Human Resources: HR Strategic Support and Partnerships (1710P)
Program Outcome Statement
Increase organizational capacity through technology, partnerships, and financial performance.
- Policy development and implementation
- Financial support and oversight
- Organizational development and consultation
- Position control administration and personnel/payroll support
- Information Technology support
- Civil Service Commission, Commission on the Status of Women, and Domestic Violence Council support
Human Resources (HR) Strategic Support and Partnerships collaborates with departments, employees, external partners, and internal HR divisions to provide leadership, consultative and support services.
Percent of customer survey respondents rating overall satisfaction with services as good or better
Quality and Outcome goals meeting performance targets
Cost per capita
Story Behind Performance
Providing outstanding customer service is a priority for the Human Resources (HR) Department. During the last four fiscal years, over 94% of Human Resources customers have rated services provided as good or better, exceeding the Countywide target of 90%.
The HR Department strives to ensure financial stability and keep operational costs low. The cost per capita is at $18, which is lower than other bay area counties. HR continues to maintain a reserve balance of 3% of Net Appropriations, exceeding the County’s 2% requirement.
Over 80% of HR quality and outcome measures are met.
The Human Resources Department continues to deploy strategies that enhance performance, customer service, and efficiencies. Recent accomplishments include: receiving the 2017 IPMA-HR Award for Excellence for work associated with the Agile Organization initiative, including the creation of term employment type and expansion of internships and management fellowship programs; converting the Supported Training and Employment Program (STEP) for emancipated foster youth into a year-round program and receiving a 2015 CSAC Challenge Award for these efforts; conducting the annual Employee Innovation Summit to identify ideas to enhance County services; conducting the annual Hack-SMC and Apps Challenge events; coordinating Career Opportunities Committee activities (including a Career Development Day, Job Shadow program, webpage offering career resources); hosting a Jobs Youth Summit for under-represented youth in our community to provide them with resources and tools needed to gain employment; promoting succession management initiatives including offering several Career Development Assessment Centers and an Executive Leadership Academy; and leading Employee Engagement efforts, which included the annual survey, access to a web portal for supervisors and managers, and employee engagement champion training sessions.
The 2017 Employee Engagement survey response rate increased from 64% to 71% (4,541 employees) as compared to the prior year. A total of 81% of employees rated their experience working for the County as very good or good, and 80% of employees saying they would recommend the County to a friend as a Great Place to Work. The Human Resources Department’s ratings in these areas are 89% and 88% respectively.
Program priorities for the HR Strategic Support and Partnerships Program include:
- Expanding Agile Organization initiatives (including the use of
various employment types including fellowships, internships, Term) to
allow for more flexibility and opportunities;
- Implementing a new performance management process with pilot departments;
- Implementing a regional Management Fellowship Program with public agencies in San Mateo and Santa Clara Counties;
- Continuing to leverage Workday to ensure full utilization;
- Promoting employee engagement, including conducting annual survey,
providing supervisors and managers with tools and resources to increase
engagement, and deploying Countywide strategies; and
- Launching the Management Talent Exchange Program (MTEP), which
provides emerging leaders from local public agencies (in San Mateo and
Santa Clara Counties) the opportunity to participate in a 3-month
assignment at another agency;
- Creating a communications unit to streamline various communications shared with County employees; and
- Expanding internship opportunities through the transfer of the Jobs
for Youth Program from the Human Services Agency to the HR Department.