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Reinventing Reinventing City Human Resources City Human Resources

for the 21for the 21stst Century Century

Presented by Omar ReidPresented by Omar ReidDirector of Human ResourcesDirector of Human Resources

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Table of ContentsTable of Contents Background ContextBackground Context Benefits of CentralizationBenefits of Centralization New HR ModelNew HR Model Implementation & Communication PlanImplementation & Communication Plan Selection Methodology & Training PlanSelection Methodology & Training Plan

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ContextContext Convergence of events has caused major Convergence of events has caused major

economic challenges at every level of the economic challenges at every level of the economyeconomy

The City of Houston has not been spared The City of Houston has not been spared and must change to effectively maintain and must change to effectively maintain acceptable level of City servicesacceptable level of City services

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Benefits of CentralizationBenefits of Centralization Centralization of HR could yield substantial benefitsCentralization of HR could yield substantial benefits

Seek economies of scale Seek economies of scale Maximize resourcesMaximize resources Mitigate risk Mitigate risk Improve consistency of policy interpretation and Improve consistency of policy interpretation and

administrationadministration Deploy HR best practices citywideDeploy HR best practices citywide Implement/expand more long-term HR value added Implement/expand more long-term HR value added

services to all departments, e.g. workforce planning, services to all departments, e.g. workforce planning, talent management, organizational development, etc.talent management, organizational development, etc.

Minimize duplication of efforts and servicesMinimize duplication of efforts and services

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Director

Deputy DirectorBenefits,Compensation,

Communications

Assistant DirectorTraining &

Development

Assistant DirectorAcct, Finance, Budget

Assistant DirectorStaffing,

Labor Relations, Employee Relations

TBD

Corporate Communications

Mgmt Reporting

Records

Compensation & Classification

Benefits

Classified Testing

Employee/ Organizational Development

Succession Planning

Learning Management

System

Safety

Liaison - Payroll Time & Attendance

Temp Services

Procurement

Finance and Budget

Workers' Compensation

Workforce Planning

Labor Relations

Employee Relations

TBDCustomer Relationship

Managers

TBDGeneralists

TBD Shared Services

Generalist

Wellness

Staffing

Drug Testing

Generalist CRM

CRM

CRM

Support

Support

Shared Services are all transactional activities in HR. This pool places the maximum number of resources on

the transactional need and provides a cross -training environment for growth.

HR Generalists will handle the actual development and delivery of HR programs. They support the CRMS are the intermediary step from Shared Services to CRMS. They

are constantly cross-training to develop an overall understanding of HR and work toward becoming CRMS.

Customer Relationship Managers are at the table in the assigned departments. They know the business and

issues in the department and are the point of contact for that department. They are policy, communications. project managers, and generally boots on the ground. Their job is to know what is going on at the assigned departments and

develop applicable proactive HR programs.

Director

Deputy DirectorClient Relations

CRMI /Sub I

CRMI / Sub IV

CRMI /Sub V

CRMI /Sub III

CRMI / Sub II

DAD

General Services

DADShared Services

Gen

I / Sub I

Gen I / Sub I

Gen I / Sub II

Gen

I / Sub II

Gen

I / Sub III Gen

I / Sub III

Gen

I / Sub IVGen

I / Sub IV

Gen

I / Sub V

HRMPhase I

HRM

Phase II

Supports

Supports

Gen

I / Sub V

ADClient Services

Customer Relationship Managers are at the table in the assigned departments. They know the business and issues in the department and are the point of contact for that department. They are policy, communications. project managers, and generally boots on the ground. Their job is to know what is going on at the assigned departments and develop applicable proactive HR programs.

HR Generalists will handle the actual development and delivery of HR programs. They support the CRMS are the intermediary step from Shared Services to CRMS. They

are constantly cross-training to develop an overall understanding of HR and work toward becoming CRMS.

Shared Services are all transactional activities in HR. This pool places the maximum number of resources

on the transactional need and provides a cross -training environment for growth.

Implementation & Communication PlanTask Description Start Date

Post positions 10/13/2010

Review Applications/Interviews all positions for the newly created division 10/20/2010

Inform all > 50% FTE, selected and non-selected employees (all phases). 1/4/2011

Phase I Go Live 1/17/2011

Train selected employees 1/17/2011

Phase II Go Live 2/14/2011

Selection Methodology & Training PlanSelection Methodology & Training PlanSelection MethodologySelection Methodology

3 information sessions on “Reinventing HR” to inform HR 3 information sessions on “Reinventing HR” to inform HR Positions will be posted Positions will be posted All HR CoH employees are encouraged to apply for positions that best fit their skills, All HR CoH employees are encouraged to apply for positions that best fit their skills,

experience and career aspirationsexperience and career aspirations Selection team will interview “best fit” employees based on their skills, experience, Selection team will interview “best fit” employees based on their skills, experience,

and potentials and potentials Directors will be informed of the selectionsDirectors will be informed of the selections All >50% FTE HR (except Safety,Training, Workers’ Compensation and Records) will All >50% FTE HR (except Safety,Training, Workers’ Compensation and Records) will

be informed of the selectionsbe informed of the selections

Training PlanTraining Plan

Immediate training: Immediate training: Operating in a new HR model (roles, responsibilities, relationships, etc…)Operating in a new HR model (roles, responsibilities, relationships, etc…) Change ManagementChange Management Functioning in/Managing Matrixed teamsFunctioning in/Managing Matrixed teams

2-year training on more strategic HR services such as: 2-year training on more strategic HR services such as: ““Preventive” employee relations management Preventive” employee relations management Workforce Planning, Talent Succession, Organizational/Employee development Workforce Planning, Talent Succession, Organizational/Employee development

programsprograms

HR JOB FAMILY COMPARISONSHR JOB FAMILY COMPARISONSCurrent

Salary grade

Deputy Director 34

Assistant Director 32 AD (32) Client Services

Deputy Assistant Director 30 DAD (30) DAD (30)General Services Shared Services

Divion Manager 29 Sr. CRM (29)HR Manager 27 CRM (27) HR Manager (27)HR Supervisor 24 HR Supervisor (24)Sr. HR Specialist 21 Sr. HR Generalist (21)HR Specialist 17 HR Generalist (17)HR Assistant 13 HR Assistant (13)HR Technician 12 HR Technician (12)

Administrative Coordinator 24 Administrative Coordinator (24)Administrative Specialist 20 Administrative Specialist (20)Administrative Assistant 17 Administrative Assistant (17)Administrative Associate 13 Administrative Associate (13)Administrative Aide 10 Administrative Aide (10)

New division

Deputy Director (34)Client Relations division

?