State of CaliforniaWorkforce Planning

ConferenceNovember 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

Key Human Capital

Challenges

Difficulty Attracting

and Retaining

Talent

Aging Workforce –

DifficultyAttractingYounger

Workforce

UncompetitiveSalaries

andBenefits

High Cost ofLiving/

Commuting

Poor CustomerService Image

InadequateWorkforcePlanning

Inflexible andAntiquated HR

BusinessSystems

2004 - Human Resources Business Systems

Antiquated – more than 30 years oldAntiquated – more than 30 years old

718 classifications for 4,135 FTEs (5:1)718 classifications for 4,135 FTEs (5:1)

349 active pay ranges (12:1)349 active pay ranges (12:1)

Performance management disconnected from County business objectives – many cookie-cutter evaluationsPerformance management disconnected from County business objectives – many cookie-cutter evaluations

Outdated, passive marketing and recruitingOutdated, passive marketing and recruiting

Entitlement pay systemsEntitlement pay systems

Training and development programs disconnected from business objectivesTraining and development programs disconnected from business objectives

2005 – Board of Supervisors Sets New Direction

• Create a culture committed to

excellent customer service

• Align the workforce with the County’s new ACE values

ACCOUNTABILITY

CUSTOMERFOCUSEFFICIENCY

Strategy for Achieving the Board’s Vision…

Vision: Excellent Customer

Service

Customer-based Competencies

and Expectations

Modernize HR Business Systems

Accountability for Service Excellence

Improved Customer

Service Achieved

Classification Compensation

Performance Management

Recruiting and Retaining

Training and Development

Rewards and Recognition

PerformanceManagement

Supporting Values

Talent/CompetencyManagement

PerformanceResults

Recognize &Reward

Learning & Development

SuccessionPlanning

System Changes

ExcellentCustomer

Service

Key Strategic Initiatives

Key Strategic Initiatives

Modernizing Classification & Compensation

Systems

The Leadership Project

The ClericalClassification

& CompensationProject

Deputy DistrictAttorney Pay

System

Physician andPsychiatristPay System

Public WorksClassification &Compensation

Project

OrganizationalReview

Underway

• Collaborative

• Broad, flexible classifications

• Broad pay bands

• Skill-based pay

• Productivity-based pay

• Base-building and lump sum (bonus)

• Exceptional performance rewards

• Tied to improved customer service

Key Strategic Initiatives – Performance Management Systems

Pay Decisions

Performance Check-In

Performance Evaluation

Improvement Plan

Performance Planningand Individual

Development Plan

Performance Planningand Individual

Development Plan

Goal SettingGoal Setting

Performance Planning:

Key Strategic Initiatives – Employment Business Initiative• HR professionals and department managers

working together to modernize talent management practices:

Streamlining recruiting and selection methods

Building a talent pipeline

Further consolidation of classifications

Workforce planning

Increased competency-based recruiting and selection

source

apply

screen

assess

interview

offeronboard

develop

measure

careermobility

exit

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 Alongthe Way

Lessons Learned…

• Tailor changes to the organization and the workforce

• Collaborate, collaborate, collaborate

• Communicate, communicate, communicate

• 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.