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The New City of Bell, California (90201) PowerPoint Presentation
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The New City of Bell, California (90201)

The New City of Bell, California (90201)

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The New City of Bell, California (90201)

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  1. The New City of Bell, California (90201) David Bond Randall Coard Antonella Demartini Erica Garcia PA 725: Human Resource Management December 15, 2010

  2. Corruption in Bell city leaders • In July 2010, reporters from the Los Angeles Times discovered: • City leaders had drastically inflated salaries • City leaders levied illegal property taxes • City leaders wrongly loaned public money • To make matters worse, Bell voters were historically apathetic and turned out in extremely low numbers.

  3. Our motto: S.E.A.T • Stewardship & public service commitment • Ethics • Accountability • Transparency The public deserves a SEAT at the City Council’s table. Citizen’s Advisory Board Mayor City Council Human Resources Office

  4. Department of Human Resources for the city of Bell Human Resources Manager Labor Relations Liaison Workforce Planning Coordinator Benefits & Compensation Analyst Training & Development Specialist Employee Relations Liaison

  5. Workforce Planning Recruitment • Will Follow Mission Focused Strategies for Finding Best Candidates • Maintain Positive Presence in the Community • Utilize Automated Applicant-Tracking System/Recruitment Technology Selection • Emphasis on Ethics, Passion for Public Service, Mission Critical Capabilities • Use Weighted Rankings • Credit /Background Checks • Ongoing Monitoring and Analysis of Recruitment/Selection Strategies to Ensure Success

  6. Succession Planning • Entire Human Resource Department Will Participate • Shift From One-to-One Replacement Strategy to Creating Strong Candidate Pools • Succession Planning Training Required for All Managers and Human Resource Personnel • Voluntary Employee and Public Participation • Will Not Be Solely A Function Solely of Human Resources • Will Include Mentoring and Internships Focused on Ethics and Public Trust

  7. Training and Development TRAINING • Training is part of the process of development that advances and maintains individuals within an organization • Training is essential for employees when first hired through out their term of employment with the agency • Training allows for the growth of the skills, knowledge and ability for employees to successfully perform essential job functions • HR will be Implementing a Rules and Regulations Academy: • Inform employees of laws, regulations and mandates as required by Local, State and Federal Government (ex. Sexual Harassment, OSHA) • Ensure employees are aware of changes to laws, regulations, and mandates and sure both employees and the organization is in compliance • Developed non-management and management academies and Council-member academy

  8. Training and Development TRAINING (cont.) • On-going ethics training • Complete and/or maintain certification and licensing • Incorporate on-line interactive and self-paced training • Introduce diversity training DEVELOPMENT • Development is the training and education provided to employees for continued career growth within the agency • Goal of the organization is to provide Career Development & Advancement • Leadership Training • Management Academy • Mentoring Program

  9. Compensation and Benefits • In order to prevent the situation experienced in Bell, CA we need to create boundaries on compensation, and provide external oversight • Total compensation studies to be part of each MOU agreement: • Employees: based on a defined list of comparable cities/agencies; total salary and benefits set at 60th percentile of the list • City Council: compensation set similar to employees; no extra pay for sitting on additional committees; benefits extended to Council members as a more appropriate incentive for community participation • All compensation and benefits to be reviewed by Citizen’s Advisory Board for honesty and adherence to procedure

  10. Compensation and Benefits • Pay and performance incentives are an import part of any compensation package; however, we must ensure that incentives are directly linked to the organizational mission • Traditional pay-for-performance schemes are largely ineffective • We propose a pay scale broad-banding system in which employees may negotiate a slightly higher pay range for a given position based on employee competencies that are directly related to our S.E.A.T. mission, such as: • Public service and volunteer experience • Special skills in areas such as public and nonprofit administration • Experience on oversight/ethics committees • Experience acting as a community liaison

  11. Performance Appraisal • What? • Making employees accountable for their performance and rewarding performers • Providing constructive feedback that outlines expectations and timelines • How? • 360 system • Who? • Supervisor, Self, Peer, subordinate • External – clients/customers • Why? • to address dysfunctional behavior and provide documentation for disciplinary action • to communicate supervisor, peer, & client perception of employee’s work • to recognize strengths and deficiencies in performance • to recommend appropriate compensation • When? • After probation (e.g. 6 months) • In a timely fashion (e.g. every year)

  12. Employee Relations (“ER”) ER refers to employee well being in the work place. Employee discipline “progressive discipline,” warning, write up, suspension, termination whistleblower program Concern with employee stress management, physical wellness, and safety Employee Assistance Programs (“EAP”) for employees to deal with personal problems Dispute resolution To ensure fairness standards to limit interpersonal conflict To ensure procedural due process To ensure alternative dispute resolution methods like counseling, negotiation, mediation, mini-trials, or arbitration

  13. Labor Relations • We recognize and respect the legitimate interests of both labor and management and our goal is to build and maintain relationships capable of adapting to the dynamic and changing conditions facing our city. We want to create a positive work environment while being good stewards of the citizens’ tax dollars

  14. Labor Relations Duties & Responsibilities • Negotiate collective bargaining agreements (CBA) with unions • Advise County Leaders on labor relation issues • Provide Labor Relations training to supervisors and management • Assess and evaluate compliance with agreements (Legally, contractually)

  15. Labor Relations Duties & Responsibilities (cont.) • Under the terms of the Meyers-Milias-Brown Act we will negotiate in good faith with representatives of bargaining units, using interest-based bargaining to reach agreements

  16. Interest Based Bargaining • Interest-Based Bargaining (I-BB) is a positive approach to collective bargaining. It uses the win-win approach proffered by Fisher and Ury in the book Getting to Yes, rather than traditional concepts based on positional bargaining. I-BB challenges labor and management to break with the traditional adversarial ways of dealing with each other. • Under this process, labor and management will: a. Share information and work together on issues or problems b. Develop/discuss respective interests (goals/objectives/needs) c. Discuss options and agree on criteria to evaluate options d. Use consensus to reach a solution.

  17. Negotiation Negotiation Team • Labor Relations specialist, the City Manager, and the City Attorney Collective Bargaining Units: • The City Employees Association, The Police Association, The Firefighters Association Goal • to negotiate and administer Memoranda’s of Understanding (MOU’s) with the City’s collective bargaining units, which will then be presented to the city council for approval