WELCOME Please take time to introduce yourself and

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WELCOME Please take time to introduce yourself and exchange business cards with others at

WELCOME Please take time to introduce yourself and exchange business cards with others at your table…

A conversation with HR EMPLOYMENT BEST PRACTICE PART 2

A conversation with HR EMPLOYMENT BEST PRACTICE PART 2

MARIA BATAYOLA-FACILITATOR Panelists: � Darwyn Anderson, Director Employment, Training & Equal Opportunity, City Personnel

MARIA BATAYOLA-FACILITATOR Panelists: � Darwyn Anderson, Director Employment, Training & Equal Opportunity, City Personnel � Frank Emerson, Staffing Operations Consultant, City Personnel � Janice Flaagan, Sr. Personnel Specialist, Do. IT � Glenda Graham-Walton, Executive Director, Civil Service Commission � Shannon Morrison, Records Management, City Personnel

CITY HR STAFFING JANICE FLAAGAN City Personnel Director Appointing Authority/Department Head Civil Service Commission

CITY HR STAFFING JANICE FLAAGAN City Personnel Director Appointing Authority/Department Head Civil Service Commission Labor Relations / Bargaining Units Department HR Directors and Managers Department HR Staff Sr. Personnel Specialist Assistant Personnel Specialist

THE RULES AND LAWS THAT BIND US JANICE FLAAGAN � Federal Laws � State

THE RULES AND LAWS THAT BIND US JANICE FLAAGAN � Federal Laws � State Laws � City of Seattle Charter � Seattle Municipal Code � Personnel Rules � Department Rules and Policies

EMPLOYMENT SERVICES

EMPLOYMENT SERVICES

CITYWIDE PERSONNEL DARWYN ANDERSON The purpose of the Citywide Personnel Services program is to

CITYWIDE PERSONNEL DARWYN ANDERSON The purpose of the Citywide Personnel Services program is to establish Citywide Personnel Rules, provide human resources systems, information, services, and expert assistance to departments, policy makers, and employees.

EMPLOYMENT AND TRAINING Provides staffing services, employee development opportunities, and technical assistance to all

EMPLOYMENT AND TRAINING Provides staffing services, employee development opportunities, and technical assistance to all City departments.

RECORDS MANAGEMENT SHANNON MORRISON Collect and Hold Personnel Files for Terminated Employees– The Record

RECORDS MANAGEMENT SHANNON MORRISON Collect and Hold Personnel Files for Terminated Employees– The Record includes the supervisor’s file, the confidential file and employment file… -Records are kept for six+ years -Employees can review files at least once per year -Employees may receive one free copy of file -Departments can review files for previous employees-IF employee is a top candidate for a position

COMMON RECORDS MANAGENT ISSUES-CHALLENGES � Incomplete Files � Missing documents � Erroneous non-work related

COMMON RECORDS MANAGENT ISSUES-CHALLENGES � Incomplete Files � Missing documents � Erroneous non-work related items in file � Files not transferred to Personnel or New Department REMEMBER-EMPLOYEES HAVE THE RIGHT TO ACCESS THESE RECORDS…

PERFORMANCE MANAGEMENT GLENDA GRAHAM-WALTON Performance management is the process of creating a work environment

PERFORMANCE MANAGEMENT GLENDA GRAHAM-WALTON Performance management is the process of creating a work environment or setting in which an employee is enabled to perform to the best of his/her abilities and includes: Clear understanding of the job and expectations � Effective orientation, education, and training � Measureable and attainable goals and objectives � Regular and on-going coaching and feedback �

PERFORMANCE MANAGEMENT AND EMPLOYEE DEVELOPMENT GLENDA GRAHAM-WALTOM SMC 4. 04. 180 Performance evaluation. A.

PERFORMANCE MANAGEMENT AND EMPLOYEE DEVELOPMENT GLENDA GRAHAM-WALTOM SMC 4. 04. 180 Performance evaluation. A. , The Personnel Director shall develop and monitor a City-wide performance evaluation system and shall work with departments to ensure compliance therewith. Such system shall include, but need not be limited to: � 1. An expectation that every City supervisor will provide a formal job-related performance evaluation to each of his or her subordinate employees at least annually; � 2. Provision for employee comment on the evaluation; � 3. Review of the evaluation by the rater's supervisor, and right of the employee to have the evaluation reviewed by a higher authority, up to and including the appointing authority. � B. The results of evaluations may be used to: 1. Improve communications with employees; 2. Help identify and recognize outstanding employee performance; 3. Help identify and correct inadequate employee performance; and 4. Help demonstrate cause for personnel actions.

PERSONNEL RULE 1. 5 � 1. 5. 4 Job Expectations The setting and communication

PERSONNEL RULE 1. 5 � 1. 5. 4 Job Expectations The setting and communication of job expectations is a goal of the performance evaluation system. All supervisors and employees should identify employees’ job expectations: Ø on at least an annual basis to set expectations for the coming year, Ø when the employee begins a new job, Ø when there are changes in job expectations, and Ø when an employee needs or requests clarification about his or her job expectations.

PERSONNEL RULE 1. 5. 5 PERFORMANCE EVALUATION � The results of performance evaluations shall

PERSONNEL RULE 1. 5. 5 PERFORMANCE EVALUATION � The results of performance evaluations shall be used to: � Improve communications with employees, � Help identify and recognize outstanding employee performance, � Help identify and correct inadequate employee performance, and � Help demonstrate cause for personnel actions.

PERSONNEL RULE 1. 5. 6 COMMUNICATING PERFORMANCE DEFICIENCIES Supervisors should address deficiencies in an

PERSONNEL RULE 1. 5. 6 COMMUNICATING PERFORMANCE DEFICIENCIES Supervisors should address deficiencies in an employee’s job performance immediately, rather than waiting for the formal performance evaluation…

PROJECT HIRE FRANK EMERSON � Employees at “risk of layoff” and employees laid off

PROJECT HIRE FRANK EMERSON � Employees at “risk of layoff” and employees laid off for less than one year � Opportunity for consideration for a position at a level equal to or less than the employee’s current position � Employee must be qualified for the position � Rosters of eligible employees are submitted to hiring departments

PROJECT HIRE ELIGIBILITY � Regular full and part time employees � Employee must be

PROJECT HIRE ELIGIBILITY � Regular full and part time employees � Employee must be nominated by department � Employee must be at risk of losing his/her position

OPEN DISCUSSION & QUESTIONS THIS NOT T

OPEN DISCUSSION & QUESTIONS THIS NOT T

UPCOMING EVENTS � Dwight Dively-September � Candidate Forum-October

UPCOMING EVENTS � Dwight Dively-September � Candidate Forum-October

DOCUMENTATION DO’S: PER ERIN OVERBEY’S PRESENTATION LAST MONTH � Prepare documents promptly and date

DOCUMENTATION DO’S: PER ERIN OVERBEY’S PRESENTATION LAST MONTH � Prepare documents promptly and date them � Be factual, specific, and detailed: provide examples � Pay attention to grammar, spelling and punctuation � Be mindful of tone and objectivity � Be consistent in your documentation: do the performance reviews reflect problems?

DOCUMENTATION DO’S: � Prepare documents promptly and date them � Be factual, specific, and

DOCUMENTATION DO’S: � Prepare documents promptly and date them � Be factual, specific, and detailed: provide examples � Pay attention to grammar, spelling and punctuation � Be mindful of tone and objectivity � Be consistent in your documentation: do the performance reviews reflect problems?