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Positioning Pinellas County Government as a top-choice employer in the Tampa Bay region.

Pinellas County Human Resources

Strategic Plan2018 – 2020

May 2018

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Table of ConTenTs

Message from the Director.....................................................3

Human Resources Who We Are ...................................................................4 Who We Serve ................................................................5

Foundation of the Strategic Plan ...........................................6

The Planning Process ..............................................................7

The Strategic Focus Areas Overview ........................................................................8 Strategies, Initiatives, Indicators .................................9 Performance Indicators ..............................................20

Preparing Human Resources for the Future .....................22

Appendices ............................................................................23 TheUnifiedPersonnelSystem ..................................23 Human Resources Centers of Excellence .................25

Acknowledgments ................................................................27

Photograph provided courtesy of Pinellas County Marketing and Communications Department.

Cover photograph provided courtesy of Pinellas County Marketing and Communications Department.

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Message froM The DireCTor

WhenIinteractwithleadersandemployeesacrosstheUnifiedPersonnelSystem(UPS)andaskthemwhattheyperceiveasthepur-poseofHumanResources(HR)andwhattheyneedfromHR,Ihearavarietyofresponses.As a service organization to 10 other unique appointing authorities that make up the UPS, Human Resources is often challenged with stayingfocusedonourmissionwhilerespond-ingpositivelytotherequestsandinterestsofall whom we serve.

The purpose of this 2018-2020 Strategic Plan is to provide the HR team with a road map to guide us toward realiz-ing our vision of posi-tioningPinellasCounty Government as a top-choiceemployerintheTampaBayregion.Itistohelpkeepusfocusedwhenconfrontedwithanarrayofde-mands for our attention. The Strategic Plan is also an important communication tool for our stakeholders…thisiswhatyoushouldexpectfromyourHRdepartment.Thisisourservicecompact.

A Fundamental Influence

Thedesiredoutcomeofanygovernmentorga-nizationistoprotectandenhancethequalityof life of its citizens, and the services provided torespectiveconstituents,ateverylevelofgov-ernment,arelargelydrivenbythepeople

employedbypublicsectororganizations. Employeeswhoareskilledatwhattheydo,whoarecommittedtothepublicgood,andwho act in an innovative, ethical and respon-siblemannercreateefficient,effective,andresponsiblegovernment.Becausethebusinessof HR revolves around human capital resource management, HR professionals have the opportunitytohelpfundamentallyinfluenceand shape organizational outcomes.

The four focus areas of our Strategic Plan — Diverse Workforce; Talented Workforce; Engaged Workforce; and Prepared to Serve — are linked to our mission to “Cultivate a diverse, talented and engaged workforce preparedtoeffectivelyservethecitizensof PinellasCounty.”TheUPSisalreadymadeupofindividualswithuniquebackgroundsandperspectives, and it is expected that over the nextseveralyearswewillhavetheopportuni-tytofurtherenhancethediversityof our workforce.

Similarly,thenatureofworkperformedacrosstheUPSisconstantlychangingtoadjusttonew

regulations and new technologies; and to keep up we will need individuals with the right talent to ensure organizational success.

Whycultivateanengagedworkforce?Engagedemployeesfindpersonalmeaningandprideintheirworkandarethereforemorelikelytoexpenddiscretionaryefforttoensurethesuc-cess of their colleagues and their organization. Employeeengagementisdirectlylinkedtoorganizational success.

Finally,itisnotsufficienttohaveinplacediverse,talented,andengagedteammembers.Toprovidethehigheststandardsofpublicservice, we must all work together to ensure eachmemberoftheUnifiedPersonnelSystemispreparedtoeffectivelyservethecitizensofthisgreatCounty.

Holly J. Schoenherr, Ph.D., SHRM-SCPHuman Resources Director

“If you don’t know where you’re going, any road will get you there.”

~ Lewis Carroll

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huMan resourCes - Who We are

HumanResources(HR)providesstrategicandadministrativesupportfortheUnifiedPersonnel System.Ourdrivingmotivationistobecomeatrustedsolutionpartnerforeverymemberofthe UnifiedPersonnelSystem.Inaddition,theHRteamiscommittedtocultivatingadiverse,talented,andengagedworkforcepreparedtoservethecitizensofPinellasCounty.

Centers of ExcellenceHR’s structure is evolving to meet the service needs of our customers. Each of our Centers of Excellence(COE)contributestoalloftheaspectsoftheHumanResourcesmission.Serviceexcellenceisthehallmarkofallourstrategies,programsandday-to-dayoperations.Webelieveinlisteningandbeingreceptive,inhonoringourpartners’,customers’,andcoworkers’experiences,andcontinuallypreparingemployeesandtheorganizationasawholetocontributetothegreatergood.In addition to Administration, Human Resources is organized into six Centers of Excellence:▪ Communications and Outreach (Website, Publications, Volunteer Services)▪ Human Resources Information System (HRIS) and Records Administration

(Personnel Records, New Employee Processing, HR Analytics)▪ Organizational and Talent Development(Learning Opportunities, Leadership Development)▪ Planning and Performance

(Employee Relations, HR Business Partners,Strategic Planning)▪ Total Rewards (Benefits, Wellness, Classification

and Compensation)▪ Workforce Strategy

(Employment, Talent Acquisition Strategy)Administration provides guidance and manages rules and policies, the department budget,andpublicrecordsrequests;providesPersonnel Board support, grievance administra-tion, and purchasing.The Leadership Team is comprised of the Director,theManagersandOfficersoftheCenters of Excellence, and the Business Partners.See Appendix 2 on page 25 for further details.

Planning & Performance

Organizational & Talent

Development

Total Rewards

WorkforceStrategy

HR InformationSystems & Records

Administration

Communications and Outreach

Communications and Outreach

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huMan resourCes - Who We serve

PinellasCountyisaCharterCountyoftheStateof Florida providing a full range of government services. Municipal services are provided to the unincorporatedareasoftheCountywithintheMunicipal Services Taxing District.

TheBoardofCountyCommissionersistheleg-islativebodyforPinellasCountyGovernment.ThreeCommissionersareelectedatlargebutliveinspecificdistricts;fourCommissionersareelectedfromsingle-memberdistricts.

TheConstitutionalOfficersoftheCountyarethe Clerk of the Circuit Court and Comptroller, thePropertyAppraiser,theSheriff,theSuper-visor of Elections and the Tax Collector.

Government StructurePinellasCounty’sUnifiedPersonnelSystem(UPS)wasestablishedin1975byaspecialactoftheFloridaLegislature.TheUnifiedPerson-nelSystemiscomposedof11differentmem-bersor“AppointingAuthorities.” The Appointing Authorities are:▪ BusinessTechnologyServices▪ Clerk of the Circuit Court and Comptroller▪ Construction Licensing Board▪ CountyAdministrator▪ CountyAttorney▪ Forward Pinellas▪ Human Resources▪ Human Rights▪ PropertyAppraiser▪ Supervisor of Elections▪ Tax Collector.

Atthecloseof2017,theUPShad3,025employ-ees(2,371classifiedand654exempt)whicharedistributedintomorethan600jobclassifica-tions. See Appendix 1 on page 23 for further details.

The Unified Personnel System

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founDaTion of The sTraTegiC Plan

Our vision, mission and core values provide the foundation for the development of the priorityareas.

Mission

Vision

Values

Cultivate a diverse, talented and engaged workforce prepared to effectivelyservethecitizensofPinellasCounty.

TopositionPinellasCountyGovernmentasatop-choiceemployerintheTampaBayregion.

Earnareputationasatrustedsolutionpartnerthroughevery interactionbydemonstrating:

Credibility

▪Demonstrateintegrity▪Maintainconfidentiality▪ShareexpertiseinHRlaws,practicesandindustrytrends▪ Own mistakes and make things right

Fairness

▪Applyrulesandpoliciesfairly▪Serveasanhonestbroker

Respect

▪ Serve with a professional approach▪Communicatebylisteningfirstandrespondingwithempathy

Service

▪ Keep commitments and meet deadlines▪Respondinatimelymanner▪ Work toward effective solutions

Photograph provided courtesy of Pinellas County Marketing and Communications Department.

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Where are we now?

What are our values? Behavior?Philosophy?

Where do we want to be?

How do we get there?

Goals Objectives Action plans

Action Follow upSupport

The Planning ProCess

PinellasCountyHumanResourcesbeganthisstrategic planning process in 2016 after the appointmentofHollySchoenherr,Ph.D.as the Human Resources Director.

The first six months were spent assessing the environment.AsistypicalinaSWOTanalysis,the Strengths, Weaknesses, Opportunities and Threats were evaluated. This is an ongoing processforthinkingstrategically,nota “oneanddone”concept.

In the calendar year 2017, all Human Resourc-es employees participated in a collaborative processes to establish the Vision, Mission and Values of the department. Input from all stake-holders was used to inform the collective effort, inordertocreateafirmfoundationuponwhichtobuildtheplan.

As Human Resources staff was formulating the bodyoftheplan,moreextensiveworkwentintoarticulating and living the organizational values. HR’s strategic planning has included addressing theperspectivesofallHRemployeessothattheycanbettermeettheneedsoftheorganization.Theimportanceof“walkingthetalk”inordertocreateorganizationaltrust,hasbeenafocalpointforbuildingasolidplatformleadinguptothe kick-off for the Human Resources Strategic Plan.Shoringupday-to-dayservices,aswellasemphasizingkeystrategicareasinallCOEshasbecomeafocusforeachstaffmember.

The HR organization was aligned through es-tablishing Centers of Excellence, and in positioningthemeffectivelyforsynergyin carryingoutactionstomeettheoverallorganiza-tional priorities.

AfteradditionalfeedbackwasreceivedthroughtheUPS-wide2017EmployeeVoiceSurvey,face-to-facemeetings,focusgroupfeedback,andtheHR Director’s performance review in 2018, the

finalHRStrategicPlantookshapetobridgethedistancebetweenthecurrentstateandtheoverallvisionforPinellasCountyHuman Resources and service to its customers.

In the fall of 2017, Strategic Focus Areas were establishedcollectivelyamongHRstaffinlargegroupsettings.Atthestart,subgroupswereformedforeachofthefourpriorityareas(diverse,talented,engaged,preparedtoserve)toestablishStrategicFocusAreas(i.e.goals),Initiatives(i.e.strategies),andPerformanceIndicators(i.e.measures)forthe2018-2020HRStrategic Plan. Performance Indicators have beenselectedtomeasureprogresstoward StrategicFocusAreasoverthenextthreeyears.

The plan was finalized in May 2018. Perfor-manceindicatorswillbereportedaspartoftheannualreport(withquarterlyreports).Adjust-mentstotheplanwillbemadeaccordingly,in response performance indicators and stake-holderfeedback.

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1:1 Facilitate diversityinrecruitment,retentionand promotional opportunities

1:2 Integrate inclusion into all HR policies and practices

1:3 Promotethebenefitsofadiverseand inclusive culture

2:1 Attract and hire a diverse, talented and engaged workforce

2:2 Develop a diverse, talented and engaged workforce to meet the needs of our citizens/customers

sTraTegiC foCus areas - overvieW

1. Diverse Workforce: Diverse and Inclusive CultureFoster a diverse and inclusive culture toattractandretainaqualitywork-force

2. Talented Workforce: Learning Culture; Innovation and CreativityCultivate a talented workforce equipped for and invested in making adifferenceinourcommunity

3:1Fosteranenvironmentwhereemployeesand volunteers feel valued

3:2Encourageemployeestoseekopportunitiesfor continuous improvement

3:3 Cultivate an atmosphere in HR that embracesopencommunicationand generates trust

4. Prepared to Effectively Serve: Service Excellence; Health and WellnessCollaboratewithourpartnersand customers to design responsive pro-grams, provide progressive solutions, and deliver exceptional services

4:1Cultivateemployeesuccessandwell-beingbyimplementinganeffectiveemployeelifecycleexperience(fromhirethroughretire)

4:2 Delivereffectiveandefficientcustomer experiencesbyawarenessandunderstand-ing of the needs of our citizens and partners

4:3Providevaluablecommunicationsforgreatertransparencyandconsistency

3. Engaged Workforce: Positive and Engaging Work EnvironmentBuildanenvironmentofemployee engagement, empowerment, and involvementwhereemployees caninnovate,dotheirbest,and feel valued

InitiativesStrategic Focus Areas

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sTraTegiC foCus areas - sTraTegies, iniTiaTives, inDiCaTors

1:1 Facilitate diversity in recruitment, retention and promotional opportunities

1. Diverse Workforce: Diverse and Inclusive Culture Foster a diverse and inclusive culture to attract and retain a quality workforce

TheStrategicFocusAreas(SFAs)willremainconsistentthroughoutthethree-yearplan.Annually,theInitiativeswillberevisitedtodeterminethebestwaytomeettheprioritiesoftheplan.Anannualreportwillbeproducedtoprovideanupdateontheprogressoftheplan,withindicatorssignifyingmovementinmeasurableareas.

(a) Captureandreviewdiversityanalytics,partneringwiththeOfficeofHumanRights(PP)

(b) Increasecommunityoutreachintargeteddemographicareas(WS)(c) Increasemulticulturalprintandsocialmediapresenceandbreakthroughlanguage

barriers(WS)(C)(d) Attractdiverseapplicantsthroughvariedadvertisingefforts(WS)(e)FormdiversityadvocatesthroughouttheUPS,formandsupportDiversityand

InclusionWorkGroup;providedevelopmenttothegroup(OTD)

All of the initiatives furthering the strategic focus areas are integrated into the foundational responsibilities for the Centers of Excellence under Appendix 2, page 25. The primary responsibility for each initiative is indicated in parenthesis: C - Communications and Outreach, HRIS - Human Resources Information Systems and Records Administration, LT - Leadership Team, OTD - Organizational and Talent Development, PP - Planning and Performance, TR - Total Rewards, WS - Workforce Strategy

Initi

ativ

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Ind

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1:1▪Theeffectivenessofrewardsandrecognition(establishbaseline)(C)▪Numberofoveralldayspositionswerevacantduetoeachpartofhiringprocess(establish baseline)(WS)▪Retentionofnewhireswithinthefirstyear(WS)

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sTraTegiC foCus areas - sTraTegies, iniTiaTives, inDiCaTors- continued

1. Diverse Workforce: Diverse and Inclusive Culture - continued Foster a diverse and inclusive culture to attract and retain a quality workforce

1:2 Integrate inclusion into all HR policies and practices (a) FormanHRpolicyreviewcommitteefromHRstaffrepresentingallCOEsto

evaluateHRpoliciesonabi-annualandneededchangebasis(PP)(b) ReviewHRpoliciesandpracticesandreviseforalignmentwithdiversity

initiatives(PP)(c) DevelopHRstaffinemotionalintelligenceandculturalcompetence(OTD)(d) Improveexitinterviewprocesstocaptureinformationbeforetheemployeeleaves

theorganization,analyzingdatafortrends;sharewithAppointingAuthorities and encourageinvolvementinprocessthroughoutUPS(PP)

Initi

ativ

es

Ind

ica

tors

1:2▪Disciplinaryactionsimpactingpositivechangeofbehavior-respondentpercent(PP)▪Grievancesresultinginresolution-respondentpercent(PP)▪Investigationsresultinginresolution-respondentpercent(PP)▪Exitinterviewscomplete-percentofnumberexiting(PP)▪Retentionofnewhireswithinthefirstyear-75%(WS)▪Policyreviewcompleted(PP)▪HRprocessmapcompleted-percent(All)▪HRLeadershipTeam360feedbackcompletedandintegratedintoperformancegoals(LT)▪DevelopHRemployeesforknowledgeneedsofthedepartment-percent(LT)▪Alllearninganddevelopmentopportunities-attendeesabletoapplylearninginworksetting(LT)

C - Communications and Outreach, HRIS - Human Resources Information Systems and Records Administration, LT - Leadership Team, OTD - Organizational and Talent Development, PP - Planning and Performance, TR - Total Rewards, WS - Workforce Strategy

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1. Diverse Workforce: Diverse and Inclusive Culture - continued Foster a diverse and inclusive culture to attract and retain a quality workforce

Initi

ativ

es

Ind

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1:3 Promote the benefits of a diverse and inclusive culture

1:3▪Retentionofnewhireswithinthefirstyear-percent(WS)

(a)EducateAppointingAuthoritiesandmanagersabouttheimportanceofintegratinginclusionintopracticesforrecruitment,retentionandpromotionalopportunities(WS)(OTD)

(b)Consultwithhiringmanagersonhiringandpromotionpractices(WS)(c) Integrateculturalcompetenceintoalltrainingprograms(OTD)(d)LeverageBusinessPartnerrelationshipsforpromotingculturalcompetence(PP)(e) Workwithmanagerstofacilitatewelcomingandinclusiveworkenvironments(OTD)

(PP)

- continuedC - Communications and Outreach, HRIS - Human Resources Information Systems and Records Administration, LT - Leadership Team, OTD - Organizational and Talent Development, PP - Planning and Performance, TR - Total Rewards, WS - Workforce Strategy

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2:1 Attract and hire a diverse, talented and engaged workforce

2. Talented Workforce: Learning Culture; Innovation and Creativity Cultivate a talented workforce equipped for and invested in making a difference in our community

(a) Provideauser-friendlyapplicantexperience(WS)(b) Provideanappealingandeasytonavigatehiringprocess(WS)(C)(c) Collaboratewithmanagersandapplicantstoclarifyandimprovehiringprocess(WS)In

itia

tive

sIn

dic

ato

rs

2:1▪Numberofoveralldayspositionswerevacantdue to each part of hiring process (WS)▪Retentionofnewhireswithinthefirstyear-percent(WS)▪Successfulrecruitments–percentsatisfactory(WS)▪PercentUPSemployeessatisfiedwithtotalcompensation-percent(TR)▪WellnessProgramparticipationbyactiveemployee/spouse-number(TR)



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2. Talented Workforce: Learning Culture; Innovation and Creativity - continued Cultivate a talented workforce equipped for and invested in making a difference in our community

2:2 Develop a diverse, talented and engaged workforce to meet the needs of our citizens/customers(a) DevelopIndividualDevelopmentPlansforallHRemployees;assurecompetencies

arealignedwithoverallStrategicPlan(OTD)(PP)(b) AssessupcomingvacanciesinconsultationwithhiringmanagersUPS-widefor

successionplanning(OTD)(PP)(c) Promotetuitionreimbursementbenefits(OTD)(C)(d) Enhancetalentcoachingandmentoring(OTD)(PP)(e) Updatecurrentonboardingprogramtopromoteprofessionaldevelopment

foundation(OTD)(f) Integrateandmeasureapplicationoflearningfromclassesintoworkgroups(OTD)

Initi

ativ

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- continued

Ind

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2:2▪Effectivenessofrewardsandrecognition(C)▪Disciplinaryactionsimpactingpositivechangeofbehavior–percentofrespondent(PP)▪Grievancesresultinginresolution-respondentpercent(PP)▪Investigationsresultinginsolution-respondentpercent(PP)▪Exitinterviewscompleted-percentofnumberexiting(PP)▪Retentionofnewhireswithinthefirstyear-percent(WS)▪Internalpromotions/openpositions-percent(WS)▪Inthelastquarter,someonehadaconversationwithmeaboutperformance–HR/PC(All)▪IndividualDevelopmentPlans(IDPs)establishedforHRemployees-percent(All)▪HRcorecompetenciesestablishedandutilizedforperformancemanagement(All)▪HRLeadershipTeam360feedbackcompletedandintegratedintoperformancegoals(LT)▪HRemployeedevelopmentforknowledgeneeds-percent(LT)▪Alltrainingopportunities–attendeesabletoapplylearninginworksetting(LT)


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3:1 Foster an environment where employees and volunteers feel valued

3. Engaged Workforce: Positive and Engaging Work Environment Build an environment of employee engagement, empowerment, and involvement where employees can

innovate, do their best and feel valued

(a) AssistAppointingAuthoritiesthroughouttheUPStoidentifyareastomaximize employeeengagement(PP)

(b) ImproveroleclarificationandexpectationswithinHRandofferconsultationto UPSorganizationthroughHRbusinesspartners(PP)

(c) Developsupervisors/managersonfairandconsistentleadershippracticesin effectivefeedbackandrecognition(OTD)

(d) RewardandrecognizeemployeesandvolunteersthroughoutUPS(C)(e) Maintainguidelinesforcompetitiveandfairtotalcompensationtoadvancemarket

competitiveness(TR)(f) Revitalizeemployeesuggestionawardsprogram(C)

Initi

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3:1▪Effectivenessofrewardsandrecognition(C)▪Internalpromotions/openpositions-percent(WS)▪Numberofhoursservedbyvolunteers(C)▪Numberofhoursservedbyinterns/externs(C)▪PercentUPSemployeessatisfiedwithtotalcompensation(TR)▪WellnessProgramparticipation(activeemployee/spouse)(TR)▪IDPsestablishedforHRemployees-percent(All)▪HRLeadershipTeam360feedbackcompletedandintegratedintoperformancegoals(LT)▪Alltrainingopportunities–attendeesabletoapplylearninginworksetting(OTD)

Ind

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3:2 Encourage employees to seek opportunities for continuous improvement (a) Continuetoenhancequalitychoicesforemployeeandretireebenefits(TR)(b) Integrateprinciplesofemployeeengagementintoonboardingprocess(OTD)(c) Developworkplaceschedulingflexibilitytoolkit(PP)(d) PartnerthroughoutUPStoprovideresourcesforimprovementofemployee

engagement(PP)(e) Assessandaddressrecommendationsfromcompensationstudytoprovide

competitiveandfairtotalcompensation(TR)

Initi

ativ

es

3:2▪Disciplinaryactionsimpactingpositivechangeofbehavior–percentofrespondents(PP)▪Grievancesresultinginresolution-percentofrespondents(PP)▪Investigationsresultinginsolution-percentinrespondents(PP)▪Exitinterviewscompleted-percentofnumberexiting(PP)▪Numberofoveralldayspositionswerevacantdue to each part of hiring process (WS)▪Re-recruitmentsforsameposition–number(WS)▪Healthbenefitspaymentsperemployee(employerpaidhealthanddental)(TR)▪UPSemployeessatisfiedwithtotalcompensation-percent(TR)▪AnnualHRServiceSatisfactionSurvey-forserviceineachCenterofExcellence (allemployees)-percentpositiverating(All)▪HRcorecompetenciesestablishedandutilizedforperformancemanagement(All)▪HRemployeedevelopmentforknowledgeneeds-percent(LT)▪Alltrainingopportunities–attendeesabletoapplylearninginworksetting(OTD)

Ind

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3. Engaged Workforce: Positive and Engaging Work Environment - continued Build an environment of employee engagement, empowerment, and involvement where employees can


- continued


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3:3 Cultivate an atmosphere in HR that embraces open communication and generates trust (a) EnsureanonymityandconfidentialitythroughoutHR(PP)(b) Developbi-annualHRprocessreviewforimprovementandalignment(All)(c) Developandevaluatecommunicationsmethodsforeffectivenessusingappropriate

channelsfortheaudience,andmessaging(C)Initi

ativ

es

3:3▪Effectivenessofrewardsandrecognition(C)▪Disciplinaryactionsimpactingpositivechangeofbehavior–percentofrespondents(PP)▪Grievancesresultinginresolution-percentofrespondents(PP)▪Investigationsresultinginsolution-percentinrespondents(PP)▪Exitinterviewscompleted-percentofnumberexiting(PP)▪Numberofoveralldayspositionswerevacantdue to each part of hiring process (WS)▪AnnualHRServiceSatisfactionSurvey-forserviceineachCenterofExcellence (allemployees)-percentpositiverating(All)▪HRprocessmaptimelinecompleted-percent(All)▪HRcorecompetenciesestablishedandutilizedforperformancemanagement(All)▪HRLeadershipTeam360feedbackcompletedandintegratedintoperformancegoals▪DevelopHRemployeesforknowledgeneedsofdepartment-percent(LT)▪Alltrainingopportunities–attendeesabletoapplylearninginworksetting(OTD)▪HRbudgetperformance-withinforecast(All)▪Contractrenewalswithintimelines-percent(All)▪Annualevaluationofcontracts(All)▪Analyticscreatedtocaptureindicators(All)

Ind

ica

tors

3. Engaged Workforce: Positive and Engaging Work Environment - continued Build an environment of employee engagement, empowerment, and involvement where employees can



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4:1 Cultivate employee success and well being by implementing an effective employee life cycle experience (from hire through retire)

4. Prepared to Effectively Serve: Service Excellence; Health and Wellness Collaborate with our partners and customers to design responsive programs, provide progressive

solutions, and deliver exceptional services

(a) Provideuser-friendlyprocessesconsistentlykeepingourcustomersinmindthrough-outHR(All)

(b) ProcessmaptoevaluateandcreateseamlessnessbetweenCOEs(All)(PP)(c) Supportproactivewellnessinitiativestoencourageoverallhealthofemployees(TR)(d) Provideoverallsystemoflearningincludingmultiplemethodsinformaltrainingand

everydaylearning(OTD)(e) Enhanceeducationandcommunicationofbenefitsavailabletoemployeesand

retirees(TR)(C)(f) CreateunderstandingofneededcompetenciesforallpositionsinHR,andprovide

consultationforthesamefortheUPSorganizationthroughHRbusinesspartner interactionsandlearningopportunities(PP)

Initi

ativ

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4:1▪Effectivenessofrewardsandrecognition(C)▪Disciplinaryactionsimpactingpositivechangeofbehavior–percentofrespondents(PP)▪Grievancesresultinginresolution-percentofrespondents(PP)▪Investigationsresultinginsolution-percentinrespondents(PP)▪Exitinterviewscompleted-percentofnumberexiting(PP)▪Numberofoveralldayspositionswerevacantdue to each part of hiring process (WS)▪Retentionofnewhireswithinthefirstyear-percent(WS)▪Internalpromotions/openpositions-percent(WS)▪Healthbenefitspaymentsperemployee(employerpaidhealthanddental)(TR)▪PercentUPSemployeessatisfiedwithtotalcompensation(TR)▪WellnessProgramparticipation(activeemployee/spouse)(TR)▪Policyreviewtimelinecompleted-percent(All)▪IDPsestablishedforHRemployees-percent(All)▪HRprocessmaptimelinecompleted-percent(All)▪HRcorecompetenciesestablishedandutilizedforperformancemanagement(All)▪HRLeadershipTeam360feedbackcompletedandintegratedintoperformancegoals(LT)▪DevelopHRemployeesforknowledgeneedsofdepartment-percent(LT)▪Alltrainingopportunities–attendeesabletoapplylearninginworksetting(OTD)

Ind

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4:2 Deliver effective and efficient customer experiences by awareness and understanding of the needs of our citizens and partners (a) Beactivelyattentivetoourcustomers’needs,establishingandadheringtoefficient

responsetimesforservicedeliveryexpectations(All)(b) SupportongoingrelevantdevelopmentofHRstaff,remainexpertinourprofession,

andtunedintothechanginglandscape(All)(c) Respondempatheticallytocustomerneedsanddevelopsolutionsinpartnership

(All)(d) DevelopandsupportaservicephilosophyofworkforHRemployees(LT)(e) Createandcaptureanalyticstohelpprovideexceptionalservicetoourcustomers

(HRIS)

Initi

ativ

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4. Prepared to Effectively Serve: Service Excellence; Health and Wellness - continued Collaborate with our partners and customers to design responsive programs, provide progressive


4:2▪Numberofoveralldayspositionswerevacantdue to each part of hiring process (WS)▪Re-recruitmentsforsameposition–number(WS)▪Numberofhoursservedbyvolunteers(C)▪Numberofhoursservedbyinterns/externs(C)▪HRISinformationaccuracy-percent(HRIS)▪AnnualHRServiceSatisfactionSurvey-forserviceineachCenterofExcellence (allemployees)-percentpositiverating(All)▪Customer response time – initial response▪HRprocessmaptimelinecompleted-percent(All)▪HRcorecompetenciesestablishedandutilizedforperformancemanagement(All)▪HRLeadershipTeam360feedbackcompletedandintegratedintoperformancegoals(LT)▪DevelopHRemployeesforknowledgeneedsofdepartment-percent(LT)▪HRbudgetperformance-withinforecast(All)▪Contractrenewalswithintimelines-percent(All)▪Annualevaluationofcontracts(All)▪Analyticscreatedtocaptureindicators(All)

Ind

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4. Prepared to Effectively Serve: Service Excellence; Health and Wellness - continued Collaborate with our partners and customers to design responsive programs, provide progressive


4:3 Provide valuable communications for greater transparency and consistency (a) EstablishfeedbackmechanismsforallHRproceduresandpractices,tofoster

effectiveandconsistentdialoguewithpartnersandcustomers(C)(b) Useactivelisteningtounderstandcustomerneedsandpriorities(All)(c) Evaluateandenhanceeffectiveinternalandexternalcommunicationsusing

appropriatechannelsgearedfortheaudienceandmessages(C)

Initi

ativ

es

4:3▪HRISinformationaccuracy-percent(HRIS)▪AnnualHRServiceSatisfactionSurvey-forserviceineachCenterofExcellence (allemployees)-percentpositiverating(All)▪Policyreviewtimelinecompleted-percent(All)▪HRbudgetperformance-withinforecast(All)▪Contractrenewalswithintimelines-percent(All)▪Annualevaluationofcontracts(All)▪Analyticscreatedtocaptureindicators(All)

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sTraTegiC foCus areas - PerforManCe inDiCaTors

Strategic Planning Indicator 2018 Goal

2018 Actual

2019 Goal

2020 Goal

Trend- Prior

Initiative Targeted

C Effectiveness of rewards and recognition establishbaseline

1:1; 2:2; 3:1; 3:3, 4:1

OTDAll learning and development opportunities – attendeesabletoapplylearninginworksetting

establishbaseline

1:2; 2:2; 3:1;3:2; 3:3; 4:1

PPDisciplinaryactionsimpactingpositivechangeof behavior–percentofrespondents

establishbaseline

1:2; 2:2; 3:2; 3:3; 4:1

PPGrievances resulting in resolution - percent of respondents

establishbaseline

1:2; 2:2; 3:2; 3:3; 4:1

PPInvestigations resulting in solution - percent of respondents

1:2; 2:2; 3:2; 3:3; 4:1

PPExitinterviewscompleted-percentofnumberexiting

establishbaseline

1:2; 2:2; 3:2; 3:3; 4:1

WS Numberofoveralldayspositionswerevacantdue to each part of hiring process

establishbaseline

1:1; 2:1; 3:2;3:3; 4:1; 4:2

WSRetentionofnewhireswithinthefirstyear-percent

75per-cent

80per-cent

85per-cent

1:1; 1:2; 1:3;2:1; 2:2; 3:1

4:1

WS Successfulrecruitments–percentsatisfactory establishbaseline 2:1; 3:2; 4:2

WSInternal promotions /open positions - percent promoted

establishbaseline 2:2; 3:1; 4:1

C Numberofhoursservedbyvolunteers 230,000 increase 3:1; 4:2

C Numberofhoursservedbyinterns/externs 4,500 increase 3:1; 4:2

HRIS HRISinformationaccuracy-percent establishbaseline 4:2; 4:3

TRHealthbenefitspaymentsperemployee (employerpaidhealthanddental) $20,020 $21,620 increase 3:2; 4:1

TRPercentUPSemployeessatisfiedwithtotal compensation

establishbaseline

2:1; 3:1; 3:2;4:1

TRWellness Program participation (activeemployee/spouse)-numberofattendees 5,500 increase 2:1; 3:1;

3:2; 4:1


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sTraTegiC foCus areas - PerforManCe inDiCaTors - continued

Strategic Planning Indicator 2018 Goal

2018 Actual

2019 Goal

2020 Goal

Trend- Prior

Initiative Targeted

AllAnnualHREmployeeServiceSatisfaction Survey-forserviceineachCenterofExcellence(allemployees)-percentpositiverating

establishbaseline

3:2; 3:3;4:2; 4:3

All Customer response time – initial response 1bus.day 1bus.day

1bus.day decrease 4:2

All Policyreviewcompleted-percent 100% 1:2; 4:1; 4:3

All IDPsestablishedforHRemployees-percent 100% 2:2; 3:1; 4:1

All HR process map timeline completed -percent 100% 1:2; 3:3; 4:1;4:2

AllHRcorecompetenciesestablishedandutilizedfor performance management 100% 2:2; 3:2; 3:3;

4:1; 4:2

LTHRLeadershipTeam360feedbackcompletedand integrated into performance goals 100% 1:2; 2:2; 3:1;

3:3; 4:1; 4:2

LTDevelopHRemployeesforknowledgeneedsindepartment - percent 100% 1:2; 2:2; 3:2;

3:3; 4:1; 4:2

All HRbudgetperformance-withinforecast 100% 3:3; 4:2; 4:3

All Contract renewals within timelines - percent 100% 3:3; 4:2; 4:3

All Annual evaluation of contracts 100% 3:3; 4:2; 4:3

All Analyticscreatedtocaptureindicators 100% 3:3; 4:2; 4:3


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PreParing huMan resourCes for The fuTure

We will reinforce strategic priorities in Human Resources toward our mission of cultivating a diverse, talented and engaged workforce pre-paredtoeffectivelyservethecitizensofPinellasCountyby earning a trusted reputation. This means continual assessment of current process-esacrossthedepartment,andconsistently evaluatinghowwecanbestmeetchangingneeds of our existing and future stakeholders.

The Human Resources Strategic Plan will allow us to measure progress towards Strategic Focus Areas while developing a clearer line of sightforeachHRemployeetowardstheoverallvision, so that we can make informed decisions eachdaythatmakethebestuseofresources.

AsHumanResourcesthinksmoreholisticallyaboutaddressingareasofopportunityintheUPS organization, the approach will leverage synergybetweentheHRCentersofExcellence.Assessing for the competencies needed for each role in the organization at hiring, as well as developing existing employees in HR, will be a focus for all stages of employment.

Developingfutureleaderscapableofmeetingthe succession needs is more critical now than everbefore.HumanResourceswillbeimple-menting strategies through all the Centers of Excellence to help HR recognize areas where ▪knowledge sharing, ▪developing future-focused competencies,▪assessingvacanciesforroleredefinitionbeforehiring,and▪aligning organizational decision-making withbusinesspriorities

will help us and the larger organization prepare for the future.

AllHumanResourcesemployeeswillbeapartof forming a customer-focused relationship with Appointing Authorities.

HumanResourcesemployeeswilllearntokeepthefocusonstrategicgoals,aswellaswaystomeasure progress toward these goals. Painting thepictureofhoweachemployee’srolefitsinwiththeoverallorganizationalplanwillbeapart of the communication process for all Hu-manResourcesactivities.Collaborationbeginswithrecognizingwhoshouldbeatthetable,thenintegratinginvolvementandfeedbackthroughouttheprocessestomakesurewestayoncourseandsatisfystakeholders.Theframe-workforthisapproachwillbeputinplacethrough the implementation of this 2018-2020 Strategic Plan.

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PinellasCounty’sUnifiedPersonnelSystem wasestablishedin1975byaspecialactofthe FloridaLegislature.TheUnifiedPersonnelSystemiscomposedof11differentmembersor“AppointingAuthorities.”TheAppointingAuthoritiesareBusinessTechnologyServices,the Clerk of the Circuit Court and Comptroller, theConstructionLicensingBoard,theCountyAdministrator,theCountyAttorney,ForwardPinellas, Human Resources, Human Rights, the PropertyAppraiser,theSupervisorofElections,and the Tax Collector.

Attheendof2017,theUPShad3,025employees(2,371classifiedand654exempt)whichwere distributedintomorethan600jobclassifications.

Unified Personnel System ActEnactedbytheFloridaLegislature,theUPSActestablishedtheClassifiedandExemptServices,asevenmemberPersonnelBoard,aPersonnel(HumanResources)Department,andprescribedterms and conditions of operation. The act’s purposeistoprovideequalemploymentoppor-tunitiestoqualifiedapplicantsforpublicservicejobsandtopromoteefficiencyandeconomyinpublicservice.Someoftheact’sobjectivesandeffects were:▪ Elimination of discrepancies in hiring practices, benefits,discipline,payscales,etc.▪ProvidingonecentralizedlocationforCountyjobapplicants▪ Ensuring that merit principles are followed for appointments,retention,pay,promotions,etc.

TheUPSphilosophyisbasedonmeritsystemprinciples.Theseprinciplesarethepublic’sex-pectationsofasystemthatisefficient,effective,fair, open to all, free from political interference, andstaffedbyhonestandcompetentemployees.Section2301,Title5,U.S.Code,appliesonlytofederalagenciesandnotPinellasCounty.How-ever,iteffectivelyoutlineswhatmeritsystemprinciples are.

To paraphrase:▪Recruitingqualifiedindividualsfromallseg-mentsofsocietyandselectingandadvancingemployeesonthebasisofmeritafterfairandopen competition which assures that all receive equalopportunity.▪Treatingemployeesandapplicantsfairlyandequitably,withoutregardtopoliticalaffiliation,race, color, religion, national origin, sex, mari-tal status, age, or handicapping condition, and withproperregardfortheirprivacyandconsti-tutional rights.▪Providingequalpayforequalworkand

recognizing excellent performance.▪Maintaininghighstandardsofintegrity, conduct,andconcernforthepublicinterest.▪Managingtheworkforceefficientlyand effectively.▪ Rewarding, retaining, and separating employeesonthebasisoftheirperformance.▪Educatinganddevelopingemployeeswhenitwillresultinbetterorganizationalorindividualperformance.▪Protectingemployeesfromarbitraryaction,

personal favoritism, or coercion for partisan political purposes.▪Protectingemployeesagainstreprisalforthe

lawful disclosure of information that uncovers illegal and/or wasteful activities.

Unified Personnel System (UPS) Merit System Principles

aPPenDix 1: The unifieD Personnel sysTeM (uPs)

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ThesevenmembersofthePersonnelBoardeachserveatwo-yearterm.Twooftheboardmem-bersareappointedbytheBoardofCounty Commissioners,twobytheConstitutionalOffi-cers,twobytheEmployees’AdvisoryCouncil,andtheseventhbytheothersixboardmembers.The Director of Human Resources is appointed byandservesatthediscretionoftheBoard.PersonnelBoardmembershavenumerous responsibilitiesincluding:▪ApprovingPersonnelRules,payplanadjust-ments,reclassificationofpositionsandpaygrade changes in accordance with the legislative act▪Requiringobservanceoftheprovisionsofthe

act and its resulting rules and regulations▪ Hearing and determining appeals and

complaints concerning the administration of the act.

Personnel Board Personnel RulesThePersonnelRulesprescribeemployment policies and practices that all Appointing AuthoritiesintheUnifiedPersonnelSystemmustfollow.EachoftheseruleswasestablishedbyapprovalofthePersonnelBoardandcanonlybemodifiedwiththeboard’sapproval. The Appointing Authorities possess the authoritytoestablishdepartmentalrulesandregulations concerning the conduct of their employeesinadditiontoanysuchrulesand regulationsestablishedbythePersonnelBoard.

aPPenDix 1: The unifieD Personnel sysTeM (uPs)- continued

TheUnifiedPersonnelSystemActalsoofficiallysanctionedtheEmployees’AdvisoryCouncil.Representingclassifiedemployees,theEACservesinanadvisorycapacitytothePersonnelBoard concerning personnel matters, policies, rules and regulations. Its mission is to “contin-uallyimproveemployees’qualityofworklife.”TheEACcurrentlyconsistsof15elected representatives allocated to the various Appointing Authorities. The EAC structure includesdelegatesateveryworksitethroughouttheCounty.Thesedelegatesserveasanup-and-downcommunicationlinkbetweenemployees at their work locations and the Council’s representatives.

Employees' Advisory Council (EAC)

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aPPenDix 2: huMan resourCes CenTers of exCellenCe

Human Resource’s structure evolves to meet the service needs of our customers. Each of our Cen-tersofExcellence(COE)contributestoalloftheaspectsoftheHumanResourcesmission.Serviceexcellenceisthehallmarkofallourstrategies,programsandday-to-dayoperations.Webelieveinlisteningandbeingreceptive,inhonoringourpartners’,customers’,andcoworkers’experiences,andcontinuallypreparingemployeesandtheorganizationasawholetocontributetothegreatergood.In addition to Administration, the Human Resources Department is organized into six Centers of Excellence:▪ Communications and Outreach▪HRIS(HumanResourcesInformationSystem)andRecordsAdministration▪ Organizational and Talent Development▪ Planning and Performance ▪ Total Rewards▪WorkforceStrategy

AdministrationProvides guidance and manages rules and policies,thedepartmentbudget,andpublic records requests, provides Personnel Board support, grievance administration, and purchasing.

Communications and OutreachCommunications provides internal and external messaging and communication including: the HRwebsite,presentations,high-levelrecruit-mentmaterials,Employees’AdvisoryCouncilcommunications,photography,theHRAnnualReport,employeesurveys,The Pen and other employeeandretireenewsletters,emailblasts,videos, the Suggestion Awards Program, and the Colors of Pinellas Art Show.

Volunteer ServicesThisteamestablishesandmaintainsconsistentcounty-wideadministrativeandoperational policies and procedures which promote the use ofvolunteersandinterns.Theyhelpdepart-ments develop volunteer and intern positions andprojectsandprovidevolunteerrecruit-ment—individuals and groups—application processingandbackgroundchecksaswellas the Volunteer Voice newsletter and volunteer recognition.

HRIS and Records AdministrationHRISprovidessupporttoUnifiedPersonnelSystem(UPS)staffintheprocessingofpersonnelactionsviatheOracleProjectUnifiedSolution(OPUS)system.Theteammaintainsalldocu-mentation related to personnel actions through-outanindividual’semploymentwiththe PinellasCountyUPS.Includedarethereviewand processing of appointments, change and termination(ACT)documents,maintaining personnel and performance management re-cordsincludingtheemploymentEligibilityVerificationformI-9,andissuingidentificationbadges.HRISalsocompilesandprovides metricsandperformsbackgroundchecks.

Organizational and Talent DevelopmentThe OTD team provides leadership and staff development, organizational development, assessments, course design, and group facilita-tion.Theyoverseethetuitionreimbursementprogramandaresourcelibrary.Theteam provides technical and soft skills classes. Learning settings include instructor-led and online e-learning. OTD liaises with the Pinellas CountyTrainingConsortium.

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aPPenDix 2: huMan resourCes CenTers of exCellenCe- continued

Total RewardsHumanResourcesbasesitsCountypayplanandemployeecompensationphilosophiesontotalcompensation. These decisions take into account notonlyaposition’ssalaryrange,butalsothevalueofbenefitsprovided.Totalcompensationconsistsofsalary,leaveearned,insurancepaid bytheCounty(health,dental,life,short-term andlong-termdisability),andretirementplan(majoritypaidforbyPinellasCounty).Thisprac-ticehelpsensurethatHumanResourcesabidesbymeritsystemprinciplesinhiringandretainingemployees,andthatUPSemployeesarefairlyandcompetitivelycompensated.BenefitsTheteammanagesbenefitsprogramsforactiveemployees,retireesandfamilies,includinghealthinsurance, dental insurance, vision insurance, disability(short-termandlong-term)insurance,lifeinsurance,COBRA,theEmployeeAssistanceProgram(EAP)andmentalhealth,prescriptioncoverage, retirement, deferred compensation, FlexibleSavingsAccountandHealthSavings Accountprograms,employeediscounts,andFMLA compliance. The team also performs healthplanbudgeting,benefitscommunications,manage open enrollment, manages vendor relations,andassistsemployeesandretireesduring their life events.Classification and CompensationTheteamperformssalarysurveysandpositionaudits,determineclassspecifications,paystruc-ture, and ad hoc market pricing for new and existingclassifications;theyanalyzepromotionalincreases,specialmeritincreases,equityadjust-ments,payreductions,andcompliance;performannual market studies, position control changes, researchstudies,andmaintainthePayand ClassificationPlan.

Wellness ProgramThis program is designed to create a culture of healthandwell-beinginwhichouremployeesand their families can improve and/or maintain their overall health. The team works to provide exercise facilities and classes, educational programs, the wellness incentive program, physicalfitnessandnutritionchallenges,on-sitehealthscreenings,gymdiscounts,healthscreen-ings, and the To Your Health newsletter.

Workforce StrategyEmploymentThe team works to attract and acquire candi-dates to meet current and future needs for employmentwithPinellasCounty.They managejobapplications,transfers,recruitmentofqualifiedjobapplicants,temporary employmentservices,andemployment counseling.Theyprovidetalentacquisitionviamarketingflyers,jobdescriptions,socialmediastrategies, metrics, provide a talent pipeline, and branding.

Planning and PerformancePlanning and Performance are Business Part-ners and strategic planning for HR. The team overseestheemployeerelationsfunction.Theyprovide consultation and counseling to em-ployeesregardingcareerdevelopment,conflictresolution, work group intervention, discipline, grievances, interpretation of rules and poli-cies, and performance management. The team performs investigations and research and data trendanalysis,facilitatesfocusgroups,monitorsunemploymentcompensation,performsexitinterviews,andistheliaisontotheEmployees’AdvisoryCouncil.

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aCknoWleDgMenTs

ThePinellasCountyHumanResources2018-2021StrategicPlanwasacollaborativeendeavor, involvingmanyPinellasCountyemployees.Aspecialthankyouisowedtheleadersandmembers oftheHRstaffwhoformedStrategicPlanningFocusAreasandusedkeyinputfromnumerous stakeholdersacrosstheCountythroughouttheplanningprocess.Wewouldliketoacknowledge andthankallcontributorsfortheirhardworkandcommitmenttocompletingthisplan,andmoreimportantly,tofulfillingthemissionandrealizingthevisionoftheorganization.

PinellasCountyHumanResourcesAdministration

“All successful people men and women are big dreamers.

They imagine what their future could be, ideal in every

respect, and then they work every day toward their

distant vision, that goal or purpose.”

Brian Tracy

Pine

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