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COUNTY’S LEADERSHIP PROJECT: LINKING EMPLOYEE PERFORMANCE TO CUSTOMER SERVICE

COUNTY’S LEADERSHIP PROJECT: LINKING EMPLOYEE PERFORMANCE TO CUSTOMER SERVICE AND BUSINESS RESULTS. June 14, 2006. County of Santa Barbara CEO/Human Resources. COUNTY’S LEADERSHIP PROJECT.

benedict-buckner
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COUNTY’S LEADERSHIP PROJECT: LINKING EMPLOYEE PERFORMANCE TO CUSTOMER SERVICE

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  1. COUNTY’S LEADERSHIP PROJECT: LINKING EMPLOYEE PERFORMANCE TO CUSTOMER SERVICE AND BUSINESS RESULTS June 14, 2006

  2. County of Santa Barbara CEO/Human Resources COUNTY’S LEADERSHIP PROJECT The era of hierarchical government bureaucracy is coming to an end. It is rapidly being replaced with a new service model in which governmental leadership: • Coordinates resources to produce public value and quality service; • Leads people and programs differently; and • Redefines core responsibilities.

  3. County of Santa Barbara CEO/Human Resources COUNTY’S LEADERSHIP PROJECT • It is the goal of the Board of Supervisors to provide the highest quality customer service to the Santa Barbara community. • To embed this concept solidly into how the County does business, certain core strategies must be in place: • The workforce must be committed to being efficient and responsive to the people it serves. • Core business systems must be modernized to meet new service demands.

  4. County of Santa Barbara CEO/Human Resources COUNTY’S LEADERSHIP PROJECT • Organizational values have been established by the Board to support the new direction and delivery of quality services: A– Accountability C – Customer-Focus E – Efficiency • The Blue Ribbon Budget Task Force recommended that CEO/HR modernize the classification and compensation structures and performance management systems.

  5. Provide services with a commitment to quality and cost efficiency • Ensure accountability by clearly defining roles and responsibilities ACCOUNTABILITY CUSTOMER FOCUS EFFICIENCY • Aware of and responsive to community needs • Support staff in efforts to provide quality services Operate as a team that shares common goals and objectives ACE VALUES

  6. Values Accountability Customer-Focus Efficiency Influence Core Competencies Business Systems How it works: Intensity Classification Ethics Compensation Performance Management Commitment Recruitment Interpersonal Skills Training & Development Resiliency Rewards & Recognition Craftsmanship

  7. Class Specs reflect customer- focused competencies Classification + Pay linked to the delivery of quality customer service Compensation + Performance evaluations include accountability for the delivery of quality customer service Improved Customer Service Performance Management + = Recruit and hire managers possessing customer-focused competencies Recruitment + Training & Development Provide customer-focused training and development + Rewards & Recognition Reward and recognize those who Demonstrate a customer-focus +

  8. WHY CHANGE?

  9. Current systems don’t provide the flexibility & versatility needed to be effective, competitive, & responsive 200 job classifications covering 375+ managers No ability to reward top performers Do not support a customer service focus 77 pay ranges Automatic pay increases (entitlement) WHY CHANGE? • Systems used to classify positions, pay employees, and evaluate performance are more than 30 years old. • World has changed since the 70s and the business needs of the County and the community have changed dramatically.

  10. A foundation to drive desired results Deciding on the skills, knowledge, attitudes, behaviors, & competencies important to customer service delivery Today’s business world demands: Aligning managers with organizational goals Rewarding and recognizing superior performance Improved customer service delivery from employees TODAY’S NEEDS

  11. STREAMLINED CUSTOMER SERVICE STRUCTURE

  12. STREAMLINED SERVICE STRUCTURE • Class consolidation for optimum performance and service delivery. • 200 job classifications reduced to less than 20. New Job Classifications Old job classifications – siloed, narrow-focus, inflexible • New Structure Based on: • Organizational responsibilities • Authority • Reporting/Supervisory relationships • Decision making/risk taking • Expertise • Independence • Work performed • Influence on policy making Competency-based • Streamlined Leadership Market • General Management • Executive Management • Attorney/Physician Management • Fire Management • Engineering Management

  13. BROADBAND PERFORMANCE BASED COMPENSATION • 77 pay ranges reduced to less than 20. • Movement on the band based on individual performance, effective delivery of quality service, overall performance, meeting organizational goals and objectives, and contribution to the organization. New Pay Structure • New Structure Based on: • Enhanced job mobility • Employee skill development • Increased management ownership of compensation decisions • Increased organizational creativity and risk taking • Reduced compensation administration • Old Salary Structure: • Five-step pay range for each job • Pay not connected to performance and service delivery • Improved organizational flexibility • Facilitates cross opportunities, job growth, and organizational effectiveness

  14. County of Santa Barbara CEO/Human Resources EMPLOYEE PERFORMANCE & COMPENSATION • Implements performance-based increases for managers and executives linked to… • Effective delivery of quality customer service; • Overall performance; • Meeting organizational goals and objectives; and • Contribution to the organization. • Eliminates traditional across-the-board wage increases for management employees.

  15. County of Santa Barbara CEO/Human Resources KEY COMPENSATION COMPONENTS • Performance-based. • Managers meeting or exceeding performance expectations are eligible for base-building increase ranging from 1% to 3.5% - at the discretion of the Department Head. • Managers rated exceptional are eligible for non-base building performance rewards not to exceed $3500. • Managers or teams of managers completing projects with department-wide or countywide impact and outcomes related to improved service delivery may be eligible for performance bonus up to $2000.

  16. County of Santa Barbara CEO/Human Resources KEY COMPENSATION COMPONENTS • Equity Adjustments - Once each year, within set criteria and established controls, the ability to adjust individual manager salaries to address disparate salary issues/relationships. • Market Adjustments – At least every two years, CEO/HR will review market data and adjust bands up to 20% if indicated by data. • Bands adjusted periodically to maintain market competitiveness.

  17. ASSESSING AND MEASURING EFFECTIVENESS

  18. ASSESSMENTS AND MEASUREMENTS • Plan fully implemented beginning January 2007. • CEO/HR will conduct ongoing assessments to measure effectiveness of changes and ensure that: • Service delivery improvements are made. • Hiring/promotional pay decisions reflect sound business decisions and support improved customer service. • Classification and compensation systems are administered in accordance with plan guidelines. • Performance Management components, including goals and performance rewards are clearly linked to service delivery and overall business results.

  19. Developing the Next Generation of Leaders Integrated Human Capital Systems

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