TALENT MANAGEMENT
CHRIS PEEK, DEPUTY COUNTY MANAGER
BOARD OF COUNTY COMMISSIONERS ANNUAL RETREAT
TALENT ACQUISITION, DEVELOPMENT & RETENTION
2
63
EVOLVING WORKFORCE
◦Over the Past 5 Years:
‐ 19% Growth in Full‐Time Staff
‐ Average Longevity Decreased from 15 to 9 years
‐ Average Age of Employees Decreased from 48 to 44
‐ Grown in Hiring of Specialized Jobs
‐ Several Significant Workforce Changes
3
ORGANIZATIONAL SNAPSHOT
4
64
MANAGER/SUPERVISOR SNAPSHOT
5
MANAGER/SUPERVISOR SNAPSHOT
6
65
TALENT ACQUISITION
1. SHIFTING FROM REACTIVE TO PROACTIVE: CREATING A
PIPELINE OF QUALIFIED APPLICANTS
 Expand partnerships with community organizations to provide a
pipeline for both high turnover and hard to fill positions
 Increase partnerships with departmental leadership and hiring
managers to identify network opportunities
 Expand use of Social Media to target passive candidates
7
TALENT ACQUISITION
2. CASTING A WIDE NET: COMMUNITY OUTREACH
 Grow participation in job fairs across the community and region
 Engage community leaders to identify opportunities for
expanded outreach, such as festivals and other events
 Partner with Public Information and departmental staff to
coordinate engagement efforts
 Expand presence at County sponsored events
8
66
TALENT ACQUISITION
3. WORK SMARTER: UTILIZE TECHNOLOGY TO STREAMLINE
PROCESSES
 Improve the communication process with applicants
 Review and improve the current onboarding process
 Reduce dependency on paper
 Streamline work processes
9
DEVELOPMENT
1. SUCCESSION PLANNING
 Continue to roll out across the organization
 Plan for the future to pass on institutional knowledge
 Ensure that work processes are properly documented
10
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DEVELOPMENT
2. EMPLOYEE TRAINING OPPORTUNITIES
 Create a culture of customer service, team‐working and
leadership
 Partner with departments to ensure employees have access to
improve competencies for both soft and technical skills
 Continue to offer educational assistance to help fill identified
gaps in skills which benefit both the County and employees
 Expand methods of options of training delivery
11
DEVELOPMENT
3. PERFORMANCE MANAGEMENT
 Implement a consistent approach across County departments
 Ensure every employee understands job expectations
 Equip managers to effectively address performance issues
12
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RETENTION
1. CONTINUED COMMITMENT TO A COMPETITIVE TOTAL
COMPENSATION PACKAGE
 Continue to review the market rates/pay levels of jobs
 Introduce new options for medical insurance that provide
employees with affordable and competitive options
 Ensure compliance with the Affordable Care Act
13
RETENTION
2. IMPROVE THE PHYSICAL & MENTAL HEALTH AND
WELLNESS OF EMPLOYEES
 Reach out to employees to understand their needs and identify
barriers to participation in wellness activities
 Partner with Park & Recreation
 Equip employees to make consumer driven health decisions
 Offer employee incentives based on best practices and employee
feedback
14
69
TALENT MANAGEMENT
CHRIS PEEK, DEPUTY COUNTY MANAGER
BOARD OF COUNTY COMMISSIONERS ANNUAL RETREAT
15
70