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Hiring 2.0 implemented inexpensively. in Local Government ... · Generation Y: Thriving (and...
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WHAT PEOPLE WANT IN A JOB Being a great place to work is fundamental to successful recruitment. In the last decade, a great deal of research has been conducted about what people want in a job. This research says that employees, particularly young employees, are looking for jobs that have these characteristics: Challenging and interesting work Continuous learning Excellent management Alignment with personal values Flexible work environment Technologically savvy workplace Ability to use own initiative and judgment Diverse workforce Ability to be part of a team TRADITIONAL HIRING PRACTICES DON’T MATCH TODAY’S NEEDS Many of the traditional ways of hiring staff are not working as they did before. Best practices in recruitment and hiring now combine clear marketing with personalization of benefits and work schedules to address the specific needs of different demographics. By doing this, organizations can capture a greater cross-section of the available job market of skilled and qualified employees. Organizations are changing their practices so that— Candidates easily understand the jobs being advertised, how to apply, the qualifications and skills needed, and the timeline for the process. Candidates get quick responses to their questions and applications. The process makes it easy for departments to participate in hiring the best person. Candidates feel they are sought after. Getting the talent you need and keeping the talent you have Hiring and keeping talented employees is requiring more creativity. It’s especially true in times of budget cutbacks and reduced staffing. When our organizations are challenged to get the work done with fewer staff, we need to make sure we have talented people to do the job. There is no single answer to how to attract and retain local government employees. The varied approaches offered here, however, can be added to your tool kit to help your agency get the talent you need and keep the talent you have. Hiring 2.0 An Initiative of the Cal-ICMA Coaching Program Cal-ICMA would like to thank Management Partners for its contributions in identifying best practices and developing this brochure.
Transcript of Hiring 2.0 implemented inexpensively. in Local Government ... · Generation Y: Thriving (and...
Best Practicesin Local Government Hiring & Employee Retention
WHAT PEOPLE WANT IN A JOBBeing a great place to work is fundamental to successfulrecruitment. In the last decade, a great deal of research has beenconducted about what people want in a job. This research says thatemployees, particularly young employees, are looking for jobs thathave these characteristics:
� Challenging and interesting work� Continuous learning� Excellent management� Alignment with personal values� Flexible work environment� Technologically savvy workplace � Ability to use own initiative and judgment� Diverse workforce� Ability to be part of a team
TRADITIONAL HIRING PRACTICES DON’T MATCH TODAY’S NEEDSMany of the traditional ways of hiring staff are not working as theydid before. Best practices in recruitment and hiring now combineclear marketing with personalization of benefits and workschedules to address the specific needs of different demographics.By doing this, organizations can capture a greater cross-section ofthe available job market of skilled and qualified employees.
Organizations are changing their practices so that—
� Candidates easily understand the jobs being advertised, how to apply, the qualifications and skills needed, and the timelinefor the process.
� Candidates get quick responses to their questions and applications.
� The process makes it easy for departments to participate in hiring the best person.
� Candidates feel they are sought after.
Contact any of the local government resource people listed in this brochure, and check out the Cal-ICMA website at www.cal-icma.org.
For more information about any of these best practices, please contact Jan Perkins, Partner, at [email protected],
939.202.8870 or visit www.managementpartners.com.
Getting the talent you need and keepingthe talent you have
Hiring and keeping talented employees is
requiring more creativity. It’s especially
true in times of budget cutbacks and
reduced staffing. When our organizations
are challenged to get the work done with
fewer staff, we need to make sure we
have talented people to do the job. There
is no single answer to how to attract and
retain local government employees. The
varied approaches offered here, however,
can be added to your tool kit to help your
agency get the talent you need and keep
the talent you have.
Graphic Design provided by Hurd & Associates | ihurd.comJoan Hurd (925) 930-8580 | [email protected]
Use Technology: PDAs, wikis, wirelessconnections and on-line access to all sorts of information are the norm in daily life.Today’s employees—particularly youngerones—expect to have fast, reliable, andconstantly improving technology as part of the workplace.
Transferring Institutional Knowledge:Create ways to document and impartknowledge of retiring employees to others.This can include creating an internal city wiki.Resource: Palopedia, Jon Abendschein, Resource Planner,City of Palo Alto, [email protected]
Vacation Leave: Provide more time off fornew employees while reducing the timelimits to accrue vacation hours.
Cafeteria Plans: Allow employees to tailor their benefits to their needs. Someemployees need benefits to enable them tocare for elderly family members (flexibilityto care for aging parents, referral services,etc.), while others have small children andneed nearby childcare and schedulingflexibility to attend to family responsibilities.
Life/Work Balance: Provide a variety of flex scheduling options (e.g., 9/80, 4/10),depending on the needs of employees and theirwork groups. Allow telework opportunitiesand provide appropriate technical support.Offer resources (such as info-referral) andencourage self-help support groups toemployees regarding child care, elder care,grief support, and other family support needs.Resource: Kathy Farrar, HR Director, City of MountainView, [email protected]
Employee Self-Service: Create self-serviceapplications so employees can log in theirown benefits modifications, tax withholding,beneficiaries and other personal changes. Resource: Heather Shupe, Sr. Administrator for HR, City ofPalo Alto, [email protected]
Employee Orientation or “Onboarding”:Use the orientation to immediately impress.This is the first opportunity to impress uponthe new employee what the culture is of theorganization. Orientations should not berushed and should include the organizationalvalues, challenges and opportunities alongwith pathways for involvement. Resource: Donald W. Turko, Director of Human Resources,County of Solano, [email protected]
Preventative Healthcare Programs:Individuals respond positively to organizationsthat embrace the total health and well-beingof employees. Preventative care programs notonly reduce cost, but also result in morehealthy and productive employees.Resources: Peter Bassett, Benefits Manager, San Mateo County, [email protected]; Bill Henderson, Risk Manager, City of Livermore,[email protected]
Systematize Innovation: Consider ways tointentionally incorporate initiative andinnovation in the workplace. Allow a certainamount of time per week that employees canuse to develop new programs and serviceseven outside of their department.Resource: Holly Brock-Cohn, HR Director, City ofLivermore, [email protected]
Values-Based Ethics Programs: Membersof emerging generations, especially, aremore accustomed to the positiveconsequences of doing the right thing,rather than the negative consequences ofdoing the wrong thing. Consider theimplementation of an ethics program thatemphasizes the ideal values for an employeeat your organization.Resource: Carol McCarthy, Deputy City Manager, City of Santa Clara, [email protected]
Environmental Responsibility: Show acommitment to the environment andsustainability by creating programs toaddress these issues. Examples include aninterdepartmental Sustainability Team andincentives for using alternativetransportation.Resource: Steve Emslie, Interim Deputy City Manager, City of Palo Alto, [email protected]; Kathy Hamilton, HR Specialist, City of San Luis Obispo,[email protected]
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Hiring 2.0
An Initiative of the Cal-ICMA Coaching Program
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Many of these best practices can be implemented inexpensively.Indicates low or no cost for the best practice.
O T H E R I D E A S
Further Reading� http://www.hotjobsresources.com/
pdfs/MillennialWorkers.pdf
� Generation Y: Thriving (and Surviving) With Generation Y at Work by Peter Sheahan, Hardie Grant Books, 2006
� Millennials Rising: The Next GreatestGeneration by Neil Howe and William Strauss, Vintage, 2000
� Talent on Demand: Managing Talent in an Age of Uncertainty by Peter Cappelli,Harvard Business School Press, 2008
For more information...
Cal-ICMA would like to thank Management Partners for its contributions in identifying best practices and developing this brochure.
Cal-ICMA Coaching Program: Encourageyour staff to get involved in the CoachingProgram. Make opportunities available to them to participate in mentoring,webcasting and other programs offeredthrough Cal-ICMA. Resource: www.cal-icma/coaching
Strategic Workforce Planning: Plan aheadby forecasting talent needs based on turnovertrends and expected vacancies. Analyzechanges in tenure, age at resignation andretirement, and other trends.Resource: Suzanne Mason, HR Director, City of Long Beach,[email protected]
Color-code your organization charts to showstaff ages to illustrate expected workforceturnover and opportunities for promotion foryounger staff.Resource: Russ Carlsen, HR Director, City of Palo Alto,[email protected]
Talent Readiness Assessment: Utilizeassessment tools for employees who areinterested in moving up in the organizationto help determine their readiness forleadership positions.Resource: Russ Carlsen, HR Director, City of Palo Alto, [email protected]
Re-conceptualize the Role of SeniorManagers: Modify expectations of yoursenior managers to include, as an essentialresponsibility, the professional developmentof their staff to help them grow in their jobsand be prepared for higher positions.Evaluate and reward your senior managersfor their success in growing their staff. Resource: Gordon Youngs, Personnel Services Director, City of Brea, [email protected]
Internships: Create structured jobs forcollege students or recent graduates. Create a focus on keeping talented people once they complete their internships.Resources: Donald W. Turko, Director of Human Resources,County of Solano, [email protected]; Ted Cooper, Employment Division Chief, County of San Bernardino, [email protected]
“Stay” Interviews: Interview your staff, just as you would with potential newemployees, to ask about their goals andaspirations. Determine how the organizationcan help them stay interested and motivatedto prevent them from moving on to otherorganizations.
Employee Meetings: Have your seniormanagers meet with employees—to keepthem connected, engaged and motivated.Employees want to know what is going onand to feel that they are part of somethinglarger than their individual job. This is agood way to connect, ask questions abouttheir satisfaction and find new ways tochallenge and involve them.Resources: Holly Brock-Cohn, HR Director, City ofLivermore, [email protected]; GordonYoungs, Personnel Services Director, City of Brea,[email protected]
One-Year Management Assistant orFellowship Program: Hire recent Master’sDegree graduates from a publicadministration, public policy or urbanstudies program. Place them into a rotation-based program in the organization, give them challenging and inspiring work,provide mentors, and assist them in findingpermanent jobs at the end of the prorgam. If you are not able to hire someone full-time,consider sharing the position and expensewith a neighboring city.Resource: Suzanne Mason, HR Director, City of Long Beach,[email protected]
Action Learning Teams: Engage emergingleaders in your organization in cross-departmental teams to address importantproblems. This enables emerging leaders tolearn new skills and discover hidden talents. Resource: Russ Carlsen, HR Director, City of Palo Alto,[email protected]
Management Talent Exchange: Partnerwith another local government to exchangeprofessionals for a three-month period toexpose staff to new ways of doing things. Resource:http://www.cityofpaloalto.org/depts/hrd/training.asp
AA, BA, MPA Degrees On Site: Provideclassroom space for employees to pursuedegrees. Partner with universities to providescholarships for tuition and arrange coursecredit for programs offered through the localgovernment’s supervisory and managementtraining program.Resources: Kathy Farrar, HR Director, City of MountainView/Silicon Valley Regional Training Consortium,[email protected]; Allison Picard, Human Resources Director, Kings County,[email protected] (contact for MPA programs only)
Early Career Experiences: Enable youngerstaff to attend conferences and regionalevents, make presentations to the governingbody, job shadow, take on larger projectsand have other experiential learningopportunities. These “stretch” assignmentsprovide a sense that they are makingcontributions early in their careers.Resources: Donna Pontau, Legacy Livermore ProgramManager, City of Livermore, [email protected];Gordon Youngs, Personnel Services Director, City of Brea,[email protected]
Mentoring: Pair an employee with a seniormanager as a mentor to provide career advice.Resource: Ken Pulskamp, City Manager, City of SantaClarita, [email protected]
O U T R E A C H A N D H I R I N G R E - R E C R U I T I N G Y O U R E M P L O Y E E S
Website Marketing: More candidates andhires are coming through website marketingthan from newspaper ads. Where do talentedjobseekers look? Facebook, Monster.com,jobs.icma.org, CALOPPS.org, and evenYouTube are being used as marketing toolsto attract a wider market.Resources: Ted Cooper, Employment Division Chief, County of San Bernardino, [email protected];Robin Young, HR Programs Manager, City of Livermore,[email protected]
Rethinking Position Descriptions:Communicate an exciting and positivemessage early on in the description, avoidjargon and exclusive language and fullyexplain all benefits (e.g., what exactly a 9/80is) and how they relate to organizationalvalues (e.g., work/life balance). Instead ofpromoting the duties of the position,consider promoting the meaning and resultsof the job in the organization and community.Resources: Robin Young, HR Programs Manager, City of Livermore, [email protected]; Rachael Hendricks, HR Analyst, City of San Luis Obispo,[email protected]
Hiring for Talent: Redefine the concept of “most qualified.” HR departmentstypically translate the merit rule to hire the “most qualified” to rigidly mean the“most experienced” in local government and require extensive applications todocument experience. The concept of “most qualified” must be expanded toinclude talent, “fit,” and leadershippotential. If local government is to compete for young professionals and second careerists, these factors need to be taken into account if not outweigh mere experience.Resources: Ted Cooper, Employment Division Chief, Countyof San Bernardino, [email protected]; GordonYoungs, Personnel Services Director, City of Brea,[email protected]
Branding: Use consistent messaging andstandards in communications to describewhat the organization does and why. Public service, if communicated clearly ascontributing to the broader community, will resonate with younger candidates. Examples of hiring branding used by local governments/cities are: “Shaping Your World”(http://www.shapeyourworld.com.au/),“Making a Difference in your own Backyard”and “Building Community, CreatingOpportunity.”Resource: Bob Bell, HR Director, Redwood City,[email protected]
Performance Metrics: Measure, analyze andimprove processes to increase the ratio ofleads to invites, invites to interviews,interviews to offers, and offers to hires.Resource: Donna Vaillancourt, HR Director, San MateoCounty, [email protected]
Mapping Your Hiring Process: To findways to streamline your hiring process,create a map of the process—from initialrequest to fill a vacancy to the start date ofthe new employee filling that job. Identify all of the steps, how long it actually takes at each step, look for bottlenecks, and find ways to cut out steps and time.Resource: Suzanne Mason, HR Director, City of Long Beach,[email protected]
Hiring Plan: Create a plan for each step inthe process of filling a vacancy—fromrecruitment and outreach, to candidateassessment, to keeping in touch withcandidates, to background checks, final offer,and first day on the job. Use the hiring planas a way to move the process along quicklyand keep the candidates in the forefront. Resource: Bob Bell, HR Director, Redwood City,[email protected]
Position Specific Hiring: Recruit for eachvacancy, as soon as the decision is made tofill the position, rather than waiting torecruit for an entire classification.Resource: Mark Danaj, HR Director, City of San Jose,[email protected]
Quick Turnaround: Gen X’ers andMillennials expect to apply for a job and be moved through the process quickly. Web-based technology can streamline yourpractices to cut recruitment time by 50–70%.Resources: Rebecca Burnside, HR Director, Foster City,[email protected]; www.neogov.com;www.calopps.org
Open Until Filled: Accept applications forvacancies without a deadline, and whensufficient applications are received (based onthe quality of candidates), proceed withcandidate screening and assessment.Resources: Mark Danaj, HR Director, City of San Jose,[email protected]; Kathy Hamilton, HR Specialist,City of San Luis Obispo [email protected]
Employee Referral Program: Pay a bonus toexisting staff for referring a candidate who isultimately hired into a designated “hard tofill” position.Resources: Donald W. Turko, Director of Human Resources, County of Solano,[email protected]; Kathy Farrar, HR Director, City of Mountain View,[email protected]
Electronic Signatures for PositionRequisition Sign-Off: Speed the approvalprocess by allowing required signatures to bedone electronically. Also, consider electronicdistribution of eligibility list and applications.Resource: Robin Young, HR Programs Manager, City ofLivermore, [email protected]
Emailed Job Openings: Allow job seekers toreceive email alerts when openings arise inareas they have specified.Resources: Donald W. Turko, Director of Human Resources,County of Solano, [email protected]; TedCooper, Employment Division Chief, County of SanBernardino, [email protected]
Ongoing Skills-Based Tests: Regularly andrepeatedly hold skills-based tests (Word,typing, proofreading, numeric data entry), so people are then ready when a specific job becomes available.Resource: Doug Stevenson, Sr. Personnel Analyst,City of Brea, [email protected]
Flexible Job Classifications:Create job classifications that enable you to hire people early intheir careers, help them grow anddevelop, and then promotethem to higher levels as theyincrease their skills andcapacity.Resources: Kathy Farrar, HRDirector, City of Mountain View,[email protected];Rachael Hendricks, HR Analyst,City of San Luis Obispo,[email protected]
Career Pathways:Provide examples ofcareer pathways in localgovernment on your HRwebsite. Youngerindividuals, specifically,are interested in makingdecisions with an end goal in mind.
Developing Employee Learning Programs: Programs range from leadership developmentto first line supervisory training to technical training for employees. Consider aligningtrainings to organizational values.Resource: Bob Bell, HR Director, Redwood City, [email protected]
• Assessment: Programs and participation are based on an assessment of learning needs.All employees are encouraged by their supervisors to participate in learningopportunities. Develop a specific hourly goal for annual training for each employee.Resource: Bob Bell, HR Director, Redwood City, [email protected]
• Leadership Development: Identify competencies and skills needed for success in theorganization and develop a comprehensive program involving group and individuallearning, mentoring, coaching and career planning.Resource: Donna Vaillancourt, HR Director, San Mateo County, [email protected]
• Supervisor and Management Development: Using interactive and experiential designs,participants learn first-hand how conduct can either cause or prevent workplaceproblems and liabilities. For example, participants can try out new roles through roleplaying, serve as witnesses and jurors in simulated cases, and design and implement aproject for the organization.Resource: Bob Bell, HR Director, Redwood City, [email protected]
• Credentials for Participating: Create a certificate for participating in a series of related training programs (e.g. Supervisory Skills, Ethics).Resource: Donna Vaillancourt, HR Director, San Mateo County, [email protected]
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Best Practicesin Local Government Hiring & Employee Retention
Many of the best practices provided belowhave at least one resource person listed whocan be contacted for more information.
Many of these best practices can be implemented inexpensively.Indicates low or no cost for the best practice.
1¢
Cal-ICMA Coaching Program: Encourageyour staff to get involved in the CoachingProgram. Make opportunities available to them to participate in mentoring,webcasting and other programs offeredthrough Cal-ICMA. Resource: www.cal-icma/coaching
Strategic Workforce Planning: Plan aheadby forecasting talent needs based on turnovertrends and expected vacancies. Analyzechanges in tenure, age at resignation andretirement, and other trends.Resource: Suzanne Mason, HR Director, City of Long Beach,[email protected]
Color-code your organization charts to showstaff ages to illustrate expected workforceturnover and opportunities for promotion foryounger staff.Resource: Russ Carlsen, HR Director, City of Palo Alto,[email protected]
Talent Readiness Assessment: Utilizeassessment tools for employees who areinterested in moving up in the organizationto help determine their readiness forleadership positions.Resource: Russ Carlsen, HR Director, City of Palo Alto, [email protected]
Re-conceptualize the Role of SeniorManagers: Modify expectations of yoursenior managers to include, as an essentialresponsibility, the professional developmentof their staff to help them grow in their jobsand be prepared for higher positions.Evaluate and reward your senior managersfor their success in growing their staff. Resource: Gordon Youngs, Personnel Services Director, City of Brea, [email protected]
Internships: Create structured jobs forcollege students or recent graduates. Create a focus on keeping talented people once they complete their internships.Resources: Donald W. Turko, Director of Human Resources,County of Solano, [email protected]; Ted Cooper, Employment Division Chief, County of San Bernardino, [email protected]
“Stay” Interviews: Interview your staff, just as you would with potential newemployees, to ask about their goals andaspirations. Determine how the organizationcan help them stay interested and motivatedto prevent them from moving on to otherorganizations.
Employee Meetings: Have your seniormanagers meet with employees—to keepthem connected, engaged and motivated.Employees want to know what is going onand to feel that they are part of somethinglarger than their individual job. This is agood way to connect, ask questions abouttheir satisfaction and find new ways tochallenge and involve them.Resources: Holly Brock-Cohn, HR Director, City ofLivermore, [email protected]; GordonYoungs, Personnel Services Director, City of Brea,[email protected]
One-Year Management Assistant orFellowship Program: Hire recent Master’sDegree graduates from a publicadministration, public policy or urbanstudies program. Place them into a rotation-based program in the organization, give them challenging and inspiring work,provide mentors, and assist them in findingpermanent jobs at the end of the prorgam. If you are not able to hire someone full-time,consider sharing the position and expensewith a neighboring city.Resource: Suzanne Mason, HR Director, City of Long Beach,[email protected]
Action Learning Teams: Engage emergingleaders in your organization in cross-departmental teams to address importantproblems. This enables emerging leaders tolearn new skills and discover hidden talents. Resource: Russ Carlsen, HR Director, City of Palo Alto,[email protected]
Management Talent Exchange: Partnerwith another local government to exchangeprofessionals for a three-month period toexpose staff to new ways of doing things. Resource:http://www.cityofpaloalto.org/depts/hrd/training.asp
AA, BA, MPA Degrees On Site: Provideclassroom space for employees to pursuedegrees. Partner with universities to providescholarships for tuition and arrange coursecredit for programs offered through the localgovernment’s supervisory and managementtraining program.Resources: Kathy Farrar, HR Director, City of MountainView/Silicon Valley Regional Training Consortium,[email protected]; Allison Picard, Human Resources Director, Kings County,[email protected] (contact for MPA programs only)
Early Career Experiences: Enable youngerstaff to attend conferences and regionalevents, make presentations to the governingbody, job shadow, take on larger projectsand have other experiential learningopportunities. These “stretch” assignmentsprovide a sense that they are makingcontributions early in their careers.Resources: Donna Pontau, Legacy Livermore ProgramManager, City of Livermore, [email protected];Gordon Youngs, Personnel Services Director, City of Brea,[email protected]
Mentoring: Pair an employee with a seniormanager as a mentor to provide career advice.Resource: Ken Pulskamp, City Manager, City of SantaClarita, [email protected]
O U T R E A C H A N D H I R I N G R E - R E C R U I T I N G Y O U R E M P L O Y E E S
Website Marketing: More candidates andhires are coming through website marketingthan from newspaper ads. Where do talentedjobseekers look? Facebook, Monster.com,jobs.icma.org, CALOPPS.org, and evenYouTube are being used as marketing toolsto attract a wider market.Resources: Ted Cooper, Employment Division Chief, County of San Bernardino, [email protected];Robin Young, HR Programs Manager, City of Livermore,[email protected]
Rethinking Position Descriptions:Communicate an exciting and positivemessage early on in the description, avoidjargon and exclusive language and fullyexplain all benefits (e.g., what exactly a 9/80is) and how they relate to organizationalvalues (e.g., work/life balance). Instead ofpromoting the duties of the position,consider promoting the meaning and resultsof the job in the organization and community.Resources: Robin Young, HR Programs Manager, City of Livermore, [email protected]; Rachael Hendricks, HR Analyst, City of San Luis Obispo,[email protected]
Hiring for Talent: Redefine the concept of “most qualified.” HR departmentstypically translate the merit rule to hire the “most qualified” to rigidly mean the“most experienced” in local government and require extensive applications todocument experience. The concept of “most qualified” must be expanded toinclude talent, “fit,” and leadershippotential. If local government is to compete for young professionals and second careerists, these factors need to be taken into account if not outweigh mere experience.Resources: Ted Cooper, Employment Division Chief, Countyof San Bernardino, [email protected]; GordonYoungs, Personnel Services Director, City of Brea,[email protected]
Branding: Use consistent messaging andstandards in communications to describewhat the organization does and why. Public service, if communicated clearly ascontributing to the broader community, will resonate with younger candidates. Examples of hiring branding used by local governments/cities are: “Shaping Your World”(http://www.shapeyourworld.com.au/),“Making a Difference in your own Backyard”and “Building Community, CreatingOpportunity.”Resource: Bob Bell, HR Director, Redwood City,[email protected]
Performance Metrics: Measure, analyze andimprove processes to increase the ratio ofleads to invites, invites to interviews,interviews to offers, and offers to hires.Resource: Donna Vaillancourt, HR Director, San MateoCounty, [email protected]
Mapping Your Hiring Process: To findways to streamline your hiring process,create a map of the process—from initialrequest to fill a vacancy to the start date ofthe new employee filling that job. Identify all of the steps, how long it actually takes at each step, look for bottlenecks, and find ways to cut out steps and time.Resource: Suzanne Mason, HR Director, City of Long Beach,[email protected]
Hiring Plan: Create a plan for each step inthe process of filling a vacancy—fromrecruitment and outreach, to candidateassessment, to keeping in touch withcandidates, to background checks, final offer,and first day on the job. Use the hiring planas a way to move the process along quicklyand keep the candidates in the forefront. Resource: Bob Bell, HR Director, Redwood City,[email protected]
Position Specific Hiring: Recruit for eachvacancy, as soon as the decision is made tofill the position, rather than waiting torecruit for an entire classification.Resource: Mark Danaj, HR Director, City of San Jose,[email protected]
Quick Turnaround: Gen X’ers andMillennials expect to apply for a job and be moved through the process quickly. Web-based technology can streamline yourpractices to cut recruitment time by 50–70%.Resources: Rebecca Burnside, HR Director, Foster City,[email protected]; www.neogov.com;www.calopps.org
Open Until Filled: Accept applications forvacancies without a deadline, and whensufficient applications are received (based onthe quality of candidates), proceed withcandidate screening and assessment.Resources: Mark Danaj, HR Director, City of San Jose,[email protected]; Kathy Hamilton, HR Specialist,City of San Luis Obispo [email protected]
Employee Referral Program: Pay a bonus toexisting staff for referring a candidate who isultimately hired into a designated “hard tofill” position.Resources: Donald W. Turko, Director of Human Resources, County of Solano,[email protected]; Kathy Farrar, HR Director, City of Mountain View,[email protected]
Electronic Signatures for PositionRequisition Sign-Off: Speed the approvalprocess by allowing required signatures to bedone electronically. Also, consider electronicdistribution of eligibility list and applications.Resource: Robin Young, HR Programs Manager, City ofLivermore, [email protected]
Emailed Job Openings: Allow job seekers toreceive email alerts when openings arise inareas they have specified.Resources: Donald W. Turko, Director of Human Resources,County of Solano, [email protected]; TedCooper, Employment Division Chief, County of SanBernardino, [email protected]
Ongoing Skills-Based Tests: Regularly andrepeatedly hold skills-based tests (Word,typing, proofreading, numeric data entry), so people are then ready when a specific job becomes available.Resource: Doug Stevenson, Sr. Personnel Analyst,City of Brea, [email protected]
Flexible Job Classifications:Create job classifications that enable you to hire people early intheir careers, help them grow anddevelop, and then promotethem to higher levels as theyincrease their skills andcapacity.Resources: Kathy Farrar, HRDirector, City of Mountain View,[email protected];Rachael Hendricks, HR Analyst,City of San Luis Obispo,[email protected]
Career Pathways:Provide examples ofcareer pathways in localgovernment on your HRwebsite. Youngerindividuals, specifically,are interested in makingdecisions with an end goal in mind.
Developing Employee Learning Programs: Programs range from leadership developmentto first line supervisory training to technical training for employees. Consider aligningtrainings to organizational values.Resource: Bob Bell, HR Director, Redwood City, [email protected]
• Assessment: Programs and participation are based on an assessment of learning needs.All employees are encouraged by their supervisors to participate in learningopportunities. Develop a specific hourly goal for annual training for each employee.Resource: Bob Bell, HR Director, Redwood City, [email protected]
• Leadership Development: Identify competencies and skills needed for success in theorganization and develop a comprehensive program involving group and individuallearning, mentoring, coaching and career planning.Resource: Donna Vaillancourt, HR Director, San Mateo County, [email protected]
• Supervisor and Management Development: Using interactive and experiential designs,participants learn first-hand how conduct can either cause or prevent workplaceproblems and liabilities. For example, participants can try out new roles through roleplaying, serve as witnesses and jurors in simulated cases, and design and implement aproject for the organization.Resource: Bob Bell, HR Director, Redwood City, [email protected]
• Credentials for Participating: Create a certificate for participating in a series of related training programs (e.g. Supervisory Skills, Ethics).Resource: Donna Vaillancourt, HR Director, San Mateo County, [email protected]
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Best Practicesin Local Government Hiring & Employee Retention
Many of the best practices provided belowhave at least one resource person listed whocan be contacted for more information.
Many of these best practices can be implemented inexpensively.Indicates low or no cost for the best practice.
1¢
Best Practicesin Local Government Hiring & Employee Retention
WHAT PEOPLE WANT IN A JOBBeing a great place to work is fundamental to successfulrecruitment. In the last decade, a great deal of research has beenconducted about what people want in a job. This research says thatemployees, particularly young employees, are looking for jobs thathave these characteristics:
� Challenging and interesting work� Continuous learning� Excellent management� Alignment with personal values� Flexible work environment� Technologically savvy workplace � Ability to use own initiative and judgment� Diverse workforce� Ability to be part of a team
TRADITIONAL HIRING PRACTICES DON’T MATCH TODAY’S NEEDSMany of the traditional ways of hiring staff are not working as theydid before. Best practices in recruitment and hiring now combineclear marketing with personalization of benefits and workschedules to address the specific needs of different demographics.By doing this, organizations can capture a greater cross-section ofthe available job market of skilled and qualified employees.
Organizations are changing their practices so that—
� Candidates easily understand the jobs being advertised, how to apply, the qualifications and skills needed, and the timelinefor the process.
� Candidates get quick responses to their questions and applications.
� The process makes it easy for departments to participate in hiring the best person.
� Candidates feel they are sought after.
Contact any of the local government resource people listed in this brochure, and check out the Cal-ICMA website at www.cal-icma.org.
For more information about any of these best practices, please contact Jan Perkins, Partner, at [email protected],
939.202.8870 or visit www.managementpartners.com.
Getting the talent you need and keepingthe talent you have
Hiring and keeping talented employees is
requiring more creativity. It’s especially
true in times of budget cutbacks and
reduced staffing. When our organizations
are challenged to get the work done with
fewer staff, we need to make sure we
have talented people to do the job. There
is no single answer to how to attract and
retain local government employees. The
varied approaches offered here, however,
can be added to your tool kit to help your
agency get the talent you need and keep
the talent you have.
Graphic Design provided by Hurd & Associates | ihurd.comJoan Hurd (925) 930-8580 | [email protected]
Use Technology: PDAs, wikis, wirelessconnections and on-line access to all sorts of information are the norm in daily life.Today’s employees—particularly youngerones—expect to have fast, reliable, andconstantly improving technology as part of the workplace.
Transferring Institutional Knowledge:Create ways to document and impartknowledge of retiring employees to others.This can include creating an internal city wiki.Resource: Palopedia, Jon Abendschein, Resource Planner,City of Palo Alto, [email protected]
Vacation Leave: Provide more time off fornew employees while reducing the timelimits to accrue vacation hours.
Cafeteria Plans: Allow employees to tailor their benefits to their needs. Someemployees need benefits to enable them tocare for elderly family members (flexibilityto care for aging parents, referral services,etc.), while others have small children andneed nearby childcare and schedulingflexibility to attend to family responsibilities.
Life/Work Balance: Provide a variety of flex scheduling options (e.g., 9/80, 4/10),depending on the needs of employees and theirwork groups. Allow telework opportunitiesand provide appropriate technical support.Offer resources (such as info-referral) andencourage self-help support groups toemployees regarding child care, elder care,grief support, and other family support needs.Resource: Kathy Farrar, HR Director, City of MountainView, [email protected]
Employee Self-Service: Create self-serviceapplications so employees can log in theirown benefits modifications, tax withholding,beneficiaries and other personal changes. Resource: Heather Shupe, Sr. Administrator for HR, City ofPalo Alto, [email protected]
Employee Orientation or “Onboarding”:Use the orientation to immediately impress.This is the first opportunity to impress uponthe new employee what the culture is of theorganization. Orientations should not berushed and should include the organizationalvalues, challenges and opportunities alongwith pathways for involvement. Resource: Donald W. Turko, Director of Human Resources,County of Solano, [email protected]
Preventative Healthcare Programs:Individuals respond positively to organizationsthat embrace the total health and well-beingof employees. Preventative care programs notonly reduce cost, but also result in morehealthy and productive employees.Resources: Peter Bassett, Benefits Manager, San Mateo County, [email protected]; Bill Henderson, Risk Manager, City of Livermore,[email protected]
Systematize Innovation: Consider ways tointentionally incorporate initiative andinnovation in the workplace. Allow a certainamount of time per week that employees canuse to develop new programs and serviceseven outside of their department.Resource: Holly Brock-Cohn, HR Director, City ofLivermore, [email protected]
Values-Based Ethics Programs: Membersof emerging generations, especially, aremore accustomed to the positiveconsequences of doing the right thing,rather than the negative consequences ofdoing the wrong thing. Consider theimplementation of an ethics program thatemphasizes the ideal values for an employeeat your organization.Resource: Carol McCarthy, Deputy City Manager, City of Santa Clara, [email protected]
Environmental Responsibility: Show acommitment to the environment andsustainability by creating programs toaddress these issues. Examples include aninterdepartmental Sustainability Team andincentives for using alternativetransportation.Resource: Steve Emslie, Interim Deputy City Manager, City of Palo Alto, [email protected]; Kathy Hamilton, HR Specialist, City of San Luis Obispo,[email protected]
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Hiring 2.0
An Initiative of the Cal-ICMA Coaching Program
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Many of these best practices can be implemented inexpensively.Indicates low or no cost for the best practice.
O T H E R I D E A S
Further Reading� http://www.hotjobsresources.com/
pdfs/MillennialWorkers.pdf
� Generation Y: Thriving (and Surviving) With Generation Y at Work by Peter Sheahan, Hardie Grant Books, 2006
� Millennials Rising: The Next GreatestGeneration by Neil Howe and William Strauss, Vintage, 2000
� Talent on Demand: Managing Talent in an Age of Uncertainty by Peter Cappelli,Harvard Business School Press, 2008
For more information...
Cal-ICMA would like to thank Management Partners for its contributions in identifying best practices and developing this brochure.
