V.1.

2019 Human Resources Director Goals December 5, 2019 Progress Report

Strategic Plan

Ensure the accomplishment of 2019 action plans related to the 2018-2020 Human Resources Strategic Plan The role of HR Business Partner impacts all four strategic focus areas (HR Business Partner presentation at the December 5 Personnel Board meeting)

Stakeholder Service and Relationships

Advance a culture of customer service excellence for the Human Resources (HR) Department o Develop and communicate service standards to stakeholders o Provide development opportunities and ensure clear service expectations for HR staff

Emotional Intelligence presentation at October 29 HR staff meeting o Assess customer satisfaction across the department o Reward and recognize staff for demonstrating excellent customer service o Learn and apply Florida Sterling Council Criteria for Performance Excellence

Enhance engagement and trust with affected stakeholders, with particular attention to clarifying roles, managing expectations, and managing change o Confirm expectations of stakeholders, particularly Appointing Authorities, Employees’

Advisory Council, and Personnel Board; manage competing interests through the formal adoption and communication of priorities for HR resources

o Enhance stakeholder engagement and communication by providing regular opportunities for feedback and dialogue

o Apply best practices for change management and ensure appropriate vetting with stakeholders when implementing new programs or changes to current programs

o Attend at least 75% of EAC Representative and Delegate Meetings to cultivate effective communication and trust between employees and HR Continue HR Director’s “A Visit to Your Workplace” 1-on-1 meetings with EAC Representatives at their worksites (see attached)

o Meet individually with each Appointing Authority at least twice annually to foster effective working relationships, understand service needs, and solicit feedback

o Meet individually with each Personnel Board member at least twice annually to provide updates and receive guidance

Communication and Outreach

Solicit perspectives from employees regarding effective communication strategies; implement communication approach aligned with employee feedback

Grow paid and unpaid internship opportunities – Limit to interested Appointing Authorities

HRIS and Records Administration

Implement further Taleo upgrades and enhancements for FACE and Recruitment modules o Introduce onboarding module o Implement single sign-on and optimized applicant and employee experience o Implement FACE enhancements, including customizable review templates

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UNIFIED PERSONNEL SYSTEM Annex Building 400 S. Fort Harrison Ave., 4th Floor Clearwater, Florida 33756 Phone: (727) 464-3367 FAX: (727) 464-3949 www.pinellascounty.org/hr

PINELLAS COUNTY IS AN EQUAL OPPORTUNITY EMPLOYER

Pinellas County

HUMAN RESOURCES Unified Personnel System

2019 Human Resources Director Goals Page Two

o Enhance decision support services for Appointing Authorities through more robust dashboards, key performance indicators (KPI’s) and other workforce reports from Human Resources

Organizational and Talent Development

Work with UPS leadership to cultivate diverse and inclusive work environments

Provide development programs for managers focused on facilitating welcoming and inclusive work environments

Planning and Performance

Prepare UPS for possible FY20 merit pay program implementation, including development of process and tools o Work with Appointing Authorities and the EAC on the development of an Employee Value

Proposition (EVP) for the Unified Personnel System, with specific focus on cash compensation, benefits and rewards

o Performance management – Expand supervisor development in conducting meaningful performance assessments that align with organizational strategic goals

Complete 2019 Employee Voice Survey – Goal of 75% participation rate Achieved an 83.7% participation rate, shared the Unified Personnel System results on the HR website and in the November Pen newsletter (see attached)

Total Rewards

Implement Phase II of the Classification and Compensation Study o Work with Appointing Authorities and Personnel Board to establish new Exempt

classifications o Work with affected stakeholders to update the BCC Exempt pay plan o Implement method for awarding in-range pay adjustments to recognize employee career

growth and development

Design and implement employee education campaign around the value/competitiveness of benefits and how various programs work

Provide each employee with a customized Total Compensation Statement

Workforce Strategy

Further implement strategies to attract applicants from underrepresented populations

Continue to enhance the hiring process to evaluate vacancies across the organization for current and future needs, and identify competencies needed for the positions

December 5, 2019 Attachments: A. A Visit to Your Workplace as of 11/20/19 B. Employee Voice 2019 Survey: Unified Personnel System Results and Infographic Summary

V.1.A.

Employees’ Advisory Council (EAC) 

A Visit to Your Workplace – Spring 2019 (as of 11/20/2019)

EAC Member Representing Date Meeting Time Ashley Skubal  At Large  June 14  11:30‐12:30 

Henry Gomez BCC Group I ‐ Solid Waste Mosquito Control North GMD South GMD 

July 10 August 20 October 23 October 24 

2:00‐3:30 6:45‐8:00 7:30‐9:00 7:30‐9:00 

Randy Rose  BCC Group II  June 12 9:30‐10:30 Lisa Arispe  BCC Group III  To be 

Scheduled 

Charles Toney  BCC Group IV To be Scheduled 

Donna Beim  BCC Group V Consumer Protection 

May 3 October 24 

3:00‐4:00 10:00‐11:30 

Doris McHugh  BCC Group VI  April 30  9:00‐10:00 

Bill Gorman  BCC Group VII  September 11 8:30‐9:30 Clare McGrane  BCC Group VIII  May 14  9:15‐10:15 

Leena Delli Paoli  Clerk North  April 30  3:00‐4:00 

Marion Nuraj  Clerk South  April 23  8:30‐9:30 

Kevin Connelly  Other Appointing Authorities  

May 9  8:15‐9:15 

Christian Steiermann  Property Appraiser April 26 8:00‐9:00 Linda Cahill  Supervisor of Elections  To be 

Scheduled 

Richard Carvale Tax Collector  October 9  9:00‐10:30 

V.1.B.

UPS Employee Responses

Response Rate: 83.7% The following tables contain the complete set of responses including "don't know" responses.

How likely or unlikely are you to recommend working for Pinellas County to someone who

asks?

Positive Rating 2019 Positive Rating

2017

Positive Rating

2015

Positive Rating

2013

% % % %

1 Level of recommendation 88% 89% 85%

Please rate the extent to which you agree or disagree with the following statements about

your job working for PINELLAS COUNTY.

Positive Rating 2019 Positive Rating

2017

Positive Rating

2015

Positive Rating

2013

% % % %

2 Overall, I am satisfied with my job 83% 83% 85% 83%

3 Overall, I feel positive about working for PINELLAS COUNTY 87% 87% 86% 84%

5 I plan on working for this organization a year from now 87% 89% 87% 88%

6 I feel positively challenged in my current job 79% 78% 80%

7 I have good friends at work 85% 86% 85% 84%

8 I know what is expected of me at work 90% 90% 90%

9 I have the opportunity to do what I do best every day at work 81% 80% 79% 77%

10 My values match or fit with the values of this organization 84% 85% 83% 86%

26 I receive competitive benefits overall (vacation, sick leave, health care, retirement plan,

etc.) 89% 87% 81%

27 There is a connection between compensation and performance 37% 35% 34%

11 I have received recognition or praise for doing good work in the last quarter 72% 75% 61%

12 In the last quarter, someone at work has talked to me about my progress 68% 70% 72%

Please rate the quality of each of the following aspects of working for your DEPARTMENT. Positive Rating 2019

Positive Rating

2017

Positive Rating

2015

Positive Rating

2013

% % % %

14 The working relationships in my department overall 70% 70% 68%

64 Fostering a culture of inclusion 62% 60%

15 Communication among all members of my department 56% 56% 55%

16 The work being done at my department overall 81% 82% 81%

17 Overall staff morale 53% 53% 49%

18 A respectful atmosphere 71% 70% 63%

19 Communicating standards of ethical behavior 73% 72% 67% 59%

20 Modeling standards of ethical behavior 71% 71% 65% 57%

21 Maintaining a work environment that is free of violence 91% 91% 81% 77%

21 Maintaining a work environment that is free of harassment 78% 78% 81% 77%

22 Maintaining a work environment that is free of drug or alcohol abuse 93% 92% 92% 87%

23 Clarity of staff roles and responsibilities 64% 66% 65%

25 Compensation (salary and benefits) compared with similar opportunities 49% 46% 47%

30 Defining department performance objectives 65% 67% 49% 50%

32 Supporting continual learning and development 73% 72% 65% 65%

35 Opportunities to develop a career path 53% 52% 50%

36 Work schedule flexibility (e.g., flex-time, alternative work schedule, etc.) 71% 71% 66% 66%

37 Availability of necessary materials, resources and equipment to do the job effectively

77% 77% 74% 75%

39 Providing individual and group work spaces to do the job effectively 76% 76% 73% 79%

Please rate each of the following aspects of your WORKGROUP. Positive Rating 2019

Positive Rating

2017

Positive Rating

2015

Positive Rating

2013

% % % %

40 The working relationships in my workgroup overall 78% 78% 75% 79%

41 Communication among all staff in my workgroup overall 71% 71% 68%

42 The distribution of work among team members in my workgroup 65% 67% 62% 60%

43 The quality of the working relationships between sections or workgroups in this

organization 67% 67% 58%

44 The quality of work being done in my workgroup overall 85% 87% 83% 86%

45 Overall staff morale in my workgroup 64% 63% 58%

Please rate each of the following aspects of your SUPERVISOR’S performance. Positive Rating 2019

Positive Rating

2017

Positive Rating

2015

Positive Rating

2013

% % % %

46 Fostering an atmosphere of mutual trust and confidence 69% 68% 64% 62%

47 Promoting a positive working relationship among workgroup members 72% 71% 66%

28 Dealing with low-performing employees 43% 43% 24% 20%

29 Rewarding/recognizing high-performing employees 53% 51% 27% 25%

31 Applying discipline fairly and consistently 55% 53% 35% 37%

34 Coaching or mentoring employees 62% 61% 48% 47%

48 Providing specific, constructive feedback that helps improve performance 65% 67% 61% 59%

49 Working together with employees to set goals 65% 64% 59% 57%

50 Communicating expectations of employees 69% 69% 61% 58%

51 Encouraging employees to make decisions concerning their work 72% 73% 69% 66%

52 Informing employees about decisions that impact work 68% 70% 65% 61%

54 Treating employees with respect 77% 77% 72% 69%

55 Welcoming employee involvement in decision-making 67% 67% 63% 58%

65 Accessibility of supervisor to address questions and concerns 78% 78%

Please rate the quality of each of the following aspects of your organization’s executive

leadership, i.e. your Appointing Authority

Positive Rating 2019 Positive Rating

2017

Positive Rating

2015

Positive Rating

2013

% % % %

56 Clarity of strategic direction, goals and objectives 58% 63% 61%

57 Communicating information in a timely manner 59% 60% 59% 55%

58 Communicating information that helps employees to understand the problems and

issues facing Pinellas County 57% 59% 55%

59 Encouraging employees to come up with innovative solutions to problems 58% 59% 57% 52%

60 Welcoming employee involvement in decision-making 49% 50% 48% 45%

61 Listening to employee opinions 53% 51% 48% 45%

62 Promoting a climate of mutual understanding and respect among members of different

groups 59% 60% 55%

63 Overall level of confidence in the leadership of my top leadership 60% 62% 58%

of employeesparticipated

84%

2019 Pinellas County Employee Survey Results

SURVEY DATES: PARTICIPANTS: WORKING FOR PINELLAS:

Pinellas County recently worked with a third party to roll out the 2019 Employee Voice Survey. Results are currently being shared with your Appointing Authorities, but here is a sneak peek of the UPS-wide results.

Launched August 11, 2019 and closed September 4, 2019.

88% of Pinellas County employees would recommend

working for the County

WORKPLACE DIMENSIONS: Questions captured your experience with the workplace dimensions of Credibility, Respect, Pride,

Camaraderie and Fairness. Below see the trends in average satisfaction scores by dimension.

Pride Camaraderie Respect Credibility Fairness

2017 84% 72% 68% 66% 65%

2015 83% 70% 64% 60% 57%

2019 83% 71% 68% 66% 65%

2013 83% 70% 64% 57% 55%

Aver

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Posi

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You shared what you like most and what you like least about working for Pinellas County.

WHAT YOU LIKE MOST: WHAT YOU LIKE LEAST:

Thank you very much to those who participatedfor helping guide future Pinellas County workplace improvements!

Employee Voict

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