Santa Barbara Presentation

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Santa Barbara Presentation

  1. 1. State of California Workforce Planning Conference November 5, 2008 Santa Barbara County: Implementing a Strategic and Integrated Talent Management Plan to Create a Customer Focus
  2. 2. Background
  3. 3. Profile – County of Santa Barbara <ul><li>Population: 400,335 </li></ul><ul><li># of employees: 4,135 </li></ul><ul><li># of labor organizations: 9 </li></ul><ul><li># of County departments: 23 </li></ul><ul><li>General Government </li></ul><ul><li>Civil Service System </li></ul><ul><li>CEO Structure </li></ul>
  4. 4. 2004 – Key Human Capital Challenges Difficulty Attracting and Retaining Talent Aging Workforce – Difficulty Attracting Younger Workforce Uncompetitive Salaries and Benefits High Cost of Living/ Commuting Poor Customer Service Image Inadequate Workforce Planning Inflexible and Antiquated HR Business Systems
  5. 5. 2004 - Human Resources Business Systems Antiquated – more than 30 years old 718 classifications for 4,135 FTEs (5:1) 349 active pay ranges (12:1) Performance management disconnected from County business objectives – many cookie-cutter evaluations Outdated, passive marketing and recruiting Entitlement pay systems Training and development programs disconnected from business objectives
  6. 6. 2005 – Board of Supervisors Sets New Direction <ul><li>Create a culture committed to excellent customer service </li></ul><ul><li>Align the </li></ul><ul><li>workforce with the County’s new </li></ul><ul><li>ACE values </li></ul>Excellent Customer Service ACCOUNTABILITY CUSTOMER FOCUS EFFICIENCY
  7. 7. Strategy for Achieving the Board’s Vision… Classification Compensation Performance Management Recruiting and Retaining Training and Development Rewards and Recognition
  8. 8. Talent Development Performance Management Supporting Values Talent/ Competency Management Performance Results Recognize & Reward Learning & Development Succession Planning System Changes Goal Alignment Organizational Direction Pay for Performance Talent Management Through HR Business Systems Excellent Customer Service
  9. 9. Key Strategic Initiatives
  10. 10. Key Strategic Initiatives The Leadership Project The Clerical Classification & Compensation Project Deputy District Attorney Pay System Physician and Psychiatrist Pay System Public Works Classification & Compensation Project Organizational Review Underway <ul><li>Collaborative </li></ul><ul><li>Broad, flexible classifications </li></ul><ul><li>Broad pay bands </li></ul><ul><li>Skill-based pay </li></ul><ul><li>Productivity-based pay </li></ul><ul><li>Base-building and lump sum (bonus) </li></ul><ul><li>Exceptional performance rewards </li></ul><ul><li>Tied to improved customer service </li></ul>
  11. 11. Key Strategic Initiatives – Performance Management Systems Pay Decisions Performance Planning: Performance Check-In Performance Evaluation Improvement Plan Performance Planning and Individual Development Plan Goal Setting
  12. 12. Key Strategic Initiatives – Employment Business Initiative <ul><li>HR professionals and department managers working together to modernize talent management practices: </li></ul><ul><li>Streamlining recruiting and </li></ul><ul><li>selection methods </li></ul><ul><li>Building a talent pipeline </li></ul><ul><li>Further consolidation of </li></ul><ul><li>classifications </li></ul><ul><li>Workforce planning </li></ul><ul><li>Increased competency-based recruiting and selection </li></ul>source apply screen assess interview offer onboard develop measure career mobility exit
  13. 13. Key Strategic Initiatives – Restructuring County Human Resources <ul><li>Building a strong human resources enterprise with a hybrid model: </li></ul><ul><li>A consultancy and coordination component </li></ul><ul><li>Business centers (shared services) </li></ul><ul><li>Dotted-line reporting relationship to CEO/Human Resources </li></ul><ul><li>Designed to maximize efficiency, expand expertise, and support department operations more effectively </li></ul>
  14. 14. Key Strategic Initiatives – Realigning the Employees’ University <ul><li>Aligning employee training and development programs with: </li></ul><ul><li>Department business operations </li></ul><ul><li>Customer-focused competencies and skills </li></ul><ul><li>Modern business practices </li></ul><ul><li>Organizational goals – customer service delivery </li></ul><ul><li>Creating robust, rigorous, accountable training programs with measurable results – first track implemented November 2008 </li></ul>
  15. 15. Lessons Learned Along the Way
  16. 16. Lessons Learned… <ul><li>Tailor changes to the organization and the workforce </li></ul><ul><li>Collaborate, collaborate, collaborate </li></ul><ul><li>Communicate, communicate, communicate </li></ul><ul><li>Don’t fall in love with your own ideas </li></ul><ul><li>Think “how can we?” (don’t focus on obstacles) </li></ul><ul><li>Stay focused on the outcome </li></ul><ul><li>Build changes into the culture and its vernacular </li></ul><ul><li>Don’t focus on perfection – build a process for continual improvement </li></ul>
  17. 17. Lessons Learned… CHANGE IS HARD … DON’T GIVE UP!
  18. 18. Jeri Muth – Bio Jeri Muth has been a Human Resources professional for approximately eight years. She began her HR career in labor relations for the County of Orange creating and implementing innovative human resources strategies to align the workforce with organizational objectives following the County’s 1994 filing for bankruptcy. These initiatives included new classification and compensation systems, new performance management systems, and a Countywide employee recognition program anchored to the values of the organization. In 2005 Jeri moved to the County of Santa Barbara as an Assistant Human Resources Director. Since that time she has led efforts to institute a fully-integrated competency model used to market and recruit, hire, train and develop, manage performance, and reward performance. Often in a labor-management collaborative environment, these efforts have included streamlining the classification structure to provide operational flexibility, implementing new pay systems that directly link compensation to performance, creating modern and meaningful performance management systems, leading pilot succession planning programs, and designing competency-based training and development programs that support improved customer service throughout the organization. Prior to moving to Human Resources, Jeri developed strong business acumen working in a variety of County departments including Probation, Health Care, Social Services, and Waste Management. She received her BA in English from the University of California at Long Beach, completed masters coursework at the University of Redlands, and has completed several certificate programs through the University of California at Los Angeles.

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