Organizational Staffing for

Contra Costa County

-A Portfolio Project for Senior

Contra Costa County Manager-

Tunisia I.E. Al-Salahuddin

CSU Global MS Business Leadership

ORG 522-1

Instructor: Dr. Mary Welsh, SPHR, Adjunct Faculty

Organizational Staffing for Contra

Costa County

-Portfolio Project-

• Contra Costa County is an organization that I have

worked for in the past. Within this PowerPoint

presentation I will educate the senior leadership

about the benefits of the Staffing Organizations

Model. Upon completion of the presentation I highly

recommend that the organization utilize the Staffing

Organizations Model for the betterment of the

infrastructure.

Organizational Staffing for Contra Costa

County

Within the Contra Costa County Human Resource Department a new systematic model can be used to ensure that a structured way of hiring is utilized.

The purpose of the business needs is to ensure that a uniformed hiring process is intact for the human resource analysis to follow.

The development of this new hiring process encompasses many aspects of the old ways of hiring will help alleviate some of the tension that came along with the human resource model. It will help management with the delegation of staffing needs (whom works in what department and who sits where).

Many of the stake holders are the CEO’s, CFO’s, County Supervisors, and tax payer.

EEO, testing, and Government Acts like ADA and Affirmative Action which still need to be used regardless.

Staffing Organizational Model for Contra

Costa County

Organization

Mission

Goals

HR and Staffing Strategy

Staffing Polices and Procedures

Support Activities & Core Staffing

Activities

Staffing System and Retention

Management

Organization Strategy

The overall staffing organizations

model, which forms the

framework for this book, is shown

in Exhibit 1.6. It depicts that the

organization’s mission and goals

and objectives drive both

organization strategy, and HR

staffing strategy, which interact

with each other when they are

being formulated. (Heneman,

2012)

Resources

People

The number of employees need to

be hired

It is important to know the new hire amount,

so the accounting team can forecast the

cost

Measurement

Will Qualitative and Quantitative

Measurements Be Used

Depending on the department

measurements will play a vital part of hiring.

Higher management will use qualitative

measurements and lower subordinates many use

quantities measurements bases on the job and

education

Departments Needs

Which Departments Need New Hires

It is always good practice to fill positions where

there is a urgent need to hire based off layoffs, quits, or unexplainable

events.

Outside Services

Staffing System and Retention Management

Legal compliance

Reward System

The outside services would be: Computer

programs that would be installed, technology,

and legal teams if needed.

Core Staffing Activities

Recruitment: external, internal

Selection: planning, external, internal

Employment: decision making, final match

This is the process that should be followed. The company and HR team need to have their own governances, policies,

and procedures for fairness.

Mission, Vision, and Values

-Contra Costa County Statement- Mission

Contra Costa County is dedicated to providing public services which improve the quality of life of our residents and the economic viability of our businesses.

Vision

Contra Costa County is recognized as a world-class service organization. Contra Costa County serves people, businesses and communities. Our organization and each one of our employees value: Clients and communities • Accountability Partnerships • Fiscal Prudence Quality Services • Organizational Excellence where innovation and partnerships merge to enable our residents to enjoy a safe, healthy and prosperous life.

Values

Contra Costa County is dedicated to providing public services which improve the quality of Life of our residents and the economic viability of our businesses.

“Staffing Models Should be Employed to Find the Best Matched People for Open Positions and For the Organization Itself” (Morse, 2014).

Mission and Goal Implementation

Upon review of the mission, goals, visions, and values of the Human Resource Department I noticed that their was no specific statements that was created and designed just for the Contra Costa County Human Resource Department, applicants, employees, and management to abide by. Upon implementation of these mission statements along with vision, goals, and values they would be applied within the human resource department and on the county website for all to see. This would include the EEO statement that should be placed in a visible location. By implementing a mission statement within the HR department it would show the integrity of the department and organization as upright!

Organizational Strategy Build: It should be the desire and the plan of the HR department to build a

thriving environment with exceptional employees whom are willing to work and become achievers while working. Employees should still seek knowledge in an educational form.

Create: CCC human resource should have the mindset to create a community of longevity and sustainability for the future to ensure that the economic structure does not collapse (hire the correct people).

Develop: Try to develop and infrastructure that embraces excellent change but, still is some what governed by the phrase, ‘I earned it’ (Smith Barney way).

Lead: CCC human resource department should be willing to lead by example for all other human resource departments to follow by. i.e. change agents, new systems, new technology, dynamic environment, fair hiring practices, and excellent collaborations.

Encourage: It is an excellent idea for the human resource department to put emphasis on a safe work place and encourage employees by any means necessary. Weather you do monthly drawings, bonuses for having a injury free month at work, or being able to meet quotas for the year can be initiated by the human resource department.

HR and Staffing Activities

Human Resources Department

Overview

The Human Resources Department has a staff of 38 employees and a FY 2014-

2015 budget of approximately $1.8 million. The Department is organized into

three (3) Service Units that provide a full range of personnel services to

County Departments, employees, and the public.

These Service Units are responsible for the following activities:

Administrative Services Unit

Employee Benefits Services Unit

Personnel Services Unit

Labor Relations Services Unit*

(CCC Human Resource, 2014)

Staffing Policies and Procedures

The staffing policies and procedures should always be

number one within training as they are, but any changes

or modification need to be circulated to employees and

management immediately as legal measurement.

“Measurement ensures the rules applied to staffing

decisions are standardized, valid, and reliable thus

providing the organization with a systematic staffing

process” (H. G. Judge,2012).

Staffing Systems Staffing systems can be

many things. They can be

computer systems,

staffing agencies, metrics,

or systematic way of

hiring using qualitative or

quantitative

measurements. CCC

Human Resource

Department currently

hires through a second

party (Staffing Agencies)

as well as hires directly

through their own human

resources

Retention Management

It is not feasible or a good look for any organization to have a high turnover rate. This can lead to possible future employees not wanting to even apply for positions. A bad reputation within the HR department can cause horrible networking based off word of mouth, and costly training fees to replace employees. Possible ways to decrease retention rates within the human resource department, so that it will not affect everyone within the County infrastructure are:

Integration into social networks, Loyalty to the organization, Job security, favorable commute, good working hours / work-life balance, challenging work, positive management relationships, Good compensation, recognition and employee appreciation.

‘Increased workforce mobility imposes a significant cost on many organizations because of the negative impact departing employees have on informal networks. The turnover of well-connected employees disrupts networks important to innovation, best practice transfer, and project execution. Yet while network losses can be quite costly, they are typically invisible to most organizations' financial and performance management systems’ (Ballinger, Craig, Cross, and Gray, 2011).

Cost of TurnoverThe example below comes from CSU Global and illustrates the pros and cons of

turnovers within a company.

Costs of Turnover

Direct Costs Indirect Costs

•Accrued PTO

•Exit interviews

•Unemployment costs

•Temporary/Contract Replacement

Workers

•OT for current staff

•Employee replacement costs

• Interview time

• Advertising costs

• Training costs (orientation, on-

the-job)

• Administrative

• Pre-employment testing

•Lost knowledge and skills

•Poor morale

•Low productivity

•Team disruptions

•Lost clients

•Reductions in service or quality

(CSU Global, 2014)

Ways to Alleviate Possible Resistance to the

New Model

Encourage employees to try something new with always the

possibly of implementations

Suggestions or shall I say a suggestion

box. Getting feedback is

always a great way of taking a second look.

Have a six sigma mind to perfect. What is wrong? This

is a way to alleviate

defects and lower the deficit like

costly turnovers.

Never micromanage,

but have meetings, with

excellent collaborations to discus ways to eliminate tension and

stress associated with

possible company change.

Conclusion

It is important that the human resource department

management team and county managers for each division

and department. By using the staffing models will always

leave room for growth and development to ensure;

success, low turnover rates, and a sustainable

infrastructure for the future. “The Staffing Organizations

Model implies that the firm’s mission, goals, and

objectives inform organizational strategy of HR and

staffing strategies (Heneman & Judge, 2009). In short,

staffing levels and staffing quality are the essential focal

points of the following functions: staffing strategy, policy,

and programs” (Morse, 2014).

References

Ballinger, G., Craig, E., Cross, R., & Gray, P. (2011). A Stitch in Time Saves Nine:

Leveraging Networks to Reduce the Costs of Turnover - Harvard Business Review.

Retrieved November 19, 2014, from https://hbr.org/product/a-stitch-in-time-

saves-nine-leveraging-networks-to-reduce-the-costs-of-turnover/CMR490-PDF-

ENG

H. G. Judge, H. (2012). STAFFING MODELS AND STRATEGY. The Nature of Staffing,

Chapter 1(7th ed), EXHIBIT 1.6-EXHIBIT 1.6. Retrieved November 19, 2014, from

Henema_samplech01.

Morse, D. (2014, January 1). Staffing Models--Why They Matter. Retrieved November

19, 2014, from

http://www.bestthinking.com/articles/business_and_finance/human_

resources/employee_relations/staffing-models-why-they-matter

Module 8: Retention Management. (2014, January 1). Retrieved November 19, 2014,

from https://csuglobal.blackboard.com/bbcswebdav/pid-1606318-dt-content-

7858778_2/courses/KEY_ORG522/courseModules_fall2014a/ORG522_8/org522_8.html