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Town of GreenwichOrganizational and Staffing Review of Human Resources
Service Providers
NOVEMBER, 2011 Neville Kenning, Adam Meyers, Megan Gilroy & Meredith Boehringer
2© 2011 Hay Group. All rights reserved
Contents
Background / Introduction
Objectives and Methodology
Project process
Interview findings
Accountability mapping findings
Survey findings
External research findings
Summary of findings
Recommendations
Recommended Path to Implementation
Appendices
Appendix A: Accountability Mapping
01Background
4© 2011 Hay Group. All rights reserved
Background
The current organization of processes and functions that impact or affect the Town of
Greenwich (Town) employees as a legal policy, good business practice contractual
requirement, or a service or benefit has evolved over time. The Town faces several
challenges as a result of these changes and related issues, which include:
Two Human Resource (HR) departments exist, Town HR and Board of Education
(BOE) HR, to serve the employees of the Town (2,400 FTE; 850 PTE); requiring the
need to clarify/define the role and functions of the two departments and establish
more effective teamwork and collaboration
The loss of a Risk Manager overseeing worker‟s compensation and safety
Anticipated retirement of key staff in 2012 in both HR and Retirement administration
To evaluate the current effectiveness and structure of current HR (and related)
processes and functions, the Board of Estimate and Taxation (BET) of the Town has
engaged the Hay Group to conduct an Organization and Staffing Review of the Town‟s
Human Resource Departments and all functions that provide services to the Town‟s
employees
02Objectives and Methodology
6© 2011 Hay Group. All rights reserved
Objectives
The primary objective of this study is to help the Town improve organizational
effectiveness by clearly defining an organizational structure for the management and
provision of HR and related functions
Specifically, the study will include recommendations to ensure that:
HR operations are aligned with the Town‟s overall strategic service needs
The Town has the appropriate structure for its HR Service Provider Departments
There are appropriate role definitions within that structure
There is an appropriate distribution of work
The right processes are in place for doing the work
The current HR employees have the appropriate skill set and capabilities for the
recommended structure and roles
The Town‟s HR structure and services reflect “best practices” in the human resource
profession
7© 2011 Hay Group. All rights reserved
Methodology
Hay Group believes that the key to enhancing organizational effectiveness is based on
the concept of organizational clarity. Clarity is the first and most important step in
organization design.
Clarity relates to Mission, Vision and Values; Strategy; Structure; and Process.
Mission, Vision, and Values. These statements help define an organization‟s culture – the overarching
qualities to which it strives to measure up. These thirty thousand foot statements are the guiding
principles around the “what, why, and how” of the organization. They help to define how people in the
organization work with each other and with external stakeholders.
Strategy. The determination of what is to be done, not necessarily how it is to be accomplished, strategy
defines the performance expectations for the organization over the mid- to long-term. A thorough
understanding of the strategy plus the organization‟s mission, vision, and values is the foundation for
structure design.
Structure. We tend to think about structure as how jobs fit together to form an organization. More
broadly, structure also relates to financial, legal, and material considerations. Structures must be clear in
terms of reporting relationships, including the interpretation of solid and dotted lines. Structures
determine the “who” that is accountable for “what” in the organization‟s implementation strategy.
Accountabilities are assigned to jobs in structures.
Process. Processes relate to both management and work. Work processes are the software that makes
the organization hardware – its structure – work. Processes (e.g., workflow and decision-making) must
be clear for organizations to function efficiently and effectively. Accountabilities are not always clear-cut,
especially in complex organizations. Accountabilities for decision-making (e.g., who is primary, shared, or
contributory) must be defined to avoid ambiguity, redundancy, and inefficiency.
8© 2011 Hay Group. All rights reserved
Methodology
Meeting the objectives of this project requires understanding and clarifying a number of
the factors that help organizations translate strategy into results
Hay Group has identified 6 factors throughout this study which relate to the areas of
Mission, Vision, and Values; Strategy; Structure; Process
Each key finding in this study has been aligned to at least one of these factors to
understand underlying, systemic concerns related to the current HR Departments and
related functions
Alignment with Town Strategy and Values
Role definition
Accountability
Capabilities/performance
Work processes
Systems
03Project process
10© 2011 Hay Group. All rights reserved
Project process
Understanding of your needs
Interviews
Accountability mapping
HR Effectiveness survey
External research
Preparation of Draft Report
Presentation of Draft Report to BET
Feedback on Draft Report from Stakeholders within the Town and BOE
Preparation of this Report
04Interview findings
12© 2011 Hay Group. All rights reserved
Interview findings
Interviews were conducted with the following Departments/individuals*:
BET
Steve Walko
Larry Simon
Jim Campbell
Town HR
Maureen Kast – HR Director
Mary Jo Iannuccilli - Assistant HR Director
Alison Graham – Employee Benefits Manager
Tori Walker – Payroll Systems Administrator
BOE HR
Bob Lichtenfeld – HR Director
Regina Williams – Assistant HR Director
Maria Bocchino – HR Systems Specialist
Other Departments/areas
Pete Mynarski – Comptroller
John Crary – Town Administrator
Al Cava – Labor Negotiator
Jim Lavin – Retirement Administrator
Ron Lalli – Special Projects
Amy Siebert – Public Works Commissioner
Thomas Greco – Parks & Recreation
David Ridberg – Police Chief
Joan Caldwell - RTM
*Interviewees were selected for Hay Group by the BET
13© 2011 Hay Group. All rights reserved
Interview findings
Overall strengths
Positive attitude and high level of customer service orientation across HR
Benefits management has been improving
4 major issues were identified which are potential inhibitors to HR effectiveness
Unclear processes and accountabilities
Inconsistent process for “change in status” activities; breakdown of communication between BOE HR
and Town HR and between benefits and payroll
Lack of clarity around who is responsible for risk management, worker‟s compensation or safety;
worker‟s compensation case management occurs on an ad hoc basis by departments with no or limited
oversight
Unclear process/accountability for labor relations collaboration and alignment with HR
Established audit/QC processes appear to occur on an on ad hoc basis; when they occur, they seem to
be people driven, not process driven (e.g. benefits, payroll)
Disconnects exist between perception of service delivery and effectiveness of current processes
Payroll - some see payroll move to HR as an improvement, others do not
HR Guidelines and support – some HR customers shared that they receive conflicting guidance from
HR (e.g. same question, different answer; HR appears to „bend‟ rules sometimes but not others)
Staffing – differing perspectives both internal and external to HR feel it is either over or under staffed
14© 2011 Hay Group. All rights reserved
Interview findings
Issues (cont’d)
Unclear role definitions and capability within HR (Town and BOE)
Primary accountability for critical HR functions appear to be occurring only in top positions (e.g.
Class and comp, training/development, employee relations, HR policies and procedures); there is
also a perception that these positions also get involved in day-to-day minutiae (e.g. draft separation
contracts); because the majority of HR functional accountabilities appear to be consolidated in top
positions, the skills and capabilities of others to perform these duties are not clear
Lack of clarity on a single point of contact for specific HR needs (departments shared that they
direct all questions to or through top positions)
Lack of automated or interconnected systems requiring manual or disparate processes
Payroll occurs in several locations and input is manual (e.g. Police, Nathaniel Witherell, BOE)
Employees don‟t have online access to view pay history or W-2, or make changes (call Payroll for
this information)
Communication to employees is inconsistent (e.g. teachers are on a separate e-mail system)
Change in status and position control (BOE) management are manual
15© 2011 Hay Group. All rights reserved
Interview findings
Factor analysis of issues
Issue Related Factor (s)
Unclear processes and accountabilities • Alignment with Town Strategy and Values
• Role definition
• Accountability
• Work processes
Disconnects exist between perception of service
delivery and effectiveness of current processes
• Alignment with Town Strategy and Values
• Accountability
Unclear role definitions, skills, knowledge and
capabilities within HR
• Role definition
• Accountability
• Capability/performance
Lack of automated or interconnected systems • Work processes
• Systems
05Accountability mapping findings
17© 2011 Hay Group. All rights reserved
Accountability mapping findings
Accountability Mapping was one of the primary analytical tools used in this project for
creating an understanding and clarity of expected accountabilities. Put simply, it is about
“who is accountable for what” and “who should be accountable for what”
Two workshops were conducted, one to determine the “As Is” state of Human
Resources services provided to the Town and BOE and one to determine the “To Be”
state. The latter is based on the input of a cross section of Town, HR and Elected
Official leadership
The primary purpose of the accountability mapping workshops was to capture what is
currently being done and by whom and to take a “should be” approach to “who is
accountable for what.” The way this was done was to develop a workshop matrix that
defined major HR professional and managerial accountabilities and leadership positions
for the Town and BOE and their respective service delivery divisions.
On the following pages are the current organization charts for those positions involved in
HR service delivery and the summarized findings and resolutions from these mapping
sessions.
The Accountability Maps are set out in the Supplemental document to this report.
18© 2011 Hay Group. All rights reserved
Organizational chart – Town HR: “As Is”
Assistant HR Director
Employee Benefits
Administrator
Director of HR
Office of the First Selectman
EmployeeAssistance
Program Coor
Payroll Administrator
Confidential Exec
Secretary
AA-EEOConsultant
Benefits Technicians (2)
Health-Life Ins-LTD
PT HR Analyst
HR Systems Specialist
Administrative Assistant
HR AnalystPT Payroll Clerk
Payroll Clerks (5)Sr Payroll Clerk
HR Service Provider
Headcount: n=20Human Resources – 18 Full Time
Human Resources – 2 Part-Time
Labor Relations – 1 Full Time
**Note that this review also includes the Director of Labor Relations position, which also reports to the First Selectman.**
19© 2011 Hay Group. All rights reserved
Organizational chart – BOE: “As Is”
Assistant HR Director
Director of HR
Confidential Assistant
HR Technician
HR Systems Specialist
Teacher / Personnel Specialist
Administrative Assistant /
Receptionist
AdministrativeAssistant
Superintendent
HR Service Provider
Headcount: n=8BOE Human Resources – 8 Full Time
20© 2011 Hay Group. All rights reserved
Organizational chart – Finance: “As Is”
Retirement Administrator*
Treasurer
Comptroller
Board of Estimate and Taxation
Budget & Systems Director
Executive Assistant
Accounting Clerk IV
Pension Coordinator*
Financial Analyst
Chief Accountant
Assistant Chief Accountant /
Treasurer
AP Supervisor
AP Coordinator
Accounting Clerk II
Risk Management
Director*
* Positions included within this study
HR Service Provider
Headcount: n=3Retirement Administration – 2 Full Time
Risk Management – 1 Full Time
21© 2011 Hay Group. All rights reserved
Accountability mapping findings: As Is
The initial interviews surfaced, and the accountability mapping workshops
confirmed, four major themes which are potential inhibitors to the
organizational effectiveness of Human Resources.
The services provided by Human Resources are fragmented
Retirement Administration, Labor Relations and Worker‟s Compensation sit outside
of the current Human Resources structure
This can sometimes create confusion for managers and employees in terms of
where they should go for guidance and assistance
Fragmentation of services and duplication is a reflection of the existing organization
structure of the Town and BOE
Accountability, or ownership, for most Human Resources activities fall under the Director
of HR for the Town
There appears to be an overburden of accountability that sits with the Director of
Human Resources position for the Town
22© 2011 Hay Group. All rights reserved
Accountability mapping findings: As Is
There is overlap in Human Resources activities between the Town and the Board of Education
With the exception of the Teacher Recruitment/Certification process, there seems to be some overlap in responsibility between BOE HR staff and Town staff
For example, onboarding and orientation of employees is disjointed between the Town and the BOE (no uniform or consistent approach)
Legacy system issues cause limitations and duplication of efforts within Town HR as well
as BOE HR
The current system (MUNIS) does not allow HR staff to produce meaningful reports
e.g. Time and attendance analysis, Worker‟s Compensation statistics, etc.
The Board of Education has its own system for recruiting and tracking teachers and
certified positions, which needs to be duplicated in MUNIS for pay, time, and benefits
purposes
The Board of Education HR department does not have real-time access to MUNIS
updates; if changes to employee status are captured incorrectly, they may impact pay
or benefits processing before errors can be addressed
23© 2011 Hay Group. All rights reserved
Accountability mapping findings: Should Be
In an effort to shift some accountability and responsibility for execution from the Town
Director of Human Resources position, many processes have been moved to the
Assistant Director of HR position. For example, the outcome of this session proposed
that the Assistant Director position to have accountability for the following:
Recruitment, Selection and Separation (accountability for policy for all aspects with
the exception of Separations, which should reside with the Director of HR)
HRIS (accountability for execution)
Statutory Benefits (accountability for execution)
Employment Testing (accountability for execution)
Employee Development (accountability for execution)
HR Policy setting, interpretation and dissemination should reside with the Town Director
of HR position.
Since some overlap in responsibilities exist within the Town and BOE HR departments,
responsibilities should be shared among HR staff to better utilize resources, eliminate
duplication of efforts and create greater efficiency of work. Additionally, this will
eliminate the gaps in communication and will minimize issues or work „slipping through
the cracks.‟
24© 2011 Hay Group. All rights reserved
Accountability mapping findings: Should Be
As can be seen from the Accountability Map, there will be a sharper focus on clarity of
accountabilities as compared to the As Is state.
The As Is state showed numerous resources involved in many HR functions; the Should
Be will create much clearer and focused accountabilities.
06HR effectiveness survey findings
26© 2011 Hay Group. All rights reserved
HR effectiveness survey
This diagnostic tool was used to gather information from a sample of
customers of HR across the Town. The questionnaire contained 38 questions
related to specific HR (or related) services in 8 major categories of human
resources management. Details of the 8 categories, services questions,
verbatim comments* and analysis in graphic form are provided in the survey
Appendix. The objectives of the questionnaire were:
To determine the extent internal customers perceptions of HR performance is convergent or
divergent with that of HR‟s perception
To determine the gaps between what internal customers see as high priority and the
performance of the HR unit
To determine the extent to which there is similarity or difference between the performance
of HR perceived by Town customers and BOE customers; and
To provide the Town and HR with additional data for understanding current perceptions of
service delivery
*NOTE: not all verbatim comments will be provided as some comments may breach confidentiality.
27© 2011 Hay Group. All rights reserved
HR effectiveness survey findings
Survey administration
When
August 2011 – September 2011
What
HR Effectiveness Audit
Who
Random sample of employees (targeting all HR employees, and equal representation
of BOE and Town)
How
Internet Based
Responses
23% response rate
1458 eligible
334 responded
Demographic data is available in survey Appendix
28© 2011 Hay Group. All rights reserved
HR effectiveness survey findings
Importance to employees
The most important HR services rated by all employees (highest to lowest):
Payroll, Benefits, Retirement Services
This is strongly aligned with HR priorities who rated the following as the most important
services (highest to lowest):
Payroll, Benefits, Orientation
HR performance
Customers rated HR performance lower than HR rated itself in all 8 categories
Excluding ratings from HR, no questions received a performance rating of 4 (good) or higher from
HR customers
The highest performing HR services rated by all employees (highest to lowest):
Payroll, Orientation, Retirements Services and Benefits
This is consistent with what is most important to them
The lowest performing HR services rated by all employees (lowest to highest):
Management Preparation, Training Delivery and Identification of Internal Talent
29© 2011 Hay Group. All rights reserved
HR effectiveness survey findings
Additional findings
The largest gaps between importance of HR services (high) and HR performance (low)
rated by all employees:
Training Delivery, Management Preparation, Identification of Internal Talent, Needs Assessment
Significant differences between BOE and Town customer ratings exist in several areas;
the most significant, with differences of performance ratings of .25 or greater include*:
Areas where BOE customer ratings of HR Performance are higher than Town customer ratings:
Identification of Internal Talent
Management Preparation
Performance Management Training
Salary upgrades/Reclassification
Statutory Benefits
Areas where Town customer ratings of HR Performance are higher than BOE customer ratings:
Diversity Recruiting
Retirement Services
Work/Life Balance Programs
Recognition Programs
Diversity Activities
*NOTE: BOE customer ratings may apply to services provided to them by Town HR
30© 2011 Hay Group. All rights reserved
HR effectiveness survey findings
Verbatim comment themes
Verbatim comments provide qualitative support for ratings and should be considered on a
thematic basis (attention should be paid to themes, not specific comments)
Verbatim comments related to each HR service area have been provided to the Town in a
separate document*
Strong themes include:
Even for services rated as highest performing, verbatim comments indicate concerns among employees (specifically
related to Payroll and Benefits)
Some employees do not feel that Department management needs are heard or that they are involved in enough
decision making (primarily in areas related to Hiring and Training)
There is a perception among some employees of “preferential” treatment or “favoritism” displayed by HR
Lack of defined processes or accountability of Worker‟s Compensation is a clear concern and frustration for some
employees
Some employees feel Unemployment is handled well
There is concern among some employees that HR does not „walk the talk‟ – say one thing, do another
Some employees have concerns over the current Performance Management system and related training/support
Many employees appear satisfied with Recognition Programs; but some feel certain employees or Departments are
either consistently overlooked or rewarded
There is a perception among some employees that confidentiality may be a concern related to Employee Relations
issues
*NOTE: not all verbatim comments will be provided as some comments may breach confidentiality.
31© 2011 Hay Group. All rights reserved
HR effectiveness survey findings
Summary
Survey data indicates that HR priorities and highest performing services are strongly
aligned with the priorities of its customers
However, HR does not share the same perception of its level of service; believing that it
is performing better in all service areas than customers are experiencing.
Not one service area (of 38) received a performance rating 4 (good) or higher from „all
customers‟
Upon full survey analysis and review of verbatim comments, factor analysis of issues
indicates all factors as contributing to less than “good” survey ratings:
Alignment with Town Strategy and Values
Role definition
Accountability
Capability/performance
Work processes
Systems
07External research findings
33© 2011 Hay Group. All rights reserved
External research findings
The focus of this section is on what can be learned and applied from
studies on enhancing the effectiveness of the HR function
The major issues being addressed in HR functions in today‟s business environment
include:
How should HR be organized
Centralized vs. decentralized
Shared Services
Outsourcing
34© 2011 Hay Group. All rights reserved
External research findings
There is no universal recipe for HR structures. Issues that need to be considered
include:
Role of HR: operations vs. business value
Business Issues: getting the appropriate balance between cost of service vs. level of
service
Focus of control: centralized vs. decentralized
Complexity of the organization
Key HR processes
Nature of employment
Technology status
Change orientation
Investment capacity
Implementation capacity
Courage
35© 2011 Hay Group. All rights reserved
External research findings
What are the characteristics of high performing HR functions?
Hay Group partners with Fortune Magazine to gather and analyze data from the Most
Admired Companies
Based on that analysis, set out on the following page are the characteristics of high
performing HR functions
36© 2011 Hay Group. All rights reserved
External research findings
HR PlanningAttraction &
RecruitmentOn-Boarding
Performance
ManagementDevelopment Transition
Translates
Business
strategy into
required jobs
and people
Moves beyond
today‟s needs to
skills of
tomorrow
Links internal
capability with
demand
pressure points
„Walks the Talk‟
of mission, value
and culture
Creates strong
link between the
company and
employee brand
Takes a rigorous
approach to
selecting
employees for
the longer term
Identifies key
challenges up
front
Creates 30-60-
90 day plan
Ensures a clear
commitment to
implementing
high quality
process
Measures a
broad range of
lead and lag
indicators
Clarity is driven
deep into the
business
Holds people to
account
Creates cross-
organizational
working culture
Makes
leadership
development a
top priority
Invests early in
leadership
development for
mangers
Spots future
stars early and
supports their
progress
Trains the team
Makes leaders
accountable for
creating leaders
Clear
understanding of
managerial
capability
Creates stretch
assignments
Supports
transition
through active
training &
development
Matches person
to required skills
Matches role to
personal
motivation
37© 2011 Hay Group. All rights reserved
External research findings
The challenge for HR functions is to move from being transactional and
administrative to providing value added services
StrategicPartnering
Services Delivery
Administration
Costs Value Added
10%
30%
60%
60%
30%
10%
38© 2011 Hay Group. All rights reserved
External research findings
What should be the expectations of a high performing HR function?
Manage work culture including the integration of different work cultures and
organizations
Attract, develop and retain the next generation of leaders
Help the organization to re-invent and re-design itself to do business more effectively
Deliver core HR/Administration functions in a timely and efficient manner through the
enhanced use of technology and data
The optimal mix of Center of Excellence specialist advice and Division focused
generalists
Provide value added internal consultancy services – provide HR partners who
understand the human capital implications of business problems and can develop
solutions to address them
HR services that are characterized by a focus on internal customer satisfaction
A common policy framework and consistent application of policies
08Summary of findings
40© 2011 Hay Group. All rights reserved
Summary of findings
Related Factors Summary
Alignment with Town Strategy
and Values
• Values - There is a perception among some Town employees that HR‟s actions are not always
consistent with the policies or procedures that have been put in place. Some employees feel HR
may sometimes „bend‟ rules or display „favoritism‟ for some departments or individuals.
• Strategy - HR‟s practices are not always perceived as aligned with the needs or goals of the
Departments they serve. Not enough communication or understanding of needs is occurring to
ensure HR‟s activities are aligned with those of the Departments.
Role Definition • Duplication of efforts – There appears to be a duplication of efforts and responsibilities occurring at
the Town and BOE level; this duplication appears to be creating a breakdown in quality control and
efficiencies, negatively impacting the level of service delivered to internal customers
• Unclear role definition
Primary HR responsibilities and accountabilities are consolidated in senior level management
roles; Senior level roles are over-burdened and specific job accountabilities throughout HR are
not clearly defined; several individual contributor level jobs share accountabilities or are
accountable for small pieces of several functional areas; in both the Town HR and BOE HR
there appears to be a level of pride in the way „everyone pitches in‟
There is a lack of clearly defined expectations and accountabilities for Risk Management,
Worker‟s Compensation, and Safety; this is creating disparate processes and activities
occurring within Departments
Accountability • It does not appear that performance is consistently managed or enforced within HR;
inconsistencies in leadership and errors in delivery of services occur at a high rate; the lack of clear
role definition makes it nearly impossible to hold individuals accountable for their performance;
• There also appears to be a lack of consistency in the way governing bodies across the Town hold
individual Department heads accountable for performance
41© 2011 Hay Group. All rights reserved
Summary of findings
Related Factors Summary
Capability/Performance
• Job functions and role definition is currently determined by the individual not the role. It is not
clear whether the capability exists within HR for individuals to perform clearly defined HR
functional roles (i.e. Classification and compensation, Worker‟s compensation management,
Training, etc.)
• The Benefits and Payroll areas do appear to have clear role definitions, however, the skills
and capabilities of each individual in those roles is not clear
Work processes
• Quality control and structured work processes appear to be people, not process driven. With
no set processes or quality standards, individuals are likely to perform to their own measure
of success or quality
• Areas where specific processes appear to be either non-existent or inconsistently followed
include: change of status communication between BOE and Town HR and between Benefits
and Payroll
• The current manual process of Payroll significantly increases the potential for errors
compared to an automated system
Systems
• There is a lack of automated or interconnected systems
• The existing legacy system (MUNIS) is primarily an accounting system and does not allow for
meaningful, useful HR reporting, tracking and analysis
09Recommendations
43© 2011 Hay Group. All rights reserved
Recommendations
It is the opinion of Hay Group that the key to enhancing the effectiveness of HR service
delivery for the Town of Greenwich and reducing the fragmentation and duplication that
currently exists is to reorganize into one HR Department, with Centers of Excellence
based on functional expertise
Done in conjunction with improved systems and processes will enable the Town to
achieve enhanced HR service delivery with short term and longer term reduced costs
In accordance with State statute and the Town Charter, the Director of Labor Relations
will continue to report to the Office of the First Selectman but will have a dotted line
relationship to the Director of HR to optimize a team approach to collective bargaining
within the Town‟s overall HR strategy
Set out on the following page is a recommended organization structure.
44© 2011 Hay Group. All rights reserved
Recommendations
The Manager of HR BOE will have a dotted line reporting relationship to the
Superintendent of the BOE to ensure that that the strategic HR needs of the BOE are
being met
Based on the proposed organization structure as set out on the following page, there is
an estimated annual salary savings of $320,000. With the average benefit loading of
52% for full time employees who are covered by the scope of this project, total annual
savings are estimated to be $487,500
In addition, the Town should expect that there will be additional future savings (which
cannot be accurately quantified at this time) through the improvement in systems and
processes as set out later in this section.
In addition, as a result of the adoption and implementation of the recommendations sect
out in this section of the report, there should also be reductions in the “costs of doing
HR business” in areas such as reduced Workers Compensation claims and reduced
legal fees
45© 2011 Hay Group. All rights reserved
Organizational chart: Town of Greenwich
HR Service Provider
Headcount: n= 27Human Resources – 26 Full Time
Human Resources – 2 Part-Time
`
Assistant HR Director
Benefits Manager
Director of HR
TownAdministrator
EmployeeAssistance
Program Coor
Payroll Supervisor
Confidential Exec
Secretary
AA-EEOConsultant
Benefits Technicians (2)
Health-Life Ins-LTD
PT HR Analyst
HR Systems Specialist
Administrative Assistant
HR Analyst
PT Payroll Clerk
Payroll Clerks (5)
Sr Payroll ClerkRetirement Coordinator
Safety Training / Worker‟s Comp
Specialist
Manager of HR, BOE
HR Technician
HR Systems Specialist
Teacher / Personnel Specialist
AdministrativeAssistant
Director of Labor Relations
First Selectman
Superintendent, BOE
`
46© 2011 Hay Group. All rights reserved
Role summaries
Director of Human Resources:
Accountable for executing HR strategy as set by the First Selectman
Responsible for setting all HR policies and procedures for the Town and BOE
Directs Human Resources management who oversee staff providing HR services to
both Town and BOE employees
Has shared accountability with external consultants for leadership development and
coaching
Assistant Director of Human Resources:
Manages all of the core day-to-day functions within Human Resources
Has primary accountability for all HRIS system activity
With support from HR staff, directs the recruitment and selection process for the Town
and BOE
47© 2011 Hay Group. All rights reserved
Role summaries
Director of Labor Relations:
Manages all labor relations activities and relationships for the Town and BOE
Works closely with both Town and BOE Human Resources to interpret the provisions of
each labor contract and to address and coach employees with regard to disciplinary
issues
Works with union representation regarding salary planning and implications for
bargaining unit covered employees
Benefits Manager:
Has primary accountability for managing and administering benefits and retirement
plans for the Town and BOE (with the exception of BOE certified staff who receive state
retirement benefits)
Supervises a staff who provide tactical and administrative support in administering,
tracking and reporting on employee benefits information
Shares accountability for orienting new hires to the various plans and offerings for
benefits and educates new hires on retirement options and plans
Supervises the newly created Safety Training/Worker‟s Compensation Specialist
48© 2011 Hay Group. All rights reserved
Role summaries
Manager of Human Resources, BOE:
Manages the day-to-day HR activities relative to instructional and certified BOE staff in
accordance with policy set by Superintendent
Accountable for the recruitment and selection of instructional and certified staff
Manages organizational changes and/or restructuring for the Board of Education
departments
Oversees the tracking of headcount against budget (position control)
Payroll Supervisor:
Supervises a staff of Payroll Processors who are responsible for the input and
processing of payroll for all Town and BOE employees
This position will report directly to the Assistant Director of Human Resources who has
direct accountability for HR systems
NOTE: as has been mentioned previously within this report, the payroll process should
be looked at in depth before additional changes are made to staff or structure
49© 2011 Hay Group. All rights reserved
Role summaries
Safety Training/Worker’s Compensation Specialist:
Responsible for administering the Worker‟s Compensation program to include case
management, tracking/reporting and working with CIRMA
Oversees the Town‟s safety program and works with departments to administer safety
training
NOTE: we recommend that risk management activities related to property/casualty and
liability issues be retained within Finance
EAP Coordinator:
Manages the Employee Assistance program for the Town and BOE
Assists with screening and testing for new hires (e.g. Drug testing, etc.)
Contributes to the employee counseling and coaching process, as necessary
50© 2011 Hay Group. All rights reserved
Role summaries
Human Resources Staff:
The two Benefits Technician positions provide day-to-day administrative support for all
employee benefits
The HR Systems Specialist maintains the HRIS system and is responsible for reviewing
and reporting employee data
HR Analysts function as generalists in supporting major HR functions such as recruiting,
selection, classification, compensation, training, orientation, employee coaching and
counseling
The Teacher/Personnel Specialist position oversees the recruiting, selection and hiring
processes for instructional and certified BOE employees
51© 2011 Hay Group. All rights reserved
Role summaries
Human Resources Staff (cont’d):
The HR Systems Specialist position (BOE) will continue to work with payroll for BOE
instructional and certified staff and will work closely with the other HR Systems
Specialist position
The HR Technician (BOE) administers the time and attendance system for BOE
instructional and certified staff
Note that this position will contribute to other HR activities as time allows
The Payroll staff will continue to process, input and administer the payroll process for
the Town and BOE
As mentioned previously in this report, the structure and/or responsibilities for this
group may change once the process is redefined
52© 2011 Hay Group. All rights reserved
Process
Hay Group sees the potential for further significant cost savings in the
delivery of HR services through improved systems and processes
As stated previously in this report, there is the potential to eliminate duplication of effort
between the Town and the BOE and enhance efficiency in payroll processing with more
modern systems and processes. Based on our experience in seeing the impact to
modernizing payroll processes, there is the potential savings of up to 50% of the payroll
resources
As stated in the role summaries, it is recommended that overall accountability for the
administration of Worker‟s Compensation be placed with the Benefits Manager. Key
enhancements that need to be made in the administration of Worker‟s Compensation
include:
Consistent enforcement of established policies and processes for all Departments
Greater emphasis of case management
Establishing a service agreement with the TPA vendor in terms of accountability and
performance
53© 2011 Hay Group. All rights reserved
Systems
The Town may want to evaluate current systems to determine if a new, comprehensive
and integrated finance and human resources system would be feasible
If a new system is not an option, the Town may want to consider implementing a new
HRIS system that fully integrates all Town and BOE data so as to avoid duplication and
redundancy
Prior to the implementation of a new HRIS, it is recommended that the Town:
Institute an official process control / continuous improvement program which includes
data controls, data checks and audits to ensure accuracy of system inputs,
throughputs and outputs
In conjunction with the above, develop process flow maps for HR “transactions” such
as payroll, onboarding, retirements etc to ensure that these processes are being
done in a consistent manner currently, but more importantly, such process maps will
show opportunities of simplification of processes
54© 2011 Hay Group. All rights reserved
People and capability/performance
Capability / performance
Governing bodies – first and foremost, accountability for performance must start at the top.
Governing bodies must define a uniform approach for assessing performance and holding
Department Heads accountable to it
Upon formalization of the proposed HR role definitions, skill and capability profiles should be
developed for all positions
Individuals should be considered against specific role, skill and capability profiles to ensure
the best person-job match; the Town will need to make cost/benefit decisions of developing
current talent to meet the expectations of the roles, or consider identifying external talent
capable to step in and perform
Clarity & Sustainability
Upon formalization of Role definition, communicate to internal customers “who is responsible
for what.” This is likely to reduce the interruption time currently experienced by HR staff
Regular staff meetings - involve ALL functional leads/roles (Town and BOE) to communicate
issues, changes, etc. and implement processes or expectations for subsequent
communication to their teams
Implement a culture of continuous improvement - Task Forces within HR and with relevant
Departments/roles should be created to work toward agreeable solutions and improved
processes
10Recommended Path to Implementation
56© 2011 Hay Group. All rights reserved
Recommended Path to Implementation
Component Path to Implementation Time Table
Organization Structure Adopt a new organization structure 1st quarter 2012
57© 2011 Hay Group. All rights reserved
Recommended Path to Implementation
Component Path to Implementation Time Table
Role
Definitions
Develop Job Descriptions for the 1st 2 levels in the new
organization structure
Establish Pay Grades for the positions at the 1st 2 levels
Develop Skill and Capability Profiles for the 1st 2 levels of
positions
Determine the process by which the positions in the 1st 2
levels in the new structure will be filled
Fill the positions in the 1st 2 levels of the new organization
structure
Develop the Job Descriptions for all other positions in the
new organization structure (to be done by the HR
leadership team)
Establish pay grades for all other positions
Fill all other positions
2nd quarter 2012
2nd quarter 2012
2nd quarter 2012
2nd quarter 2012
2nd quarter 2012
3rd quarter 2012
3rd quarter 2012
3rd quarter 2012
58© 2011 Hay Group. All rights reserved
Recommended Path to Implementation
Component Path to Implementation Time Table
Systems and
Processes
Institute a process control/ continuous improvement
program which includes data controls, data checks and
audits to ensure accuracy
Develop process flow maps for HR transactions
Conduct feasibility for design and implementation of
new HRIS, including a new payroll system
Implementation of new HRIS and Payroll system
2nd quarter 2012
3rd quarter 2012
Commence 3rd
quarter 2012
By end of 2013
59© 2011 Hay Group. All rights reserved
Recommended Path to Implementation
Component Path to Implementation Time Table
Creating and
Maintaining a Culture of
Clarity, Accountability
and Sustainability
Establish an internal HR website that sets out
“who is accountable for what” within the new
structure
Establish regular HR team meetings to build
teamwork and a culture of performance and
accountability
3rd quarter 2012
3rd quarter 2012
Appendices
61© 2011 Hay Group. All rights reserved
Appendix A – Accountability Matrices
ANCILLARY (A): provides information or administrative services and is accountable for
the accuracy and timeliness of information provided
CONTRIBUTORY (C): provides value-added professional services. Accountable for the
quality and consequences of recommendations or support services.
SHARED MANAGEMENT (S): shares with another function or person, at the same
level of delegation, the accountability for management of this dimension. Both entities
are jointly accountable for the effective management of this dimension. A committee,
group, or team, where each member has an equal say in the allocation of resources, is
an example of shared management.
PRIMARY MANAGEMENT (P): fully accountable for the end results. If not properly
managed, is held ultimately responsible – "the buck stops here."
P = Policy-setting; E = Execution; R = Review
**Note that the As Is and Should Be Accountability Maps are provided as a
supplemental document.**
62© 2011 Hay Group. All rights reserved
Appendix B – Employee Survey
**Details of the Employee Survey are provided under separate cover.**