Download Personel Services Narrative

Personnel Services
Mission Statement:
The mission of Nevada County’s Department of
Human Resources is to provide quality customer
service to our employees, organization and the
community. Human Resources strives to deliver
exceptional, innovative services that establish
Nevada County as the employer of choice.
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Service Description:
The Department of Human Resources provides a full
range of services including: recruitment, testing and
selection, classification and compensation, benefits
administration, personnel actions, employee and
labor relations including collective bargaining,
safety,
risk
management,
organizational
development, training, employee recognition, and
personnel policy development and administration.
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Major Accomplishments in 2006-07
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Developed a master schedule of recruitments
which was utilized to conduct a total of 275
recruitments in response to the turnover of onethird of our employee population. Utilized
open-until-filled recruitment process for 80% of
recruitments.
Conducted 60 pre-retirement counseling
sessions for retiring employees from July
through December.
Processed approximately 2,700 personnel action
forms.
Human Resources coordinated the following
training:
leave
management,
discipline,
reasonable suspicion, harassment, ethics, and
illness and injury prevention. A total of 380
employees and other persons (commission
members) attended.
Twenty sessions of customer services training
were organized and 632 employees (65% of our
total employee population) attended.
Successfully retired the use of the HR “I” Drive
and put all documents on the Infonet, thereby
supporting the centralization of information for
the County.
The electronic personnel action (ePa) form
became a reality. Replacing the use of the hard
copy form, the ePa automates one of the most
frequently used forms in the County. The use of
NEVADA COUNTY BUDGET 2007-08
this electronic form, which auto-populates once
tediously input data, saves time, eliminated the
costs of printing 3-part NCR forms, reduced
errors, and cut down on miscommunication.
Human Resources assisted the CEO’s Office and
Department
Heads/Elected
Officials
in
promulgating
ten
organizational
core
competencies throughout the County. Core
competencies were highlighted one at a time
using a variety of methods by different
departments.
The competencies were also
incorporated into the hiring process. These
creative initiatives helped underscore to all
employees the importance of the core
competencies.
Seventeen additional employees participated in
the succession planning process and were
provided with a 360-degree assessment and
follow-up development plan.
Twelve percent of employees who participated
in the succession planning process successfully
competed in promotional job opportunities
within the County organization.
Objectives & Performance Measures
for 2007-08:
Objective: Ensure the viability of the County
organization by attracting the best-qualified
candidates to our jobs by conducting timely
recruitments and utilizing a combination of both
traditional and non-traditional marketing techniques.
Performance Measures:
 Conduct an estimated 200 recruitments.
 Establish eligibility lists within 4 workdays of
the close of the recruitment process.
 Bolster the number of applications received for
each recruitment by 5%.
 Review and revise 100% of respective job
classification specifications prior to opening
each recruitment to ensure current job duties are
accurately depicted.
 Apply pre-established advertising guidelines for
use by our vendors for 100% of our placed
advertising.
Objective:
Provide highly effective human
resources consulting and administrative services to
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Personnel Services
county management and the workforce through
timely processing of Personnel actions and
providing needed training and consulting.
Performance Measures:
 Process an estimated 2700 Personnel Action
Forms
 Conduct 4 discipline training classes and 8 leave
management training classes for supervisors,
managers and department heads training an
estimated 96 staff.
 Continue 4 Reasonable Suspicion Drug/Alcohol
training classes and 6 Sex Harassment
Prevention training classes for all managers and
supervisors training an estimated 160 staff.
Service Budget Unit Code
Office/Department
Major Service Area
Objective: Support labor negotiations with Safety
and Non-Safety Employee Units through
participation of the Human Resources Director in
collective bargaining related activities.
Performance Measures:
 Provide timely and accurate data and
organizational support services to participants in
the collective bargaining process for each
bargaining session.
 Coordinate implementation of any MOU
changes adopted by the Board of Supervisors
within 30 days of the adoption of the successor
labor agreement.
 Ensure clear understanding and good
communication of revisions to MOU to all
employees within 60 days of adoption of
successor labor agreements by the Board of
Supervisors.
 Post new MOUs on County Infonet and
Docushare within 30 days of adoption by the
Board of Supervisors.
Objective: Streamline Human Resource processes
through the use of available technology.
Performance Measures:
 Further refine the use of the Electronic
Personnel Form by June 30, 2008.
 Coordinate and implement an electronic training
sign-up website by December 31, 2007.
 Review current report writing features in
Pentamation and identify strategy for
improvement by June 30, 2008.
 Review unimplemented functions of the
Pentamation Human Resources module, identify
implementation plan and associated timeline,
and initiate plan.
NEVADA COUNTY BUDGET 2007-08
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- 10401
- Human Resources
- General Government/Personnel