CHARLOTTECOUNTYBOARDOFCOUNTYCOMMISSIONERS

HumanResourcesAnnualReport

FY2016‐2017

      

Mission:HumanResourcesisdedicatedtodeliveringexemplarycustomerservicebyengagingincollaborativepartnerships.Vision:Toproactivelyprovidestrategicsupportandguidancetotheemployees,organization,andcommunitythatweserve. 

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WelcometoourAnnualReport;asnapshotofHumanResources’activitiesfromFiscalYear2016‐17.EachareaofHumanResourcesisrepresentedonthefollowingpages:BCCWorkforce,HumanResourcesPrograms,CountywideTrainingandDevelopment,HRAdministration,andAccomplishments.

ThetruefocusofHumanResourcesManagementisrecruiting,motivating,andretainingthebest;sustainingahighperformingworkforce;providingforbusinesscontinuitythroughsuccession;andminimizinglossestotheCountyandthecommunitythroughlegalcompliance.

Nineemployees(FT)provideHRservicestotheCounty’sworkforce.

Human Resources October 2016

Human Resources October 2017

(1) HR Director 

(2) HR Specialist 

(3) HR Generalist 

(2) HR Analyst 

(1) HR Director 

(2) HR Specialist 

(4) HR Generalist 

(2) HR Analyst 

(1) IT Coordinator 

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TableofContentsBCCWorkforce ...................................................................................................................................................................... 3 

HumanResourcesPrograms ................................................................................................................................................ 6 

EmployeeRecognition ...................................................................................................................................................... 6 

InternshipProgram ........................................................................................................................................................... 7 

     Performance Management ................................................................................................................................................ 7 

CountywideTraining&Development ................................................................................................................................. 9 

HumanResourcesAdministration ....................................................................................................................................... 9 

SupportServices ................................................................................................................................................................ 9 

Classification/Compensation ........................................................................................................................................... 9 

Recruiting ......................................................................................................................................................................... 10 

Labor/EmployeeRelations ............................................................................................................................................. 11 

HumanResourcesMajorAccomplishments ...................................................................................................................... 11 

What’s Next? ......................................................................................................................................................................... 12 

Closing ................................................................................................................................................................................... 12 

 

 

 

 

 

 

 

 

 

 

 

 

 

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BCCWorkforceTheworkforceincludesbothrepresentedandnon‐representedemployeeswhofilltechnical,safety,trade,administrative,andmanagerialroles.Weworkinadynamicenvironmentwhere,asCharlotteCountycontinuestochange,ourworkforcemustevolve.OuremployeescomefromavarietyofbackgroundsandrepresentthediversityofCharlotteCounty.Suchaworkforcemustbesupportedbyanenvironmentthatencouragesinnovation,collaboration,andpartnershipatalllevels;HumanResourcesconsistentlyachievesthismission.

WorkforceComposition

(IAFF)InternationalAssociationofFirefightersLocal2546

(IUPAT)InternationalUnionofPaintersandAlliedTradesLocal1010

 

232

506

353IAFF

IUPAT

Non‐represented

1114

1068

10121004 1002

1020

1044

11041091

940

960

980

1000

1020

1040

1060

1080

1100

1120

1140

FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017

FY Comparison Total Full‐time Equivalent (FTE)

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0 50 100 150 200 250 300 350 400 450 500

<5

5‐9.9

10‐14.9

15‐19.9

20‐24.9

25‐29.9

30‐34.9

Full‐time Employees by Years of Service

0 20 40 60 80 100 120 140

2012/2013

2013/2014

2014/2015

2015/2016

2016/2017

FY Comparison Turnover by Type

Termination

Retirement

Resignation

Deceased

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Federal/StateReportingRequirements

TheEqualEmploymentOpportunityCommission(EEOC)requiresperiodicreportswhichindicatethecompositionoftheworkforcebysexandbyrace/ethniccategory.InStateandLocalGovernmentthisreportisreferredtoastheEEO‐4.

TheBCCisrequiredtoprovideinformationbyemploymenttotals,employeejobcategoryandsalarybysexandrace/ethnicgroups.TheEEO‐4surveyisconductedbienniallyineveryodd‐numberedyear.HumanResourcesfiledtheEEO‐4reportonSeptember30,2017.

ThestatisticsbelowcomplywithStateandFederalreportingrequirementsandareavoluntaryoptionforemployeestodiscloseandthereforemaynotaccuratelyreflectthemakeupoftheworkforce(protectedclasses).

Protected Class   (# as reported of total  workforce) 

Asian              14 Black/African American              30 Hispanic/Latino              54 American Indian/AK Native                  6 Pacific Islander                0 Two or More Races Females                                    

              4           324 

   

0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

20%

2012/2013 2013/2014 2014/2015 2015/2016 2016/2017

FY Comparison Total Turnover as a Percentage

Turnover Rate

Voluntary

Involuntary

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HumanResourcesPrograms

ServiceAwardsSinceBCCservicesareenhancedbytheprofessionalism,dedication,andproductivityofitsemployees,webelieveinrecognizingcommitmentanddedicationtotheorganizationthroughtheServiceAwardProgram.Employeesreceiveacertificate,pin,orplaquefortheircorrespondingyearsofservicetotheBCC.

158employeesreceivedrecognitioninFY2016‐2017

EmployeeoftheMonthProgram

ThepurposeoftheCharlotteCountyEmployeeoftheMonthProgramistoprovideaprocessfornominatingandselectingemployeeswhoexemplifyourcorevaluesandhavemadesignificantcontributionstothemissionofCharlotteCounty.Theseawardsareindividualawardsandonlyindividualemployeescanbenominated.Eachemployeeofthemonthreceivesacertificateanda$25cashaward.Full‐timeemployeesalsoreceiveone(1)dayofadministrativeleave.AwardsarepresentedataBoardofCountyCommissionMeeting.Atotalofeleven(11)employeesreceivedtheEOMAwardinFY2016‐2017.

EmployeeoftheYearProgram

RecipientsofEmployeeoftheMonthAwardsareeligiblefortheEmployeeoftheYearaward.AballotispreparedcontainingthenamesandsummaryofeachMonthlyAwardwinnerforthatfiscalyearandpostedontheintranet.Votesmaybecastbyanypart‐timeorfull‐timeCharlotteCountyBCCemployee.Intheeventofatie,theHumanResourcesDirector,CountyAdministrator,DeputyCountyAdministrator,andAssistantCountyAdministratorwillmakethefinaldecision.EmployeeoftheYearreceivesacertificateanda$100cashaward.Full‐Timeemployeeswillalsoreceivetwo(2)daysofadministrativeleave.

39

62

32

78

9

1

Employee Service Award Recognition

5 Years

10 Years

15 Years

20 Years

25 Years

30 Years

35 Years

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InternshipProgramInFY2016‐17,BCChadthepleasureofworkingwith8studentinterns.EachinternismatchedtoadepartmentwithintheCountyinanarearelevanttothestudent’sareaofstudy.Thisdesignprovidesstudentswithabroadviewoflocalgovernmentandaidstheminrealisticallyassessingtheirfuturecareerdecisions.Everyoneinvolvedineachprogramstrivestoensurethatallstudentshaveanengagingandrewardingexperience.

PerformanceManagementPerformanceManagement–HalogeneAppraisalisabestpracticeapproachthattiesandcascadesstrategicgoalswiththeemployees’personalworkgoals.Thisonlineperformancemanagementsystemalsohasthecapabilityofmonitoringandanalyzingtheperformanceoftheorganizationthroughvariousreports.Theinformationprovidesvaluableinsightregardingtheperformanceofvariousworkunitsthroughtheorganization,aswellasoverallcountywideperformancedata.

InFY2016‐17,HumanResourcespilot‐testedaStayInterviewprocesswith10%ofthecurrentemployees.StayInterviewsareconductedtohelpmanagersunderstandwhyemployeesstaywithanorganizationandwhatmightcausethemtoleave.DuringtheStayInterview,employeesanswerasetofquestionsrelatedtotheirworksatisfactionandcareergoals,andhaveanopenconversationwiththeirmanagertobuildtrustandassesstheworkenvironment.Usingthistoolcanhelpreduceemployeeturnoverratesandincreaseemployeesatisfactionandengagement.

SuccessionPlanningwasafocusofseveraleffortsduringFY2016‐17.TheSuccessionPlanningmoduleinHalogenwasutilized,inconjunctionwiththeStayInterviewpilot‐test,toevaluatehighpotentialandpromotableemployees,aswellasthoseemployeeswhomaybeatriskofleavingandreasonswhytheymightleavetheorganization.FutureSuccessionPlanningprocesseswillbeusedtoidentifytrainingneedsanddevelopmentplanstohelpemployeesgrowintootherpositionswithintheorganization.Careerpathwaysarealsobeingcreatedtohelpemployeesunderstandwhatskillsandexperiencearenecessarytomovethroughthecareerladder.Themodernworkforceislookingtowardstheemployerforguidanceonhowtodeveloptheirskillsandplottheircareerpath;theseeffortswillmeettheneedsoftheemployeesandmeetthefutureneedsoftheorganization.

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OverallPerformanceScoreDistribution‐General 

OverallPerformanceScoreDistribution‐Leaders

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CountywideTraining&DevelopmentHumanResourcesprovidesavarietyoftraininganddevelopmentopportunitiesaimedatbuildingemployeecapacitytodeliverservices,meetstrategicneedsandalignwiththeCounty’svalues,strategicplan,andoverallmission.TraininganddevelopmentprogramsintheareasofManagementOrientation,EmployeeAmbassadorAcademy,Teambuilding,InterpersonalEffectivenessandNewEmployeeOrientationdirectlysupportourmission.Classesaredesigned,developedandfacilitatedbyinternalHRstaffandthroughlocalpartnershipswithCharlotteTechnicalCenter,FloridaGulfCoastUniversity,andtheFloridaInstituteofGovernment(FIOG)subjectmatterexperts.WealsoprovidecustomizedsolutionsforCountydepartmentsbydeliveringin‐housefacilitationandwork‐climatediagnosis.

FY2016‐17Highlights:

294hoursoftraining;1,547participants;and130trainingsessions 48employeescompletedtheannualEmployeeAmbassadorProgram

HumanResourcesAdministration

SupportServicesProcessedthefollowinginsupportoftheCounty’sHRprogramsandservices:

809EmployeeStatusChangeForms(ESC) Tuitionreimbursementrequestsfor18employeesintheamountof$18,834.84..

Classification/Compensation Processed36classificationactions Processed1departmentalre‐organization PerformingaClassification&CompensationStudyforFY2017‐18

163 2843

911

145

173

54

30

Training Classes by Attendance

Ambassador

DiSC Training

Interpersonal

Kronos Training

Manager/Leader

Orientation

Personal Growth

Professional Development

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Recruiting Receivedandprocessed9,392applications Advertised364(part‐time,seasonal,full‐time,contract/intern)vacancies Received16UnemploymentClaimswithnohearings

FYComparisonTotalApplicationsReceivedbyGender

 

FYComparisonEthnicityofApplicants(asvoluntarilyreported)

 

0

2000

4000

6000

8000

10000

12000

14000

FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY2015 FY2016 FY2017

Unknown

Female

Male

Total Applications

Asian/Pacific Islander

Black

Hispanic

Native American

White

Other

0 2000 4000 6000 8000 10000 12000

FY2017

FY2016

FY2015

FY2014

FY2013

FY2012

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FYComparisonTotalJobPostings&AverageNumberofApplications/Posting

 

Labor/EmployeeRelations Managed8employeegrievances Receivedandrespondedto3EEOComplaints FMLAcases:108closed,180open

HumanResourcesMajorAccomplishmentsHR’slongtermplandrovethedevelopment,implementation,andcompletionofthefollowingprojectsandprograms.Someofourmostsignificantaccomplishmentsandachievementsarenotedbelow,inaccordancewithourstrategicplan.

KronosTimekeepingProject–Thisprojectwascreatedtodriveefficiencieswiththewaywepayemployeesandreplacedamanualprocessforincreasedaccuracyandreporting.Classification&CompensationStudy–AstudywasstartedthisFYwithacommitmentfromAdministrationtocompleteastudyeverythree(3)years.TheresultsofthisstudywillbeimplementedinFY2017‐18andwillreflectchangesinthecurrentmarket.

InternalIntranetWebsite–TheCharlotte’sWeb(intranet)willbeupdatedandreplacedwithConnect@Work.Thisnewintranetwillprovideamoremoderninterfaceandeasiernavigationforemployees.TheHRDepartmenthasasignificantamountofcontenttoupdateandincorporate.

ManagementUniversity–Continuedthistrainingprogramformanagementstaff.Wehaveoffered6classesandgraduated99managers.JackieStevenswasrecognizedforthecreationofthisprogramandreceivedtheHRProfessionaloftheYearawardthroughtheSocietyofHumanResourceManagement(SHRM).

0

50

100

150

200

250

300

350

400

FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017

Avg # of Applications per Job Posting Total Job Postings

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InternshipProgram–Weformalizedourinternshipprogrambyadding“paid”opportunitiesalongwithourunpaidandvolunteerprograms.Inaddition,wehaveincreasedourexposuretolocalcollegesandtheCharlotteTechnicalCenter,allowingustoplaceseveralstudentswithinourvariousdepartments.

Recruitment–Wehaveincreasedoursocialmediapresenceandaddedcareer‐collegefairstoourrecruitmentpractices.Inthefuture,weintendtostartvisitinglocalschoolstointroducestudentstocareeropportunitiesinlocalgovernment.

StayInterviews&SuccessionPlanning–TheseinitiativeswerepartofapilotprogramtotestthedataandreportingfunctionswithinHalogen.Ourplanistoroletheseinitiativesouttotheorganizationwiththegoalofincreasingemployeeengagement,development,andplanningforfutureworkforcestaffing.

What’sNext?HumanResourcesconsistsofaleanteamthatdesirestoworksmarter.WeremindourselvesthatCharlotteCountyGovernmentexistsforthepeopleandispassionateabouttheMissiontobetheEnergyinMakingCharlotteCountyaBeautifulandEnrichingPlacetoLive.InordertoachievethisMissionandsustainourhighstandards,theCountywillhavetoproactivelyprepareforchangeandflexwithanewworkforceandeconomicenvironment.

ClosingThisreportwasdesignedtocaptureacurrentsnapshotofCharlotteCounty’sworkforce.TheinformationprovidedisdemonstrativeofthewaysthattheHumanResourcesDepartmentisabletoprovideinformationandanalysisabouttheemployeepopulationtouseinstrategicplanninganddecisionmaking.