Assessment and Transformation
Program Review for Human Resources / Payroll
Abe Ali
Amy Daily
Connie Carlson
Barb Franklin
Shereen Cockrum
Janet Hays
2007-2008
SECTION I: Department Background, Purpose and Goals
A. Department Mission:
To recruit, train, and oversee the personnel resources of the district and to provide
prompt, accurate, and courteous Human Resource, Payroll, and Benefits services
to College of the Redwoods students, faculty, staff, and community.
B. Background and History:
There has been stability in the administrative leadership of the Human Resources
and Equal Employment department over the last decade. The Chief Human
Resources Officer position of the district has been filled for the last ten years.
The Equal Employment Officer position has been filled for the last 14 years.
In October, 1999, after resignations left the department with serious staff
shortages, the office was reorganized and new staff hired to move forward. With
the reorganization, the number of HR staff was reduced by two positions – one
classified and one management. As a part of the conversion to the Datatel system
in 2000, the District’s payroll positions (1.5 FTE) and functions were moved into
the Human Resources department. The Payroll Technician position was
subsequently reclassified as a Payroll/Benefits Manager and one additional
classified position in payroll was added. The combining of the payroll, benefits
and human resources functions in one department has resulted in a decrease of
duplicate workload and an increase in accuracy and efficiency for all related
functions. It also provides an easily accessible one-stop-shop for all HR/PR
inquiries.
In 2000, the position, duties and functions of the district’s Environmental Health
and Safety were moved to Human Resources. The classified position was later
reclassified as a management position, Environmental Health and Safety Officer.
In February, 2005, the duties of the EHS Officer were distributed to HR/PR staff
when this position was put in charge of a REBRAC (Regional Environmental
Business Resource Assistance Center) grant. Recently the grant has been
renamed the Environmental Training Center grant (ETC).
In January, 2005, the position of Director, Human Resources/EEO was
reclassified as Vice President, Chief Human Resources Officer/Equal
Employment Officer. This Human Resources Director/EEO reclassification
review came five years after a “wall –to-wall” permanent classified, classified
management, and confidential classification study was implemented by Jacobson
and Betts, a classification compensation consulting firm.
C. Department Goals:
• Attract and retain highly qualified faculty and staff
• Monitor compliance with federal, state, and local hiring and
payroll policies and regulations
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•
•
•
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Provide substantive content expertise and consultation
regarding complex human resource, payroll/benefits and labor
relations issues
Provide high-quality, meaningful analysis and reporting of
information for management decision-making
Facilitate and develop effective coordination of human
resource, payroll, and benefits policies and procedures that
support institutional compliance
To increase the use of technology to enhance access to all HR
services, to bridge the gap between our large geographic
district, and to move towards a more paperless office.
Coordinate and provide professional development activities
and training in subjects related to payroll and benefits,
management, sexual harassment and other related topics
Improve employee safety programs
Increase offerings in emergency preparedness
D. Describe how the goals of the program relate to the College’s Mission and
Strategic Plan.
• The major goals of recruitment and training assure quality
employees at all levels of the institution. This supports goal #1 of
the College-wide Strategic Plan.
• Human Resources was successful, through the collective bargaining
process in reducing the cost of health benefits by 24% (moving
employees from Plan A to Plan F) in response to the current fiscal
challenges. This supports goal #2 of the College-wide Strategic
Plan.
• The ability to provide the district with meaningful information
related to human resources moves the district closer to its goal of
data-informed decision making. This supports goal #3 of the
College-wide Strategic Plan.
• Increasing the use of technology in Human Resources will allow
better access to all students, staff, and the community. This supports
goal #4 and #5 of the College-wide Strategic Plan.
SECTION II: Past Quality Improvements and Transformations
A. The Human Resources Office and Payroll department has provided many
transformational improvements in the following areas:
•
Organized and facilitated induction of interest based problems solving and
collective bargaining with faculty organization.
•
Organized and implemented a “wall-to-wall” reclassification and
compensation study for classified, classified management, and administrators
•
Organized, developed, and implemented new classified evaluation process
•
North 14 Human Resources Consortium: Organized and developed original
concept and implementation of a joint sponsored/funded advertisement of
permanent District positions
•
Developed, organized and implemented new management evaluation process
for all management employees
•
North 14 Human Resources Consortium: Organized and developed original
concept and implementation of a unified North 14 sponsored Job Fair booth
at CCC Registry Job Fair
•
Organized, developed, and implemented several management training
program activities including one-on-one Human Resources
training/consultation program for all new managers
•
Implemented sexual harassment prevention program training for all
management staff
•
Completed district-wide classified staff survey which resulted in employee
prioritizing the following areas of importance: Wellness Programming,
Professional Training, and Appreciation/Motivational activities
SECTION III: Outcomes Assessment
A. Provide the department’s program and student learning outcomes.
Professional development programs need to be assessed for there effect on the
staff retention, administrative processing, employee satisfaction. Prioritization for
filling permanent classified vacancies needs to have linkages to the District’s
strategic and master planning.
B. Program Outcome(s)
Outcome
Attract highly qualified faculty and staff
personnel
Process/Activities Contributing to the
Outcome (What does the program do to
create the outcome?)
• Recruitment advertising
• Committee selection/facilitation
• Prepare reports and rating sheets
• Develop interview questions
• Schedule/participate in interview process
• Review committees final selection and
prepare for board approval
• Process employment documents for new
employee
Training/Professional Development
• Schedule instructors and training
Providing management information
• Entering of all MQ and FSAs into the
Datatel system for viewing by Division
Chairs and other administrators as
needed
• Job report on the current status of all
vacant positions
• MIS – Chancellors Office required
submission
• On-line Payroll information
• On-line application software
Increase the use of technology in Human
Resources/Payroll
Monitoring compliance with federal,
state and local policies, laws and
regulations
Developing strategic planning linkages to
permanent classified and management
staff prioritization process
Follow-up questionnaire on Personnel
Requests identified in recent academic
and non-instructional program reviews
Coordinate emergency preparedness
programming
• Attend workshops and training on new
policies, laws and regulations
• Collaborate with other agencies to
remain current
• Add to senior staff position approval
process justifications which include how
a each request links to the District’s
strategic plan
• Develop questionnaire in consultation
with Institutional Research
• Schedule emergency preparedness
training offered by the regional
Environmental Training Center
Measured/Documented By?
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# of recruitments per year
# of applicants in each pool
EEO reports
Final Hiring Report
# of successful hires per year
Employee retention rates
• Survey at the end of the session
• # of certificates and entries into
personnel files for required training
• Reduced calls regarding MQs by
Division Chairs
• # of jobs reported for weekly senior
staff meetings
• Annual MIS information
• # of employees using Payroll direct
deposit and viewing deposits on
WebAdvisor
• Increased number of applicants per
pool.
• Increased number of committee
members from MC/DN campuses
• Reduced litigation
• Maintain reduction in formal
grievances
• Priority is given to positions that
directly or indirectly affect the
District’s overall strategic initiatives
• Linkages between how personnel link
to strategic plan and overall mission of
the college
• Compliance with federal and state
mandated programs
• Ensure reimbursement funding from
FEMA
Outcomes Assessment Report
Outcome
Assessment
Method
To Whom?
By Whom?
Administered
When?
Use of Results
Determine
satisfaction
with hiring
process
On-line &
mailed survey
By
HR/Payroll to
faculty, staff
&
applications
2008/09 fiscal
year
Determine if
process needs
revision
Determine
employee
satisfaction
with payroll
processing &
benefits
Professional /
Staff
Development
On-line
survey
By
HR/Payroll to
employees
and retirees
2008/09 fiscal
year
Determine gap
in services
On-line &
mailed survey
By HR/PR to
current
permanent
staff
2008/09 fiscal
year
Determine the
development/
training needs
Assessment
Status/
Findings
Findings will be
reviewed and if
revision is
needed staff will
be notified of
change
Findings will be
reviewed and if
revision is
needed staff will
be notified of
change
In progress
Transformations
Intended
Follow-up
To be determined
To be
determined
To be determined
To be
determined
Maintain retention of
the Staff
To be
determined
C. What is the team’s interpretation of the data?
The team appreciates the recent addition of an Institutional Research department
and integrated planning function. We will rely heavily on Institutional Research
to guide us in collecting appropriate data to be incorporated into our department
learning outcomes and strategic plan initiatives.
D. What are the strengths of your department as indicated by your performance
indicators?
• Accessibility
• Motivated and highly trained staff
• Teamwork
• Compliance with laws and regulations
• Timely processing of paperwork
• Accuracy in processes
• Good labor relationship with CRFO and CSEA
E. What are the challenges for your department which are indicated by your
performance indicators?
• The ratio formula for general staffing in a Human Resources environment
is one staff member for 100 employees1.
1
The Bureau of National Affairs (BNA) based in Washington D.C. performs HR Research and
Performance Metrics. Data from their survey of 414 HR departments from a variety of manufacturing, nonmanufacturing, and non-business industries indicate that for 2001, the median ratio of HR department
staff to total headcount is 1.0 human resource employee for every 100 workers served by the HR
department. This HR staff ratio has held steady in the 26-year history of the survey.
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•
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Current HR staffing is 1 for every 500 employees
Current Payroll staffing is 1 for every 600 employees
Limited funding for staff training in new laws & regulations
Limited funding for technology in HR arena
Limited space for confidential business needs
Management retention of several personnel policies and procedures
F. What is your three year transformation plan to build upon current strengths,
overcome challenges, and increase effectiveness and efficiency? (Include a
timetable for implementing transformations)
STRATEGIES TO ADDRESS CHALLENGES/TRANSFORMATIONS
TIMETABLE FOR
IMPLEMENTATION
Increase HR staffing ratio from 1 to 500 employees to 1 to 300
employees
Purchase on-line recruiting/application package
unknown
Set aside money for HR/PR staff to attend workshops and
trainings
unknown
unknown
F. Are your facilities, budget, equipment, and staffing adequate based on the services
provided? Are your facilities, budget, equipment, and staffing adequate based on
the number of students served? Develop a three year plan which includes
operations, staffing and facilities. Try to be as specific as possible about what year
you hope to accomplish each goal.
Facilities • Lack of offices for confidential discussions with employees and other
customers.
• More staff is needed, but there is not enough room in the current space to
accommodate more staff.
• Lack of adequate-sized conference room for interviews and meetings.
• Computer replacement program needs to be developed and implemented
SECTION IV: Cost Effectiveness
A. Indicate your budget figures and expenditures in recent years:
Categories
FY 2002
FY 2003
FY 2004
FY 2005
FY 2006
Operating Exp.
Budgeted
Expended
Other (if applicable) (
18,893
17,546
11,904
11,460
10,846
10,234
10,248
9,109
10,200
9,193
Budgeted
18,893
11,904
10,846
10,248
10,200
Expended
17,546
11,460
10,234
9,109
9,193
Capital/Equipment
Budgeted
Expended
4,687
4,687
3,000
2,846
4,058
4,188
4,581
4,576
3,363
2,038
23,580
22,233
1,347
14,904
14,306
598
14,904
14,422
482
14,829
13,685
1,144
13,563
11,231
2,332
Budgeted
Expended
SUBTOTAL
TOTAL
Budgeted
Expended
Surplus or (Deficit)
Generated Revenue
(if applicable)
Revenue Budget
Revenue Actual
B. Comment on significant budget changes or variances from year to year.
The Human Resources department has kept within its allocation for at a least decade.
SECTION V: Conclusion
Department Comments:
Although the overall number of employees of the district has remained even over the
past 10 years, the number of HR staff has been reduced. There is a need for increased
staffing in this area. To more efficiently handle the recruiting functions, a more
advanced on-line application system is needed. This will not only be more efficient,
but also allow for more district-wide participation in the hiring process and move the
department towards our goal of being more paperless. It is also essential the money
be set aside for HR/PR staff to attend workshops related to regulatory or compliance
issues.
Abe Ali
Department Supervisor’s Signature
3/8/08
Date
Program Review Committee Comments
Comments:
__________________________________________________
Co-Chair of the PRC
_____/_____/_____
Date
Academic Senate’s Comments
Comments:
__________________________________________________
Co-Presidents of the Senate
_____/_____/_____
Date
Institutional Effectiveness Committee’s Comments
Comments:
______________________________________________________ _____/_____/_____
Chair, Institutional Effectiveness Committee
Date