Plans for Human Resources >> 2011 Program Review

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2011 Program Review
Amalia Perez

Version: 20
Group: 2010 - 2011
Type: District Program Review
Last Modified On: 7/6/2011 5:18:14 PM
Last Modified By: Jason Brady
State: Submitted (Finalized)
State By: Jason Brady

Instructions

1. Mission

  1. Assume the reader knows nothing about your unit. Please describe concisely its mission.

Ensure a positive and diverse workforce environment through superior customer service for the San Bernardino Community College District.

2. Description

  1. Please describe concisely the following characteristics of your unit. Feel free to use both narrative and quantitative information.
    1. Purpose
    2. Functions or services
    3. Clientele(s)
    4. Value of your services to the clientele(s), the Colleges, and the District
    5. Organizational structure and number of personnel by function
    6. Annual budget by object code for the last three years
    7. Hours of operation, location, and other pertinent service characteristics
    8. Significant changes, if any, since the last program review

i Purpose

To provide the San Bernardino Community College District with efficient and effective customer service in the management of its human resources and labor/employee relations services which subscribe to fair and equitable treatment of all employees, while promoting the values of a diverse, appreciated, dedicated and empowered workforce.

Human Resources is responsible for adding value to SBCCD and contributing to its success; building respect and credibility; achieving the highest level of service; striving to meet the highest standards of competence; accepting professional responsibility for our individual decisions and actions; earning individual respect and increasing our credibility with those we serve; promoting and fostering fairness and equity for all employees; and maintaining the highest level of trust and professional integrity.

ii Functions or Services

The primary activities of the Human Resources can be divided into three distinct categories:
(1) Employee Services, (2) Employee Relations, and (3) Safety, Risk Management and Benefits Administration.

The primary activities of Employee Services consists of employment, benefits and records maintenance of the District’s full-time faculty and staff; temporary, short-term and part-time personnel; and administrative staff.  Employee Relations activities consists of negotiations, contract management, employee relations, employee training, discrimination complaint, investigation, grievance resolution, equal employment and diversity programs.  And Safety, Risk Management activities and Benefits Administration consists of safety, worker’s compensation, loss prevention and claims management for all District employees.

(1)  Employee Services

• Employee Training and Development Program
• Collaborative Advisement and Consultation
• Employment Records Management
• New Employee Orientation
• Human Resources Policies and Procedures

Workforce Planning
• Recruitment
• Administration of Minimum Qualifications and Equivalencies
• Testing
• Interview, Assessment, and Selection
• Staffing Needs and Assessment
• Workforce Reorganization and Reduction

Classification and Compensation
• Position Control
• Job Classification Design and Administration
• Salary Design and Administration
• Salary Surveys
• Reclassification Reviews and Implementation

(2)  Employee Relations

• Equal Employment Opportunity and Diversity Plan
• Legal Affairs and Liaison with Outside Legal Counsel
• Conflict Resolution
• Employee Discipline
• Employee Evaluation and Performance Management
• Complaint Investigation and Resolution
• Grievance Resolution
• Labor Contract Negotiations and Administration
• Employment Law Compliance

(3) Safety, Risk Management and Benefits Administration

• Illness and Injury Prevention Program Administration
• Loss Prevention and Control Administration
• Claims Management Administration
• Extended Leaves Administration
• Return to Work Assessment

• Worker’s Compensation Administration
• Reasonable Accommodations Administration
• Safety Training


iii Clientele(s)

Human Resources has internal and external clientele.  The internal clientele are all employees and students in the San Bernardino Community College District. The external clientele are the general public, San Bernardino and surrounding communities, San Bernardino County Superintendent of Schools, and other human resources counterparts in the California Community College system.

iv Value of your services to clientele(s), the Colleges, and the District

The value of human resources to our internal clientele (San Bernardino Valley College, Crafton Hills College, and the District) are based on providing quality service and support in the following areas:

• Equal opportunity employer and promotion of diversity and equity.

• Continuous recruitment and retention of diverse faculty and staff. 

• Training for professional growth and development.

• Better service and advice to our employees by networking with our colleagues from other campuses and the California Community College system.

• Technology through the acquisition of computer equipment and human resources software.

• Board Policies, Administrative Procedures, Bargaining Agreements, and all applicable Federal and State laws, rules and regulations.

The value of human resources to our external clientele (general public, San Bernardino and surrounding communities, and other human resources counterparts) are based on providing quality service and support in the following areas:

•  Employment Opportunities

•  Qualified Workforce

•  Educate and Support the Community needs
 

v Organizational structure and number of personnel by function

The Human Resources Department organizational structure and number of positions are as follows:

• 1 – Vice Chancellor of Human Resources and Employee Relations
• 1 – Human Resources Analyst
• 1 – Human Resources Generalist – San Bernardino Valley College
• 1 – Human Resources Generalist – Crafton Hills College
• 1 – Human Resources Generalist – District (District Offices/KVCR/EDTC/Police/DETS)
• 1 – Administrative Assistant – Vice Chancellor's Office
• 1 – Clerical Assistant II (District Receptionist)

A total of 7 positions comprise the Human Resources Department.

vi Annual Budget by Object Code

The 2009 -2010 budget for HR totaled $225,731.00.  Currently the budget totals for  2010 to 2011 is $327,998.64.  Note that the amount does not include salaries and benefits.

vii Hours of operation, location and other pertinent service characteristics

The Human Resources Department is located at 114 South Del Rosa Drive, San Bernardino, California and is open daily Monday through Friday from 8:30am to 4:30pm. We are closed on all holidays recognized by the Board of Trustees.

Hours of operation during the summer months (June and July) are Monday through Thursday from 7:00am to 6:00pm. The Human Resources Department is closed on Fridays during the summer months.

Human Resources Generalists will be available at each campus and District Offices.  The campus and office schedules are as follows:  (Please note that the days and times may vary depending on availability.)

SBVC - Mondays and Wednesdays, Thursdays and Fridays - 8:30am to 4:30pm; Tuesdays 1pm to 4:30pm, LA 217

CHC - Thursdays 8:00am to 11:00am, LADM 300E - Cheryl Burge

EDCT - Thursdays 8:30am to 9:30am - Jeremiah McFarland
Annex - Thursdays 9:45am to 10:30am - Jeremiah McFarland
Police - Thursdays 10:45am to 11:15am - Jeremiah McFarland
EDCT - Thursdays 11:15am to 12noon - Jeremiah McFarland

viii Significant changes, if any since the last program review

The following are significant changes, since the 2010 Program Review:

  • HR Generalist physically located at SBVC campus.
  • Director, Human Resources position abolished.
  • Senior Staff Assistant position abolished.
  • Current leadership and direction provided by HR Consultant.
  • Overall improvement ratings in the 2011 Program Review survey.






 

3. Outcomes and Other Measures of Effectiveness

  1. Identify at least one essential measure of effectiveness for each major operation of the unit. (See Effectiveness Measurement Guidelines and Examples.)
  2. Include at least one baseline measure or measure of progress on a well-defined outcome.
  3. Include at least one measure showing effectiveness in responding to the Colleges’ needs.
  4. For each measure, identify the assessment method you used.
  5. Please summarize the results of the measures you have applied. If results showing trends over time are available, please report them.

Effectiveness Measure A – Workforce Planning

(1) Service Outcome or Objective (What are you trying to accomplish?)

Reduce cycle time for recruitments.

(2) Measure (What evidence will show how effective you are in accomplishing it?):

Track the number of days for each recruitment from the requisition request to the 2nd level interviews.

(3) Assessment Method (How will you obtain that evidence?)

Each month, we will calculate the average recruitment time for the last 12-months for academic, classified, and management positions.  Our target is to reduce the 12-month average.

AVERAGE LENGTH OF RECRUITMENT, 2009-2010

  • FACULTY                  270 days
  • CLASSIFIED                90 days
  • MANAGEMENT     90 – 120 days
     

AVERAGE LENGTH OF RECRUITMENT, 2010-2011

  • FACULTY                    90 days
  • CLASSIFIED                60 days
  • MANAGEMENT             90 days

** The average length of recruitment days does not reflect those positions that are difficult to recruit positions.

 

Effectiveness Measure B – Compensation

(1) Service Outcome or Objective (What are you trying to accomplish?):

Maintain continued knowledge of compensation at market level.

(2) Measure (What evidence will show how effective you are in accomplishing it?)

Conduct two (2) compensation market surveys per year.

(3) Assessment Method (How will you obtain that evidence?)

Number of surveys conducted.

2010-2011 - As of this date, no compensation market surveys were conducted.

 

Effectiveness Measure C – Formal Grievances

(1) Service Outcome or Objective (What are you trying to accomplish?)

Reduce the number of “formal” grievances.

(2) Measure (What evidence will show how effective you are in accomplishing it?)

In comparison to last years numbers, measure current to previous and count the formal grievances filed in each fiscal year.

(3) Assessment Method (How will you obtain that evidence?)

Monitor and track the number of “formal” grievances.  Our target is to reduce the number every year.

2010 - 2011, as of this date, zero formal grievances were filed with the Human Resources Department.

 

Effectiveness Measure D – Risk and Benefits

(1) Service Outcome or Objective (What are you trying to accomplish?)

Lower the number of worker's compensation claims filed.

(2) Measure (What evidence will show how effective you are in accomplishing it?)

In comparison to last years numbers, measure current to previous, and count the worker's compensation claims filed in each fiscal year.

(3) Assessment Method (How will you obtain that evidence?)

Monitor and track the number of claims filed through UltraClaims Online with Keenan and Associates.  Our target is to reduce the number every year.
 


Effectiveness Measure E – Employee Services

(1) Service Outcome or Objective (What are you trying to accomplish?)

Update Human Resources Board Policies and Administrative Procedures.

(2) Measure (What evidence will show how effective you are in accomplishing it?)

Update one (1) Human Resources Board Policies and Administrative Procedures per quarter.

(3) Assessment Method (How will you obtain that evidence?)

Monitor the process through Shared Governance and Board Approval.
 

2009 - 2010, Board Policy and Administrative Procedures 7230 and 7250.

2010 - 2011, Board Policies and Administrative Procedures pending with District Assembly 7420 and 2260.
 

4. External Opportunities and Challenges

  1. Describe any external opportunities that might lead to unit improvement over the next three to five years.
  2. Describe any external challenges (e.g., legal requirements, budgetary constraints) that might limit operations or improvement over the next three to five years.

a. Describe any external opportunities that might lead to unit improvement over the next three to five years.

(1) Purchase of a human resources information system ($ 400,000.00) that will integrate with all Fiscal Services (Payroll).
(2) Increase Community Involvement
(3) Ability to apply for Professional Development and Diversity Activity Grants
(4) Partner with other community college districts for best practices
(5) Partner with community members as outlined in the Equal Employment Opportunity (EEO) Plan


b. Describe any external challenges (e.g. legal requirements, budgetary constraints) that might limit operations or improvement over the next three to five years.

(1) Changes to California Code of Regulations, Title 5
(2) Budget Constraints
(3) Ability to attract and retain qualified employees
(4) Lack of Cost-Of-Living-Adjustments (COLA)
(5) Change in employment and applicable laws including healthcare
(6) Loss of Institutional Knowledge due to retirements

5. Analysis and Evaluation

  1. Analyze the implications of the assessment results and external factors for your unit.
  2. In light of your analysis, what are your unit’s main strengths?
  3. In light of your analysis, what are your unit’s main weaknesses?

Analyze the implication of the assessment results and external factors for your unit.

Of those who responded to the 2011 District Operations satisfaction survey, many employees indicated they were satisfied or very satisfied with the Human Resources Department services.  In comparison to the 2010 District Operations satisfaction survey, the 2011 survey reflected an overall improvement in Human Resources Department services.

b. In light of your analysis, what are your unit’s main strengths?

Based on the results of the survey, the main strength of the Human Resources Department is:

  • Helpfulness
  • Courtesy
  • Follow-Thru
  • Timeliness - Initial

c. In light of your analysis, what are your unit’s main weaknesses?

Based on the results of the survey, the main weaknesses of the Human Resources Department are:

  • Training
  • Input Opportunity
  • Accuracy of Information

6. Three-to-Five Year Vision

  1. Describe your unit as you would like it to be three to five years from now.

Describe your unit as you would like it to be three to five years from now.

In three to five years from now, the Human Resources Department would like the following:

(1) Go GREEN – paperless HR operations
(2) Self-service HR website
(3) Operational Plans and Policies updated
(4) Hire Additional Staff
(5) Improve the Training Programs for management and employees
(6) Coordinate trainings with Professional Development at campuses
(7) Be more accessible to clientele

7. Impact on the Colleges and the District

  1. Describe the most significant relationships with other District operations and College operations.
    1. What major impact does your unit have on them?
    2. .What major impact do they have on your unit?
  2. How do your mission, vision, and goals contribute to the Board Imperatives and the District and/or College mission, vision, strategic directions, and/or goals?

Describe the most significant relationships with other District operations and College operations.

Human Resources Department has significant relationships with every District and college operations. In order for Human Resources to operate effectively, Fiscal and Payroll Services have the greatest impact.

(1) What major impact does your unit have on them?

  • Employment Services
  • Workforce Planning
  • Classification & Compensation
  • Labor Relations
  • Health & Welfare – Benefits
  • Policies & Procedures
  • Training & Development
  • Risk Management & Safety
  • Bargaining Agreements

(See description in section 2 above)

(2) What major impact do they have on your unit?

  • Must have Fiscal approval in order to begin the recruitment and hiring process.


b. How do your mission, vision, and goals contribute to the Board Imperatives and the District and/or College mission, vision, strategic directions, and/or goals?

  • Improve cost effectiveness and service levels of Human Resource Organization Structure to serve as a strategic partner to the mission of the District which is a Resources Management for Efficiency, Effectiveness and Excellence.

8. Other Pertinent Information

  1. Include here any other information you regard as necessary for a full understanding of your unit.

i  Operational Mandates

The Human Resources Department operates under the following mandates:

(1)  District Mandates

  • SBCCD Board of Trustees Policies
  • SBCCD Administrative Procedures
  • Collective Bargaining Agreements

 (a)  San Bernardino Community College District Teachers Association (CTA/NEA)

 (b)  California Schools Employee Association (CSEA)

(2)  State and Federal laws as they relate to employment and EEOC compliance:

  • California Code of Regulations, Title 5
  • California Education Code
  • California Labor Law
  • Department of Fair Employment & Housing (DFEH)
  • Equal Employment Opportunity Commission (EEOC)
  • Government Code
  • Office of Civil Rights (OCR)

ii  Contract Management and Labor Relations

The Human Resources Department is responsible for the District's collective bargaining process involving the San Bernardino Community College District Teachers Association (CTA/NEA) and California Schools Employee Association (CSEA).  Through collective bargaining, Human Resources negotiates with union representatives over wages, hours, and other terms and conditions of employment.  The department is also responsible for administering ongoing contract issues, grievances, and complaints of unfair labor practices.

iii  Human Resources Staff Development

The Human Resources staff attends a variety of employment related workshops, webinars and conferences such as:

  • Association of Chief Human Resources Officers/Equal Employment Opportunity(ACHRO/EEO) Conference
  • Liebert Cassidy Whitmore and Southern California Community College Districts Employment Relations Consortium Workshops
  • Other human resources related conferences and workshops

iv  Customer Service

  • In order to provide better customer services to District employees, Human Resources staff will be at both campuses and various District sites weekly to assist employees with any issues or answer any questions relating to human resources.
  • Human Resources staff services and availability are not restricted to the Human Resources office due to the requirement to attend various meetings, handle critical issues, and assist all District employees at all District campuses and sites.

9. Goals, Objectives, Action Plans, and Resource Requests

  1. Goals (with priority rank) over the next three years
  2. Objectives (with priority rank) under each Goal
  3. Principal Activities under each Objective, if available
  4. Timeline for completion of each Activity or Objective
  5. Person responsible for ensuring completion of each Activity or Objective
  6. Progress on or achievement of a given Goal or Objective does not necessarily require additional resources. For Goals and Objectives that do require resources, enter the following information:
    1. Resources required to achieve Goals and Objectives over the next three years, with description and rationale for each
    2. Identification of associated Goals or Objectives
    3. Type of Resource
      1. Expenditure Category
      2. One-time/Ongoing
    4. Estimated annual cost (or savings) for the next three years
  • 1 - Goal - Providing excellent customer service to our clientele

    (1)  Improve Human Resources customer services

    • Increase HR Generalists Office Hours at the colleges and District Offices

    (2)  Effectively and consistently communicating information to our clientele

    • Publish the monthly HR Newsletter
    • Create ease in access to HR website for employees
    Priority Rank:
    1
    Objectives:
    • 1.1 - Objective - HR Generalist at the two campuses

      HR Generalist on-site for more accessibility.

      Priority Rank:
      1
      Start Date:
      07/01/2011
      End Date:
      06/30/2012
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
    • 1.2 - Objective - Improve communication media to employees

      (1)  Enhance the HR Newsletter publication.

      (2)  Enhance the HR website for accessibility.

      Priority Rank:
      1
      Start Date:
      07/01/2011
      End Date:
      06/30/2012
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
  • 2 - Goal - Ensure a safe and healthy working environment

    (1)  Reduce the number of worker's compensation claims filed

    • Promote training and safe working habits

    (2)  Develop a health and wellness program

    • Promote a healthy lifestyle to increase work-life wellness and reduce utilization of health insurance cost.
    Priority Rank:
    1
    Objectives:
    • 2.1 - Objective - Reduce the number of worker's compensation claims files

      Promote safety awareness and trainings.

      Priority Rank:
      1
      Start Date:
      07/01/2011
      End Date:
      06/30/2012
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
    • 2.2 - Objective - Develop a Health and Wellness Program

      Health & Wellness program currently being developed.

      Priority Rank:
      2
      Start Date:
      07/01/2011
      End Date:
      06/30/2012
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
  • 3 - Goal - Efficiently recruiting and hiring qualified individuals.

    Reduce the cycle time for recruitments

    • Work with the Hiring Manager to set up Screening Committee who will to establish criteria prior to closing date
    • Post the position within 48 hours
    Priority Rank:
    2
    Objectives:
    • 3.1 - Objective - Efficient Recruitment and Hiring

      This goal is ongoing to improve HR employment services.

      Priority Rank:
      1
      Start Date:
      07/01/2011
      End Date:
      06/30/2012
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Resource Requests:
      • 3.1.r1 - Human Resources Information System (HRIS)
        Description

        Purchase of the Datatel module Human Resources Information System (HRIS).  Estimated cost is $400,000.00.

        Rationale

        The purchase of the Datatel module Human Resources Information System (HRIS) will greatly improve the HR department's operations and it will provide a system that will integrate with Fiscal Services, namely Payroll.  And the District will be working solely with one system as opposed to multiple systems.

        Resource Type:
        One-time
        Expenditure Category:
        Software
    • 3.2 - Objective - Develop a Mentoring Program for New Hires

      Develop and implement a mentoring program.

      Priority Rank:
      1
      Start Date:
      07/01/2011
      End Date:
      06/30/2012
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
  • 4 - Goal - Maintain and enhance the District Long Range Staffing Plan

    Ongoing review of the Long Range Staffing Plan.  Updates submitted April 2011.

    Priority Rank:
    1
  • 5 - Goal - Human Resources Policies and Procedures

    (1)  Finalize Human Resources Standard Operating Procedures Manual

    • Review, ensure currency with laws, and implement by Spring 2012

    (2)  Update Human Resources Board Policies and Administrative Procedures

    • Review, ensure currency with laws, and implement one Board Policy and Administrative Procedure per quarter
    Priority Rank:
    2
    Objectives:
    • 5.1 - Objective - Board Policies and Administrative Procedures
      Priority Rank:
      1
      Start Date:
      07/01/2011
      End Date:
      06/30/2012
      Responsible Person:
      Vice Chancellor, Human Resources & Employee Relations
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
    • 5.2 - Objective - Human Resources Standard Operating Procedures Manual

      The only cost associated with this objective is the printing cost of approximately $2,000.00

      Priority Rank:
      2
      Start Date:
      07/01/2011
      End Date:
      06/30/2012
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Resource Requests:
      • 5.2.r1 - Procedures Manual and Employee Handbook
        Description

        Printing costs for the Standard Operating Procedures Manual and Employee Handbook.

        Rationale

        In order to distribute the Standard Operating Procedures Manual and Employee Handbook, printing cost will be incurred.

        Resource Type:
        Ongoing
        Expenditure Category:
        Supplies
        First Year Cost/Savings:
        $5,000.00/$0.00
        Second Year Cost/Savings:
        $1,500.00/$3,500.00
        Third Year Cost/Savings:
        $750.00/$4,250.00
    • 5.3 - Objective - Develop Employee Handbook

      Draft handbook for managers, classifieds and short-term/hourly.

      Priority Rank:
      3
      Start Date:
      07/01/2011
      End Date:
      06/30/2012
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
  • 6 - Goal - Enhance the District's Training Program

    (1)  Conduct a Training Needs Assesment to determine what kind of training is need.

    (2)  Develop a training program for managers and classified employees.

    (3)  Conduct all mandatory trainings.

    (4)  Develop a training or workshop evaluation tool.

    (5)  Explore new training methods and technology.

    Priority Rank:
    1
    Objectives:
    • 6.1 - Objective - Conduct a Training Needs Assessment

      Develop and conduct a training needs assessment through SNAP to determine the kinds/types of trainings needed by mangers and classified employees.  Work with Research & Planning Department to develop the assessment tool.

      Priority Rank:
      1
      Start Date:
      08/01/2011
      End Date:
      12/01/2011
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
    • 6.2 - Objective - Develop a training program for managers and classified employees.

      Develop a training program based on the results of the Training Needs Assessment.

      Priority Rank:
      1
      Start Date:
      01/01/2012
      End Date:
      03/01/2012
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
    • 6.3 - Objective - Develop an training evaluation tool.

      Develop an evaluation tool for feedback of trainings.

      Priority Rank:
      1
      Start Date:
      01/01/2012
      End Date:
      03/01/2012
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --

10. Progress Report on Last Cycle's Goals, Objectives, and Actions

  1. Estimate progress to date on each of the last cycle’s Goals, Objectives, and Activities.
  2. Any uncompleted Goals, Objectives, and Activities that are still important should appear in the Goals, Objectives, and Action Plans section above.

a. Estimate progress to date on each of the last cycle’s Goals, Objectives, and Activities

(1)  Update of Human Resources Policy & Procedures

  • Completed BP 7230 Classified Employees, Non-Management
  • Completed AP 7230 Classified Employees, Non-Management
  • Completed BP 7250 Management Employees
  • Completed AP 7250 Management Employees
  • Pending with District Assembly - BP 7420 Authorized Drivers
  • Pending with District Assembly - AP 7420 Authorized Drivers
  • Pending with District Assembly - BP 2260 Conflict of Interest
  • Pending with District Assembly - AP 2260 Conflict of Interest

(2)  Online Safety Training with SafeColleges

  • Roll Out for all employees January 2010
  • On-going input of Off-line Training
  • Implementation of the Policy Courses

(3)  Revision of Discrimination and Sexual Harassment Policy and Procedures

  • Board of Trustees Approved February 11, 2010

(4)  Developed a Equal Employment Opportunity Plan

  • DRAFT completed - Pending State Chancellor’s Office determination on Title 5 changes.
  • DRAFT submitted to District Assembly March 2011 - Pending submission to Board of Trustees for first and second reading.

(5)  Developed a Human Resources Department Standard Operation Procedures Manual

  • DRAFT being updated with changes in law – pending.

(6)  Develop a handbook for Management and Classified Employees

  • DRAFT pending approval of Human Resources Department Standard Operation Procedures Manual

(7)  Develop a Human Resources Services Recognition Program

  • Pending development of recognition and incentive programs.

(8)  Develop a Mentoring Program as a part of the New Employee On-boarding Program.

  • Development of the program is ongoing and target implementation scheduled for July 2011.

11. Process and Participants

  1. Describe briefly the main steps of the process that produced this report.
  2. List the name and function of each participant in that process.
  3. Include as many members of the unit as possible in the preparation and/or review of this document. It should not be the product of the manager alone or of a small proportion of unit members.
  4. Describe the plan for future assessment cycles, particularly if not all measures were applied in current cycle.

a.  Describe briefly the main steps of the process that produced this report.

The 2010 Human Resources Program Review is a result of numerous meetings and discussions with Human Resources staff, the Consultant, and the Human Resources Allocation Subcommittee.

The 2011 Human Resources Program Review identifies updates and accomplishments.

b.  List the name and function of each participant in that process.

The development of the updated Human Resources Program Review began with meetings and discussions in the Fall 2010.  The following are the contributors to this Human Resources Program Review:

Dr. Jack Miyamoto, HR Consultant

Amalia Perez, Human Resources Analyst

Tommi Ng, Human Resources Generalist

Cheryl Burge, Human Resources Generalist

Jeremiah McFarland, Human Resources Generalist

Lorraine Norton, Administrative Assistant II

Maria Torres, Clerical Assistant II
 

d.  Describe the plan for future assessment cycles, particularly if not all measures were applied in current cycle.

The Human Resources Department will review this report quarterly and update the report annually.  A survey will also be conducted annually to measure the effectiveness of the Department in meeting its goals.  Each year the updated report will be posted on the Human Resources website.

12. Supporting Documents