Elevating Service Cultivating Leadership Strategic Plan 2013 Peak

Elevating Service - Cultivating Leadership Strategic Plan 2013 Peak Performance Initial Read-out April 25, 2013

Order of Read-out � � � History of the Office of Human Resources Agency Reorganization The Strategic Plan Measurement samples Innovations and large-scale projects Next Steps 1

History of the Office of Human Resources � The Office of Human Resources is an independent agency that oversees the personnel system for the City and County of Denver’s 6, 938 employees. The agency was established in 1954 by charter to maintain the City’s 9 -category merit system and ensures that the appointments and promotions of employees are made on the basis of merit and ability, provision of equal employment opportunity to all people interested in working for the City and County of Denver, and providing like-pay-for-like- work. � The Office of Human Resources employs close to 100 employees. This team is separate from the Department of Safety Human Resources Team. � In January, 2013 the Career Service Authority officially and legally changed its name from the Career Service Authority to the Office of Human Resources. 2

Why the reorganization? 3

Our Clients & Employees Spoke… and We Listened “One of our weaknesses is that we don’t have a great reputation with our clients, but we have an opportunity to build our relationship by becoming strategic business partners. “ ~ CSA Employee “We need to have better presence within client agencies to understand their business needs. ” ~ CSA Employee “Currently we react versus being proactive. ” ~ CSA Employee “We need to be more responsive and customize solutions to meet each agency’s needs. ” ~ CSA Employee “Clients define us in a way we don’t want to be. . . as not valuable or credible resource. ” ~ CSA Employee “The services HR provides should be more personable versus simply receiving an email to convey important information. ” ~ Client “We need an HR team that works with us versus implementing and forcing initiatives on us. ” ~ Client “Process takes too long to address issues – recruitment, investigations and training needs. ” ~ Client “When we reach out for answers, we want to be confident that we can obtain the correct one in a timely manner without having to go through multiple people. ” ~ Client 4

Past HR Model Silo Approach HR Services Progressive Discipline Actions: 574 Class & Comp Job Audits: 210 Recruitment Applications Assessed: 50, 000+ Training Employees Trained: 6, 784 Records Interactive Processes (IAPs): 98 Documents Entered: 20, 000 Numbers based on 2011 data 5

OHR Connecting the Pieces…for Complete Agency Integration and Collaboration 6

Service Comparisons PREVIOUS MODEL NEW MODEL � One size fits all HR methods � Custom tailored HR solutions � Multiple divisions, Multiple calls � One call, One point of contact � Divisional Silos � Integrated Collaborative teams � HR strategy versus Agency strategy � HR and Agency strategies are aligned and targeted � Burdensome Processes & Systems � Service is focused on solutions, creating systems & � Analytics reports, not agency specific, non � Analytics reports, agency specific, directional and not tied to agency strategic plan to achieve business success processes that work tied to agency strategic plan � No formal system/operational evaluation process � System evaluation process created and dedicated � Sporadic/inconsistent evaluation practices � Regular Peak Performance/Black Belt evaluation � No alignment to agency success � OHR success directly tied to agency success function to manage practices 7

Statement on behalf of Mayor Michael B. Hancock “To deliver a world-class city where everyone matters, it is critical that as a city team we work together to become more efficient and effective – and you all are at the core of making this happen. I applaud and support the direction that the Career Service Authority is taking to build a more progressive HR system that is focused on strengthening agency partnerships and strategic alignment to ensure that those agencies are working collaboratively to achieve successful outcomes. This system will work to develop programs that build city leadership, enhance employee experience and encourage greater engagement. I congratulate you on the launch of the pilot program with Denver Human Services and look forward to hearing about the many accomplishments that will come from this partnership. ” 8

DHS Pilot Program Review “The current situation feels very good, I’m extremely pleased. Before, I never heard anything good, but today I hear good things – people love the new HR team and service model. We see a very visible team who not only collaborate with us but are responsive to our needs. ” – DHS Manager Penny May 9

Agency Values 10

Vision Be the model for human resource practices that deliver invaluable service, develop strong workforce leaders and position the City for future growth to meet the needs of Denver citizens Impact Statement The Office of Human Resources stands to help organizations achieve business outcomes through thought leadership, investing in employee engagement and by incorporating inclusivity practices. By leveraging individual strengths and influencing greater citywide collaboration, we set the stage for the City and County of Denver to have the greatest impact within the communities we serve; thus we strive to provide sound, responsive, accurate, inclusive, respectful and honest HR practices 11

Assuring HR Professionalism HR Roles, Competencies, and Investments 12

Architecture for Strategic Plan 13

Agency Goals The short and long term intent of the organization plans to take to achieve its vision. Strategies and Tactics Strategies: Specific steps OHR will take to achieve its goals Tactics: Detailed tasks that help OHR get the job done and will be determined by the Service and Support Team managers and Team members. 14

Goal 1 - Elevating Service Deliver invaluable HR support that positively impacts business results Strategy I: Responsive Customer Service - Leverage data, metrics, and tools to ensure that the HR system fulfills or exceeds customer expectations. Requirements: 1. Identify ways to provide HR support that helps customers achieve their Peak Performance goals. 2. Incorporate the expertise of the HR Peak Team to ensure that we perform from a continuous improvement perspective. 3. Develop customer service policy for the OHR that outlines the guidelines and expectations of delivering invaluable service – how it looks and what it means. 4. Deploy tools that allow OHR to automate, track, and report HR activities; ensure reports provide information that is Specific, Measurable, Actionable, Relevant and Time-based (SMART). 15

Goal 1 - Elevating Service Deliver invaluable HR support that positively impacts business results Strategy II: Collaborative Partnerships – Expand strengthen internal and external partnerships. Requirements: 1. Collaborate with City agencies to identify, evaluate, and address performance deficiencies. 2. Consult with City agencies to create a people focused component for their strategic Peak Performance goals. 3. Provide actionable citywide and agency-specific HR analytics data to consult with clients and improve business performance. 4. Connect HR operations between support & service teams to identify and address gaps. 5. Implement “The Inclusivity Project” citywide to assist agencies with building citywide alliances with community, businesses, and government entities. The Inclusivity Project aims to create a stronger knowledge base for employees using innovative practices through increased collaboration and greater community engagement. 16

Goal 1 - Elevating Service Deliver invaluable HR support that positively impacts business results Strategy III: Innovative Recruiting Practices – Uses a consultative approach that identifies customer needs and deploys innovative recruiting strategies for acquiring and retaining the best talent. Requirements: 1. Examine recruitment processes and practices to ensure that OHR’s service delivery systems fulfill or exceed customer expectations. 2. Implement progressive recruiting practices that increase the quality, responsiveness, and timeliness of recruiters to our customers. 3. Implement a full life cycle recruiting and on boarding program that ensures the workplace is completely prepared to engage new employees from their first day of work; follows new employees through their first year of employment. Evaluates and adjusts the program to ensure OHR is supporting the City in its efforts to hire the best talent. 4. Establish strong community and business partnerships to create opportunities that benefit both Denver government and its community. 5. Increase the OHR’s research efforts and forecast future changes in the workforce pool; implement practices that prepare Denver government for such changes. 6. Ensure agencies and departments have staffing plans. 7. Examine the Academic Internship Program to ensure compliance with academic standards set by learning institutions, and that we meet those key deliverables. Connect the internship and apprenticeship programs to succession planning opportunities within Denver government. 17

Goal 1 - Elevating Service Deliver invaluable HR support that positively impacts business results Measurements of Success • Results from Annual OHR-specific customer service survey results (not yet created) • Results from Post-service delivery surveys (surveys administered soon after a service is delivered) • 360 feedback • Agencies have HR goals based on dashboard metrics • Established links between Recruiting Strategies and Probation Completion, Successful or better performance ratings, and Turnover within the first year • Establishment Succession and Workforce Planning Metrics • Establishment of Succession Plan Penetration Rates (SPPR) 18

Goal 2 - Cultivating Leadership Establish the City and County of Denver as a progressive learning organization focused on employee and leadership development Strategy I: Refocus Learning & Organizational Development Refocus the scope of OHR’s learning and organizational development practices, and expand the quantity and depth of learning opportunities. Requirements: 1. Work with agencies to identify, assess and address performance deficiencies to ensure learning opportunities are relevant and demonstrate a return-on-investment; evaluate employee performance post -learning to ensure solutions are on target. 2. Implement employee development solutions that prepare the City for the future; forecast future employee development needs using tools and information such as succession plans, workforce forecasts, industry changes, anticipated turnover, and economic changes. 3. Consult with client agencies to identify organizational effectiveness gaps and assist agencies in developing viable solutions such as process improvement, change management, organizational development, and setting operational and employee performance expectations. 4. Develop and launch the first-ever local City University to “Expand Minds, Awaken Innovators, and Prepare Progressive Leadership” in both the City and in the community. 5. Establish collaborative relationships with local academic institutions to effectively implement a citywide an Academic Internship program, focused on developing the future leaders of the City and filling gaps anticipated through succession planning efforts. 19

Goal 2 - Cultivating Leadership Establish the City and County of Denver as a progressive learning organization focused on employee and leadership development Measurements of Success: • • Increased voluntary participation in OHR’s training and learning offerings (i. e. not required by rule or law) Post-learning program evaluation scores • Increased participation in internship and apprenticeship programs • 100% of the agencies and departments have a succession plan 20

Goal 3 - Maintaining a Healthy Workplace Culture Set the standard practice that provides for employee wellbeing, performance and engagement Strategy III: HR Growth and Professionalism – Refine HR knowledge and practices to ensure OHR staff are well prepared to support client agency and employee needs. Requirements: 1. Seek opportunities to continuously improve OHR support to our client agencies and employees by staying abreast of HR industry practices, changes and innovations; connect them to our client agencies’ business outcomes. 2. Know our customers’ business: study available information concerning the client agency (e. g. , budget, annual report, strategic/Peak Performance plans, politics, press releases, media communications); study industry information (e. g. , similar public and private organizations); observe staff meetings, business meetings, and public-facing meetings; learn about the organization’s systems and processes. 3. Implement and continuously evaluate service delivery expectations of all OHR staff that includes behavioral, qualitative, and quantitative standards which support our client agencies’ business outcomes. Standards will ensure OHR staff is knowledgeable, flexible, responsive, consultative, accountable, and otherwise invaluable. 4. Identify knowledge or skill gaps of OHR staff and devise tactics for filling them. 5. Increase visibility in the marketplace and establish agency professionals as experts in the HR field and valuable business partners. 6. Explore the limits and boundaries of the City’s merit system requirements that seemingly prevent using innovative and cutting edge practices. 21

Goal 3 - Maintaining a Healthy Workplace Culture Set the standard practice that provides for employee wellbeing, performance and engagement Measurements of Success: • Decreased employee health claim costs • Reduced Family Medical Leave usage • Annual Wellbeing survey results (not yet created) • Denver Employee Survey results of employee engagement (citywide) • Increased employee engagement results from the Denver Employee Survey (results that are specific to OHR) • 360 -degree feedback • Every OHR employee has an individual learning/development plan • Individual Development Plan Penetration Rate (IDPPR) 22

Measurement Tools… 23

Measurement Tools… 24

Innovations…innovations 1. 2. 3. 4. 5. 6. 7. 8. 9. Accomplishments: Created a worksheet for how to complete DHS situational assessments Completed the justification RIE with BMO Completed the onboarding RIE and transitioned the work to project status Sent 10 members through Peak Academy (this is over 10% of our agency); Completed a VSA with DEH-ACC The Inclusivity Project The Development and future launch of City University Social Determinants of Health Wellness Program Denver P. A. T. H. S. – Economic Empowerment Program – Miller. Coors Grant 1. 2. 3. 4. 5. 6. Miscellaneous Projects Completed with Peak in mind: Streamlined the Denver Employee Survey Streamlined requests for ad hoc analysis by the Analytic Bureau Streamlined Exit Survey for departing employees Standardized work for citywide workforce dashboard Standardized work for employment test scheduling Standardized work for DHS hiring improvements 1. 2. Miscellaneous Projects that have been started but not completed: Standardizing workforce metrics; and Standardizing grievance/complaint form 25

Social Determinants Model 26

Thank You! 28