Human Resources Department (1700B)

Mission

Through strategic partnerships and collaboration, the Human Resources Department recruits, develops, and retains a high performing and diverse workforce and fosters a healthy, safe, and productive work environment for employees, their families, departments, and the public in order to maximize individual potential, expand organizational capacity, and position San Mateo County as an employer of choice.

Department Headline Measures

Percent of Customer Survey Respondents Rating Overall Satisfaction with Services as Good or Better

Percent of County Employees Stating They Would Recommend the County as a Great Place to Work

Budget Summary

FY 2017-18

  • Total Sources: $10,178,489
  • Total Requirements: $18,173,393
  • Net County Cost: $7,994,904
  • Funded FTEs: 72.53

FY 2018-19

  • Total Sources: $9,621,784
  • Total Requirements: $18,218,808
  • Net County Cost: $8,597,024
  • Funded FTEs: 72.41

Program Results

Time-to-Fill (External Recruitments) SMC vs. ICMA

Workers' Compensation Claims per 100 Employees
SMC vs. ICMA


Percent of EEO and ELR Complaints Resolved Prior to Formal Process

Percent Completion Rate of Employees who Participated in High-Risk Wellness Services

Administrative Measures

Cost per Capita

Percent of HR Employees Rating Experience Working for County as Very Good

Percent of Performance Goals Met

Percent of Employee Evaluations Completed Annually

Fiscal Year 17-18 Highlights

  • Provided outreach, education, and training on Employee and Labor Relations and Equal Employment Opportunity (EEO), including launching the Countywide Diversity and Inclusion Initiative.
  • Expanded wellness offerings and efforts for department leadership support, and expanded health benefits options, including Blue Shield Trio HMO as well as buy up plans for dental and vision.
  • Enhanced the employee experience through events and programs such as the Innovation Summit, Career Development Day, Career Development Assessment Center, Mentoring, Heart Walk and Casual Coaching.
  • Continued the implementation of the Agile Organization Initiative to expand alternative work-delivery options, including limited-term employment and management fellowships and internships.


Fiscal Year 18-19 Priorities

  • Continue efforts on the new performance management pilot.
  • Expand Succession Planning and employee engagement initiatives.
  • Implement recommendations from the labor-management Benefits Committee.
  • Negotiate new contract agreements with several labor organizations.
  • Research additional technologies to further enhance applicant and employee experiences.


Links to Program Reports

Author: Rocio Kiryczun, HR Director     Contact Email: rkiryczun@smcgov.org     Date Updated: 8/24/18