EPID 602 Public Health Management

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EPID 602Public Health Management Organization
Personnel Management
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ORWhat Public Health Managers Need to Know

• HR Highlights for
• Public Health Practitioners

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Review

• Syllabus
• Handouts

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Objectives

• At the conclusion of this lecture, students
  should be able to describe
• The human resource function in a PH organization
• HR partnerships in support of PH business needs
• The public health manager as a manager of human
  resources
• Workforce planning in a PH organization

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Objectives (continued)

• At the conclusion of this lecture, students
  should be able to describe
• The HR workforce management lifecycle
• Staffing strategies
• Compensation rewards
• Managing within law policy

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Questions?

• In class
• Email

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Presenters from the Virginia Department of
Health Office of Human Resources

• Rebecca Bynum
• Robert DeLaney
• Grace DiLiberto
• Milan Hapala

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Why HR exists in an organization

• Provide quality leadership and expertise for the
  management of the workforce within an
  organization.

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Traditional HR Components

• Organizational structure and change
• Staffing
• Compensation and benefits
• Workforce planning
• Fairness, compliance and risk management

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HR in a public health organization

• PH Workforce is composed of dedicated
  professionals
• Diverse jobs and geography
• Plan for respond to unique business needs

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HR in a public health organization

• PH is a specialized competitive market
• Urgent emerging issues of significance to all
  citizens (security, employee safety, emergency
  preparedness, smallpox, pandemic influenza,
  telecommuting, background investigations, adjunct
  workforce, public health emergency leave,
  exercises)

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The PH manager as a manager of Human Resources

• Know the essentials of HR policy and good
  practice
• Create effective business partnerships with HR
• Train staff, create standards, expect
  performance, celebrate results, address
  challenges

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The PH manager as a manager of Human Resources

• Assure integrity, compliance effectiveness of
  HR practice
• Lead by example

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HR Communications

• Professional HR practitioners and informed
  employee, supervisors managers
• Efficient use of technology for training,
  collaboration and conveyance of data

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HR Communications

• Network of organizational business staff and
  means to keep staff informed
• Collaborative HR policy program development

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Workforce Planning in a Public Health
Organization

• Bob DeLaney
• VDH OHR Policy Manager

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What is workforce planning?

• A strategic review
• A systematic assessment of agency staffing needs
  actions necessary to address them

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Why Workforce Planning?

• Directs resources to most critical staffing needs
• In the case of the Commonwealth of Virginia
• State Policy 1.90, Workforce Planning
• Governors Management Standards Scorecard

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Workforce Planning Process
Assess Future Needs
Analyze Current Situation
Determine Gap(s)
Business Plans, Trends, Emerging Issues
Skills missing required to meet current or future
needs
Employee Demographics, Skills, Business Needs
Develop Action Plan
Start Planning Process
Identify What You Learned
Implement Action Plan
Evaluate Results
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Workforce Planning A Continuous Process

• Annual assessment
• Progress towards goals
• New or changing business needs

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Workforce Planning A Continuous Process

• Plan guides daily activities
• Recruitment Hiring
• Training Development offered
• Directed employee development

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Whos involved in workforce planning?

• The CEO
• Human Resources
• Executive Staff
• Managers and supervisors
• Employees

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Current VDH Workforce Issues

• Preparation for Increased Turnover of Senior
  Workers
• Improved Retention of Highly Skilled and Younger
  Staff
• Providing Retirement Financial Planning Resources
  to Employees

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Current Potential Impact of Retirements on VDH

• As of July 15, 2007
• 37.2 eligible for partial retirement
• 5.5 eligible for full retirement
• 2000-2006 proportion of retirements is between
  2.0 - 2.6 annually

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Examples of positions critical to future of VDH

• Physician Manager I (District Director)
• Dentist I
• Public Health Nurses Nurse Managers
• Architect/Engineer I (Environmental Engineer)
• Environmental Specialists Managers
• Pharmacists I II
• Epidemiologists

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Resources For Priority Roles

• Compensation
• competitive with market
• enhance retention
• Education, Training Development
• develop new or existing skill sets
• excellence in service
• Special Recruitment Efforts
• strong applicants for hard-to-fill, critical roles

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For Questions Information

• Contact
• Bob DeLaney, HR Policy Manager
• 804-864-7084
• robert.delaney_at_vdh.virginia.gov

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HR Workforce Management Lifecycle

• Milan Hapala,
• Operations Team Manager

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The Classified Position Lifecycle Planning and
Forecasting

• Present Future Business Needs
• Funding
• FTE Allocation

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Present Future Business Needs

• Organizations Strategic Plan
• Legislative Initiatives
• Customer Needs

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Funding

• Federal Funding
• State Funding
• Local FundingCoop Budget

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FTE Allocation

• FTE level determined by executive and legislative
  branches of govt.
• Based on new program initiatives balanced by
  funding resources

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The Classified Position Lifecycle Establishment

• Employee Work Profile (EWP) w/ performance
  expectations and sensitivity designation
• Classification Level-reviewed in later segment
• Approvals/hiring exemption

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Employee Work Profile (EWP) w/ performance
expectations and sensitivity designation

• Management determines business need
• Develops EWP to meet business need
• Determines performance expectations for each job
  element
• At VDH, determines the level of sensitivity of
  position for BI

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Approvals/Hiring Exemption

• Approval needed from Cabinet Secretary to fill
  vacancies
• Priorities given to direct services positions
• Business need must be strong to fill position

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The Classified Position Lifecycle
Organizational Changes

• Reorganizations
• Planning to avoid disruption of service/layoffs

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Reorganizations

• Planning to avoid disruption of service/layoffs
• Based on Business Need
• Increase or decrease size of staffing-impact on
  positions and employees

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Planning to avoid disruption of service/layoffs

• Abolish vacant positions and redeploy existing
  resources
• Role changes for existing staff to meet business
  needs
• If layoffs needed, planning for least impact on
  services/staff

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Layoffs

• State and agency Layoff Policies provide
  consistent procedure
• Policies provide Placement Rights for displaced
  employees
• Policies provide Severance Benefits for separated
  employees

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The Classified Employee Lifecycle Recruitment
and Selection

• Recruiting strategies
• ads based on EWP
• minority advertising
• recruitment management system (RMS)

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Recruitment Management System (RMS)-Applicant

• Allows applicant viewing of all state jobs under
  active recruitment
• Provides for single entry and storage of
  application
• Provides for instant filing of application with
  state agencies
• Applicant can check on status of selection process

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Recruitment Management System (RMS)-Employer

• Provides for automated entry of job ads
• Provides applicant audience of anyone accessing
  state web site
• Easy retrieval and review of applications
• Electronic notification to applicants of
  selection status

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The Classified Employee Lifecycle Recruitment
and Selection

• Selection
• screening based on ad
• interviews (questions based on ad)
• reference checks
• compensation negotiations (total
  compensation)
• documentation

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Screening

• Based on ad and job duties (EWP)
• Used as 1st step in selection to identify most
  qualified applicants for interview
• Can result in large or small number for interview
  dependent on selection criteria and size/quality
  of pool

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Interviews

• Interview panel recommended
• Standard questions for all applicants
• Questions based on EWP and ad
• Equal time for all applicants
• Work exercise recommended for most positions
• Panel recommendation/selection

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Reference Checks

• Who do you call?
• Standard questions asked of all references
• Questions based on EWP and job requirements
• Document references

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Compensation Negotiations

• Minimum salary requirements of applicants
• Budgeted amount for salary
• Salaries of other employees
• Current market rates of pay
• Communicate total package to applicant (pay plus
  benefits)

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Documentation

• Each step of RS is documented
• Documentation retained for 3 years
• Needed to demonstrate a consistent and fair RS
• May assist managers in future RS by using
  previous ads, screening criteria, etc.

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The Classified Employee Lifecycle Hiring

• Hiring
• Orientation
• Individual
• Agency
• Public health
• New employee expectations
• Background investigations
• Probationary period

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Employee Expectations

• Developed from EWP
• The who, what, when, where, and how for employees
• Critical to achieve organizations mission
• Used for performance evaluations

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Background Investigations (BI)

• Required for all employees in sensitive positions
  as identified by management
• Employment contingent on successful completion of
  BI
• Employee may be terminated or sensitive duties
  removed

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Probationary Period

• First 12 months of employment
• Critical time for evaluation of employee
  performance/behavior
• No grievance procedure access for probationary
  employee
• Employment may be terminated during probation
  with senior management approval

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The Classified Employee Lifecycle Employee
Management

• Performance management/evaluations
• Employee recognition
• Progressive discipline
• Training and development

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Performance Management

• Employee job performance critical to success of
  organizations mission
• In public sector, answer to taxpayers, in private
  sector, shareholdersemployee performance affects
  customers
• Managers set performance expectations and
  evaluate success

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Performance Management

• In state system, annual performance evaluation
  (PE) conducted
• Non-contributor PE results in 90 day reevaluation
  with termination for non performers
• When pay adjustments granted by GA/Governor,
  contributor performers receive increase

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Progressive Discipline

• State Standard of Conduct Policy provides for
  progressive discipline for violators
• Management given flexibility in handling
  discipline
• At VDH, Office of Human Resources (OHR) provides
  guidance in implementation

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Progressive Discipline

• Group I, II, or III Written Notices issued as
  formal discipline if informal counseling fails
• Lowest level used for successful correction of
  behavior
• Documentation critical to the process

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Training and Development (TD)

• Begins with orientation to VDH
• VDH developing comprehensive orientation for all
  employees
• Ongoing TD tied to annual employee development
  plan
• May be OJT or formal training externally
• Based on budget availability

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The Classified Employee Lifecycle

• For Questions Information Contact
• Milan Hapala
  HR Customer Service Manager
• 804-864-7099
• milan.hapala_at_vdh.virginia.gov

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Compensation Rewards

• Bob DeLaney
• VDH OHR Policy Manager

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FIRST THINGS FIRST

• Whats included in compensation?
• Salary/Wages
• Benefits
• Bonuses
• Recognition Rewards
• Typically the largest budget item

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FIRST THINGS FIRST

• What is the goal of your compensation system?
• Needs to fit your organizations mission, vision
  values
• What are your financial resources?
• Whats your Compensation Philosophy?

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Deciding Who Gets Paid What?

• Job Analysis
• Observation, interviews, question-naires
• Job Evaluation
• Ranking
• Classification (whole job)
• Factor Comparison
• Point Factor
• Market Based

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Deciding Who Gets Paid What?

• Market Pricing
• Obtain analyze market salary data
• Choose Compensation Method
• Flat Rate
• Time-based
• Performance-based
• Productivity-based
• Competency/Skill-based

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Deciding Who Gets Paid What?

• Develop Pay Structure
• Broad or narrow range(s)
• Grades/Levels
• Steps or open ranges
• Determine Pay
• Based on the type of pay system selected

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BENEFITS

• Considered part of compensation
• Often employees do not know value
• Salary comparisons should include
• The second largest component of personal services
  portion of budget

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BENEFITS

• Standard
• Sick, vacation, personal, holiday leave
• Health Insurance (dental, vision prescription
  drugs may be included)
• Pension and/or retirement savings plans

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BENEFITS

• Richer plans may include
• Life accidental death insurance
• Short long-term disability
• Employee assistance program
• Wellness
• Stock purchase plans/options
• Dependent care subsidies
• Discounts on company services

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BENEFITS

• Low/No Cost
• Flexible work schedules
• Casual dress
• Telecommuting
• Credit Union

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Bonuses

• One time payment
• Primarily used as an incentive for desired
  behavior

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Bonuses
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Bonuses

• Sign-on Bonus
• Incentive to accept employment
• Ensure continued employment for specified period
  (1-2 yrs.)
• Performance/Productivity
• Incentive for enhanced performance productivity

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Bonuses

• Retention Bonus
• Ensure continued employment for specified period
  (1-2 yrs.)
• Special Project Bonus
• Incentive to join project team
• Incentive to complete project on time and/or
  under budget

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Recognition Awards

• Recognize superior performance and/or
  productivity
• Reinforce behavior consistent with agency values
• Monetary Non-monetary
• Bonuses Leave Time
• Public acknowledgements, caps, cups, movie
  tickets, etc.

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Special Pays

• Shift Differentials
• Incentive for working less desirable shifts
  (e.g., evenings, weekends, nights)
• Paid on hourly basis
• Often requires that work a minimum number of
  hours on shift (2 or 3 hours) before receive

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Special Pays

• On-call Pay
• Pay for being available to work
• May be in the form of pay or leave
• Call-back Pay
• Receive pay for set number of hours regardless of
  how long actually work

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Fair Labor Standards Act

• Federal Law
• Regulates
• Minimum Wage (currently 5.85)
• Child Labor
• Hours of work
• Overtime pay
• Exempt v. Non-exempt employees

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Compensation Rewards

• What questions
• do you have?

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Managing within Law and Policy

• Grace DiLiberto
• EEO Employee Relations Mgr.

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Agenda

• The Risks
• Risk Avoidance
• Equal Employment Opportunity Prohibition
  Against Workplace Harassment
• Complaints

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What are the Risks?

• Adverse Findings of Non-Compliance With
  Employment Laws, Regulations, or Policies
• Management Decisions Overturned
• Penalties
• Expensive Time Consuming Litigation
• Jury Verdicts

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What are the Risks?

• Workplace Conflicts
• Low Morale
• Loss of Productivity
• Turnover
• Negative Publicity
• Embarrassment to yourself, your friends, and your
  family

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Risk Avoidance

• Legal Compliance
• Consultation
• Training
• Communication

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Equal Employment Opportunity is the Law

• Federal Employment Laws Regulations
• State Laws
• State and VDH Policies

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Equal Employment Opportunity is the Law

• Governors Executive Order 1 (2006)
• Governors Management Scorecard
• Assurances for Grants Funding Authorities

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Equal Employment Opportunity is the Law

• Title VII of the Civil Rights Act of 1964 makes
  it unlawful for an employer to fail or refuse to
  hire or to discharge any individual, or otherwise
  to discriminate against any individual with
  respect to his compensation, terms, conditions or
  privileges of employment because of such
  individuals race, color, religion, sex, or
  national origin.
• 42 U.S.C. 2000e-2(a)(1).

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Equal Employment Opportunity is the Law

• Equal Pay Act
• Pregnancy Discrimination Act
• The Age Discrimination in Employment Act
• The Americans with Disabilities Act

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Equal Employment Opportunity is the Law

• This policy specifically prohibits discrimination
  on the basis of race, sex, color, national
  origin, religion, sexual orientation, age,
  political affiliation, or against otherwise
  qualified persons with disabilities ... Any state
  employee found in violation of this policy shall
  be subject to appropriate disciplinary action.
• Governor Kaine,
• Executive Order 1 (2006)

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What Is Prohibited?

• Basing employment decisions on factors other than
  an individuals qualifications and abilities.
• Applying different standards to different
  individuals.
• Allowing workplace harassment
• Retaliating against an individual for engaging in
  protected activities.

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Terms, Conditions, or Privileges of Employment

• Hiring
• Promotions
• Compensation
• Discipline
• Training
• Benefits
• Hostile Work Environment (Harassment)

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Workplace Harassment is Prohibited

• Unlawful workplace harassment occurs when the
  workplace is permeated with discriminatory
  intimidation, ridicule, and insult that are
  sufficiently severe or pervasive to alter the
  conditions of the victims employment and create
  a hostile or abusive work environment.

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Workplace Harassment is Prohibited

• Types of sexual harassment
• Quid pro quo sexual harassment
• Hostile work environment

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Workplace Harassment is Prohibited

• To establish a claim of hostile work environment,
  an employee must present evidence that the
  conduct in question was
• unwelcome
• based on membership in a protected group and
• sufficiently severe or pervasive so as to alter
  the conditions of employment and to create an
  abusive or hostile work environment.

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Workplace Harassment is Prohibited

• Harassment claims are analyzed from the
  perspective of a reasonable person (whether a
  reasonable person would find the conduct to be
  offensive or hostile).
• In addition, the law requires the complaining
  individual actually be offended.

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Workplace Harassment is Prohibited

• To determine whether conduct creates an abusive
  or hostile work environment, consider
• frequency of the conduct
• its severity
• whether it is physically threatening or
  humiliating, or a mere offensive utterance and
• whether it unreasonably interferes with an
  employee's work performance.

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Workplace Harassment is Prohibited

• VDH strictly prohibits harassment of any
  employee, applicant for employment, vendor,
  contractor, volunteer, client, or applicant for
  VDH services or permits on the basis of race,
  color, national origin, age, religion,
  disability, sex, marital status, or pregnancy.
• --VDH OHR Policy No. 2.30, Prohibition of
  Workplace Harassment

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Workplace Harassment is Prohibited

• VDH reserves the right to take corrective and/or
  disciplinary action for any conduct or behavior
  deemed by management to be inappropriate or
  unprofessional regardless of whether such
  conduct has reached the level of creating an
  intimidating, hostile or offensive work
  environment.
• ---VDH OHR Policy No. 2.30, Prohibition
  of Workplace Harassment

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Examples of Prohibited Conduct

• Ethnic or racial jokes or slurs
• Offensive posters, graffiti, or cartoons that
  reflect negatively on or denigrate a protected
  group
• Unwelcome sexual advances or offensive sexual
  language
• Mimicking or teasing an individual because of a
  physical disability
• Other examples?

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Examples of Prohibited Conduct
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Dispute Resolution

• Two party mediation
• Group mediation
• Facilitation
• Open, honest conversations

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Complaints

• Grievances
• Organizations Internal Complaint Process
• Virginia Department of Human Resource Management,
  Office of Equal Employment Services Complaints
• United States Equal Employment Opportunity
  Commission (EEOC) Complaints

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Complaints

• Va. Council on Human Rights
• Informal Complaints
• Knew or Should Have Known

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For questions or additional information contact

• Grace DiLiberto, EEO/Employee Relations Mgr.
• grace.diliberto_at_vdh.virginia.gov
• [phone]