human resources - scottsdale...internal relationship building through collaboration we want to...

Human Resources Analytics Report FY 2018 - 2019

The function of a Human Resources (HR) Department is to provide an organization

with the structure and ability to meet business needs through managing the most

valuable resources, which are our employees. Through collaboration with city

departments, the City of Scottsdale’s Human Resources Department tracks a

variety of employee-centric functions and programs. Analytic reporting is the

necessary foundation for evidence-based decisions. This data can be utilized to

compare with local or national statistics to determine if additional measures,

programs, or resources are desired or required.

This Human Resources Analytics Report covers the period of July 1, 2018 –

June 30, 2019. This report will be made available on an annual basis.

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FY 18/19 HR Analytics Report City of Scottsdale, AZ

TABLE OF CONTENTS

1.0 HUMAN RESOURCES STRATEGIC DIRECTION ........................ 3

2.0 EMPLOYEE DEMOGRAPHICS ......................................................... 5

2.1 Total # of Employees by Division and Department .......................................................... 5

2.2 Workforce Profile ............................................................................................................. 6

3.0 EMPLOYEE HEALTH AND WELL-BEING .................................... 7

3.1 Insurance Plan Participation ............................................................................................ 7

3.2 Medical/Dental Cost Per Employee ................................................................................. 8

3.3 Wellness Program Participation....................................................................................... 8

3.4 Wellness Program Awards .............................................................................................. 9

4.0 TRAINING & EMPLOYEE DEVELOPMENT ................................. 9

4.1 Training Class Participation ............................................................................................. 9

4.2 Tuition Reimbursement Program ................................................................................... 10

5.0 WORKFORCE MANAGEMENT ...................................................... 11

5.1 Recruiting and Hiring ..................................................................................................... 11

5.2 Employment Job Boards/Advertising ............................................................................. 11

5.3 Translator Program ........................................................................................................ 12

5.4 Employee Performance Management ........................................................................... 13

5.5 Employee Relations ....................................................................................................... 14

5.6 Employee Turnover ....................................................................................................... 15

5.7 Length of Service of Separated Employees .................................................................. 15

5.8 Exit Survey Summary .................................................................................................... 16

5.9 Job Classification and Employee Compensation .......................................................... 17

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1.0 Human Resources Strategic Direction In FY 2017/18 the City of Scottsdale’s Human Resources Department participated in the formulation of a strategic plan (the Plan). The process of developing the Plan was professionally facilitated by Bailey Strategic Innovation Group. The purpose of the Plan was for the Human Resources (HR) team to develop a greater sense of cohesion to increase efficiency and enhance customer service in every HR area. The strategic planning process was designed to outline the direction (the WHAT) and the motivation (the WHY) to the employee team, not the process (the HOW).

The Plan is not in conflict with the City Council Strategic Priorities. Rather, the Plan is designed to ensure the Human Resources team is focused on providing top-quality work and superior customer service. The Human Resources goals, which are derived from the City Council strategic priority of “Reinvest in a high- performance organization and work culture”, will continue to be fulfilled annually.

The ROSE (Results Oriented Statement ElucidationTM) is a concept created and developed by Bailey Strategic Innovation Group for helping teams achieve the desired results. The ROSE is not a mission statement, it is a unified statement of the main purpose (why the team exists) that is broad enough, so every member of the team can see how their work can bring the team closer to achieving the desired outcome and best results. The ROSE that was created for the Human Resources Department is:

“Built on a foundation of trust and respect, we are a renewed and cohesive team positioned to be innovative business partners with all of the departments in the City of Scottsdale. Through collaboration, we are changing the perception of HR by proactively anticipating, planning, and responding to trends in the market and community.”

❖ Innovation / Inspiration Inspiring the team to proactively anticipate the needs of our customers by providing innovative solutions that effectively contribute to the success of the organization. HR Goal: Participate in job shadowing/observation of specific job classifications each year to gain a greater understanding of those jobs to enhance recruiting, employee relations consultations, training needs, and employee benefit programs.

FY 18/19 Results:

HR/Training and Development initiated and completed a needs assessment with the Community Services Division that resulted in creating a training plan specifically for that area.

One of the HR Analysts initiated a job shadowing with the Payroll Team to gain a greater

understanding of that area’s job function, improve communication between departments, promote teambuilding, and increase information sharing. This project helped HR and Payroll understand each other’s work culture, time restraints, and issues in order to increase efficiency.

❖ Customer Service Customer Service is treating internal and external customers with dignity and respect, providing accurate and appropriate information in a timely manner. This results in trust, problem reduction, and improved perception. HR Goal: Improve the perception of HR by building strategic alignment with organizational business partners, by providing innovative solutions to HR challenges or processes tailored specifically for each department.

FY 18/19 Results:

Implemented an Onboarding module to streamline HR paperwork process for new hires.

Opened a third satellite HR office close to City Hall for added accessibility and service delivery.

http://baileyinnovationgroup.com/eric


https://www.scottsdaleaz.gov/Assets/ScottsdaleAZ/OrgStrategicPlan.pdf



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❖ Internal Relationship Building Through collaboration we want to anticipate each other’s needs, strengthen relationships and increase engagement.

HR Goal: Assess the work environment within the Human Resources Department and develop an action plan to improve internal working relationships, as needed.

FY 18/19 Results: At the Human Resources monthly staff meetings, team members are encouraged to share at

least one project they are working on to better understand the work demands and increase opportunities for collaboration.

To create an environment of open communication and mutual bonding, HR has quarterly birthday potluck lunches for staff.

❖ External Relationship Building Connect with external business partners from the municipal HR community to gain institutional knowledge, adopt best practices, and provide support as needed. HR Goal: Actively participate and communicate with HR Departments in local municipalities to resolve shared HR challenges, review trends, upcoming legislation, and institute best practices.

FY 18/19 Results:

See 3.4 to view the Wellness Program Awards. The City of Scottsdale’s Human Resources Department received its very first award from the

Western Regional International Public Management Association. The “2019 Award of Excellence” was received for “The process of reestablishing trust in a Human Resources Department”, which was accepted at their annual conference. Visit https://www.wripma-hr.org/Award-Recipients for details.

The City of Scottsdale’s Human Resources Department has 22 professionals that provide consultations and support in the areas of Employee Benefit Services (health, well-being, and life insurance programs, deferred compensation, retirement, ADA, FMLA, and Onboarding); Administration (HR budget, HR technology systems, classification/compensation, HR policies and regulatory compliance); Staffing Services (employee relations investigations/reports, and recruitment and selection processes); and Training & Development (citywide training program, new hire orientations, and employee performance management).

To view the City of Scottsdale’s most recent Organizational Chart, please click HERE

7 - Sr. HR Analysts

1 - HR Analyst

1 - Sr. HR Analyst

2 - HR Analysts

1 - Cust. Serv. Rep.

2 - HR Analysts/Trainers

1 - Mgmt. Analyst

1 - Systems Integrator

1 - Sr. HR Analyst 1 - Admin. Assistant

Training & Development

HR Supervisor

Staffing Services

Human Resources Manager

Administration Employee Benefits

Human Resources Manager

Human Resources Executive Director

http://www.wripma-hr.org/Award-Recipients



https://www.scottsdaleaz.gov/Assets/ScottsdaleAZ/About+Scottsdale/orgchart.pdf#search=organization%20chart

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2.0 Employee Demographics

2.1 Total # of Employees by Division and Department The table below illustrates the number of full-time employees at the end of each quarter.

Division

Department 1st Quarter

2nd Quarter

3rd Quarter

4th Quarter

Mayor and City Council 3 3 3 3

City Clerk 7 7 7 7

City Attorney 60 60 60 60

City Auditor 5 5 5 5

City Court 55 56 54 54

City Manager 16 15 15 14

Public Works 293 288 287 285

Community & Economic Development

170

171

174

175

PNT Administration 6 6 6 6

Transportation 17 17 18 19

Development Services 53 56 56 55

Current Planning 24 23 23 25

Economic Development 4 5 5 5

Westworld 20 20 20 19

Advance Planning 9 9 9 9

Tourism and

Development Events

6

6

6

6

Neighborhood Planning 16 16 16 16

Aviation 15 13 15 15

Fire 286 284 288 289

Police 611 623 618 622

City Treasurer 88 90 93 93

Community Services 259 261 260 261

Administrative Services 98 99 99 99

Office of Communications

6

5

5

5

Human Resources 22 23 23 22

Information Technology 70 71 71 72

Water Resources 203 202 196 200

Grants 12 16 17 16

TOTAL 2,166 2,180 2,176 2,183

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2.2 Workforce Profile At the end of FY 18/19, the City of Scottdale had 2,749 employees, which included part-time, job- share, temporary and full-time employees. The below table provides a variety of demographic statistics of the employee population. Also, these categories are reflective of what we are required to report to other state and federal regulatory agencies.

GENDER

Female Male Total

942 1,806 2,749

34.27% 65.70%

ETHNICITY

White Hispanic African Asian Native Hawaiian 2 or More Not American American Races Provided

2,061 447 77 82 26 6 46 4

74.97% 16.26% 2.80% 2.98% 0.95% 0.22% 1.67% 0.15%

GENERATIONS Traditionalist Baby Boomers Generation X Generation Y Generation Z

(1925 - 1945) (1946 - 1964) (1965 - 1980) (1981 - 1995) (1996 - 2012)

6 617 1,075 736 315

0.22% 22.44% 39.11% 26.77% 11.46%

YEARS OF SERVICE

< to 5 > 5 to 10 > 10 to 15 > 15 to 20 > 20 to 25 > 25 to 30 > 30 to 35 > 35

1,145 344 664 313 168 78 27 10

41.65% 12.51% 24.15% 11.39% 6.11% 2.84% 0.98% 0.36%

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3.0 Employee Health and Well-Being

3.1 Insurance Plan Participation The City has a robust array of Employee Benefits Programs. The below table provides the number of full-time, part-time, and former employees who elected one of the health insurances (Cigna Open Access Plan In-Network Only, Cigna Local Plus Network, Cigna Open Access Plan, and Cigna Health Savings Account).

FULL TIME

Cigna OAP In- Network

Cigna Local Plus

Cigna OAP

Cigna HSA

TOTAL

Employee Only 449 53 134 118 754

Employee & Children 221 13 41 48 323

Employee & Spouse 216 13 30 19 278

Employee & Family 516 27 72 46 661

Total FT Part. 1402 106 277 231 2016

PART TIME

Employee Only 10 3 6 3 22

Employee & Children 1 1 0 0 2

Employee & Spouse 3 0 0 0 3

Employee & Family 2 0 0 0 2

Total PT Part. 16 4 6 3 29

COBRA

Employee Only

Employee & Children

Employee & Spouse

Employee & Family

11 1 6 2 20

0 1 0 0 1

5 0 2 0 7

2 0 2 1 5

Total COBRA Part. 18 2 10 3 33

RETIREES (disabled)

Retiree Only

Retiree & Children

Retiree & Spouse

Retiree & Family

5 0 3 1 9

4 0 3 0 7

2 0 1 1 4

0 0 3 0 3

Total Disabled Part. 11 0 10 2 23

GRAND TOTAL

Participant Only

Participant & Children

Participant & Spouse

Participant & Family

475 57 149 124 805

226 15 44 48 333

226 13 33 20 292

520 27 77 47 671

PLAN GRAND TOTAL 1447 112 303 239 2101

https://www.scottsdaleaz.gov/hr/benefits

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3.2 Medical/Dental Cost Per Employee Over 90% of the Human Resources budget funds the City of Scottsdale’s employee benefits programs (approximately $30 million). Since this is a significant investment, it is vitally important to review the cost of providing employee benefits so we may accurately forecast for the future. The below table provides the dollar amount for FY 18/19 that was invested in the medical and dental insurance programs for each covered employee.

TOTAL COST OF MEDICAL/DENTAL # OF EMPLOYEES COVERED ANNUAL COST PER EMPLOYEE

$30 MILLION 2101 $14,795

3.3 Wellness Program Participation The City of Scottsdale’s award-winning Wellness Program called “Live Life Well” (LLW) includes five aspects of an employee’s well-being, which we call the Five Pillars of Wellness: Health, Fitness, Safety, Finance, and Community. To be proactive, we tailor classes to target disease states that our employees may experience (i.e. diabetes, heart disease, obesity, high blood pressure, etc.). The below table provides the name of the instructor-led wellness classes to include the collective number of attendees. Providing these classes assists with reducing medical claims, which may potentially lower our health insurance costs (see 3.2).

Instructor-Led Live Life Well Classes Attendance

LLW Lunchtime Yoga 1,189

LLW Body Conditioning 406

LLW Kickboxing 359

LLW Spin/Row 309

LLW Food Fundamentals (Computer Based Training) 144

LLW Weight Watchers 68

LLW Healthy Cooking Demo: Controlling Body Fat with Food 45

LLW Healthy Cooking Demo: Cooking for One or Two 39

LLW Social Security Retirement Preparation 38

LLW Healthy Cooking Demo: Healthy Italian Cooking 34

LLW Healthy Cooking Demo: Healthy Smoothies 34

LLW Healthy Cooking Demo: Mindful Eating 32

LLW Healthy Cooking Demo: Arthritis Friendly Foods 30

LLW Healthy Cooking Demo: Going with the Grain 27

LLW Healthy Cooking Demo: Make Your Own Takeout 21

LLW Healthy Cooking Demo: Healthy Brain Food 19

LLW Healthy Cooking Demo: Low Sugar Recipes 15

LLW Healthy Cooking Demo: Gluten Free 14

LLW Wells Fargo Financial Health 1X1 9

LLW Budgeting and Savings 3

TOTAL Live Life Well Class Attendance 2,835

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3.4 Wellness Program Awards Over the past decade, the City’s Live Life Well Program collaborates and manages employee competitions with local and national organizations. In FY 18/19 the City of Scottsdale’s Live Life Well Program received the following awards:

➢ American Heart Association - Bronze award;

➢ The Healthy Arizona Worksite Program - Gold level of Excellence; ➢ Phoenix Business Journal Healthiest Employer (ranked 12th); ➢ Well-Being Public Sector winner, hosted by Cigna Medical Group; and ➢ The “Move It Maricopa – Walker Tracker Challenge” hosted by Maricopa County Public

Health.

4.0 Training & Employee Development

4.1 Training Class Participation Human Resources provided 21 instructor-led, competency-based training classes with 432 employees attending at least one of the courses. Participants rated these trainings an average of 3.80 on a 4-point scale. In addition, monthly New Employee Orientation sessions and six computer- based trainings were provided. Although the class size is typically no more than 30 participants, some of the classes below were combined for reporting purposes. To view the entire City of Scottsdale’s Training Program, please click: Citywide Training Program.

Instructor-Led Training (ILT) Classes Attendance

Your Attitude is Your Success 20

Working with You is Killing Me 20

Can We Count on You 18

Customer Service Recovery - The Right Words at the Right Time 22

Why Elephants Don't Run: Keys to Overcoming Negative Thinking 88

Real Colors® 68

FISH! Catch the Energy Release the Potential 9

Real Colors® (Water Resources – Administration only) 15

Designing Your Roadmap for a Successful Career 20

Real Challenges Real Solutions for Supervisors 11

Tea for the Soul - Real Solutions for Employees 12

Managing the Unmanageable 8

Disability Awareness, Culture and Etiquette for Full Inclusion and Empowerment 32

Time Management Getting Control of Your Life and Work 14

Customer Service Recovery - The Right Words at the Right Time 19

Real Colors® (Prosecutor's Office only) 56

New Employee Orientation 213

TOTAL Instructor Led Training Attendance 645

https://www.scottsdaleaz.gov/Assets/ScottsdaleAZ/HR/external/City-Wide+Training+Program.pdf

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Computer-Based Classes (CBT) Attendance

Annual Ethics Refresher Training (mandatory) 2,437

The Respectful Workplace – It Starts with You 210

Aligning Organization and Employee Goals - Part 1: Aligning Goals 3

Aligning Organization and Employee Goals - Part 2: Measurable Objectives 2

Aligning Organization and Employee Goals - Part 3: Establish Employee Goals 2

Aligning Organization and Employee Goals - Part 4: Avoid Common Problems 2

TOTAL CBT Attendance 2,656

4.2 Tuition Reimbursement Program The Tuition Reimbursement Program is designed to enhance career development and promote employee retention by providing tuition reimbursement for courses taken at an approved and accredited educational institution for academic credit. Courses also may be part of a degreed program that is considered beneficial to the City of Scottsdale. Full-time, part-time and job share employees are eligible to receive up to 100% of their total tuition costs up to the approved fiscal year reimbursement maximum. In FY 2018/19, 100% of the budgeted funds were utilized. Sixty-eight employees successfully completed the requirements and received reimbursements!

The chart below illustrates the number of employees who received reimbursements and the associated degrees pursued.

REIMBURSED EMPLOYEES BY DEGREE PURSUED

25

20

15

23

10 19 16

5 10

0 Other Classes Associate Degree Bachelor's

Degree Master's Degree

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The chart below provides the number of employees who received reimbursements within their identified work areas or City Divisions.

5.0 Workforce Management

5.1 Recruiting and Hiring Recruiting and hiring are critical processes to ensure the organization is attracting qualified candidates and retaining quality employees. Human Resources works directly with applicants, employees, and managers in the recruitment, selection, Onboarding, and New Hire Orientation processes. The below table provides the number of all new hire, rehire (separating from City service, then later returning to City employment), and promoted employees that are part-time, full-time, and temporary in FY 18/19.

By policy, employees may request or compete for a job that is a lower level than their current assignment for a variety of reasons. If the lower-level position is available, the employee meets the minimum job requirements, and has the approval of department management and the HR Director, they may *voluntarily demote to that job.

New Hires Rehires Promotions *Voluntary Demotions

405 22 189 22

5.2 Employment Job Boards/Advertising

A total of 25,050 employment applications were received and processed through Human Resources in FY 18/19. During the online recruiting process, applicants are asked to voluntarily identify the recruiting source from where they found the job announcement that led them to apply for a City of Scottsdale job vacancy. The City of Scottsdale Job Opportunities website continues to be the most popular recruitment source.

25 20 15 10

10

24

24

Public Safety - Fire

Public Safety - Police

Community Services

City Attorney

Community & Economic Dev

City Court

City Treasurer

Public Works

Administrative Services

REIMBURSEMENTS BY DIVISION

https://www.governmentjobs.com/careers/scottsdaleaz

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The below chart compares Fiscal Years 2017/18 and 2018/19 to our top 5 recruitment sources, which will help us examine the need to expand or change our future recruitment efforts.

5.3 Translator Program The City recognizes the value and importance of employees that have Spanish-speaking skills and uses those skills to meet the communication and service needs of the community. The Translator Program, managed by the Human Resources Department, provides additional compensation to full-time, regular employees who have demonstrated their knowledge, skills and abilities in speaking and reading Spanish. Fifty-seven employees in FY 18/19 participated and received quarterly compensation under this program. The below chart provides the number and percentage of participants by City Department.

DEPART. DEPART.

WATER FIRE PLANNING &

DEVEL.

POLICE CITY COURT HUMAN

DEPARTMENT SERVICES

1% 1 5% 3 4% 4 7% 4 8

15% 68%

37

Translator Program by Department

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5.4 Employee Performance Management

Employee performance management is the interactive process that links employee performance standards and manager’s expectations to organizational goal achievement. Eligible part-time and full-time employees (those that have been in the same job for at least six months) receive a performance evaluation at the end of the fiscal year. Since FY 2014-15, the City of Scottsdale adopted a three-point Employee Performance Evaluation rating system. The below chart illustrates the percentages from that three-point system.

In FY 18/19, managers had the ability to select Performance Competencies with their employees from a Competency Library in NEOGOV-PE. The below chart provides the frequency of the chosen Performance Competency in descending order.

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5.5 Employee Relations Employee Relations references the mitigation efforts to prevent or resolve issues in the workplace, which could include (but not limited to) coaching, consultations, facilitations, mediations, investigations, progressive discipline, grievances, and personnel hearings. Employee relation efforts and decisions are managed by City Departments in consultation with Human Resources and the City Attorney’s Office. Monitoring employee relations activities ensures policies and laws are up to date and consistently applied to ensure all employees are treated fairly.

The below chart illustrates the types of employee relations investigations that were conducted and completed by Human Resources.

34%

18%

15%

12%

10%

9%

2%

FY 18/19 Employee Relations Investigations

Work Performance/Misconduct

Policy Violation - Public SafetyGeneral Orders

Policy Violation - Anti-Discrimination & Non-Harassment

Safety Violations

Attendance/Tardiness

Policy Violation - Ethical Standards

EEOC Responses

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5.6 Employee Turnover Turnover is defined as the rate of which employees leave or separates from the workplace and are replaced. The below chart provides the City of Scottsdale’s turnover rate over the last 5 fiscal years for full-time employees only.

5.7 Length of Service of Separated Employees

Out of all the separations (voluntary, involuntary, and retirements) that occurred in FY 18/19, the below information provides the length of service of the separated full-time employees.

Length of Service

Number of Separated Employees

Voluntary

Involuntary

Retired

%

< 6 Months 20 19 1 9.95%

6 Months - 1 Year 17 13 4 8.46%

> 1 - 2 Years 28 24 4 13.93%

> 2 - 5 Years 34 33 1 16.92%

> 5 - 10 Years 25 21 4 12.44%

More than 10 Years 77 15 2 60 38.31%

TOTAL 201 125 12 64 100.00%

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5.8 Exit Survey Summary

Employees who voluntarily leave employment are invited to take an anonymous online exit survey, so we may understand the reason for an employee’s departure. Of the 125 employees who voluntarily left employment, 55 employees completed the survey and provided the information in the chart below. In the previous fiscal year (FY 17/18), the top three reasons for leaving City service was “Personal Reasons”, “Better Promotional Opportunities”, and “Better Pay”. “Career Change” has now moved to the top.

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5.9 Job Classification and Employee Compensation

Job Classification is the systematic analysis of the various attributes in a job description to include the minimum qualifications and essential job functions. As part of the ongoing classification process, job descriptions undergo an in-depth review by Human Resources with Department management to ensure the information is current and correct. In FY 18/19, 265 (approximately 50%) of the City’s job descriptions were updated in this manner.

Employee Compensation studies are conducted to ensure the organization is competitive with the relevant job market by analyzing and comparing job duties and salary ranges contained in the job descriptions. The City of Scottsdale is a popular source for other agencies to request classification and compensation data due to both local and national visibility. As a result, 60 compensation surveys were requested and completed in FY 18/19.

Click HERE to review the City’s job descriptions.

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https://www.governmentjobs.com/careers/scottsdaleaz/classspecs

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