Civil_Service_Reform

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Slide 0:

Civil Service Reform New human resource (personnel) system applies to: All employees who are not in bargaining units Partially for employees in bargaining units The new HR system will replace the present civil service system which has been in place for nearly 43 years 15

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New Human Resource System (cont.) New structure, rules, and processes for: Job classification Compensation Recruitment, selection, referral, hiring Performance management Training and development Basis for RIF and re-employment from RIF Corrective and disciplinary action Other aspects of HR management 16

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July 02 Jan 03 July 03 Jan 04 July 04 Jan 05 July 05 Jan 06 New job classification system designed New classification & compensation system in place Adopt & begin implementation of new HR system Collective bargaining begins no later than this date Collective bargaining contracts in place The Timeline Contracting out provisions apply 17

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New job classification system designed Adopt & begin implementation of new HR system July 02 Jan 03 July 03 Jan 04 July 04 Jan 05 July 05 Jan 06 New classification & compensation system in place Collective bargaining begins no later than this date Collective bargaining contracts in place Contracting out provisions apply HR/Customer research IS Feasibility & funding Develop new classification system Design new compensation system Design new rectmt & hiring system Design all other new processes Implement new comp/class Implement new hiring process Implement all other new HR system Training/guidelines for new HR system Hire Chief Negotiator Determine HRIS capability Collective bargaining Determine contracting out provisions Contracting out training Communications The Real Timeline Communications and feedback 18

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New job classification system designed Adopt & begin implementation of new HR system July 02 Jan 03 July 03 Jan 04 July 04 Jan 05 July 05 Jan 06 New classification & compensation system in place Collective bargaining begins no later than this date Collective bargaining contracts in place Contracting out provisions apply HR/Customer research IS Feasibility & funding Develop new classification system Design new compensation system Design new rectmt & hiring system Design all other new processes Implement new comp/class Implement new hiring process Implement all other new HR system Training/guidelines for new HR system Hire Chief Negotiator Determine HRIS capability Collective bargaining Determine contracting out provisions Contracting out training Communications The Real Timeline Right now, we are here Communications and feedback 18

HRIS Feasibility Study:

HRIS Feasibility Study Impact of civil service reform and collective bargaining on central personnel/payroll system Executive Steering Committee Eight cabinet directors The study will look at the following options: Purchasing a commercial “off-the-shelf” system Extending the existing system Integrating a hybrid solution purchasing/building new components major modifications of key existing system components The study will give recommendations for: Best approach to implement the CSR/CB bill Long-term options for the system and costs 19

HR System Research Efforts:

HR System Research Efforts A team worked from June through August collecting information from: all 50 states 24 counties 16 cities 18 private companies 7 universities the federal government 4 other countries dozens of reports, articles, books, and web sites 20

Research Focus:

Research Focus The information gathering efforts were focused on these key human resource topics: classification reform compensation practices recruitment and selection leave reduction-in-force (RIF) practices performance assessment collective bargaining 21

Preliminary Results:

Preliminary Results Some of the interesting findings from states include: Several states have completed classification reform and now have only 2-300 broad job classes Several states have moved away from automatic step increases to pay for performance Several states use a combination of seniority and performance for layoff and re-hire 22

Customer Research:

Customer Research Extensive surveying of state employees, managers, and human resource staff to determine needs and preferences Approximately 4,200 employees responded - representing broad cross section of all agencies, job levels 216 managers 86 human resource staff Focus groups and feedback forums 10 focus groups made up of agency managers and HR staff 44 information and feedback sessions scheduled throughout the state On-going feedback forum on web site 23

Survey Results Basis for salary increases:

Survey Results Basis for salary increases 74% of employees felt salary increases should be based on a combination of performance and longevity. Only 10% felt salary increases should be based solely on longevity. 81% of managers and 72% of HR staff felt it was important to factor in performance. 24

Survey Results Lump sum bonus:

Survey Results Lump sum bonus 69% of employees felt there should be a provision to allow a lump sum bonus to recognize special accomplishments. 61% of managers and 56% of HR staff said this was important 25

Survey Results Recruitment & Selection:

Survey Results Recruitment & Selection 77% of employees were in favor of considering all qualified candidates, rather than the “Rule of 7” 84% of managers and 80% of HR staff felt the same way 73% of employees agreed that promotional preference should be set aside in favor of the best qualified 26

Survey Results Basis for determining lay-off:

Survey Results Basis for determining lay-off All three groups favored a combination of longevity and performance in determining RIF 27

General design criteria for the state’s new HR system:

28 General design criteria for the state’s new HR system Minimal number of rules Ensures fair treatment for employees & managers Easy to understand and simple to use Fast and responsive to a variety of needs and situations Open and flexible; provides multiple options Adaptable to change; can be easily modified & improved Automated to the degree possible Focused on outcomes, rather than process

Slide 15:

Next Steps Analyze research findings and share results Confirm design criteria for new HR system Establish teams to develop new HR system On-going communications Informational presentations Web site at hr.dop.wa.gov/hrreform Widely distributed employee updates, electronic newsletters and briefs Further input opportunities as components of new HR system are being developed 29

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http://hr.dop.wa.gov/hrreform

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