which negatively affected productivity and the ability to accomplish previous goals. The division lost a long-time Vice Chancellor in October 2016, a Human Resources Administrative Manager and had an Interim Vice Chancellor for six months between January 2017 and June After approximately eight months with multiple changes in leadership occurring, the new Vice Chancellor came onboard in June This evaluation period, school year, has seen highly experienced staff continue to provide dedicated service to KCCD and its' colleges despite a lack of consistent leadership to guide them on the mission of accomplishing the goals outlined in the previous Unit Review. The Human Resources Team looks forward to working toward the goals outlined in the Annual Unit Review and the entire team is committed to becoming the Strategic Partner Kern Community College District needs to achieve Student Success across the district at Bakersfield College, Cerro Coso College and Porterville College. To further its role as a Strategic Partner in District operations, the Human Resources Team endeavors to: Foster a customer-centric service mindset to meet needs of internal and external stakeholders; Migrate to an E-Human Resources environment; Position itself as an employer of choice by attracting and retaining a highly qualified, diverse workforce through offering a competitive, comprehensive total compensation package; Serve as a champion of District-wide diversity undertakings; Continue fostering positive labor relations with the District's associations; Support relevant, topical professional development offerings for instruction, student services and District operations; and Increase and enhance internal efficiencies. a) How will your unit address internal and external trends in the next 3-5 years? [how will the unit respond and improve in the future) INTERNAL TRENDS District Office Administrative Unit Reviews Page 2 of 12 Human Resources

3 a. E-Human Resources environment - migrate HR requirements to electronic version (position requisition, on-boarding, and leave reporting); b. Comprehensive classification/compensation study - conduct a comprehensive classification/compensation study of management (conducted every 3 years) and classified (most classified job descriptions are 8-10 years old); review compensation philosophy c. Ensure that employee evaluations are completed per contract and board policy; d. Implement Banner 9 upgrade - assess current business practices and revise to better reflect newest iteration of software; e. Negotiate a new collective bargaining agreement with California School Employees Association (CSEA) for 2018; f. Review and finalize Districtwide EEO Plan; g. Review and update Human Resources website content; h. Implement Cooperative Organization for the Development of Employee Selection Procedures (COD ESP); i. Review employee benefit product offerings; j. Implement Lean Six Sigma; and k. Reorganizational review for Human Resources Division. EXTERNAL TRENDS a. Enhance diversity endeavors - establish recruitment relations with regional colleges/universities as a pipeline for recruitments, broaden outreach to affinity groups, assess recruitment processes as a means to increase diversity; b. Attracting and retaining a highly qualified, diverse workforce - analyze total compensation package (compensation and benefits) to measure regional and statewide competiveness, e-exit interview processes as metric, highlight District's total compensation package in recruitment undertakings, assess effectiveness of diversity and EEO measures (advertising, hiring committee training, cultural competence training); c. Review and revise Professional Development Catalog to meet all compliance requirements; and d. Ensure that classified salary schedules meet the minimum wage increase requirements. Section One: Unit Overview a) What is the purpose of the unit and what populations (internal and external) are served by the unit? [why does the unit exist and how does the unit sue art the mission and vision of the Kern Community College District; who benefits directly from the services provided by the unit] Human Resources strategically partners with the District's community to build and support an outstanding workforce dedicated to student success. As a strategic partner in District operations, Human Resources endeavors to provide customer-centric services to internal and external stakeholders in key focus areas including: talent acquisition, on-boarding, labor relations, employee relations, performance management, benefits administration, leaves of absence administration, reasonable accommodations, workplace safety/workers' compensation, HRIS, record management, payroll administration, policy and procedure administration and professional development. District Office Administrative Unit Reviews Page 3 of 12 Human Resources

4 b) How is the unit structured within the district? [ Modify the org chart template below to illustrate the unit's organization] Human Resources Organizational Chart and Functional Responsibilities Vice Chancellor, Human Resources - l Administrative Assistant 1 [ HR Technician (Safety HR Specialist HR Specialist [ I I I ( J [ ] [ J} Payroll Manager HR Manager - BC HR Manager - CC HR Manager - PC I Benefits Specialist Payroll Specialist [ } ( }- l HR Technician Payroll Specialist HR Technician [ } HR Assistant } HR Assistant HR Assistant (19 Hours) [ HR Assistant HR Assistant - (19 Hours) Enterprise Resource Planning Analyst II HR Assistant Department Assistant Ill,- Department Assistant Ill District Office Administrative Unit Reviews Page 4 of 12 Human Resources

5 a) List all the AU Os for the unit. AU Os describe what a customer or end-user will understand, experience or obtain as a result of the service the unit provides. Specify the time-period in which each AUO will be assessed (focus on 1 to 3 assessments per year). Describe the method of assessment and the criteria used to determine success. Administrative Unit Outcomes Strategic Re Method of Assessment Desired Results (AUO) Plan vie Alignment w Design and implement an electronic Goal ssess current hardcopy paperwork which is scanned Required new hire on-boarding (E On-Boarding) Strengthen 2018 and sent to new hire for legal or plan compliance. paperwork will be in an environment. New employees are Organizational Currently 70+ pages (excludes benefit plan electronic format and able to complete all legally or plan Effectiveness paperwork). Confirm all legally and plan required populated prior to new equired new hire paperwork k:locumentation. Structure E On-Boarding into three employee's first day of electronically including an electronic i:olders including: Payroll, Benefits and Human employment. Allow hiring signature component. Pilot Resources which contain all required paperwork. department to orient new management new hire E On- Assign required training through On-Boarding module. employee on first day of Boarding and then migrate work instead of employee processes for faculty and classified completing new hire staff. Additionally, assign required hardcopy paperwork on raining for new hires (i.e. first day of employment supervisor/manager mandatory (typically 2 hours). Create sexual harassment training). a robust electronic record retention repository which can then migrate to new hire's personnel file. New hire paperwork will now contain all legally and plan required paperwork. ssign required new hire training and track completion progress with reminders to employee and manager. District Office Administrative Unit Reviews Page 5 of 12 Human Resources

6 rro better service internal and Goal Create training plans for HR staff. Work with Increase technical, external stakeholders, enhance 2018 management volunteers to pilot training plan program. professional knowledge knowledge base of HR or Enhance and skills of HR staff and employees by providing Community Provide professional development and diversity employees. Enhanced professional development and Connections raining in the following areas: knowledge base and diversity training. Goal 5 Crucial Conversations and Effective Communication skills will strengthen HR Create a training plan for individual Strengthen Strategy training - HR staff staff's ability to effectively HR staff based on knowledge and Organizational perform position Effectiveness Title IX training - HR staff and employees responsibilities. skills necessary for their respective Professional development position. Contract administration training - HR staff and and diversity training will mployees Introduce training plan concept to produce a better District management and pilot Cultural Competence training - HR staff and informed, technically raining plan program. mployees competent staff. Banner 9 - HR staff training to understand functionality of new release, assessment of current business practices and realignment of business practices to meet new release functionality b) Summarize the results from any AUOs evaluated during the past year providing details regarding findings and plans for change or improvement. The Human Resources Division is actively working towards transitioning the onboarding process to an electronic process using People Admin by which employees will be able to complete all new hire paperwork online. Our goal is to complete this transition by June The Human Resources Division is actively working towards creating an electronic position requisition process using PeopleAdmin to improve upon the current paper process. This improvement will shore up inefficiencies in the current process and allow the division to reduce the time between requests to fill a vacancy and hire. Our goal is to complete this transition by June District Office Administrative Unit Reviews Page 6 of 12 Human Resources

7 Section hree:-key erlormanceindic ora (KP ) a) List the KPls for the unit along with the relevant outcomes for the last 3 years. KPI data tracks process efficiency and demand for services. Examples of KPls include a count of customers served, a count of services performed, the average time to complete a service, etc. They are closely related to the AU Os and should reflect the unit's core function or purpose. Key Performance Indicators (KPls) Fulltime Faculty recruitment/applications 44 I 1, / 1, I 2,106 Total Fulltime Faculty Part-time Faculty recruitment/applications 15 / / I 1,601 Total Part-time Faculty Classified recruitment/applications 126/6, / 6, /11,521 Total Classified positions Management recruitment/applications 31/1, I 1, I 2,910 Total Management positions Workers' Compensation claims (claims submitted, denied by SISC, total: cases addressed) 6. Requests for reasonable accommodations Approx Approx Approx Benefits enrollment numbers by year (total of all classifications) o 'Wc lp1nts and 1r,vest1gat1ons (may include Ut-t:.H, t:.t:.u, 11tle IX, 11tle 5, Ethics oint, and Grievances) District Office Administrative Unit Reviews Page 7 of 12 Human Resources

8 b) Summarize any changes or findings. The number of employees has increased steadily over the past several years with some classifications increasing by as much as 42%. This increase has resulted in a significant increase of workload across the board for all departments within the Human Resources Division. Understanding this information and translating it into the specific needs of the department is a priority for the Human Resources Leadership Team. The Workers' Compensation/Safety Department has worked tirelessly to control costs. This work has resulted in a reduction in the number of Workers' Compensation claims and was partially achieved by implementing a highly effective first aid program. The efforts in these areas have significantly reduced the Workers' Compensation rates issued by SISC. The increase to complaints and investigations has impacted the Division as we work towards resolving these issues. An effective complaint handling system allows resolution in a timely and cost effective manner. Complaints are also an effective tool that can lead to improvements in service delivery. With this in mind, we must consider this data when we look at our future staffing needs. a) List the Goals from the prior year. Indicate the status and list an anticipated completion date if not complete. Were unit outcomes met and/or what findings were realized in the process? [starting in B, this will relate directly to the goals and outcomes listed in section five] Prior Goals Status Strategic Plan AUO Outcomes and/or Findings Alignment Alignment 1. Partner with District Wide EEO Ongoing Goal 4 Ensure candidate EEO committee was reconvened and began committee pool is diverse and revising the EEO Plan. Once revisions to the Enhance include plan are complete, HR will re-orient priorities Community representatives io include how to improve its diversity Connections from protected outreach and also provide diversity training. groups District Office Administrative Unit Reviews Page 8 of 12 Human Resources

9 I Section Five: Goals for the Upcoming Year a) Identify annual goals for the unit. Describe how progress toward the goals will be measured during the upcoming year. Describe the target to be met during the year and the timeframe for completion. Specify how the unit goals align with the goals and objectives outlined in the districtwide 'Strategic Plan and the unit's AUOs. Indicate whether additional resources will be needed. Uust a Yes or No - these will be described in section seven] Unit Goals Assessment Annual Strategic Plan AUO Alignment Resources Method Target Alignment Needed {Yes/No) and Timeline E-Human Resources environment - June Goal #5 HR will strive to transform HR Yes migrate HR requirements to 2018 Strengthen practices to electronic versions electronic version (position Organizational that will increase effectiveness requisition, on-boarding, and leave Effectiveness and efficiency. reporting) Comprehensive Completion of a April Goal #5 HR will work with a consultant to Yes classification/compensation study - comprehensive 2018 Strengthen complete the study to ensure conduct a comprehensive classification Organizational competitive compensation to classification/compensation study of /compensation Effectiveness enhance recruitment management (conducted every 3 study years) and classified (most classified job descriptions are 8-10 years old); establish compensation philosophy Implement Cooperative June Goal #5 Implementation will provide Yes Organization for the Development 2018 Strengthen additional resources for search of Employee Selection Procedures Organizational committees with the goal of (CODESP) Effectiveness enhancing recruitment efforts Implement Lean Six Sigma initiative March Goal #5 Provide training to HR staff to Yes 2018 Strengthen view work through a lens of how Organizational to do things (better and faster) Effectiveness District Office Administrative Unit Reviews Page 9 of 12 Human Resources

10 Section Six: Current Unit Resources a) List the unit's current resource levels by outlining existing staff, listing (major) technology/equipment the unit uses, describing the space the unit occupies, and the unit's current budget. Resources Staffing (list current staffing levels) Current Level Vice Chancellor, 3 HR College Managers, Payroll Manager, Admin Assistant, 2 HR Specialists, Benefits Specialist, 3 HR Technicians, Department Assistant Ill, Department Assistant Ill, ERP Analyst II, 2 Payroll Specialists, 3 HR Assistants, 2 HR Assistants (19hrs) Technology/ Equipment Space / Facilities Budget {Unrestricted) Total $ Notes {if any) 1000 (Academic Salaries) $124, (Classified Salaries) $1,870, (Employee Benefits) $853, (Supplies & Materials) $41,500 Non-Instructional Supplies/Supplies 5000 (Operating Expenses and $392,730 Consulting, Non-Employee & Employee Travel, Food/Mtgs., Dues & Memberships, Fingerprinting Services, Phys 6000 (Capital Outlay) $ (Other Outgo) $0.00 District Office Administrative Unit Reviews Page 10 of 12 Human Resources

11 Section Seven: Projected Unit Resource Needs a) List the unit's needs above the current level. [if a Unit Goal in section five has a 'Yes' in the resources needed column, the need should be outlined here] Describe the unit goal to which the request is related. Indicate the expected cost along with the rational. Rank the proposals in order of their importance to the unit (a rank of '1' would be the most important resource the unit needs in order to achieve its goals). Resource Needs Proposed Allocation, Need or Change Related Cost and Justification Rank Unit Goal or Staffing Create a new HR Director position Unit Goal Cost estimate $130,000 1 This position will have the skills, knowledge, and ability to assist with the transformation of the Human Resources Division to improve our level of customer-centric service to all stakeholders Technology Banner 9, CODESP Unit Goal Cost undefined at this time 3 Equipment/ Supplies Copier at BC Unit Goal Cost estimate $12,000 5 Desktop Scanners at BC Space / Facilities Adequate -- N/A 6 Professional Development Division training for Lean Six Sigma AUO Cost estimate $30,000 tr raining needed to equip HR staff to work (better and faster) using Lean Six Sigma strategies Other: [describe] Conduct a comprehensive AUO Cost estimate $30,000 2 Management/Classified classification/compensation study for Classification/Compensation Study management and classified positions Required to conduct a study based on recommendation to the governing board in Total cost of resource needs over and above current budget a/location: $202,000 (estimate) District Office Administrative Unit Reviews Page 11 of 12 Human Resources

12 Routing and Review Submitter's Name: Tonya Davis Title: Vice Chancellor, Human Resources Submitter's Signature: _u_r;...;. VI...;. -r-+--- "-'' Date Submitted: :_ _ 1..,,.b-"J-=-j ;;._;;;?-0..:: r' Y Submitter's Immediate Supervisor: Title: Date of Review: Chancellor's Signature: Date of Review: 01/02/18 Date of Presentation to Administrative Council: /22/18 District Office Administrative Unit Reviews Page 12 of 12 Human Resources