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Cuyahoga County Transition

Human Resources

Workgroup

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Charges

Human ResourcesCharter: Article IX

Review existing Human Resources operations/procedures/technology in allthe Charter impacted agencies to identify current best practices and orredundancies.

Define the role of the Human Resources Commission.

Recommend an organizational and operational structure for theseamless transition to a Human Resources operation that ensures:

Pay equity for comparable positions; Standardization of benefits; Approval of minimum and preferred qualifications; Consistent discipline;

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Charges

Training of management in personnel practices; Training of employees in job functions; Training for total quality management; Consistent administration of a performance management system; Coordination of recruitment; Compliance with ethics resolutions or ordinances as passed by the

Council; and, Offer such other recommendations related to best practices for the

operations of Human Resources so as to achieve optimal improvements, transformational realignment and efficiencies.

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Human Resources Workgroup Principles

Recommendations from the HR workgroup have been developed with the

intent to instill the following principles in the new Human Resources

Department:

Transparency and accountability Development of a highly ethical culture Efficiency and consistency in operations Value diversity Attract and retain top talent

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Executive Committee

The workgroup established an Executive Committee comprised of the following:

Tom Helfrich (Co-Chair)

Debbie Southerington (Co-Chair)

Marc Bloch

Sue Cook

Barbara Danforth

Rose Fini

Harold Harrison

Ann Killian

Richard Prasse (Counsel)

Chief Human Resources OfficerKeyCorp

Human Resources DirectorBoard of County Commissioners (BOCC)

AttorneyWalter & Haverfield

Vice President, Facilities Planning (and former Chief HR Officer) Eaton Corporation

President and CEOYWCA of Cleveland

Director of Legal AffairsADAMHS Board

Chief Human Resources OfficerSummit County Board of Developmental Disabilities

Vice President - Human ResourcesFerro Corporation

AttorneyHahn Loeser & Parks LLP

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SubcommitteesHuman Resources Commission Recommendations on Human Resources Commission structure,

powers and duties.

Organizational Design & Merger Recommendation of organizational structure of Human Resources

Department. Recommendation of policies, procedures, and practices across all

County Executive agencies to eliminate unnecessary expenses and duplication of services.

Review of current classification and compensation plan.

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Subcommittees

Labor Relations Recommendation on organizational structure of labor relations division. Labor relations strategy.

Human Resources Efficiency Review Review current HR processes and procedures within the Board of

County Commissioners Office of Human Resources and make recommendations on best practices.

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Preliminary Recommendations 3 Major Themes

Build Organizational Alignment Consolidate HR Functions into single Human Resources Organization Functions and Roles of Human Resources Department (HRD) and Human Resources

Commission (HRC) Organization and Staffing of Human Resources Commission

Ensure Fairness and Equity County Employee Classification and Compensation Plans Human Resources Policies and Procedures Performance Management

Drive Efficiency and Productivity Employee Benefits Strategy Labor Relations Strategy Human Resources Information Systems (HRIS and Payroll)

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Preliminary RecommendationsBuild Organizational Alignment Clearly delineate that the Human Resources Department directly

reports to the County Executive and has responsibility for human resources operations, policy and strategy.

The Human Resources Commission has responsibility for ethics enforcement, employee appeals, and oversight of human resources performance metrics.

Centralize human resources functions of all Charter impacted agencies into a single Human Resources Department whose Director reports directly to the County Executive.

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Preliminary RecommendationsEnsure Fairness and Equity

Continue integrating Charter-affected non-bargaining employees into the Board of County Commissioners’ current non-bargaining classification and compensation plan.

Adopt the Board of County Commissioners personnel policies and procedures and administrative rules and apply them as uniformly as possible throughout the Charter-affected agencies.

Develop and execute a performance management system.

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Preliminary RecommendationsDrive Efficiency and Productivity

Develop a comprehensive employee benefits strategy that provides employees with excellent coverage, aligns employee benefits and contributions across the County, and reduces costs.

Determine economic parameters for upcoming negotiations in Labor Relations contracts, develop a plan for standardization of benefits, and develop an accompanying negotiations strategy to implement the plan.

Adopt the Board of County Commissioners current HRIS (SAP) as the Human Resource Management system for all Charter-affected agencies to run county payroll.

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Questions& Comments

Thank you!