2012 Diversity Management Plan Update

Transcription

1 2012 Diversity Management Plan Update Executive Summary At its core, Mecklenburg County government is people serving people. As a result, the County recognized that managing a diverse workforce serving a diverse community requires that diversity management be integrated throughout the organization and regarded as a fundamental way of doing business. In January 2006, Mecklenburg Board of County Commissioners, as part of its annual adoption of the Community & Corporate Scorecard, established a framework for diversity management. The Board s vision is for Mecklenburg County to be a model diverse organization with the following three measures serving as the backdrop. No disparity in customer satisfaction with County services No disparity in satisfaction among County employees Maintaining a qualified workforce representative of the community The County s Diversity Management Plan, which was approved in July 2006, expanded on the Board s three measures for a model diverse organization and outlined seven desired results and strategies. Desired Result 1 Desired Result 2 Desired Result 3 Desired Result 4 Desired Result 5 Desired Result 6 Desired Result 7 By 2015, Mecklenburg County s customers and stakeholders, regardless of race, gender, age, sexual orientation, disabilities, religion, ethnicity, and/or national origin are satisfied with County services. Strategy: Be a model diverse organization in customer service. By 2015, County communications reflect a diverse workforce serving a diverse community. Strategy: Develop and implement communications that emphasize Mecklenburg County s commitment to diversity management. By 2015, citizen advisory committees reflect the Mecklenburg s diverse population. Strategy: Proactively recruit advisory committee nominations at the department level. By 2015, Mecklenburg County has optimal organizational performance that eliminates or minimizes financial risk in human capital management. Strategy: Maintain zero tolerance for unlawful discrimination and harassment. By 2015, Mecklenburg County s workforce is representative of the community it serves. Strategy: Internally and externally market Mecklenburg County as a compelling place to work, emphasizing diversity management principles and practices. By 2015, Mecklenburg County employees are valued and respected for their contribution to the workforce. Strategy: Value employees as our most important resources by providing market-rate compensation for market performance, providing flexibility for a balanced work/life, and providing opportunities for professional development. By 2015, Mecklenburg County employees have the knowledge, skills and abilities to implement the organization s diversity management plan. Strategy: Develop and implement comprehensive, sustainable and required cross cultural competency for supervisors and employees in diversity management to include skills training, cultural dialogue sessions, diversity conference, recognition, and diversity celebrations; and communicate Diversity Management Plan to organization. 1

2 2012 Diversity Management Plan Update Performance Results Over the years, there have been some refinements to the overarching diversity management measures. The Board s emphasis has shifted from disparity to parity, that is, to achieve at least 80% customer and employee satisfaction across demographic groups (e.g., race, gender, etc.). Similarly, although workforce representation data is tracked, the focus is now on ensuring the County has a diverse applicant pool. For the most part, measureable success has been achieved. Customer satisfaction parity is concluded to be favorable based on statistical probabilities. In FY2011, 96% of the County s surveyed customers indicated they were satisfied with staff s service delivery. Hence, there is a high probability that the customer satisfaction results exceeded the 80% threshold across demographic groups. Likewise, employee satisfaction parity has been achieved for most indicators for the past few years. The diversity applicant pool measure is under development the data collection methodology is being refined as a result of limitations identified through baseline reporting. Customer Satisfaction Parity 1 Employee Satisfaction Parity Diverse Applicant Pool Accomplishments The Diversity Management Plan included tactics and action steps for each strategy. Approximately 70% (21 of 30) of the items have been completed or initiated (highlights below). Departments have tailored (or continuously assess opportunities to tailor) services to accommodate the diverse needs of customers to include offering translation services, providing targeted programs for specific populations and exploring alternative customer friendly service delivery options (e.g., online services). 3,347 employees participated in the county-wide diversity management training. Approximately 88% of County departments have implemented point of service customer satisfaction surveys. The County rolled out an internal campaign branding Diversity Makes Us Better and maintains a diversity management website accessible to employees and the public Diversity.Charmeck.org. A task team has been convened to review recruitment related issues, and Human Resources staff are collaborating with departments to enhance recruitment strategies. Market rate studies are conducted biennially with pay adjustments made accordingly. Employee perceptions of work life balance have dramatically improved from 79% in FY2005 to 91% in FY2011. Opportunities Although significant accomplishments have been made towards becoming a model diverse organization there is still work to be done. A strategic opportunity for the County includes moving the pendulum from general awareness and diverse representation to engagement of diverse perspectives, both internally and externally. There also is opportunity to revisit items in the plan where action has not occurred or been completed. 1 Performance assessment is not based on parity analyses because demographic data were limited. 2

3 2012 Diversity Management Plan Update Progress Report Diversity management is a means to improve organizational performance. As a result, Mecklenburg County s Diversity Management Plan is intended to improve the County s performance in achieving the Board s vision for this community, and in fulfilling the vision and mission of the organization. As part of the annual adoption of the Community & Corporate Scorecard, the Mecklenburg Board of County Commissioners established the framework for the 2006 Diversity Management Plan. The plan includes strategies and measures related to diversity management that are reflective of the Board s vision that Mecklenburg County be a model diverse organization meaning the County wants to have a diverse workforce that meets the needs of a diverse community. A three-prong measurement is the backdrop for defining a model diverse organization. No disparity in customer satisfaction with County services No disparity in satisfaction among County employees Maintaining a qualified workforce representative of the community The desired results and strategies associated with this plan promote an inclusive and progressive workplace, and helps position the County as an employer of choice by maximizing talent, fostering teamwork, and tapping into the skills of an increasingly diverse work force. Desired Result 1 Desired Result 2 Desired Result 3 Desired Result 4 Desired Result 5 Desired Result 6 Desired Result 7 By 2015, Mecklenburg County s customers and stakeholders, regardless of race, gender, age, sexual orientation, disabilities, religion, ethnicity, and/or national origin are satisfied with County services. Strategy: Be a model diverse organization in customer service. By 2015, County communications reflect a diverse workforce serving a diverse community. Strategy: Develop and implement communications that emphasize Mecklenburg County s commitment to diversity management. By 2015, citizen advisory committees reflect the Mecklenburg s diverse population. Strategy: Proactively recruit advisory committee nominations at the department level. By 2015, Mecklenburg County has optimal organizational performance that eliminates or minimizes financial risk in human capital management. Strategy: Maintain zero tolerance for unlawful discrimination and harassment. By 2015, Mecklenburg County s workforce is representative of the community it serves. Strategy: Internally and externally market Mecklenburg County as a compelling place to work, emphasizing diversity management principles and practices. By 2015, Mecklenburg County employees are valued and respected for their contribution to the workforce. Strategy: Value employees as our most important resources by providing market-rate compensation for market performance, providing flexibility for a balanced work/life, and providing opportunities for professional development. By 2015, Mecklenburg County employees have the knowledge, skills and abilities to implement the organization s diversity management plan. Strategy: Develop and implement comprehensive, sustainable and required cross cultural competency for supervisors and employees in diversity management to include skills training, cultural dialogue sessions, diversity conference, recognition, and diversity celebrations; and communicate Diversity Management Plan to organization. 3

4 2012 Diversity Management Plan Update There is value in this model, particularly for a public sector organization whose mission is to help people and improve the community. It is important that the County organization reflects, understands, embraces and cares about its residents. It also is important that the employees are highly motivated and satisfied with their roles and responsibilities as public servants. A critical driver to improved performance is how an organization values and manages its diversity. Therefore, diversity management is focused not just on recognizing the value of diverse abilities and perspectives but also on maximizing the positive benefits of diverse abilities and perspectives in daily work. Performance Results Since the adoption of the 2006 Diversity Management Plan, there have been changes to the three-prong measurement framework. The Board s emphasis has shifted from disparity to parity, that is, to achieve at least 80% customer and employee satisfaction across demographic groups (e.g., race, gender, etc.). Workforce representation data is tracked; however, the focus is now on ensuring the organization has a diversified applicant pool. Based on the most recent available data, success has been achieved. Customer Satisfaction Parity Employee Satisfaction Parity Diverse Applicant Pool In FY2011, over 23,400 individuals completed a County customer satisfaction survey. However, reported demographic data were limited, and the information provided was not representative of the customer base. As a result, customer satisfaction parity analyses were not conducted. Notwithstanding the above, given the surveys were completed by a broad cross section of individuals, one could conclude the results were probably above the 80% threshold across most demographic groups, particularly given 96% of the respondents indicated they were satisfied with service quality, timeliness, communication and courtesy and respect of staff. Employee parity (at least 80% satisfaction) has been achieved for most indicators for the past few years. The only exceptions have been for persons under 25 years of age. Data collection for measuring the diversity of the County s applicant pool is under development. Staff piloted the methodology used by the federal government for its selection rate, but discovered there were limitations with the County s current systems (e.g., MyHR) which resulted in a manual data analysis process that was very labor intensive. Hence, an alternative approach is being explored. Customer Satisfaction Mecklenburg County strives to maximize the levels of customer and stakeholder satisfaction and eliminate disparity (differences) among County services and programs. As a result, Mecklenburg County departments and agencies are encouraged to survey and tailor services and service delivery to accommodate the diverse needs of its customers and stakeholders. Mecklenburg County departments and agencies utilize community and point of service surveys to measure the level of customer and stakeholder satisfaction. Roughly 88% of County departments have 4

5 2012 Diversity Management Plan Update available internal and external point of service surveys. There are some departments who are required by state and federal mandates to survey specific groups based on service agreements and program types. For example, Health and Human Services must use a state evaluation and must consider demographics when surveying its customers and stakeholders in order to meet state accreditation standards. Mecklenburg County s approach to tailoring services and programs validates its level of respect, knowledge, commitment, and sensitivity to the diverse needs of the community. For example, the Sheriff s Office provides comprehensive services and programs for non-english speaking inmates. The Board of Elections offers services to accommodate citizens with special physical needs such as curbside voting and pre-registration outreach program. Park and Recreation programs are designed to reach specific groups such as at-risk youth. In addition, Park and Recreation regularly partners with community leaders for outreach programs such as the Korean Senior Center. The Office of the Tax Collector offers multiple payment options to accommodate the needs of the community. Taxpayers are able to mail their payment, pay online, in person, by telephone, or via a drop off box at three locations. The Medical Examiner s Office is sensitive to the cultural and religious needs of the community. The office makes every effort to perform its duties within a timeframe that meets individual requests. Several County departments and agencies have translation available for critical documents and signage as well as utilize local translation services to effectively communicate with customer and stakeholders. In response to the growing number of Latinos needing County services, Mecklenburg County has given employees the option to attend Conversational Spanish classes. For those employees who are fluent in a second language, Mecklenburg County offers a bilingual premium. Many departments have bilingual/multilingual employees who speak fluent French, Spanish, Vietnamese, Italian, Wolof, and American Sign Language. Depending on the business need, some departments, such as the Board of Elections, have elected to hire temporary employees to address language barriers. The County also requires new employees to attend Diversity Competency training within their first year of employment. In addition, most departments have appointed ADA (American Disabilities Act) coordinators. ADA coordinators are responsible for ensuring their department is knowledgeable of federal ADA laws and regulations. Employee Satisfaction As a public sector organization whose mission is to help people improve their lives and the community, it is important that Mecklenburg County strive for its employees to be highly motivated and satisfied with their roles and responsibilities as public servants. Mecklenburg County views its employees as its most important resource. Mecklenburg County s workforce is diverse in its perspectives, ideas, beliefs, and work styles. These differences and similarities influence employee satisfaction and motivation and encourage creativity and innovation. It is critical to integrate diversity in day-to-day interactions, decision-making, and problem solving processes in an organizational culture characterized by robust employee satisfaction and motivation. Based on the different and similar perspectives, ideas, beliefs, and work styles, levels of motivation and satisfaction may vary for each department and employee. Mecklenburg County employees are given opportunities via an employee climate survey to voice their opinions on diverse issues, such as pay, work/life balance opportunities, and development. Mecklenburg County has made significant changes 5

6 2012 Diversity Management Plan Update based on employee climate survey results. For example, Mecklenburg County has established and implemented a market pay rate system and performance standards for each job classification. Mecklenburg County has developed policies encouraging flexible work schedules in response to employee concerns surrounding the need for work/life balance. However, due to the sensitivity and nature of the business, some departments are limited in providing flexible work schedules, such as Medical Examiner s Office and Sheriff s Office. Mecklenburg County also requires its managers and supervisors to build meaningful relationships with their staff. This includes implementing developmental tools, formal or informal, such as individual development plans and work plans to ensure all employees have the same opportunities to succeed in their current position or in a future position. Diverse Workforce Mecklenburg County strives to hire and retain qualified employees who are representative of the community. Mecklenburg County offers competitive benefit packages for its employees to include tuition reimbursement. Reimbursement funds may be applied towards professional development, certifications and licensures, and degreed programs. A task team has been convened to review recruitment related issues, and Human Resource staff are partnering with the team to determine the level of centralized support needed. The large departments have dedicated resources to assist with recruitment and ensure a diverse applicant pool. Opportunities Over the years, diversity management has progressed from being focused solely on race and gender to other dimensions to include differences in views, abilities and interests. Most importantly, diversity management has been identified as a driver for employee engagement particularly as it relates to fostering environments to enhance service delivery and optimize efficiencies. Mecklenburg County has accomplished many of the tactics and action steps outlined in the 2006 Diversity Management Plan (see Appendix A); however, there are some items that have yet to be addressed. Moreover, diversity management is and will remain a work in progress and an ongoing way of doing business for Mecklenburg County. As a result, the following items should be considered (or revisited) as the County furthers its efforts of being a model diverse organization: Implement strategies for transitioning the organization from general awareness of diversity and a focus on the physical dimensions of individuals to engagement of diverse perspectives emphasizing the importance of teams Continue to offer a variety of training opportunities for developing supervisors competencies and integrate diversity management in course curriculum Regularly conduct a survey of local businesses and vendors to determine satisfaction with fairness and equity of business opportunities. Continue work focused on enhancing recruitment efforts to attract a qualified and diverse candidate pool Develop a mechanism for assessing diversity of candidate pools Provide the option for individuals to include demographic information on external customer satisfaction surveys 6

7 Appendix MECKLENBURG COUNTY DIVERSITY MANAGEMENT PLAN UPDATE Desired Result 1 By 2015, Mecklenburg County s customers and stakeholders, regardless of race, gender, age, sexual orientation, disabilities, religion, ethnicity, and/or national origin are satisfied with County services. Strategy: Be a model diverse organization in customer service. Tactics and Action Steps Accountability Progress Comments Tailor services and service delivery to accommodate diverse needs. Develop and implement diversity management training for County employees, beginning with front-line employees and supervisors. Identify bilingual and multi-lingual service levels for each County service, and tailor employee competencies and recruitment. 94% of the departments have activities related to tailored services to accommodate diverse needs. EEG FALT (OD), The majority of the departments have translated many of their critical documents and signage into various languages; many of the departments have utilized translation services such as Choice Translations and Fluent. Comprehensive services provided for non- English speaking inmates. The Board of Elections has services to accommodate citizens with special physical needs for example curbside voting, pre-registration outreach program. Park and Recreation has programs targeted to specific population such as at risk youth, providing facilities for the diverse groups within the community such as Korean Senior Center; Child Support Enforcement is working to create a child friendly common area to provide an option for parents; Tax Office offer several payment options to include drop off box, online bill pay, in person and telephone. Department efforts are ongoing. Diversity workshops for all employees were conducted from August 2008 to January Approximately 3,347 employees attended the workshops with representation across departments, with exception of Area Mental Health and the Sheriff s Office which have their own diversity training; courses are periodically conducted for new employees. A cross functional team is working on developing diversity learning opportunities for employees. 76% of departments have at least one employee receiving bilingual premium. The revised Bilingual Premium structure became effective August 13, The new structure includes three levels: Required/Preferred Conversational Internal Capacity Builder As of February 2011, 122 employees receive bilingual pay. In addition, as necessary, temporary employees are hired to meet language needs of departments such as the Board of Elections. Appendix 7

8 Tactics and Action Steps Accountability Progress Comments Offer conversational Spanish and ADA training to front-line employees. Continue conducting at least a bi-annual survey of customer and community satisfaction. Implement point-ofservice evaluations of customer satisfaction. Conduct at least biannual survey of local businesses and vendors to determine satisfaction with fairness and equity of business opportunity. Human Resources (OD), Office of Strategic Organizational Improvement (SOI), with guidance from SOI and the Customer Service Coordinating Council. MWSBE staff, supported by SOI 71% of departments have identified an ADA coordinator. 85% of departments have provided opportunity for staff to attend Conversational Spanish Classes. One County facility was designed specifically to exceed ADA minimum code by the Department of Justice Standards for Accessible Design." A County-wide community survey has been administered annually since Beginning in FY2012, the corporate customer satisfaction results will be a roll-up of department customer satisfaction data. 88% of departments have implemented internal and external point of service evaluations. In Progress Health and Human Services evaluations are demographic specific and must meet state accreditation standards. The County s goal is to achieve at least 80% Business/Vendor satisfaction. A baseline survey was conducted in An aggregate score of 64% was attained on the Business Opportunity Index which is comprised of five measures. A survey was not completed in 2010 due to resource constraints; however plans are in progress to administer a survey in FY2012. Appendix 8

9 Desired Result 2 By 2015, County communications reflect a diverse workforce serving a diverse community. Strategy: Develop and implement communications that emphasize Mecklenburg County's commitment to diversity Tactics and Action Steps Accountability Progress Comments Develop standards for Public Service & Information No Action depicting workforce Department and Diversity diversity serving diverse Council customers. Develop online content communicating the County s diversity management information. Public Service & Information Department and Human Resources (OD) Information is available on the diversity management website: Diversity.Charmeck.org Result of 2011 Employee Climate Survey on finding County s diversity management plan and information easily accessible was 87% (green light). Appendix 9

10 Desired Result 3 By 2015, citizen advisory committees reflect the Mecklenburg s diverse population. Strategy: Proactively recruit advisory committee nominations at the department level Tactics and Action Steps Accountability Progress Comments Identify areas of under representation on committees based on 80% of County census data. Proactively expand recruitment of advisory committee nominations to address underrepresented areas. Clerk to the Board, Clerk to the Board Note: Partner with Human Resources (OD) and PS&I on recruitment and marketing plan In FY07, the advisory committees comprised of 27% Blacks and 5% persons of other minority ethnicities or racial groups. Based on FY2011 data, the advisory committee membership is more reflective of the County s demographic population. The advisory committees comprised of 31% Blacks and 13% persons of other minority ethnicities or racial groups. A report is sent to advisory board contacts on an annual basis which details the demographics of their board. Appendix 10

11 Desired Result 4 By 2015, Mecklenburg County has optimal organizational performance that eliminates or minimizes financial risk in human capital management. Strategy: Maintain zero tolerance for unlawful discrimination and harassment Tactics and Action Steps Accountability Progress Comments Provide supervisors Human Resources and (OD) No Action specifically targeted for supervisors. training in managing a diverse workforce. Conduct annual risk assessment to identify major risk factors regarding employee relations. Risk Management Division under direction of County Attorney s Office Human Resources hired an outside consultant to conduct a diversity risk assessment. Assessment results concluded that the data was not easily quantifiable. Recommend conducting assessment every 3-5 years. Promote alternative dispute resolution (ADR) such as mediation. County Attorney s Office Public Service & Information Department In FY2010, Human Resources began mediating alternative dispute resolutions and in the subsequent year started tracking the percentage of employees who entered alternative dispute resolutions. Appendix 11

12 Desired Result 5 By 2015, Mecklenburg County s workforce is representative of the community it serves. Strategy: Internally and externally market Mecklenburg County as a compelling place to work, emphasizing diversity management principles and practices. Tactics and Action Steps Accountability Progress Comments Identify job groups Human Resources No Action underrepresented based on 80% of Mecklenburg County census data. Proactively expand recruitment to include sources of qualified minorities, women, seniors and people with disabilities. Human Resources In Progress The larger departments have dedicated resources to ensure they have a diverse applicant pool, to include professional associations and diverse communities. The smaller departments have the most difficult because of the resources allocated for recruitment. There is an overall challenge that HR support is limited. Department directors are looking for assistance in recruiting within the diverse communities. The HR recruitment task team has convened to review recruitment related issues. Incorporate workforce diversity planning into overall workforce planning services. Monitor turnover among underrepresented areas and identify significant trends. Develop recruitment marketing materials depicting a diverse workplace serving a diverse community. Workforce Planning was eliminated in the FY2011. Resignation and demographic data tracked annually by department; however, turnover among underrepresented areas is not tracked/monitored. and Public Services & Information Department In Progress A recruitment task team has been convened to review recruitment related issues. HR staff is working with that team to review the level of centralized services that are needed to support all departments. Appendix 12

13 Desired Result 6 By 2015, Mecklenburg County employees are valued and respected for their contribution to the workforce. Strategy: Value employees as our most importance resources by providing market-rate compensation for market performance, providing flexibility for a balanced work/life, and providing opportunities for professional development Tactics and Action Steps Accountability Progress Comments Establish market rate and market performance standards for each job classification. Establish and communicate career paths in each job group. Executive Team Human Resources Executive Team Human Resources Market rates were reviewed and adjusted rates in FY2009, FY2010 and is planned to continue on a biennial basis. No enterprise wide effort; however, some departments have initiated developing career paths for certain jobs. Provide flexibility for a balanced work/life and opportunities for professional development. Ensure annual Employee Climate Survey instrument includes questions addressing key diversity management issues and/or conduct separate survey as appropriate. Consider feasibility of employee support network groups. Develop and implement Employee & Organizational Development strategic plan, emphasizing individual development plans. 1 Executive Team Human Resources EEG FALT Diversity Council Office of Strategic Organizational Improvement (SOI) EEG FALT Diversity Council In Progress 69% of departments offer flexible work schedules. Business needs limit the flexibility of work schedules for other departments. Employee perceptions of work life balance have dramatically improved from 79% in FY05 to 91% in FY11. Ongoing. Diversity questions are incorporated in the annual employee climate survey. Diversity questions have been refined with the last revisions being completed in FY10. Additional revisions are being proposed for FY11. Researched and recommended not to pursue this because of liability to the County. Training exists to provide assistance to employees with creating their Individual Development Plans (IDPs). As eperformance rolls out, Employee Learning Services will create training to further assist departments. Approximately 56% of departments have formal IDPs for staff; 69% of employees reported on 2010 employee climate survey that they had an IDP. Most other departments have an informal process or discussions with employees. Some departments also note that IDPs are incorporated into employee work plans. Park and Recreation implemented a Leadership Academy with 40 participants to start. 1 This tactic and action step is also included in Desired Result #7. Appendix 13

14 Desired Result 7 By 2015, Mecklenburg County employees have the knowledge, skills and abilities to implement the organization s diversity management plan. Strategy: Develop and implement comprehensive, sustainable and required cross cultural competency for supervisors and employees in diversity management to include skills, training, cultural dialogue sessions, diversity conferences, recognition and diversity celebration, and communicate Diversity Management Plan to organization. Tactics and Action Steps Accountability Progress Comments Identify diversity management competencies for employees and supervisors, especially supervisor competencies. Develop and implement Employee & Organizational Development strategic plan, emphasizing individual development plans. 2 Provide training consistent with development plans. Human Resources (OD) Diversity Council In Progress In Progress The leadership competencies have been revised to include diversity management Training exists to provide assistance to employees with creating their Individual Development Plans (IDPs). As eperformance rolls out, Employee Learning Services will create training to further assist departments. Approximately 56% of departments have formal IDPs for staff; 69% of employees reported on 2010 employee climate survey that they had an IDP. Most other departments have an informal process or discussions with employees. Some departments also note that IDPs are incorporated into employee work plans. Park and Recreation implemented a Leadership Academy with 40 participants to start. No action Ensure annual Employee Climate Survey instrument includes questions addressing diversity management issues. Establish and maintain a diversity management resource center for employees (e.g., library, online). Create Diversity Management Plan awareness campaign for employees. Office of Strategic Organizational Improvement (SOI) (OD) and Public Services & Information Department EEG FALT Public Service & Information Department in partnership with Diversity Council and Human Resources Department (OD) Ongoing. Diversity questions are incorporated in the annual employee climate survey. Focus is on online content. In process of revamping the diversity management website to add more content. It was determined that physical resource center was not feasible/not needed Partnered with the County Diversity Council to implement the branding/campaign for diversity throughout the County Diversity Makes Us Better. Designed framed posters and ensured framed posters were placed in all County facilities, near the common areas. The brand Diversity Makes Us Better is on all communications from the County Diversity Council. 2 This tactic and action step is also included in Desired Result #6. Appendix 14