OHR 2015 Performance Report

Transcription

1 OHR 215 Performance Report Karen Niparko, Executive Director February 22, 216

2 Budget In Thousands 12, 1, 8, 6, 215 Budget vs. Actual Unused 1, , ,562 1,582 Internal Services & Misc. Services & Supplies: Other Services & Supplies: Physical Plant Services & Supplies: Travel Services & Supplies: Computers/ Software The 215 budget has not yet been closed yet. The variance between budget and actual will be reduced as the final expenses are allocated. The 216 budget is $12,398,354. We are seeking $3, from the ifund to implement the Workday recruiting module. 215 Revenue 4, 7,456 7,411 Services & Supplies: Services 96, ,91 Local Govt Reimbursement Copywork & Certifications 2, 215 Budget 215 Expense Personnel Services: Benefits/ Wellness Personnel Services: Pension/SS Personnel Services: Payroll 1,828, ,682 2,273,83 Billings For Services Employee Salary Redir Contrib Misc Revenue Refund Of Prior Year Expense Contra-Reimb for Expenditures

3 People Vital Signs - External Hires vs Internal Promotions OHR External Hires vs Internal Promotions (Supervisors) 1% 9% 8% 7% 6% 5% 4% 3% 2% 1% % 1% 9% 8% 7% 6% 5% 4% 3% 2% 1% % 1% 65% 33% 33% 33% 67% 67% 71% Citywide External Hires vs Internal Promotions (Supervisors) 2% 6% 4% 7% 71% 66% 6% 23% 31% 33% New Hire Promotion Rehire 14% 14% New Hire Promotion Rehire In OHR, less than 1/3 of supervisory positions were filled by internal candidates, while citywide 2/3 of supervisory positions were filled internally. Rationale: Hiring of OHR leadership team and increasing the SME expertise is needed to raise the bar.

4 People Vital Signs - Hours not Worked OHR Overtime Hours OHR: Vacation, Sick, PTO, Workers Comp Hours vacation sick leave PTO comptime taken worker's comp 9 23 Despite increases in overtime usage, OHR remains a very light utilizer of overtime. Most overtime utilization is tied to CSA Board meetings which occur in the evenings. OHR remains stable in hours not worked. Comp time is taken by employees and is not paid out to OHR employees. 5 4 OHR FMLA Hours PAID UNPAID OHR remains stable in FMLA usage.

5 People Vital Signs - Diversity 1% 8% 6% 4% 2% % 1% 8% 6% 4% 2% % 2 71 Individual Contributor 1 1 B. Supervisor C. Middle Manager OHR Gender Diversity D. Director/ Executive OHR Ethnic Diversity 2 F. Appointing Authority 82 All OHR Employees Residents of Denver Individual Contributor B. Supervisor C. Middle Manager D. Director/ Executive F. Appointing Authority All OHR Employees Residents of Denver 8-Multi-Racial 7-Pacific Islander 6-Undeclared 5-Amer Indian 4-Asian 3-Hispanic 2-African Amer 1-White 1% 8% 6% 4% 2% % Individual Contributor 3 B. Supervisor C. Middle Manager OHR Generation Diversity D. Director/ Executive F. Appointing Authority 36 All OHR Employees Residents of Denver M F The percent of women in OHR is consistent with what is found nationally in the HR industry. OHR is focused on increasing minority representation to better mirror the diversity of Denver metropolitan residents. OHR hired 14 minority candidates in 215. Generational diversity is stable but several retirements are expected in 216. Mature GenY GenX Boomer

6 People Vital Signs - Retirement Forecasting 4% 35% 3% 25% 2% 15% 1% 5% % 12.1% 9.4% 215 (Previous) 21.2% 22.2% 23.2% 24.2% 22.5% 19.4% 16.1% 13.3% 216 (Current) Projected Retirement Eligibility 29.3% 26.% 35.4% 29.1% OHR Citywide N = 99 Unlimited OHR employees (1.1.16). There were four retirements in 215. There are 21 individuals eligible for retirement in 216. OHR is anticipating potential known retirements and is making plans accordingly.

7 People Vital Signs- Turnover 25% 2% 15% 1% 5% % Turnover 1% 1% 11% 11% 11% 21.5% 13.7% 14.1% 9.4% 8.1% Citywide OHR High Performer Citywide 215 Actual Goal High Performer OHR Turnover Before 3 Years Citywide Turnover of high performers in OHR and the city overall were both lower than overall turnover (4.3% less for the city and 6% less for OHR). OHR turnover included four retirements and 11 resignations. At 21.5%, turnover among employees with less than three years of service is a metric that needs to be addressed citywide.

8 People Vital Signs- Time to Fill Positions Talent Acquisition Citywide Avg. Time Post to Referral Avg. Time ATF to Start Avg. Time for Agency Review, Intvw & Offer 215 Actual Goal Avg. Time Post to Referral Talent Acquisition OHR Only Avg. Time ATF to Start Avg. Time for Agency Review, Intvw & Offer 215 Actual Goal OHR Open Positions Post to referral is controlled by the OHR recruiting team. ATF to Start involves OHR, the candidate and the hiring manager as key components. Agency Review, Interview & Offer are dependent on the agency hiring manager. This is an area targeted for improvement in 216. The Denver employment market is extremely competitive with an unemployment rate of 3.1%. Some elements of the process are out of OHR and city agency control (e.g., putting in notice with employer, relocating, etc.). OHR recruiter and hiring managers made hiring a priority in 215, allowing OHR to meet goals that can be directly controlled by the agency.

9 Mission Level Metrics - Learning and Development Leadership Assessments Professional Development 215 Actual Goal CityU Enrollments CityU Enrollments Individual with PDPs Actual Goal These measurements have been discontinued in 216 because they are not citywide goals. The Leadership Assessment goal was exceeded. PDPs were enacted in OHR, PW, CAO, DIA and individually with other agencies. Enrollments in CityU increased 46% over 214. This increase is due to: Moving all new hire compliance courses online to CityU Increased number of valuable courses Growing reputation for developing online courses for city agencies Online courses represent a savings to the city. There was a 37% increase in custom course enrollments.

10 Mission Level Metrics - Innovations OHR Innovations Innovations and process improvements were a primary goal for OHR in 215 and are ongoing. There were 46 innovations and process improvements in 215 (Goal = 15). Innovations ranged from the simple 6s exercise to complete program changes. The 14 A3 s resulted in savings of $11,263. Additionally, moving compliance courses online resulted in $87,5 in savings. Innovation work also increased retention of OHR talent. Online assessments will reduce hiring time by seven days per position and save $74, in operational savings over ten years.

11 OHR Mission Level Metrics - Positions Filled/ATFs Positions Filled (Citywide) Approvals to Fill ATF (Citywide) Citywide This metric includes new hires, rehires, promotions, demotions, and transfers. The increased hiring requirements displayed in the graph prompted OHR to hire nine additional recruiters on a limited basis in November 215. City workforce count is 7,257 CSA employees including 1,196 managers/supervisors. OHR In 215 OHR hired 27 individuals and promoted 11 other employees. In 215, 48 of the 2,179 ATFs were specific to OHR.

12 OHR Mission Level Metrics - Engagement & Wellness Employee Engagement Index Citywide OHR Linear (Citywide) Citywide $24 Wellness Incentive Participants There was a significant increase in employee engagement scores. 1% of OHR employees participated in the 215 Employee Engagement Survey. Top Three OHR Areas for Action My supervisor proactively resolves conflict within our group (58% favorable) My department/agency strives to provide its employees with the latest technology required to do our job (46% favorable) In my department, the most qualified are promoted (46% favorable) Wellness staff spent much of 215 supporting Benefits with the massive 216 open enrollment initiative, leaving less time to dedicate to Wellness initiatives. There was an 8.5% increase in participation in the wellness incentive program over 214.

13 Innovation Plan - Recruiting Value Stream Recruiting: Administrative Strategic Why: Attract High Quality Talent Expected Performance Sustaining Higher Levels Candidate Experience Time to Hire Qualified Candidates By Measuring Performance

14 Innovation Plan - Workday Implementation Human Capital Management Why: Self Service & Data Access Expected Performance Sustaining Higher Levels Manager Access Processing Time Employee Self-Service

15 Innovation Plan 216 Planned OHR Innovations 215 A3 Innovation Savings Realized $12, $1, $8, $6, $4, $2, $ $11,263 $$ Cumulative Savings from Online Testing $8, $7, $6, $5, $4, $3, $2, $1, $ $74, $74, Online Testing = 7 days less time to hire

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