OHR 2015 Performance ReportKaren Niparko, Executive DirectorFebruary 22, 2016

Budget

• The 2015 budget has not yet been closed yet. The variance between budget and actual will be reduced as the final expenses are allocated.

• The 2016 budget is $12,398,354.

• We are seeking $300,000 from the iFund to implement the Workday recruiting module.

2,273,803

63,682821

1,828,654

96,889 0393,901

2015 Revenue

Local Govt Reimbursement

Copywork & Certifications

Billings For Services

Employee Salary Redir Contrib

Misc Revenue

Refund Of Prior Year Expense

Contra-Reimb for Expenditures

7,456 7,411

1,562 1,582

1,056 978

1,125 899

0

2,000

4,000

6,000

8,000

10,000

12,000

2015 Budget 2015 Expense

In T

hous

ands

2015 Budget vs. Actual Unused

Internal Services &Misc.

Services & Supplies:Other

Services & Supplies:Physical Plant

Services & Supplies:Travel

Services & Supplies:Computers/ Software

Services & Supplies:Services

Personnel Services:Benefits/ Wellness

Personnel Services:Pension/SS

Personnel Services:Payroll

People Vital Signs - External Hires vs Internal Promotions

• In OHR, less than 1/3 of supervisory positions were filled by internal candidates, while citywide 2/3 of supervisory positions were filled internally.

• Rationale: Hiring of OHR leadership team and increasing the SME expertise is needed to raise the bar.

33% 23% 31% 33%

65%71% 66% 60%

2% 6% 4% 7%

0%10%20%30%40%50%60%70%80%90%

100%

2012 2013 2014 2015

Citywide External Hires vs Internal Promotions (Supervisors)

New Hire Promotion Rehire

100%67% 67% 71%

33% 33% 14%14%

0%10%20%30%40%50%60%70%80%90%

100%

2012 2013 2014 2015

OHR External Hires vs Internal Promotions (Supervisors)

New Hire Promotion Rehire

People Vital Signs - Hours not Worked

• Despite increases in overtime usage, OHR remains a very light utilizer of overtime.

• Most overtime utilization is tied to CSA Board meetings which occur in the evenings.

• OHR remains stable in hours not worked.

• Comp time is taken by employees and is not paid out to OHR employees.

23 29 35

90

230

050

100150200250

2011 2012 2013 2014 2015

OHR Overtime Hours

13284 13955 13717 14135 14614

02000400060008000

1000012000140001600018000

2011 2012 2013 2014 2015

OHR: Vacation, Sick, PTO, Workers Comp Hours

vacation sick leave PTO comptime taken worker's comp

010002000300040005000

2011 2012 2013 2014 2015

OHR FMLA Hours

PAID UNPAID

• OHR remains stable in FMLA usage.

People Vital Signs - Diversity

• The percent of women in OHR is consistent with what is found nationally in the HR industry.

• OHR is focused on increasing minority representation to better mirror the diversity of Denver metropolitan residents.

• OHR hired 14 minority candidates in 2015.

• Generational diversity is stable but several retirements are expected in 2016.

711 6 2

282

300069

201 3 1 25

300089

0%20%40%60%80%

100%

IndividualContributor

B. Supervisor C. MiddleManager

D. Director/Executive

F. AppointingAuthority

All OHREmployees

Residents ofDenver

OHR Gender Diversity

M

F

3 3 2042019 2 21 19096512 1 1 14

58388

562

63

1 68 313012

0%20%40%60%80%

100%

IndividualContributor

B. Supervisor C. MiddleManager

D. Director/Executive

F. AppointingAuthority

All OHREmployees

Residents ofDenver

OHR Ethnic Diversity

8-Multi-Racial 7-Pacific Islander 6-Undeclared 5-Amer Indian 4-Asian 3-Hispanic 2-African Amer 1-White

4345924 24

176169

396

45183398

26

2

3

3 2

36 116246

0%20%40%60%80%

100%

IndividualContributor

B. Supervisor C. MiddleManager

D. Director/Executive

F. AppointingAuthority

All OHREmployees

Residents ofDenver

OHR Generation Diversity

Mature GenY GenX Boomer

People Vital Signs - Retirement Forecasting

• N = 99 Unlimited OHR employees (1.1.16).

• There were four retirements in 2015.

• There are 21 individuals eligible for retirement in 2016.

• OHR is anticipating potential known retirements and is making plans accordingly.

12.1%

21.2% 22.2% 23.2% 24.2%29.3%

35.4%

9.4%13.3% 16.1%

19.4%22.5% 26.0%

29.1%

0%5%

10%15%20%25%30%35%40%

2015(Previous)

2016(Current)

2017 2018 2019 2020 2021

Projected Retirement Eligibility

OHR Citywide

People Vital Signs- Turnover

• Turnover of high performers in OHR and the city overall were both lower than overall turnover (4.3% less for the city and 6% less for OHR).

• OHR turnover included four retirements and 11 resignations.

• At 21.5%, turnover among employees with less than three years of service is a metric that needs to be addressed citywide.

13.7% 14.1%9.4% 8.1%

21.5%10% 10% 11% 11% 11%

0%

5%

10%

15%

20%

25%

Citywide OHR High PerformerCitywide

High PerformerOHR

Turnover Before3 Years Citywide

Turnover

2015 Actual Goal

People Vital Signs- Time to Fill Positions

26.6

106

50.1

25

60

30

020406080

100120

Avg. Time Post to Referral Avg. Time ATF to Start Avg. Time for AgencyReview, Intvw & Offer

Talent Acquisition Citywide

2015 Actual Goal

23.6

80.3

28.5

525

60

30

50

20

40

60

80

100

Avg. Time Post toReferral

Avg. Time ATF toStart

Avg. Time forAgency Review,Intvw & Offer

OHR Open Positions

Talent Acquisition OHR Only

2015 Actual Goal

• Post to referral is controlled by the OHR recruiting team.

• ATF to Start involves OHR, the candidate and the hiring manager as key components.

• Agency Review, Interview & Offer are dependent on the agency hiring manager. This is an area targeted for improvement in 2016.

• The Denver employment market is extremely competitive with an unemployment rate of 3.1%.

• Some elements of the process are out of OHR and city agency control (e.g., putting in notice with employer, relocating, etc.).

• OHR recruiter and hiring managers made hiring a priority in 2015, allowing OHR to meet goals that can be directly controlled by the agency.

Mission Level Metrics - Learning and Development

• These measurements have been discontinued in 2016 because they are not citywide goals.

• The Leadership Assessment goal was exceeded.

• PDPs were enacted in OHR, PW, CAO, DIA and individually with other agencies.

183

287

100

400

050

100150200250300350400450

Leadership Assessments Individual with PDPs

Professional Development

2015 Actual Goal

18699

20000

0250050007500

100001250015000175002000022500

2015 CityUEnrollments

CityU Enrollments

ActualGoal

• Enrollments in CityU increased 46% over 2014.

• This increase is due to:• Moving all new hire compliance courses

online to CityU• Increased number of valuable courses• Growing reputation for developing online

courses for city agencies

• Online courses represent a savings to the city.

• There was a 370% increase in custom course enrollments.

Mission Level Metrics - Innovations

• Innovations and process improvements were a primary goal for OHR in 2015 and are ongoing.

• There were 46 innovations and process improvements in 2015 (Goal = 15).

• Innovations ranged from the simple 6s exercise to complete program changes. The 14 A3’s resulted in savings of $101,263. Additionally, moving compliance courses online resulted in $87,500 in savings. Innovation work also increased retention of OHR talent.

• Online assessments will reduce hiring time by seven days per position and save $740,000 in operational savings over ten years.

46

05

101520253035404550

1

OHR Innovations

15

OHR Mission Level Metrics - Positions Filled/ATFs

Citywide• This metric includes new hires, rehires,

promotions, demotions, and transfers.• The increased hiring requirements displayed in

the graph prompted OHR to hire nine additional recruiters on a limited basis in November 2015.

• City workforce count is 7,257 CSA employees including 1,196 managers/supervisors.

OHR• In 2015 OHR hired 27 individuals and promoted

11 other employees.• In 2015, 48 of the 2,179 ATFs were specific to

OHR.

2583 3025

3665 36864165 4206

0500

100015002000250030003500400045005000

2010 2011 2012 2013 2014 2015

Positions Filled (Citywide)

897 838

13181606

19342179

0200400600800

10001200140016001800200022002400

2010 2011 2012 2013 2014 2015

Approvals to Fill ATF (Citywide)

OHR Mission Level Metrics - Engagement & Wellness

• There was a significant increase in employee engagement scores.

• 100% of OHR employees participated in the 2015 Employee Engagement Survey.

Top Three OHR Areas for Action• My supervisor proactively resolves conflict

within our group (58% favorable)• My department/agency strives to provide its

employees with the latest technology required to do our job (46% favorable)

• In my department, the most qualified are promoted (46% favorable)

• Wellness staff spent much of 2015 supporting Benefits with the massive 2016 open enrollment initiative, leaving less time to dedicate to Wellness initiatives.

• There was an 8.5% increase in participation in the wellness incentive program over 2014.

13.1 15.1 17.7

26.6

10.5

29.3

05

101520253035

2011 2013 2015

Employee Engagement Index

Citywide OHR Linear (Citywide)

2239 2431

0500

1000150020002500300035004000

2014 2015

Citywide $240 Wellness Incentive Participants

3800

Innovation Plan - Recruiting Value Stream

Recruiting:Administrative Strategic

Why: Attract High Quality Talent

Expected Performance

Candidate Experience

Time to Hire

QualifiedCandidates

Sustaining Higher Levels

By Measuring Performance

Innovation Plan - Workday Implementation

Human Capital Management Why: Self Service & Data Access

Expected Performance

ManagerAccess

Processing Time

EmployeeSelf-Service

Sustaining Higher Levels

Innovation Plan

28

0

5

10

15

20

25

30

2016 Planned OHR Innovations

$101,263

$0$20,000$40,000$60,000$80,000

$100,000$120,000

$$

2015 A3 Innovation Savings Realized

$74,000

$740,000

$0$100,000$200,000$300,000$400,000$500,000$600,000$700,000$800,000

Cumulative Savings from Online Testing

Online Testing = 7 days less time to hire

Questions?