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HomeMy WebLinkAboutAgenda CC 06.21.2022 SpecialN otice of M eeting of the Governing B ody of the C ity of Georgetown, Texas J une 2 1, 2 02 2 The Georgetown City Council will meet on J une 21, 2022 at 11:00 AM at City Hall Community Room - 808 Martin Luther King J r. Street, 78626 The City of Georgetown is committed to compliance with the Americans with Disabilities Act (AD A). If you require assistance in participating at a public meeting due to a disability, as defined under the AD A, reasonable assistance, adaptations, or accommodations will be provided upon request. P lease contact the City Secretary's Office, at least three (3) days prior to the scheduled meeting date, at (512) 930-3652 or City Hall at 808 Martin Luther King J r. Street, Georgetown, TX 78626 for additional information; TTY users route through Relay Texas at 711. Re gular Se ssion (This Regular Session may, at any time, be recessed to convene an Executive Session for any purpose authorized by the Open Meetings Act, Texas Government Code 551.) A The City Council will meet to discuss employee retention and recruitment. This is a work session only and no formal Council action will be taken. Adjournme nt Ce rtificate of Posting I, R obyn Densmore, C ity S ecretary for the C ity of G eorgetown, Texas, do hereby c ertify that this Notice of Meeting was pos ted at C ity Hall, 808 Martin Luther King Jr. S treet, G eorgetown, T X 78626, a plac e readily ac cessible to the general public as required by law, on the _____ day of _________________, 2022, at __________, and remained so pos ted for at leas t 72 c ontinuous hours prec eding the s cheduled time of said meeting. __________________________________ R obyn Dens more, C ity S ec retary Page 1 of 75 Recruitment & Retention June 21, 2022| Human Resources & Organizational Development Page 2 of 75 22 •Challenges •Actions To-Date •Engaging Staff •Ideas for Consideration •Feedback & Discussion Agenda Page 3 of 75 Challenges Page 4 of 75 44 •Turnover •Tight labor market •Number of vacant jobs •Rapid growth •Burnout •High expectations –residents and staff •Impacts of two years of Covid on connection and momentum Challenges Page 5 of 75 55 •#1 –Turnover rates are higher than pre-pandemic levels •#2 –HR Policies, compensation, & recruitment are cited as the most effective areas of action to reduce turnover •#3 –Organizations are prioritizing recruitment skills when recruiting new HR talent •#4 –50% of employees are currently working remote on average WorldatWork Workforce Planning Survey Key Findings-May 2022 Page 6 of 75 66 Employee Retention –experiencing increased turnover •Historic high of 12.5% for FY 21 Current Challenges -Turnover Page 7 of 75 7 Current Monthly vs Historical Turnover FY 22 is higher than last year at this same time (86 vs 58 through last May) Reflects continued competitiveness in Central Texas job market Tracking at a 11.2% YTD & projected to be 17% for the year Page 8 of 75 88 Public Safety Turnover Fire tracking at 11.1% YTD & projected to be 17% for the year (16 terms)Police tracking at 5.6% YTD & projected to be at 8.4% for the year (5 terms) Page 9 of 75 99 •Telecommuting & flexible work schedules •Management •Workload •Pay relative to scope of workload Reasons Employees Have Left Georgetown Page 10 of 75 Actions To-Date Page 11 of 75 1111 •Telecommuting Policy •Career progressions •Increased staffing levels •Salary Market study implemented 3 months earlier •Midyear salary adjustment of 3% •Moved salary range entry pay by 2.5% •Expanded salary ranges from 35% to 50%, increasing the hiring range for recruitment •Hired full-time HR Generalist focused on recruitment •Flexible work schedules Items Implemented Over Last Year Page 12 of 75 1212 •Engagement Survey •Gallup 1 Item •Lean Training •Supervisory Series Training •Arbinger Training •Engaged Leaders Program Organizational Development Programs Page 13 of 75 Engaging Staff Page 14 of 75 1414 Staff Focus Groups •HR&OD held four (4) focus groups to gauge what was going well, what could be improved, and brainstormed ideas to improve recruitment/retention •41 employees participated Directors •Engaged directors to understand current strengths, weaknesses, and obstacles related to recruitment and retention Staff & Director Focus Group Page 15 of 75 1515 •Expanding telecommuting days and flexible work schedules •Promote telecommuting options in job postings and career page •Marketing compensation, benefits programs, and culture on career page •Career pathing/development •Pay/benefits •Add holidays and change vacation accruals •Add daycare service to partner with employees Top Themes Across Focus Groups Page 16 of 75 Ideas for Consideration Page 17 of 75 1717 •Telecommuting updates •Interview training for managers •Clarify hiring process & create a checklist •Allowing managers to hire up to 5% above midpoint •Similar flexibility on promotions and reclassifications •Fill positions quickly •Pet insurance •Changes to Tuition Reimbursement Policy •More career progressions •Flexible work schedules Staff Items Identified to Implement Page 18 of 75 1818 •Add 4 holidays: President’s Day, Good Friday, Juneteenth, Veteran’s Day •Reduce personal holidays from 4 to 2 •Increase vacation accrual for first 3 years from 6.68 to 8 hrs a month Proposed for Consideration & Approval: Time off Page 19 of 75 1919 Holiday Survey Data Recommend additional 4 observed holidays Reduce personal holidays from 4 to 2 (net 2 days) Page 20 of 75 2020 Vacation Accrual Survey Data Page 21 of 75 2121 •Student loan forgiveness program •Post Retirement Benefit concierge service •Add basic life insurance of $25,000 or $50,000 •Daycare concierge service Proposed for Consideration & Approval: Benefits Page 22 of 75 2222 According to GetPeanutbutter: •15%-20% of employees participate •$50 contribution per month is best practice •Increases recruitment of candidates by 13% •Increases retention by 36% of population •Easy to administer through their portal •Budget service level request estimate: $128,500 Student Loan Forgiveness Page 23 of 75 2323 •Provide medical insurance options for employees eligible to retire but unable to do so because of cost of medical premiums. •Simplifies a shopping experience for Medicare eligible employees •Provide online & personalized assistance Post Retirement Benefits Service Page 24 of 75 2424 •Most public sector employers provide •In addition to TMRS 1x annual salary death benefit plan •In 2021 conducted RFP process asking for $25,000 or $50,000 •Cost -$25,000 for coverage of $25,000 •Cost -$50,000 for coverage of $50,000 Basic Life Insurance Page 25 of 75 2525 According to WeeCare •23% ROI over 3 years on turnover, replacement costs, absenteeism & presenteeism Basic Plan: •Unlimited matchmaking & provider tours •Locate backup, FT and PT licensed providers •App, web, phone text and 24/7 dedicated support by account manager Add on Plan: •City can purchase credits for emergency situations Estimated cost: Minimum of $15,000 base cost + $10k -$20k for emergency credits purchased Daycare Service Page 26 of 75 2626 •Over hiring of positions •Have a set number of overfill positions city wide to utilize •Track in Workday •Executive approval •Professional & Personal Development Day Proposed for Consideration & Approval: Page 27 of 75 2727 Benefits: •Parental Leave •Retiree health savings plan •Clinic partnership •Daycare partnership •Professional Development Day Future Projects for Consideration & Approval Page 28 of 75 Feedback & Discussion Page 29 of 75 Recruitment & Retention June 21, 2022| Human Resources & Organizational Development Expanded presentation with additional supporting information concerning current challenges, what the city is currently doing, how staff were engaged and internal changes that are being vetted. Page 30 of 75 22 •Current Status •Actions To-Date •Engaging Staff •Top themes Content Page 31 of 75 Current Status Total Rewards Page 32 of 75 44 Total Rewards From WorldatWork –the leading global org for professionals in compensation, benefits, and related fields across all industries Page 33 of 75 55 Council Goals 2021 & 2022 •Retention of quality city staff: Maintain Competitive Compensation and Benefit Programs Fiscal & Budgetary Policy -Competitive Compensation Program •City Council and Management recognize the importance of attracting, hiring, developing, and retaining the best people, and compensating them for the value they create Human Resources Strategic Goal 3 •Retain our employees by rewarding high performers and assuring pay is market competitive Public Safety Meet & Confer Agreements Focus on Recruitment & Retention Page 34 of 75 66 •Competitive Compensation -In order to maintain a competitive pay scale, the City has implemented a Competitive Employee Compensation Maintenance Program to address competitive market factors and other issues impacting compensation. The program consists of: •Annual Pay Plan Review (Market)–To ensure the City’s pay system is accurate and competitive within the market, the City will review its pay plans annually for any potential market adjustments necessary to maintain the City’s competitive pay plans. •Pay for Performance (Merit)–Each year the City will fund performance-based pay adjustments for regular non-public safety personnel. This merit-based program aids in retaining quality employees by rewarding their performance. Pay for Performance adjustments are based on the employee’s most recently completed performance evaluation. •Public Safety Steps (Steps)–Each year the City will fund anniversary step increases for public safety sworn personnel consistent with public safety pay scale design. Fiscal & Budgetary Policy Page 35 of 75 Actions to date Page 36 of 75 8 Values •2015 Core Values •2017 Core Value Training •2022 Supervisor Series Values Review Page 37 of 75 99 Engagement Surveys •2016 and 2018 Surveys •2016 85% participation, 46% enabled & engaged •2018 82% participation, 55% enabled & engaged •Skipped 2020 as aligned with early months of COVID History of Initiatives Page 38 of 75 1010 •Resulting Initiatives: •Birthday Lunch •2017 Supervisor Series •GEM •Diamond Drops •Engaged Leaders Program •Focused Feedback •Online Performance Evaluations •L&D Creation •OOE Creation History of Initiatives Page 39 of 75 1111 •87% participation •Q12 •Higher frequency going forward 2021-2022 Gallup Survey Page 40 of 75 1212 Employee Engagement Survey December 2021 Page 41 of 75 1313 Gallup Action Planning •Groups were asked to select one thing that they could work on/implement to improve engagement in their functional area based on the Gallup results. Planning completing brainstorming and selection of their one thing. Page 42 of 75 1414 Culture Tree Page 43 of 75 1515 Changes this Year •Moved up implementation by 3 months -from January to prior October •Incorporated additional analysis by adding actual salary comparison to midpoint analysis •Increased market adjustments by a percentage 2%, 4%, 6% to 3%, 5%, 7% •Implemented a mid-year salary adjustment of 3% March 28, 2022 •Expanded pay ranges from 35% to 50% which increased the hiring range Entry salary increased by 2.5% Compensation -Annual Market Studies Page 44 of 75 1616 Salary Range Structure Page 45 of 75 1717 •Implemented a premium credit for annual physicals -$25/month •Rolled out two new weight loss/wellness programs •Telecommuting up to 2 days a week started summer 2021 Benefit Changes Page 46 of 75 18 Monetary Incentive •Up to $25 per month medical premium credit Requirements: •Annual physical examination completed with physician •Cost covered 100% by plan •Provides 1:1 evaluation of biometrics results Action plan to change negative into positive numbers Early detection of health conditions results in better outcomes Annual Premium Credit Page 47 of 75 19 Medical Premium Credit Historically ~ Employees complete Annual Physical with their Doctor •290 employees •~45% of employees Communications through Fall HR Updates, Health Expo and Wellness Program 15% with Medical Premium Credit •60% of employees complete this •145 employees in November & December Page 48 of 75 2020 •Only 51% of employees on our health plan were getting an annual physical •Our consultant recommends annual physical as the highest priority wellness activity to incentivize •We desire to increase annual physicals year after year •Results: 400 employees completed the physical last year resulting in a 60% participation. Annual Physicals Page 49 of 75 21 FY2023 Wellness Program & Claims Impact Study University of Michigan Study •40,000 Participants •3-year study •Non-Participant •$1,020 cost in 2013 (to Participant) •$3,362 cost in 2016 (from 2013) •3-year trend •53% increase in healthcare costs •Participant •$18 from 2013 to 2016 •3-year trend •1% cost in 2016 City average participation rate in Wellness Program •2020 –25% •2021 –35% Page 50 of 75 22 FY2022-23 Wellness Programs •Nutritional Health Programs •Launch of 2 programs May 2022 •On-line App platforms •UHC Real Appeal (clinical approach) –Free to EE & Dependents 18+ on UHC plan •Engage at anytime •Currently 28 participants •Wondr Health (emotional approach) –Free to all regular employees •Launched May 16th •115 participants or 16% of eligible employees •Standard participation is 5-10% •Impact of Programs •Participants who complete the full program(s) have 2:1 ROI on claims after 2 years Page 51 of 75 23 •Made up of 16 cross- departmental employees including Police & Fire •Participate in creating programs, events & rewards for participation. Not only through physical activity, but financial & mental wellness. •Created event to go out to the departments in April for rollout of new programs •Modified program from 2 to 3 sessions this year. Provide time off incentive. Wellness Committee Page 52 of 75 People Development Initiatives Page 53 of 75 25 People Development Initiatives Engaged Leaders Arbinger Supervisor Series Page 54 of 75 26 Engaged Leaders Program •5th year •80 graduates •Cross-departmental •14 departments represented Page 55 of 75 2727 •Teambuilding •Arbinger’s Developing & Implementing an Outward Mindset •Municipal Government Finance Engaged Leaders Program •Principles of Public Service •Professional Presentation Skills •HueLifeToP Facilitation Methods Page 56 of 75 28 •Developing & Implementing an Outward Mindset •Self-awareness •Mindset change •Accountability •Collaboration •Outward Leadership •Accountability •Collaboration •Conflict & Relationship Management •Supervision Arbinger Page 57 of 75 2929 Supervisor Series Page 58 of 75 30 Supervisor Series •Supervisory Foundations •monthly on–demand •Arbinger •DIOM –2 day •OL for Leaders –1 day •Process Improvement Courses Month Topic January 2022 Core Values/Customer Service/Culture February 2022 Safety Overview March 2022 Budgeting Overview April 2022 Goalsetting (Metrics & Goals) May 2022 Employee Accountability/Discipline June 2022 Timekeeping/FLSA July 2022 Compensation Overview August 2022 Hiring Overview September 2022 Leave/FML/HIPAA October 2022 Purchasing Overview November 2022 Harassment Prevention December 2022 City Government Overview January 2023 Public Communications Overview February 2023 Technology Request/Use Overview Page 59 of 75 Process Improvement Initiatives Page 60 of 75 3232 •Lean Process Improvement Program •Lean Academy •Lean Community of Practice •Workshops •Gemba Walks Process Improvement Initiatives We help staff eat elephants – one bite at a time Page 61 of 75 3333 Lean Academy Offerings Lean Process Improvement (Level 1) 4 hours Required for All Advanced Lean Process Improvement (Level 2) 4.5 Days Required for Some; Open to All; Launching in March 2023 Lean Process Improvement for Leaders 3 hours Required for All People Leaders Page 62 of 75 3434 Improvement Metrics (Cumulative) •477 Number of Lean Process Improvement (Level 1) Trained •107 Staff Involved in an Improvement Effort •75 Staff Certified in Lean Process Improvement (Level 1) •$485,000 Realized Savings to Date •10,900 Hours Saved Page 63 of 75 35 Types of Savings Hard Dollar Soft Dollar Value to Customer Service Level Improvement Human Development Improvements that reduce expenses Improvements that save people’s time (opportunity cost) Customer satisfaction Improvements that add value to people or processes with no hard or soft dollar savings Improvements that increase knowledge, skills, & abilities of an individual Page 64 of 75 3636 •April 2020 –Launched Lean Green Belt (3 weeks after COVID-19 hit) •May 2020 –Launched Lean Green Belt for Leaders •June 2020 –Launched the first A3 consulting •August 2020 –Launched the Lean Community of Practice •October 2020 –First Lean Green Belt certification •September 2021 –Held the first Recognition and Awards event “The Henry’s” The Lean Academy Launch Page 65 of 75 3737 Certification and Recognition Page 66 of 75 3838 Page 67 of 75 Engaging Staff Page 68 of 75 4040 •CMO sent City-wide call for volunteers •HR&OD held four (4) focus groups to gauge what was going well, what could be improved, and brainstormed ideas to improve recruitment/retention •41 employees participated •Compiled, themed and evaluated employee input based on anticipated impact and effort Focus Group Sessions Page 69 of 75 4141 •Engaged directors to understand current strengths, weaknesses, and obstacles related to recruitment and retention •Brainstormed solutions and completed consensus building exercise to focus efforts •HR researched and provided input Director & HR Input Page 70 of 75 Top Themes from Groups Page 71 of 75 43 •Telecommuting and flexible work schedules •Speed to hire •Pay/benefits •Training/mentorship •Facilities/equipment •Marketing of benefits & culture •Onboarding of employees in department •Flexibility in internal promotion pay increases •Pet Insurance •Childcare services •Growth opportunities Employee Focus Groups Page 72 of 75 4444 •Interview training •Career path & development •Telecommuting and advertising it in postings •Creative work schedules •Pay •Marketing of jobs creatively Director Focus Group Page 73 of 75 45 •Holiday expansion to 4 days, remove 2 personal holidays •Increase vacation accrual at the entry years •Basic life insurance of $50,000 •Telecommuting policy update to increase days and allow more flexibility of work schedules •Student loan forgiveness & increase Tuition Reimbursement •Marketing of benefits & culture •Employee Discount page •Pet Insurance access •Childcare services assistance •Enhancements to market study •Retiree concierge service to assist with medical insurance coverage •Medical retirement plan savings HR Input Page 74 of 75 4646 •Expanding telecommuting days and flexible work schedules •Promote telecommuting options in job postings and career page •Marketing compensation, benefits programs, and culture on career page •Career pathing/development •Pay/benefits •Add holidays and change vacation accruals •Add daycare service to partner with employees Top Themes Across Focus Groups Page 75 of 75