HR Transformation in Mecklenburg CountyPresented to the Mecklenburg

Board of County CommissionersJanuary 24, 2019

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Today’s Presentation

• Mecklenburg County as an employer

• Purpose of Human Resources (HR)

• Why do we need to transform HR?

• Strategic Plan Overview FY 20-22

• Anticipated Results

• Q & A

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The Goal for Mecklenburg County employees

“I am a valued member of a winning

team, doing meaningful work, in an

environment of trust.”

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Data Snapshot

Regular

5.4% 5.6% 5.9%

Regular Full-Time Turnover (July – December)

FY 2017 FY 2018 FY 2019Includes SHF, Excludes LIB/EMS.

Excludes SHF, LIB, EMS.Excludes SHF, LIB, EMS.

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County EmployeeGender, Race, Age, Salary

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Who we are…

Mecklenburg County Population2: 52% women

1: Includes all Active, Regular Employees. Excludes LIB, SHF, EMS.2: Source: US Census Bureau QuickFacts. https://www.census.gov/quickfacts/mecklenburgcountynorthcarolina

1

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Who we are…

Mecklenburg County Population2: 53% people of color

1

1: Includes all Active, Regular Employees. Excludes LIB, SHF, EMS.2: Source: US Census Bureau QuickFacts. https://www.census.gov/quickfacts/mecklenburgcountynorthcarolina

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Who we are…

1: Supervisor is defined as any County employee with at least one direct report.

Includes all Active, Regular Employees. Excludes LIB, SHF, EMS.

1

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Who we are…

Includes all Active, Regular Employees. Excludes LIB, SHF, EMS.

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Who we are…

Includes all Active, Regular Employees. Part-Time Employee’s Salaries are annualized. Excludes LIB, SHF, EMS.

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Livable Wage - $15/hour48

3,675

297

69

Includes all Active, Regular Employees. Excludes LIB, SHF, EMS.

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Human Resources

Attract

Hire

On-board / Assimilate

Manage Performance / Behaviors

Train / Develop

Retain / Engage / Reward

Off-board

Innovation

Expertise

Service

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Current HR FunctionsFunction Employees

Classification and Compensation 4

Talent Acquisition 14

Learning and Development 6

Employee Relations 5

Compliance 3

HRMS 6

Benefits, Retirement, and Wellness 3

Employee Services Center 8

Administration

Leadership 6

Business 1

Office Support 1

Overall Total 57

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Current Situation - Why Change?

• Lack of data/metrics

• Reactive

• Old ways of doing things/Status Quo

• Transactional

• Missing pieces

• Siloed thinking & actions

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Why Change?

• People are our most important resource.

• We are in the service delivery business and need our

employees to be successful.

• We need to develop leaders at all levels of the

organization so employees are trained, managed, and

supported.

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Input / Feedback / InteractionEmployees• Employee Climate Survey• Focus Groups• Suggestion Box / Dine with Dena

County Leadership• Regular Meetings

Community• Human Resources Advisory Committee (HRAC)• Community Outreach Programs: Homeless to Work Collaboration (CSS/PRK), Veteran

Pre-Apprenticeship Program (LUE), Human Service Specialist Partnership (CPCC/DSS), Aquatics Exploration program (PRK/NCWORKS)

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Employee Climate Survey

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The HR Strategic Plan FY 2020 – 2022

Human Resources FY 2020 – 2022 Strategic Business Plan

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Goal 1: Improve Service Delivery

PEOPLE

• Restructure HR and implement new delivery model

• Annual workforce planning process

• Improve communication

PROCESS

• Implement ESC recommendations

• Partner with other County departments

• Review/Revise HR standard operating procedures

POLICY

• Implement identified policy changes

• Enhance safety and worker’s comp policies and training

• Revise employee disciplinary policy

TECHNOLOGY

• Increase use of data

• Implement new HCM platform and modules

• Increase efficiencies with new and updated technology

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Goal 2: Become an Employer of Choice

BRANDING

• Market Mecklenburg County

• Develop and launch an Employee Ambassador Program

ON-BOARDING

• Improve on-boarding process

• Decrease days to fill jobs

REDESIGN CLASS&COMP

• Improve classification, grade, and salary structures

• Improve pay delivery mechanisms and administration

EXECUTIVE RECRUITING

• Enhance internal executive recruiting function

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Goal 3: Improve Employee Retention & Engagement

PERFORMANCE MANAGEMENT

• Develop and implement a consistent and meaningful performance management program

EMPLOYEE RETENTION AND ENGAGEMENT

• Revitalize employee reward and recognition programs

• Employee Mentorship Program

• Improve employee engagement with targeted organizational development strategies

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Goal 4: Improve Employee Health and Wellness

MYCLINIC

• Monitor the implementation and use of MyClinics

• Market MyClinics to increase employee utilization

HEALTH SAVINGS ACCOUNT (HSA)• Improve the design and

utilization of the HSA

INCREASE EMPLOYEE KNOWLEDGE

• Improve scope of wellness education

• Increase employee awareness and utilization of health benefits

• Top five chronic conditions, including emphasis on behavioral health

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Goal 5: Develop Strong Leaders

ENHANCE LEADERSHIP

• Executive coaching program

• Partner with CMO on strategic initiatives related to leadership development

NEW LEADER INTEGRATION

• Develop and launch a new leader assimilation program

TRAINING CURRICULUM

• Review all curriculum to ensure the needs are met by HR’s training programs

• Modify and/or add trainings to meet the organization’s needs

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At the end of FY2022…

• Fully implemented performance management system

• New classification and compensation philosophy, program, and policies

• Annual workforce plans to aid in talent management

• Lower turnover

• Fewer Employee Relations issues

• More and improved training

• Lower health care claims costs

• Fewer days to fill jobs

• All policies and processes updated

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The Goal for Mecklenburg County employees

“I am a valued member of a winning

team, doing meaningful work, in an

environment of trust.”

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Questions?