1 human resources 12/31/14 - city of virginia beach · human resources department to galvanize its...

1 Human Resources – EEO, Diversity & Inclusion Plan, 1/01/10 – 12/31/14

2 Human Resources – EEO, Diversity & Inclusion Plan, 1/1/10-12/31/14

City of Virginia Beach Department of Human Resources

Equal Employment Opportunity, Diversity & Inclusion Plan

January 1, 2010 – December 31, 2014

A Message from our Director…

“This Equal Employment Opportunity, Diversity and Inclusion Plan sets forth an

excellent mosaic of diverse talent, ethnicity and staff utilization to support our people

planning efforts. This Plan is a culmination of considerable work over the year and

prior years. As you review this Plan, it demonstrates a significant engagement by the

Human Resources Department to galvanize its resources in order to lead internally

within the department and externally to all other departments, a program of

commitment of valuing individuals, their differences, and knowledge, skills and

abilities. This critical body of work can only be enlivened by each of you through

proaction and dedication.”

Fagan D. Stackhouse


Table of Contents Introduction 4-8 Commitment to a Representative Workforce: Race, National Origin & Gender 9-15 Race and National Origin Categories 9 EEO Job Categories 9 Relevant Labor Market 9 Chart A: Job Classification Listing 10 Chart B: Workforce by Budget Unit 11 Chart C: Workforce Utilization Analysis 12 Analysis of Chart C 12-13 2009 Recruitment and Selection Results and 2009 Turnover Results 14 Department of Human Resources – Total Workforce 15 Commitment to EEO, Diversity and Inclusion for All 16-29 Commitment and Engagement EEO, Diversity & Inclusion Planning Workforce Planning and Development (WFPD) Community Outreach Recruitment Strategies Retention

16-22 16 17 18 19

20-22 Awareness Diversity & Inclusion Information Center Diversity & Inclusion Training Accessibility Opportunities

23-25 23

24-25 26

Fairness and Equity EEO and ADA Policy Administration and Compliance Disability Awareness and ADA Case Management Discrimination and Harassment Complaint Process and Investigations Investigation Review Panel (IRP)

27-29 27

27-28 28 28

Partnerships Human Rights Commission (HRC) Inclusion and Diversity Council (IDC) Mayor’s Committee on Aging Mayor’s Committee for Persons with Disabilities African American History Month Committee

29-30 29 29 30 30 30

Dissemination of Plan 31 Appendices Race/National Origin Categories EEO Job Categories Department of Human Resources Organization Chart

32-34 32 33 34


Introduction The mission of the City of Virginia Beach Human Resources department is to facilitate the recruitment, retention and development of a sustainable quality workforce and its alignment with the City’s strategy. As part of our mission we recognize our commitment to assessing the effectiveness of our Equal Employment Opportunity (EEO), diversity and inclusion efforts: Commitment to EEO: The goal of EEO is to ensure our policies, practices and programs are fair and equitable to all regardless of race, color, national origin, gender, age, religion, disabilities, sexual orientation, marital status, veteran status or any other protection as defined by law or by City policies. We strive to make certain that all hiring, promotion, and other employment decisions comply with federal, state, and local equal opportunity laws, regulations and City policies. It includes a focus on Affirmative Action to build a workforce that is reflective of the community we serve by analyzing our workforce to assess and set goals for underrepresented minorities and women and to develop initiatives or action plans to eliminate underrepresentation and make a good faith effort to implement plans. Commitment to Diversity: Diversity is present when we embrace and value individuals for their differences and the knowledge, skills, and abilities that they bring to our organization. Diversity includes the protections covered by laws and policies, both visible and invisible, our individual backgrounds and experiences, and our different working and behavior styles. Policies, practices and programs must encourage and promote diversity and we must consider diversity implications in our decision making processes. Commitment to Inclusion: The ultimate goal is to create a quality work life where all members feel valued and comfortable being who they are, regardless of their individual differences, so each member can learn, grow and maximize his or her potential and contribute to the organization’s success. Inclusion requires interpersonal communication and teamwork at all levels. The Department of Human Resources is a strategic partner in promoting the City’s vision and plays a key role in developing systems and structures that reflect the City’s mission and values at the organizational, team and individual levels. The Human Resources EEO, Diversity and Inclusion Plan is a comprehensive document that analyzes the department’s workforce in comparison to the relevant labor market to strive for a balanced representation of individuals. It is designed to assess the effectiveness of human resources programs and services, enabling the HR Director and division managers to critically review its workforce and practices to determine overall effectiveness in supporting City initiatives and to ensure a diverse and inclusive workplace for all members.


The department’s workforce is a group of experienced staff professionals possessing the knowledge, experience, skills, competencies and talents to effectively produce the desired results in guiding the City of Virginia Beach toward achieving its goals. As of January 1, 2010, the department is comprised of six organizational units: Director’s Office: Members of the Director’s Office include the Director of Human Resources and 10 additional staff members responsible for the following programs and services: Member Communications: A Member Communications Coordinator and one part-time staff member coordinate internal communications for members to include:

Ask Jim – a special voice mail and e-mail hotline to our City Manager Member Conversations – quarterly meetings with the City Manager and Deputy City

Managers for members to ask questions and provide input Member Surveys – periodic surveys to assess the quality of the internal organization OnPoint with Jim – critical messages from the City Manager distributed as needed Beam – the City’s monthly internal newsletter Member Update – a brief monthly electronic newsletter providing up-to-the-minute

news (and distributed as needed for timely communications) Departmental Communications Representatives Team (DCRT) – department members

who help share information within their departments Web 2.0 – work with departments/teams in choosing and implementing Web 2.0 tools

Police Services: A Human Resources Coordinator partners with the Police Department to develop human resources programs and strategies which assist in meeting organizational goals, objectives and values, and ensuring compliance with applicable personnel laws, rules, regulations and policies. Diversity Management Group (DMG): The DMG’s mission is to assist the City in increasing awareness and commitment for the value of diversity and inclusion, ensuring fairness and equity in employment opportunities for all, collaborating and developing partnerships with the community and the departments it serves, and building engagement by offering a quality work life where all members can reach their full potential. Members include the Diversity and Special Programs Manager and five additional staff members. A liaison to the work of the DMG includes a community outreach/recruitment analyst from the Staffing and Compensation division. The DMG’s work is aligned with four EEO, diversity and inclusion guiding principles to include:

Commitment and Engagement: EEO, Diversity & Inclusion Planning Workforce Planning & Development


Community Outreach Recruitment Strategies

Awareness

Diversity and Inclusion Information Center (beachnet) Diversity & Inclusion Training for Members and Leaders

Fairness and Equity:

EEO and ADA Policy Administration and Compliance Disability Awareness and ADA Case Management Discrimination and Harassment Complaint Process and Investigations Employment Testing and Validation Investigation Review Panel

Partnerships:

Human Rights Commission City’s Inclusion & Diversity Council Mayor’s Committee for Persons with Disabilities Mayor’s Committee on Aging African American History Month Committee

Employee Relations: Employee Relations’ mission is to provide programs and assistance for employees, supervisors and department managers whereby 1) communication will be enhanced; 2) problem resolution will take place; 3) lawful practices will occur and 4) employee morale and productivity will be facilitated. Members include the Employee Relations Manager and four additional staff members who demonstrate organizational commitment to quality management practices through the practice of established human resources principles, concepts and theories to include:

Disciplinary Determinations Employee Assistance Program (EAP) Fair and Equitable Dispute Resolutions Program Performance Management System Fair City Policies and Procedures

And, commitment to quality management programs to enhance employee morale and productivity:

Service Awards Program Peer Recognition Program Extended Sick Leave


Learning and Development: Learning and Development’s mission is to provide citywide learning opportunities to enable all members to realize their full potential and continue learning for a lifetime. Learning and Development members include the Learning and Development Manager and five additional staff members striving to develop a continuum for every City member. The team recognizes the City’s underlying commitment to provide leadership and learning opportunities for members by:

Delivering developmental programs that are focused on the learner to develop and align their performance to that of the organizational needs

Integrating technologies to provide a robust and agile system of blended delivery opportunities and methodologies

Embracing knowledge sharing and collaboration across traditional departmental boundaries to capture best practice initiatives and innovations, as well as accelerate development and growth opportunities

Involving current leaders in the growth and development of potential leaders of tomorrow

Learning and Development continues to provide stand-alone learning programs for members in the following focus areas:

Organizational Awareness Leadership Development Professional Development Personal Development Job Skills Tuition Reimbursement

Occupational Safety and Health Services: Occupational Safety and Health Services’ mission is to provide quality direction and support to all members and departments in the City’s quest to be a safe and healthy workplace for municipal employees. Members include the Occupational Safety and Health Manager and 10 additional staff members to administer the Occupational Safety and Health Program. Emphasis is placed on injury and accident prevention which contributes to improving the quality of work life. The objectives of the program are met through engineering, education, environmental surveillance and enforcement of recognized safety and health practices. Services include:

Public Safety and Safety Sensitive Physicals Substance Abuse Testing Return to Work Safety Training Job Safety Analysis


Staffing and Compensation: Staffing and Compensation’s mission is to coordinate personnel recruitment and selection procedures that provides departments with a quality workforce of technically proficient and culturally representative employees, and to coordinate the City’s compensation program to ensure appropriate application of related policies and promotion of external salary competitiveness. Members include the Staffing and Compensation Manager and 14 additional staff members who coordinate and oversee:

Recruitment Test Administration Selection Processes Job Descriptions Promotional Processes Compensation

The following pages are divided into two sections. The first section, entitled

“Commitment to a Representative Workforce: Race, National Origin and Gender”,

provides an assessment of our department’s current reality as of December 31,

2009 and provides statistical information about our department’s workforce. The

next section, entitled “Commitment to Diversity and Inclusion for All” includes

continued commitment to race, national origin and gender as well as all aspects of

diversity. It provides information about our department’s current reality in terms of

policies, practices and programs and includes 2009 accomplishments/best

practices and future initiatives/action plans.


Commitment to a Representative Workforce: Race, National Origin and Gender

Race/National Origin Categories: In early 2009, the department submitted its bi-annual Equal Employment Opportunity Short Form to the Office for Civil Rights (OCR) of the United States Department of Justice (DOJ). In order to comply with report requirements, the City of Virginia Beach was required to comply with the DOJ’s expansion of race and national origin categories. All City members were given the opportunity through a citywide survey to change their race/national origin category, if desired, to more closely match the newly expanded set of categories. Specifically, the race category of Asian and Native Hawaiian/Pacific Islander was split into two separate categories and a new category, Two or More Races, was added. The City of Virginia Beach maintains a database of race/national origin and gender categories for all members in order to meet reporting requirements of the DOJ and the EEOC and for other periodic statistical reports. The reports include only the number of members associated with a race/national origin or gender category and does not include member names. A complete listing of the race/national origin categories with definitions currently maintained by the City of Virginia Beach is located in the appendix. EEO Job Categories: Based on the guidelines established by the Equal Employment Opportunity Commission (EEOC), all job titles for the City of Virginia Beach are assigned to a specific EEO job category. The EEO Job Categories are Officials/Administrators, Professionals, Technicians, Protective Services, Administrative Support, Skilled Craft and Service Maintenance. A complete listing of the EEO job categories with definitions is located in the appendix.

Relevant Labor Market (RLM): The RLM reflects that portion of the labor force within the job recruitment area(s) for the City of Virginia Beach identified as possessing the requisite knowledge, skills and abilities for job placement. Following are the RLMs used for each EEO Job Category:

Officials/Administrators Professionals Technicians Protective Services Administrative Support Skilled Craft Service Maintenance

National State Metropolitan Statistical Area (MSA)* State MSA MSA MSA

*The MSA for our area is the Virginia Beach, Norfolk, Newport News, VA-NC MSA established by the 2000 US Census Bureau.


Our Current Reality : The following chart (Chart A) represents all filled positions for full and part-time employee job titles in their respective EEO Job Categories within the Department of Human Resources as of December 31, 2009 and includes race, national origin and gender statistics:

Chart A: Job Classification Listing

The Department of Human Resources has 47 full time members and 1 part time member with no members in the EEO Job Categories of Protective Services, Skilled Craft or Service Maintenance and no members in the race categories of Native Hawaiian/Pacific Islander or Two or More Races.


The following chart (Chart B) represents all filled positions for full and part-time employees by budget unit within the Department of Human Resources as of December 31, 2009 and includes race, national origin and gender statistics.

Chart B: Workforce by Budget Unit

The Department of Human Resources has 47 full-time members and 1 part-time member and no members in the race categories of Native Hawaiian/Pacific Islander or Two or More Races.


The following chart (Chart C) represents all filled full-time and part-time employees by EEO job categories compared to the relevant labor market and includes race, national origin and gender statistics.

Chart C: Workforce Utilization Analysis

The Department of Human Resources has 47 full-time members and 1 part-time member with no members in the EEO Job Categories of Protective Services, Skilled Craft or Service Maintenance and no members in the race categories of Native Hawaiian/Pacific Islander or Two or More Races.

Analysis of Chart C: Analysis is based on a threshold where instances of underutilization are 3% or above. The Department of Human Resources does not have any employees in the race/national origin categories of Native Hawaiian/Pacific Islander or Two or More Races. These categories are not impacted by underutilization as their availability rates in all EEO Job Categories are under 3%. Officials and Administrators: Overall utilization of females (83.3%) is above the availability rate of 38.1% and overall utilization of minorities (33.3%) is above the availability rate of 16.2%.


Race and Gender Underutilization Within Specific Race/National Origin Categories: This EEO Job Category has only one male, African American. White Males and

Hispanic/Latino Males are underutilized in this EEO Job Category. Females are not underutilized in this EEO Job Category; however the utilization of white

females (36%) is much higher than its minority counterparts. Professionals: Overall utilization of females (79.2%) is above the availability rate of 51.9% and overall utilization of minorities (29.2%) is above the availability rate of 19%. Race and Gender Underutilization Within Specific Race/National Origin Categories:

White Males: -21.4% based on an availability rate of 38.1%. Asian Males: -3.3% based on an availability rate of 3.3%. Females are not underutilized in this EEO Job Category.

Technicians: Overall utilization of females (50%) is below the availability rate of 53.3% and overall utilization of minorities (50%) is above the availability rate of 32.2%. Race and Gender Underutilization Within Specific Race/National Origin Categories:

White Males: - 9.2% based on an availability rate of 34.2%. White Females: -7.3% based on an availability rate of 32.3%. Black/African American Females: -17.7% based on an availability rate of 17.7%.

Administrative Support: Overall utilization of females (100%) is above the availability rate of 71.5% and overall utilization of minorities (28.6%) is below the availability rate of 35.9%. Race and Gender Underutilization Within Specific Race/National Origin Categories:

Males in all race/national origin categories are underutilized as there are no males in this EEO Job Category. Traditionally the EEO Job Category of Administrative Support has been a predominantly female workforce.

Females are not underutilized in any of the race/national origin categories; however, the utilization of white females (26.5%) is much higher than other race/national origin categories.

Summary of Workforce Utilization Analysis: It has always been a goal of each department within the City of Virginia Beach to build a workforce that is more reflective of the community it serves; in other words, the goal is to attract and recruit more females and minority applicants to the City. With this in mind, Human Resources recruiting efforts should be focused on using recruiting sources and community outreach efforts to attract more males, both minority and non-minority applicants and more female minority applicants in filling department vacancies.


2009 Recruitment and Selection Results for the Department of Human Resources In 2009, two vacancies were filled in HR/Learning & Development as follows:

HR Analyst II, Professional EEO Job Category Recruitment sources for this position included the City’s WAVE (Web-based)

applicant system, Monster.com, and HR professional organization Websites to include Society for Human Resources Management, SHRM.org and American Society for Training and Development, ASTD.org.

128 applications were received (39 males, 80 females, 55 minorities); 62.5% of the applicants were females and 43% of the applicants were minorities.

12 applicants were interviewed (5 males, 7 females, 1 minority); 9.4% of all applicants were interviewed, with one minority applicant (Hispanic/Latino female) selected for interview.

1 female was hired (White). Summary: Applications received for this position reflected a good balance of female and minority applicants; however, only one minority applicant was interviewed.

Administrative Technician, Administrative Support EEO Job Category Recruitment for this position was done through the City’s WAVE (Web-based)

applicant system. 193 applications were received (27 males, 155 females, 91 minorities); 80.3% of

the applicants were females and 47.2% of the applicants were minorities. 7 applicants were interviewed (1 male, 6 females, 3 minorities); 3.6% of all

applicants were interviewed; minority applicants included 2 Black/African American females and 1 Asian female.

1 minority female was hired (Asian). Summary: The EEO Job Category for Administrative Support has traditionally been a predominantly female job category and is reflected in the applicant pool for this position (80.3% female). 42.8% of the applicants interviewed were minority females.

2009 Turnover Results for the Department of Human Resources The Department experienced turnover of four members in 2009 to include three females and one male. This included one Black/African American female.

EEO Job Category Members Reason Gender Race/National Origin

Professionals 1 Resignation Male White

Professionals 1 Resignation Female White

Administrative Support 1 Resignation Female Black/African American

Administrative Support 1 Transfer Female White

As of January 1, 2010, two of these positions remained vacant.


Department of Human Resources – Total Workforce

The Department of Human Resources currently has five full-time vacancies and one part-time vacancy; Staffing and Compensation has two full-time vacancies and one part-time vacancy; Employee Relations

has one full-time vacancy; and Occupational Safety and Health Services has two full-time vacancies.

Vacancies are not being filled at this time due to potential budget cuts and this staffing shortage, especially if long-term, impacts the department’s mission to provide quality service to members and its ability to expand its diverse workforce. A copy of the department’s Organization Chart is located in the

appendix.


Commitment to EEO, Diversity and Inclusion for All

Commitment and Engagement Our Current Reality (Ongoing Practices), Accomplishments/Best Practices, Future Initiatives

EEO, Diversity and Inclusion Planning

EEO, Diversity & Inclusion Planning is designed to create a workforce that includes optimal utilization of qualified members. We work closely with department Diversity & Inclusion Representatives to bring individuals of protected classes into all levels and segments of the City’s workforce in proportion to their representation in the qualified relevant labor market. Ongoing practices include working with department Diversity & Inclusion Representatives to develop annual abbreviated plans and full plans every five years, developing effective measures to assess progress in our EEO, diversity and inclusion efforts, and coordinating periodic forums with community leaders for their feedback. 2009 Accomplishments:

Worked with InSITE representatives to develop an EEO Report for all department diversity & inclusion representatives to use for statistical reporting.

Created EEO, Diversity & Inclusion Planning Webpage on beachnet with templates and guidelines for developing department plans.

Developed a Guidelines and Reporting Requirements Document for an Equal Employment Opportunity Program based on requirements from the DOJ. This document is available on beachnet at HR/Diversity & Inclusion/EEO, Diversity & Inclusion Planning.

Future Initiatives:

Work with department representatives to build broader definition of diversity and inclusion efforts (i.e. increased focus on

disabilities programs and accessibility).

Continue to work with InSITE representatives to build better reporting capabilities for EEO, Diversity and Inclusion Planning for department representatives to more easily assess their workforce.

As part of our EEO, diversity and inclusion planning efforts for the Department of Human Resources, department members were asked to provide feedback using an anonymous online survey instrument (Survey Monkey) and they were asked the following three questions:

1. How are you incorporating diversity and inclusion in your work?

2. How has our department evolved in the area of EEO, diversity and inclusion?

3. What should our department be doing more of in the area of EEO, diversity and inclusion?

Eleven individuals (23%) responded to the survey and responses were varied. Some noted trends included: ensuring visual diversity in recruiting and marketing materials; increased efforts had been made to build awareness; and a need to provide more educational opportunities about diversity and inclusion. While the percentage of responses to the survey was low, most individuals who responded provided solid details and this feedback is being utilized in developing future initiatives for our department.


Workforce Planning and Development (WFPD) WFPD is a planning tool that provides managers and supervisors with the framework for making human resource decisions to help ensure that “The right people with the right skills are in the right place at the right time” and to develop current members to assure future quality services delivery. Ongoing practices include coordinating the City’s WFPD program, guiding and assisting departments in developing annual WFPD plans, providing just-in-time training to departments and members, maintaining a WFPD page on beachnet and on VBgov.com, facilitating information and best practices sessions with department representatives, monitoring trends and developing action plans, working with departments in refining job descriptions, and sharing the City’s WFPD best practices with outside agencies. 2009 Accomplishments:

City departments submitted their third annual Workforce Plans.

Participated in IPMA-HR’s (International Public Management Association for Human Resources) Benchmarking Report 2009-Workforce and Succession Planning. This national report includes a quote from our Director and is available at www.ipma-hr.org/pdf/2009Bench.pdf.

Provided WFPD material to inquiring cities and counties throughout the year.

Developed several presentations for IPMA-HR to include:

Sustaining a Quality Workforce in Tough Economic Times (Caribbean Region-International)

New HR Director Workshop (Nashville-National)

Workforce Planning: The Evolving Journey Webinar (International)

Presentation on WFPD Benchmarking Survey (Nashville-National)

The Human Resources WFPD team was established in 2003 to analyze the staffing composition within our department. Information regarding diversity, race, national origin and gender was included in the initial analysis and was regarded as a major component within each of the department’s primary planning areas referred to as Competitive Methods. There are four competitive methods in addition to WFPD:

Strategic Leadership provides opportunities for continuous learning, development and growth.

Quality Processes revises, designs and utilizes quality organizational processes to produce policies, procedures and programs.

Member Communications establishes multifaceted effective methods of communication that is available and accessible to all members.

Technology facilitates day-to-day operations and workflow and provides for immediate access and utilization of data.

In 2009, the Human Resources WFPD Team along with the Competitive Methods Teams developed a “What’s the Word?” blog for submitting questions and providing feedback to the Human Resources Director, delivered a Web 2.0 presentation, and researched the possibility of using management tools such as the Balanced Score Card to manage tasks. The Human Resources WFPD Report is available on beachnet at HR/Workforce Planning & Development.

http://www.ipma-hr.org/pdf/2009Bench.pdf

http://www.ipma-hr.org/pdf/2009Bench.pdf


Community Outreach The positive perception of citizens in the community, regarding the City’s commitment to EEO, Diversity and Inclusion, is continually reinforced through outreach activities. Proactive outreach strategies are designed and implemented to enhance diversity in the City’s workforce and to solidify/reinforce favorable relationships within the community. Human Resources representatives and many other City members visit multicultural groups and organizations, career placement representatives at local college campuses, and various faith-based organizations in order to establish a more personal connection with the citizens of Virginia Beach and the surrounding communities. Ongoing Practices:

Building community relationships with professional minority organizations, colleges and universities, and faith-based organizations

Offering training, workshops and informational seminars to civic and community organizations that will enhance the knowledge, skills and abilities of the members they represent

Collaborating with departments to establish intern programs

Expanding outreach to increase talent pool of diverse applicants

2009 Accomplishments:

Coordinated Summer Youth Internship Program as an opportunity to promote the City to the next generation of workers.

Partnered with the Urban League of Hampton Roads as a panel member for discussion on hiring during a tough economic decline.

Partnered with KRA to put at-risk youth to work and served as guest speaker at KRA Corporation graduation.

Served as guest speaker on Selecta Radio

(Hispanic/Latino radio station). Served as a corporate sponsor and on the

planning team for the Virginia Black Expo. Future Initiatives:

Maintain strong relationships with established community partners.

Develop opportunities to establish new relationships in the community to promote the City as a quality workplace for a broad range of individuals to include gender, different races/cultures/national origins, different ages, different religions, individuals with disabilities, and different sexual orientations and develop a contact list.

Track and analyze the correlation between community outreach contacts and applicants to assist in developing an annual recruitment plan.

Collaborate with departments to develop a mentoring program.

2009 Summer Youth Internship Program


Recruitment Strategies The Staffing and Compensation division works with departments to recruit a diverse cadre of qualified applicants and to eliminate barriers of underutilization and under represented employees. The goal is to become an “employer of choice” in the region and to be known as an employer who values workforce diversity and inclusion. Ongoing practices include developing and coordinating targeted recruitment (minorities, women, individuals with disabilities) for the City including special events, advertising, career fairs, conferences, and sponsoring programs and related services that attract and prepare applicants for employment with the City. 2009 Accomplishments:

Participated in nine career fairs to recruit applicants to the City with several focused on minority recruitment of Black/African American and Hispanic/Latino applicants.

Career Fair Attendees

Norfolk State 300

Old Dominion 400

Elizabeth City State 250

Virginia Union 100

Hispanic Young Professionals

110

William and Mary 300

Selecta (Hispanic Radio) Career Fair

550

Chamber of Commerce Career

Fair

250

ODU Society of Black Engineers

250

Total Attendees 2500

Delivered instructor-led training for

members on “How to Market Yourself” covering how to update resumes, dressing for interviews and responding to interview questions. This course was also customized for one of the library branches in delivery to

citizens.

Targeted recruitment advertising included advertising in the African American Today, the February pull-out section of The Virginian Pilot, Monster.com, and Virginia Lawyer’s Weekly.

For 2009 and 2010, cost-associated recruitment efforts have decreased due to the City’s current budgetary restraints; however, the department continues to explore cost-effective alternatives for recruitment methods. Future Initiatives:

Develop a documented annual recruitment plan to ensure a comprehensive approach to diversity recruitment which includes developing a recruitment events calendar.

Update the City’s WAVE (Web-based applicant system) with a strong message of our goal as an employer who values diversity and inclusion. Initiatives may include member testimonials and a recruitment video of our diverse workforce.

Establish a photo repository of our diverse workforce to be used in recruitment materials (brochures, advertising).

Develop a diverse reference list of recruitment sources for department hiring managers and human resources analysts to use when filling vacancies to include a variety of professional organizations (minority organizations, youth/retiree organizations, women’s organizations, disability organizations, GLBT* organizations, multi-faith organizations, multi-cultural organizations), colleges and universities. This will also include a media listing (tv, radio, magazines, etc.). *GLBT: Gay, Lesbian, Bi-Sexual, Transgender

Track race, national origin and gender statistics of applicants for each position title to determine the type of targeted recruitment needed and track adverse impact statistics in compliance with Uniform Selection Guidelines.


Retention

As our workforce evolves to better reflect the community we serve, the City recognizes the importance of retaining a diverse workforce and drawing on different perspectives to remain innovative and to provide quality customer service. The City offers a host of programs in order to maintain its members and many of these programs are managed through the Department of Human Resources. In fact, retention is included as part of the department’s mission: “… to facilitate the recruitment, retention, and development of a sustainable quality workforce” While all of the EEO, diversity and inclusion efforts have a direct impact on retention and are noted in this plan, other retention programs facilitated by Human Resources certainly promote a more engaged and inclusive workplace. The following provides a “quick glance” at many of the retention programs. These programs will be outlined in greater detail in the City’s next five-year EEO, Diversity and Inclusion Plan effective January 1, 2011.

Member Survey - measures how satisfied members are with the work environment and how well the City and departments adhere to the organizational values.

The survey includes a statement about the value of diversity and results have continued to show marked improvement: 4.1 in 2008, up from 3.9 in 2006 and 3.7 in 2004.

In 2008, a new statement was added: “The City does not tolerate discrimination.” This rating was 4.1.

In comparison, human resources members rated the value of diversity at 4.1, up from 4.0 in 2006 and rated no tolerance for discrimination at 4.2.

*5-point scale: 5=strongly agree, 1=strongly disagree The 2008 Member Survey Results are available on beachnet.

Compensation – provides a comprehensive

package in order to promote quality of life for members. The pay plan includes provisions for:

Administrative increase Merit increase Market adjustment Shift differential Bonuses Promotion Reclassification Career progression

Performance Management System – an

organization-wide system that links short and long-term organizational goals to job performance. Integral in this system is the Performance Management Cycle that reflects and supports the ongoing process and interplay between the organizational mission and goals, individual performance planning, feedback and adjustment, documentation, performance evaluation preparation and performance evaluation discussions. This systems approach to performance management moves beyond the traditional thinking and action of annual form-filling to focusing on a continuous communication process that emphasizes feedback and adjustment.

Performance Management Cycle

City’s Organizational

Mission, Values, Goals

& Strategic Plans

Individual Performance

Planning

Feedback and

Adjustment

Documentation

Performance

Evaluation

Discussion

Performance

Evaluation

Preparation


Learning & Development Action Plan (LDAP) - aimed to align efforts with an overarching strategic learning and development process. The LDAP concentrates on rapidly implementing more robust learning paths that will:

effectively and efficiently integrate current offerings against performance needs of members and the organization

leverage emerging technologies to increase capacity and capture efficiencies

Dispute Resolution Program – a

comprehensive conflict resolution system which includes a formal, informal and a mediation alternative method of addressing and finding solutions to work related issues and grievances. Counseling services are provided to members on issues relating to all areas of dispute resolution. Members can choose from three methods to include Open Door, Mediation, and Formal Grievance.

Leave – a variety of leave opportunities exist for members based on their needs:

Annual Leave (Vacation) Court Leave/Jury Leave Family and Medical Leave Funeral Leave Holiday Leave Leave of Absence without Pay Injury Leave Military Leave Sick Leave/Sick Leave Bank Voluntary Reduced Work Time (V-Time) Flexible Work Policy

Return to Work (RTW) – based on the idea

that our members are valuable assets and when a member loses time from the job or is unable to work, everyone loses. RTW is a process of transition back into the workplace following medical absence.

Recognition – “Thank you” and “Great Job” go a long way in recognizing and retaining our members and a variety of programs, formal and informal are offered to include:

City-wide Recognition Program Coordination

Service Awards Public Service Recognition Week Department Informal Programs

Informal recognition programs for human resources members include:

Shell Awards – members give co-workers a special thank you note and are redeemed after 20 for a shell pin

HR Leadership serves lunch to members during Public Service Recognition Week

HR Connection (newsletter) includes special family events, vacations and accomplishments

Service awards and retirees are recognized in monthly departmental staff meetings

Employee Assistance Program (EAP) -

partnership with Bon Secours to assist members and their family members in dealing with personal problems which may affect job performance.

Tuition Reimbursement - reimbursement for members taking college classes/courses to further their education.

Safety and Health Plan – a one source

document and reference for all safety and health programs and requirements. We commit to all our members to provide a safe and healthy workplace free from recognized hazards.



In July, 2009, part-time members were given the opportunity to enroll in a new Part-Time Health Care Plan.

Job Safety Analysis was introduced and is a process for documenting the steps of a work task, along with associated hazards and controls to determine training needs, and personal protective equipment and medical surveillance requirements.

The department is developing a Career Coaching Program to be launched in the future. It is designed to aid the Director of Human Resources in support of other Department Directors when they have a member who would benefit from the development of a career plan. The member would be assigned to a Career Coach to help discover his or her career goals.

Future Initiatives: The City is currently in the middle of its budget cycle and in spite of the economic forecast and potential increased budget cuts at the State level, everything possible is being done to retain employee positions. The Department of Human Resources has updated its Reduction in Force Policy in anticipation of heavy involvement in facilitating two critical retention programs in 2010 and in an effort to avoid layoffs. These retention programs include:

Employee Transition Program (ETP) – a program providing placement and other transitional assistance to affected employees (employees whose positions have been targeted for elimination).

Managing Attrition Program (MAP) – a program providing affected employees an opportunity to use their skills and talents in assigned tasks until a permanent placement can be made in a designated department.

The City has also experienced funding reductions in several programs linked to retention. Current and future initiatives will include identifying the programs that are most crucial, yet cost-effective in retaining a diverse quality workforce.


Awareness

Our Current Reality (Ongoing Practices), Accomplishments/Best Practices, Future Initiatives Diversity & Inclusion Information Center

Up-to-date, easy to access information about diversity and inclusion is available to all members. Ongoing practices include maintaining a Webpage on beachnet dedicated to diversity and inclusion topics with links to diversity-related Websites, links to internal diversity-related documents and Webpages, the annual Religious Holiday Calendar and the City’s Language Bank information and writing periodic articles for the Beam.


In September, we began including periodic diversity features on our Diversity & Inclusion homepage on beachnet to include:

Hispanic Heritage Month Sep

Disability Employment Awareness Month & Diversity Awareness Month

Oct

National American Indian Heritage Month

Nov

Celebrating Religious and Spiritual Holidays

Dec

Three additionally critical beachnet

Webpages were created and linked to Human Resources in 2009 to include:

Diversity Management Group (DMG) - includes information about the services provided and who to contact.

EEO and Affirmative Action – includes policy related information, legal updates, discrimination/harassment complaint process, and resources such as EEOC and DOJ.

Disabilities – includes ADA policy

information, legal updates and resources such as the Job Accommodation Network and the Endependence Center.

Sub-pages were created with information about diversity and inclusion related training opportunities and information for department representatives to do EEO, diversity and inclusion planning.

Future Initiatives:

Continue to expand the Diversity & Inclusion Information Center and develop new information to be featured on the Webpages and in the Beam to build diversity and inclusion awareness.

Begin to push information if externally appropriate out to VBgov.com for citizens (i.e. community outreach Webpage, best practices, etc.). The City’s current EEOP, a Workforce Planning & Development Webpage and the Human Rights Commission Webpage already exist for citizens to access.

Visit our Webpage on beachnet - Human

Resources/Diversity & Inclusion.


Diversity and Inclusion Training Opportunities to strengthen knowledge, enhance awareness and develop necessary skills for our increasingly diverse workforce are available to all members. Diversity and inclusion training begins in New Member Orientation and continues through the member’s progression to include training for leaders. Ongoing Practices: Diversity and Inclusion Training is coordinated through HR/Learning & Development (L & D). L & D supports EEO, Diversity and Inclusion through:

Online courses: Diversity Dynamics, Preventing Sexual Harassment for Employees, the ADA and Disability Law, and Successful Hiring

A blended approach to face-to-face instruction: multimedia, table top activities, case studies, role play, experiential learning, gaming and open discussion

Continued citywide Integrity Connection classes for both members and leaders

New Member Orientation with two hours of EEO, Workplace Harassment, Diversity and Inclusion Training

Foundations for New Supervisors includes three hours of EEO, Workplace Harassment, Diversity and Inclusion Training

Other classroom courses include: VB201 (refresher of Organizational

Values) EEO, Workplace Harassment, Diversity

& Inclusion for Members EEO, Workplace Harassment, Diversity

& Inclusion for Leaders Americans with Disabilities Act for

Leaders Generational Differences Communicating with Dignity and

Respect *Class dates and course descriptions are available on beachnet at HR/Learning & Development.

Marketing pieces and PowerPoint

presentations illustrating diversity Hosting diversity and inclusion related

Webinars and “Lunch and Learns” Tuition reimbursement to support

educational opportunities for members 2009 Accomplishments: The EEO, Workplace Harassment, Diversity and Inclusion classes were expanded in 2009 with increased focus on diversity, inclusion, engagement, and cultural awareness and members/leaders were challenged to expand their focus beyond protections by law and policies. The Sunburst illustrating the different diversity dimensions was introduced:


Diversity & Inclusion Training continued… 2009 Accomplishments continued:

The EEO, Workplace Harassment, Diversity and Inclusion class for leaders and the ADA class for leaders included legal updates presented by the City’s Human Resources Attorney. In addition, the ADA class included a guest instructor from the Endependence Center. The Endependence Center is a community-based, cross-disability center for independent living in South Hampton Roads.

Collaborated with the ADA Coordinator, Library Services and Parks & Recreation to offer Universal Programming class on program accessibility in November.

Designed and delivered customized training for departments as needed to include collaborating with Parks & Recreation HR Staff to develop EEO, Diversity & Inclusion training for part-time members.

Three presentations were delivered in Human Resources’ monthly staff meetings:

The ADA Amendments Act The launch of the HR/Diversity &

Inclusion Information Center and defining Diversity, Inclusion, Cultural Competence, and Engagement for our department

Introduction of the City’s Inclusion and Diversity Council

Hosted a series of Webinars related to EEO laws, diversity and inclusion to include:

Diversity & Equality in the Workplace Closing the Engagement Gap Ricci vs. Destefano (Police promotional

case details) Small Acts of Inclusion Generations at Work Building Relationships Beyond Cultural

Boundaries Several HR Members attended various

employment law and diversity conferences such as the EEOC Technical Assistance Seminar, Linkage’s annual Diversity Conference, and the Multicultural

Advantage Diversity Workshop.

Key concepts impacting EEO, Diversity and Inclusion were defined and introduced in classes. Some examples include bias, cultural competence, micro-inequities and stereotypes.

Future Initiatives:

Develop a diversity and inclusion media library for all members to use.

Continue to update classes with the latest trends in diversity and inclusion and with updates to employment laws.

Develop new classes to include EEO Investigations class for supervisors and an ADA Awareness for Members class.

Provide opportunities for HR members to attend conferences to stay current with laws and trends.

*Sample of Diversity and Inclusion

Activity in HR General Staff Meeting


Accessibility Opportunities We heighten accessibility for opportunities in the workplace and seek to gain a better understanding of and sensitivity to members and applicants from all backgrounds and experiences, going beyond protections by law to include aspects such as culture, generational insights, physical appearance, experience, education, language, history, socio-economic status, political affiliation and geographic location.

Ongoing Practices: Assessing barriers and avenues for

improving accessibility in employment Including information about

backgrounds and experiences in New Member Orientation and other classes

Researching religious holidays and updating the Religious Holiday Calendar annually

Future Initiatives:

Define roles and procedures for using the Language Bank Program and update the membership list.

Collaborate with City representatives and community organizations to evaluate accessibility services such as language interpretation and translation services.

Conduct a needs analysis for offering English as a Second Language class and offering a Cultural Competency class.

Collaborate with public safety and human services departments in developing a language assistance services policy for individuals with limited English proficiency.

Evaluate and consider incentives for members who offer interpreter services at work (i.e. bilingual pay).


Fairness and Equity

Our Current Reality (Ongoing Practices), Accomplishments/Best Practices, Future Initiatives EEO and ADA Policy Administration and

Compliance We strive to make certain that all hiring, promotions and other employment decisions comply with federal, state and local equal opportunity laws, regulations and City policies regardless of race, color, religion, national origin, gender, age, disability, sexual orientation, marital status, veteran status and any other protection as defined by law or City policies. We comply with federal, state and local requirements in reporting EEO data which may include job categories, salary ranges, race/ethnicity categories and gender, and we comply with federal, state and local requirements in addressing ADA requests for reasonable accommodations in the workplace and ensuring accessibility. Ongoing practices include providing guidance and support to departments and members in policy interpretation and/or compliance and completing bi-annual reports for the DOJ’s Equal Employment Opportunity Commission (EEOC) and the Office for Civil Rights (OCR). 2009 Accomplishments:

Coordinated the expansion of race/ethnicity categories in compliance with OCR’s EEOP requirements.

Collaborated with InSITE Business Application Specialists to develop an instruction booklet for departmental collection of race/ethnicity and gender data for new hires.

Completed the 2009 EEO-4 report for

EEOC and the 2009 EEOP Short Form for OCR in compliance with DOJ guidelines.

Future Initiatives:

Update EEO and Harassment policies to ensure inclusion of all protected classes.

Update ADA policy to address legal updates. Disability Awareness and ADA Case

Management We provide quality of work life for persons with physical, mental, cognitive, and sensory disabilities by promoting inclusion, respect and equal access to City buildings, programs and services, and providing reasonable accommodations in employment and the workplace. Our focus is on abilities, not disabilities.

Ongoing practices:

Support Disabilities Issues and Policies Committee (DIPCOM) efforts to respond to disabilities issues.

Partner with departments to properly manage requests for reasonable accommodations and to develop comprehensive reasonable


accommodation plans in compliance with the ADA.

Eliminate barriers and promote awareness of universal design, assistive technology, accessibility and effective communications and information technology in employment, City programs and services, and the workplace.

Serve as liaison in building relationships between departments and disabilities organizations to promote the concepts of universal design, assistive technology, accessibility, effective communication and information technology.


Updated and utilized the Physical and Mental Requirements Checklist with medical providers to identify restrictions, limitations, and reasonable accommodations.

Future Initiatives:

Document citywide process for ADA Case Management.

Identify gaps and trends and implement best practices to increase ADA awareness and improve case management.

Discrimination & Harassment Complaint Process and Investigations

We promote equal employment opportunities for all members by providing a means for internal resolution of workplace harassment complaints and/or discrimination complaints which are based on protected classes covered by laws and

policies. Ongoing Practices:

Conduct investigations and respond to formal internal complaints of workplace harassment and/or discrimination.

Provide guidance to departments in responding to informal complaints of workplace harassment and/or discrimination complaints.

Work with City Attorney’s office in developing responses to EEOC charges of discrimination.

Provide information and counseling to members with EEO concerns.

Future Initiatives:

Update Complaint process and procedure.

The complaint procedure is located on beachnet – HR/EEO & Affirmative Action. Investigation Review Panel (IRP) The IRP is appointed by the City Manager as authorized by City Council Resolution. The panel ensures that reports and conclusions of investigations and incidents involving abuse of authority or serious misconduct by police officers and other City employees are complete, accurate and factually supported. The panel may also make recommendations to the City Manager that specific City policies and procedures be revised. Ongoing practices include coordinating notification of findings from the City Manager.


Partnerships

Our Current Reality (Ongoing Practices), Accomplishments/Best Practices, Future Initiatives

Human Rights Commission (HRC) Human Resources assists the Human Rights Commission in its mission to advocate for the human rights of residents in the City of Virginia Beach. Ongoing Practices:

Coordinating monthly meetings with the HRC and creating agendas and special presentations

Receiving inquiries from citizens regarding discrimination issues and referring to appropriate agencies

Providing annual report to City Council which includes issues and a recap of activities for the year

Coordinating activities for Human Rights Week

Hosting and coordinating signature events to include the Diversity Art & Essay Contest and the Awards Program

Coordinating bi-monthly visits of the City’s correctional and juvenile facilities and holiday visits to the Oceanfront to monitor services offered by the City

Assisting the Police Department with community policing efforts in targeted neighborhoods


Coordinated the 2010 strategic planning session.

Coordinated the new HRC and the Meyera Oberndorf Awards Program (award to be presented in 2010).

More information about the HRC is available on beachnet – Human Resources/Human Rights Commission.

Inclusion and Diversity Council (IDC) Human Resources partners with the City’s Inclusion and Diversity Council to ensure an inclusive and open environment that provides opportunities for all members to contribute to their success and to the organization’s success. Together, we provide education and awareness, promote professional and personal growth, and drive the City’s mission, values, ethics, and diversity and inclusion strategies. Three Human Resources representatives serve on the IDC including the Community Outreach Analyst, the Diversity and Special Programs Manager and the Employee Relations Manager. The Community Outreach Analyst serves as co-chair of the council. The IDC was formed in fall of 2009 and its mission is to foster and enhance a shared understanding of inclusion and diversity to create a positive impact on our workforce, our organization and our community. Future Initiatives:

Develop a new organizational value for the City to include a message about the value of diversity and inclusion.

Develop a diversity dialogue tool kit to be used in internal forums or workshops to invite open dialogue about diversity and inclusion.

The IDC’s Strategic Plan is available on beachnet – Teams and Meetings/Strategic Teams/Inclusion & Diversity Council.


Mayor’s Committee on Aging Human Resources partners with the Mayor’s Committee on Aging in its mission to celebrate aging, awareness, advocacy and public information. In 2009, a representative from the Diversity Management Group attended a committee meeting to introduce the DMG’s efforts in building awareness of generational differences. Future initiatives include information sharing to continue building awareness about aging.

Mayor’s Committee for Persons with Disabilities Human Resources partners with the Mayor’s Committee for Persons with Disabilities in its mission to raise awareness of the needs of persons with disabilities, assist in formulating solutions to meet those needs and provide advice on issues involving compliance with state and federal laws. In celebration of Disability Employment Awareness Month in October 2009, the committee was a partner in establishing October 15 as Disability Awareness Day and developed a proclamation for the mayor’s signature. A presentation was given at the October Department Leadership Meeting. A future initiative will involve the committee as stakeholders in developing a disability awareness training class for members.

African American History Month Committee Human Resources partners with the African American History Month Committee in its mission to reach citizens of all ages and races, to encourage all to explore the past, gain insight to the present and strength for the future and to seek growth in unity and understanding from the community. The committee, sponsored by the City and the Friends of the Library brings together a cross-section of representatives from City government and the wider community to coordinate a celebration of diversity with a focus on the contributions of African Americans. Two Human Resources representatives serve on the committee with one representative serving as the committee’s recorder. Ongoing practices include attending planning meetings and assisting in coordinating annual events to be held in February. In 2009, Human Resources took a lead in coordinating the Entrepreneurial Connection: Creating an Inclusive Business Culture.


Dissemination of Plan

The Human Resources Equal Employment Opportunity, Diversity and Inclusion Plan has been shared with all Human Resources members. It is available to all City members on beachnet on the Human Resources department homepage and is available to citizens on the Human Resources homepage on VBgov.com. Electronic copies will be provided to external organizations upon request. For more information or questions about this plan, contact Susan Steed by phone (757)385-8141 or e-mail [email protected].

Appendices

Race/National Origin Categories 32 EEO Job Categories 33 Department of Human Resources Organization Chart 34

mailto:[email protected]


Race/National Origin Categories

American Indian or Alaska Native

A person having origins in any of the original peoples of North and South America (including Central America), and who maintains tribal affiliation or community attachment.

Asian

A person having origins in any of the original peoples of the Far East, Southeast Asia, or the Indian subcontinent including, for example, Cambodia, China, India, Japan, Korea, Malaysia, Pakistan, the Philippine Islands, Thailand and Vietnam.

Black or African American

(not of Hispanic Origin)

A person having origins in any of the Black racial groups of Africa.

Hispanic or Latino

A person of Cuban, Mexican, Puerto Rican, South or Central American, or other Spanish culture or origin, regardless of race. The term “Spanish origin” can be used in addition to “Hispanic or Latino”.

Native Hawaiian or Other

Pacific Islander

A person having origins in any of the original peoples of Hawaii, Guam, Samoa, or other Pacific Islands.

White (not of Hispanic

Origin)

A person having origins in any of the original peoples of Europe, the Middle East, or North Africa.

Two or More Races

A person having origins in two or more minority race categories above, not Hispanic or Latino.


EEO Job Categories

Officials and Managers

Occupations in which employees set broad policies, exercise overall responsibility for execution of these policies, or direct individual departments or special phases of the agency’s operations, or provide specialized consultation on a regional, district, or area basis. Includes: Department Directors , and first line administrators under elected officials and in umbrella departments.

Professionals

Occupations which require specialized and theoretical knowledge which is usually acquired through college training or through work experience and other training which provides comparable knowledge. Includes human resources and labor relations workers, registered nurses, dietitians, lawyers, system analysts, accountants, engineers, planners, captains, lieutenants, management analysts, surveyors and mapping scientists, and kindred workers.

Technicians

Occupations which require a combination of basic and scientific or technical knowledge and manual skill which can be obtained through specialized post-secondary school education or through equivalent on-the-job training. Includes: computer programmers, drafters, survey and mapping technicians, licensed practical nurses, investigators, radio operators, technical illustrators, highway technicians, technicians (electronic, physical sciences), sergeants, inspectors, and kindred workers.

Protective Services

Occupations in which workers are entrusted with public safety, security and protection from destructive forces. Includes: patrol officers, firefighters, guards, deputy sheriffs, bailiffs, correctional officers, detectives, marshals, game and fish wardens, park rangers (except maintenance), 911 operators, harbor patrol officers, and kindred workers.

Administrative Support

Occupations in which workers are responsible for internal and external communications, recording and retrieval of data and/or information and other paperwork required in an office. Includes: bookkeepers, messengers, clerk-typists, stenographers, court transcribers, hearing reporters, statistical clerks, dispatchers, license distributors, payroll clerks, office machine and computer operators, legal assistants, cashiers, and kindred workers.

Skilled Craft

Occupations in which workers perform jobs which require special manual skill and a thorough and comprehensive knowledge of the processes involved in the work which is acquired through on-the-job training and experience through apprenticeship or other formal training programs. Includes: Mechanics and repairers, electricians, heavy equipment operators, stationary engineers, skilled machining occupations, carpenters, compositors, typesetters, water and sewage treatment plant operators, and kindred workers.

Service Maintenance

Occupations in which workers perform duties which result in or contribute to the comfort, convenience, hygiene or safety of the general public or which contribute to the upkeep and care of buildings, facilities or grounds of public property. Workers in this group may operate machinery. Includes: truck drivers, bus drivers, garage laborers, custodial employees, gardeners and grounds keepers, construction laborers, cooks, craft apprentices/trainees/helpers, and kindred workers.

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