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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


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


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


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.


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


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


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


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


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


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


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.


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.**


Organizational chart – BOE: “As Is”


Director of HR

Confidential Assistant

HR Technician


Teacher / Personnel Specialist

Administrative Assistant /

Receptionist

AdministrativeAssistant

Superintendent

HR Service Provider

Headcount: n=8BOE Human Resources – 8 Full Time


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


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


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


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.‟


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


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.


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



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



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



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.



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



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



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



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



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



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%



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


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


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


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.


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


Organizational chart: Town of Greenwich

HR Service Provider

Headcount: n= 27Human Resources – 26 Full Time

Human Resources – 2 Part-Time

`


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


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


Teacher / Personnel Specialist

AdministrativeAssistant

Director of Labor Relations

First Selectman

Superintendent, BOE

`


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


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


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


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


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


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


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


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


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



Component Path to Implementation Time Table

Organization Structure Adopt a new organization structure 1st quarter 2012




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




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




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


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.**


Appendix B – Employee Survey

**Details of the Employee Survey are provided under separate cover.**

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