State of California Workforce Planning Conference November 5, 2008 Santa Barbara County: Implementing a Strategic and Integrated Talent Management Plan to Create a Customer Focus Background Profile – County of Santa Barbara • Population: 400,335 • # of employees: 4,135 • # of labor organizations: 9 • # of County departments: 23 • General Government • Civil Service System • CEO Structure 2004 – Key Human Capital Challenges Aging Workforce – Difficulty Difficulty Attracting Uncompetitive Attracting Younger Salaries and Workforce and Retaining Benefits Talent Key Human Inflexible and Capital High Cost of Antiquated HR Challenges Living/ Business Commuting Systems Inadequate Poor Customer Workforce Service Image Planning 2004 - Human Resources Business Systems Training and development programs disconnected from business objectives Entitlement pay systems Outdated, passive marketing and recruiting Performance management disconnected from County business objectives – many cookie-cutter evaluations 349 active pay ranges (12:1) 718 classifications for 4,135 FTEs (5:1) Antiquated – more than 30 years old 2005 – Board of Supervisors Sets New Direction • Create a culture committed to excellent customer ACCOUNTABILITY service • Align the EFFICIENCY CUSTOMER FOCUS workforce with the County’s new ACE values Strategy for Achieving the Board’s Vision… Vision: Excellent Customer-based Modernize HR Accountability Improved Customer Competencies Business for Service Customer Service and Expectations Systems Excellence Service Achieved Classification Compensation Performance Recruiting and Management Retaining Training and Rewards and Development Recognition Supporting System Values Changes Recognize & Talent/ Reward Competency Excellent Management Customer Performance Service Performance Results Management Succession Learning & Planning Development Key Strategic Initiatives Key Strategic Initiatives • Collaborative • Broad, flexible The Clerical classifications Classification & Compensation • Broad pay bands Project • Skill-based pay Deputy District The Leadership Attorney Pay • Productivity-based Project Modernizing System pay Classification & • Base-building and Compensation Systems lump sum (bonus) Organizational Physician and • Exceptional Review Psychiatrist Underway Pay System performance Public Works rewards Classification & Compensation • Tied to improved Project customer service Key Strategic Performance Planning: Initiatives – Performance Planning Performance and Individual Management Development Plan Systems Goal Setting Performance Check-In Performance Evaluation Improvement Plan Pay Decisions Key Strategic Initiatives – Employment Business Initiative • HR professionals and department managers working together to modernize talent source management practices: exit apply Streamlining recruiting and screen selection methods career mobility Building a talent pipeline assess measure Further consolidation of interview classifications develop offer Workforce planning onboard Increased competency-based recruiting and selection Key Strategic Initiatives – Restructuring County Human Resources • Building a strong human resources enterprise with a hybrid model: A consultancy and coordination component Business centers (shared services) Dotted-line reporting relationship to CEO/Human Resources • Designed to maximize efficiency, expand expertise, and support department operations more effectively Key Strategic Initiatives – Realigning the Employees’ University • Aligning employee training and development programs with: Department business operations Customer-focused competencies and skills Modern business practices Organizational goals – customer service delivery • Creating robust, rigorous, accountable training programs with measurable results – first track implemented November 2008 Lessons Learned Along the Way Lessons Learned… • Tailor changes to the organization and the workforce • Communicate, communicate, communicate • Collaborate, collaborate, collaborate • Don’t fall in love with your own ideas • Think “how can we?” (don’t focus on obstacles) • Stay focused on the outcome • Build changes into the culture and its vernacular • Don’t focus on perfection – build a process for continual improvement Lessons Learned… CHANGE IS HARD … DON’T GIVE UP! Jeri Muth – Bio Jeri Muth has been a Human Resources professional for approximately eight years. She began her HR career in labor relations for the County of Orange creating and implementing innovative human resources strategies to align the workforce with organizational objectives following the County’s 1994 filing for bankruptcy. These initiatives included new classification and compensation systems, new performance management systems, and a Countywide employee recognition program anchored to the values of the organization. In 2005 Jeri moved to the County of Santa Barbara as an Assistant Human Resources Director. Since that time she has led efforts to institute a fully-integrated competency model used to market and recruit, hire, train and develop, manage performance, and reward performance. Often in a labor-management collaborative environment, these efforts have included streamlining the classification structure to provide operational flexibility, implementing new pay systems that directly link compensation to performance, creating modern and meaningful performance management systems, leading pilot succession planning programs, and designing competency-based training and development programs that support improved customer service throughout the organization. Prior to moving to Human Resources, Jeri developed strong business acumen working in a variety of County departments including Probation, Health Care, Social Services, and Waste Management. She received her BA in English from the University of California at Long Beach, completed masters coursework at the University of Redlands, and has completed several certificate programs through the University of California at Los Angeles.