Department of Human Resources Civil Service Reform Preserving the Promise of Government Board of Sup

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Department of Human Resources Civil Service
ReformPreserving the Promise of
GovernmentBoard of Supervisors Government
Audit Oversight Committee Civil Service Reform
HearingAugust 15, 2005Philip A. GinsburgHuman
Resources Director
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Board of Supervisors Government Audit
Oversight Committee Civil Service Reform
HearingAgenda, August 15, 2005__________________
______________________________________

• DHR Policy Paper Process and Findings
• Overview of Recommendations
• Mayors Initial Directives
• Other Reform Efforts
• Questions and Comments

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Civil Service Reform ProjectDHR Policy Paper
Process and Findings_____________________________
___________________________

• Process
• - Stakeholder Meetings and Input
• - Jurisdictional Surveys
• - Best Practice Literature Review
• Reform Areas
• - Hiring
• - Employee Investment and Performance
  Management
• - Separation
• - Governance
• Findings
• - General discontent with the current civil
  service system
• Slow, unresponsive, unfair, under funded
• Fails to effectively support operational needs
• Fails to motivate employees
• The Report
• - A total of 45 recommendations in the 4
  reform areas

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Civil Service Reform ProjectOverview of
Recommendations _________________________________
_______________________

• Six Core Themes
• Respond to a changing workforce.
• - Provide incentives to keep employees
  working longer modernize our classification
  plan.
• 2. Engineer more efficient civil service hiring
  processes.
• - Develop new methodologies and increase the
  use of technology to hire employees.
• 3. Focus on performance.
• - Conduct regular performance evaluations,
  simplify processes for managing poor
  performance and provide adequate motivation to
  inspire excellence.
• 4. Open doors to career development.
• - Invest in training and professional
  development, and create flexible opportunities to
  promote.
• 5. Rationalize separation procedures.
• - Modify our current procedures and expedite
  resolution of disputes.
• 6. Modernize and simplify the governance of our
  personnel system.
• - Simplify and streamline our personnel
  and civil service system and clarify the roles
  and responsibilities of DHR and the
  Civil Service Commission.

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Civil Service Reform Project Mayors Initial
Directives _____________________________________
___________________

• Faster Permanent Hiring/Eliminate Provisional
  Appointments
• Upgrade Human Resources Technology
• Increase Training and Career Development
  Opportunities
• Performance Planning and Appraisals
• Succession Planning and Class Plan Modernization
• Simplify and Revise Civil Service Rules

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Civil Service Reform Project Mayors Initial
Directives_______________________________________
_________________

• Faster Permanent Hiring/Eliminate Provisional
  Hiring
• Problem
• It takes too long to hire permanently gtgtgt up to
  12 months.
• Departments rely on provisional hiring to
  address immediate needs.
• Provisional employment can be inequitable and
  inefficient.
• Reform Underway
• DHR is developing 60-day merit-based permanent
  hiring process.
• DHR is exploring use of apprenticeships,
  licensing, certificated and educational
  programs to establish eligible lists in lieu of
  more traditional testing.
• DHR is expanding use of multi-classification
  exams.
• DHR is expanding use of continuous lists and
  continuous testing.
• DHR is working with Mayor and Controller to
  simplify requisition approval process.

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Civil Service Reform Project Mayors Initial
Directives_______________________________________
_________________

• 2) Upgrade Human Resources Technology
• Problem
• Paper transactions are slow and labor
  intensive.
• Poor technology contributes to delays in hiring
  and other forms of HR processing.
• Restricts hiring and employment information
  from decision makers.
• Existing technology is out of date and not
  strategically coordinated.
• Reform Underway
• Implementing fully integrated on-line hiring
  system web-based recruitment,
  applications, screening, certification and
  referral.
• Upgrade PeopleSoft to current platform. Fully
  integrate with payroll and retirement
  system.
• E-distribution of job announcements and
  eligible lists.
• E-tracking of temporary employee work hours.
• E-approval of routine pay and premium
  transactions.

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Civil Service Reform ProjectMayors Initial
Directives ______________________________________
__________________

• 3) Increase Employee Training and Development
  Opportunities
• Problem
• The City is failing to motivate and inspire high
  levels of employee performance through career
  development and training.
• The City is failing to provide new supervisors
  with the management skills needed to properly
  lead and manage employees.
• The City is failing to engage in adequate
  succession planning by providing adequate
  encouragement and incentive to increase
  competencies to move into positions of greater
  responsibility and leadership.
• Reform Efforts Accomplished or Underway
• The Mayor has directed departments under his
  direction to begin providing newly hired
  supervisors and managers with required training.
  Further, he has directed DHR to provide a plan to
  make training required for all supervisors and
  managers by end of fiscal year.
• The Mayor has directed DHR to work with SF State
  and City College to create City University to
  provide on-site career development opportunities.
• DHR has created core supervisorial/managerial
  training curriculum.
• DHR has created new centralized web-based
  training site as a resource for employees to
  identify training opportunities throughout City
  departments.

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Civil Service Reform Project Mayors Initial
Directives ______________________________________
__________________

• 4) Performance Planning and Appraisals
• Problem
• The City fails to perform regular performance
  evaluations for its employees.
• Employees do not receive the fair and meaningful
  input of performance planning and goal setting
  feedback needed to do their jobs well and to
  develop professionally.
• There is little recognition or incentive for
  excellent performance, nor is there disincentive
  for underperformance.
• Reform Efforts Accomplished or Underway
• The Mayor has directed departments under his
  direction to complete annual performance planning
  and appraisals for all employees.
• DHR will begin providing additional performance
  planning and appraisal training.
• Upgrade to PeopleSoft will help enable tracking
  of citywide performance evaluations.

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Civil Service Reform Project Mayors Initial
Directives ______________________________________
__________________

• 5) Succession Planning/Class Modernization
• Problem
• 43 of City employees 50 or older and large scale
  retirements looming. (1200 Retirements in 04-05)
• The City is not adequately engaged in succession
  planning.
• The Citys class plan includes 1300 different
  jobs, which places a great deal of pressure on
  the HR system.
• The class plan creates too many barriers to entry
  and is failing to keep up with more modern and
  dynamic definitions of work.
• Reform Efforts Accomplished or Underway
• The Mayor has directed DHR to convene a task
  force on succession planning with Controller and
  Retirement and to provide annual report on Citys
  workforce that incorporates succession planning
  strategies.
• The Mayor has directed DHR to continue work on
  modernizing the Citys class plan with the goal
  of reducing overall number of job classes and
  making sure MQs help screen in a diverse pool of
  talented workers and innovative thinkers.

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Civil Service Reform Project Mayors Initial
Directives ______________________________________
__________________

• 6) Simplify the Civil Service Rules
• Problem
• General consensus that 4 volumes of civil service
  rules need simplification, updating and revision.
• The Rules fail to distinguish between the
  Commissions jurisdiction to ensure integrity of
  the merit system and DHRs responsibility to
  administer personnel system in a climate of
  changing legal, financial, technological and
  service parameters.
• Reform Efforts Accomplished or Underway
• The Mayor has directed DHR and CSC to convene a
  task force to simplify Civil Service Rules that
  will include labor, operating departments and
  outside personnel experts. He has asked that
  work conclude by January 07.
• DHR is working with CSC to identify strategies to
  strengthen independence of the Commissions
  appellate functions.

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Civil Service Reform Project Ongoing and/or
Upcoming Reform Efforts _________________________
_______________________________

• Additional Ongoing and/or Upcoming Reform
  Efforts
• DHR will be hiring new recruitment staff to
  revitalize in-house recruitment responsibilities.
• DHR is working with labor to negotiate new
  performance based compensation programs for
  professionals, managers, deputy probations
  officers and deputy sheriffs. DHR will look to
  expand the program during 05-06 negotiations.
• DHR is working with labor to expedite grievance
  procedures to ensure timely resolution and
  fairness in dispute resolution.
• DHR is working with the Citys craft unions on
  greater use of apprenticeship programs.
• DHR is working on a new City-wide transition to
  work program

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Civil Service Reform ProjectQuestions and
Comments ________________________________________
________________
? Additional information at
www.sfgov.org/DHR-CSR ? Or email
questions and comments to
DHR-CSR_at_sfgov.org