602 EPID Public Health Management & Organization Personnel Management
ORWhat Public Health Managers Need to Know
HR Highlights for Public Health Practitioners
Review
Syllabus Handouts
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Objectives
At the conclusion of this lecture, students should be able to describe:
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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
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
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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)
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
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) Skills missing required to meet current or future needs Develop Action Plan
Business Plans, Trends, Emerging Issues
Employee Demographics, Skills, Business Needs Start Planning Process
Identify What You Learned Evaluate Results
Implement Action Plan
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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 employee development
Directed
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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
20002000-2006 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 hard-toroles
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For Questions & Information
Contact: Bob DeLaney, HR Policy Manager 804-864804-864-7084 [e-mail]
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HR Workforce Management Lifecycle
Milan Hapala, Operations Team Manager
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 Funding
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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 Levellater 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 staffingstaffing-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 (RMS)
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 (RMS)
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
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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 R&S is documented Documentation retained for 3 years Needed to demonstrate a consistent and fair R&S May assist managers in future R&S 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, shareholders shareholdersemployee performance affects customers Managers set performance expectations and evaluate success
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Performance Management
In system, state annual performance evaluation (PE) conducted NonNon-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 (T&D)
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Begins with orientation to VDH VDH developing comprehensive orientation for all employees Ongoing T&D tied to annual employee development plan May be OJT or formal training externally Based on budget availability
The Classified Employee Lifecycle
For Questions & Information Contact:
Milan Hapala HR Customer Service Manager 804-864804-864-7099 [e-mail]
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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, questionquestionnaires
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 TimeTime-based Performance-based Performance Productivity-based Productivity Competency/Skill-based Competency/Skill
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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 long 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
Base Pay Continuous Compounds with other increases Bonus One time payment One time payment, NOT impacting future increases Does NOT affect benefit costs
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May affect benefit costs (e.g., retirement, shortshortterm disability)
Bonuses
SignSign-on Bonus
Incentive to accept employment Ensure continued employment for specified period (1-2 yrs.) (1Incentive for enhanced performance & productivity
Performance/Productivity
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Bonuses
Retention Bonus
Ensure continued employment for specified period (1-2 yrs.) (1Incentive to join project team Incentive to complete project on time and/or under budget
Special Project Bonus
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Recognition Awards
Recognize superior performance and/or productivity Reinforce behavior consistent with agency values Monetary & Non-monetary Non
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
OnOn-call Pay
Pay for being available to work May be in the form of pay or leave
CallCall-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
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Exempt v. Non-exempt Nonemployees
Compensation & Rewards
What questions do you have?
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Managing within Law and Policy
Grace DiLiberto
EEO & Employee Relations Mgr.
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 NonWith Employment Laws, Regulations, or Policies Management Decisions Overturned Penalties Expensive & Time Consuming Litigation Jury Verdicts
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What are the Risks?
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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). 2000e-
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Equal Employment Opportunity is the Law
Equal Pay Act Pregnancy Discrimination Act The Age Di...