Human Resources: Workforce Resources and Diversity (1750P)
Program Outcome Statement
Increase individual potential and foster a productive work-environment.
Workforce Resources and Diversity includes three divisions of HR: Employee and Labor Relations (ELR), Equal Employment Opportunity/Diversity and Inclusion (EEO/D&I), and Training and Development (T&D).
• Employee Relations Consultation and Resolution
• Labor Negotiations
• Ongoing Training in a Variety of Employee and Labor Relations Topics for Managers and Supervisors
• Employee Relations Handbook, Mobile Application and Resources
• Departmental Resources for Fingerprinting/Background Checks
• Labor/Management Committee Participation
• Labor Contracts Administration
• Complaints Resolution
• Assure Unit Representation Elections are in accordance with the County’s Employer-Employee Relations Policy
• EEO Policies and Procedures
• Equal Employment Opportunity Plan
• Investigate and Adjudicate EEO Complaints
• Technical Guidance to County Departments and Employees
• EEO Training for Managers, Supervisors, and Employees
• Train staff on Preventing Harassment and Bullying
• EEO Advisory Committee
• LGBTQ (Lesbian, Gay, Bisexual, Transgender, Queer) Commission
• Transgender Policy
• Domestic Violence Council
• D&I Initiative
• Commission on the Status of Women
• Countywide Training Programs
• New Employee Welcome
• Career Development Programs
• Tuition Reimbursement Program
• Learning Management System (LMS)
• Ongoing Consultation to Departments
• Countywide Certificate Programs
• Customized Training for Departments and Community Partners
• Essential Supervisory Skills Academy, Management Development Program, and Stepping Up and Leading Up Academy
• Regional Training Consortium
• Vendor Agreement Subscription Program
To promote a high-quality workforce and collaborative relationships between employees, management, and employee organizations, the Employee and Labor Relations Division serves as a strategic partner while providing guidance, training, and recommendations on managing employee performance and conduct issues, contract interpretations, investigates and resolves complaints at the lowest level, and negotiates timely and fiscally responsible agreements.
The EEO/D&I Division fosters and promotes an inclusive and equal employment work environment for our staff and the diverse community we serve, promotes a harassment and discrimination-free workplace, investigates EEO complaints, and provides guidance, training, and resources.
The Training and Development Division creates, promotes and fosters individual and organizational effectiveness for employees by developing and offering an array of innovative and diverse programs in support of the County’s commitment to employee development, regional partnerships, and organizational enrichment.
Ratio of Employee Grievances per Employee Subject to Grievances
SMC vs. ICMA
Percent of Training Participants Utilizing Skills or Reporting Change in Behavior After Attending Classes
Percent of Complaints Resolved Prior to Formal Process - EEO and ELR
Story Behind Performance
Over ninety-seven percent (97%) of equal employment opportunity cases continue to be resolved prior to the formal process. Caseloads have become increasingly complex and require increased staff time to research, conduct investigations, and prepare for hearings. As of mid-year, there has been an increase in formal grievances from new leadership in specific labor organizations. The resulting decrease in ELR's percent of complaints resolved prior to the formal process is still above the 90% target. Although the ratio of employee grievances to represented employees has increased, it is lower than the 1% ICMA benchmark. Program staff continue to offer a diversity of training to assist departments in meeting their goals. Ninety-nine (99%) of training participants indicate that they can utilize the skills they learned from training sessions.
Recent ELR accomplishments include:
• UPDATED THE EMPLOYEE RELATIONS HANDBOOK and developed a mobile app to reflect current procedures and employment laws.
• SUCCESSFULLY NEGOTIATED SUSTAINABLE LABOR AGREEMENTS during a period of significant legislative impact on labor organizations.
• ENHANCED ORGANIZATIONAL CAPACITY by designing and delivering Countywide and department specific training sessions on employee relations and labor relations topics.
• IMPROVED FILE-STORAGE by implementing online document process.
• IMPLEMENTED a new case tracking system.
Recent EEO/D&I accomplishments include:
• DEVELOPED AND IMPLEMENTED COUNTY’S NEW TRANSGENDER POLICY in collaboration with County leadership, departments, and many stakeholders including the D&I Taskforce, LGBTQ Commission, and San Mateo County Pride Center.
• DEVELOPED COUNTY LACTATION ACCOMMODATION RESOLUTION in partnership with the Board of Supervisors, to promote and foster inclusive workspaces for nursing moms.
• LAUNCHED THE D&I TASKFORCE and provided education and training on foundational concepts, framework, and D&I initiative.
• DELIVERED COUNTYWIDE AND DEPARTMENT TRAINING PROGRAMS on EEO compliance, and preventing harassment and discrimination.
• CONDUCTED FAIR AND SOUND INVESTIGATIONS of EEO complaints.
• WORKED WITH EEO ADVISORY COMMITTEE, D&I Taskforce, and other stakeholders to promote inclusion, cultural competency, and ensure a diverse, qualified applicant pool.
• LAUNCHED AND PARTICIPATED IN OVERSIGHT of newly formed LGBTQ Commission.
• DEVELOPED AND PUBLISHED THE 2018-2021 EEO PLAN.
Recent T&D accomplishments include:
• ENHANCED ONBOARDING by redesigning the County’s New Employee Welcome Program and using LMS technologies to assign mandatory training to new hires the first week of the job.
• DESIGNED AND DEVELOPED THE STEPPING UP AND LEADING UP ACADEMY (SULU) for line staff to promote career development.
• EXPANDED PARTNERSHIPS AND RESOURCES FOR THE REGIONAL TRAINING CONSORTIUM FOR PUBLIC AGENCIES including adding new memberships, website enhancements/resources, and more training options.
• ENHANCED CUSTOMER SERVICE by creating and developing new LMS technologies for accessing, enrolling and reporting on instructor-led and online training.
• LED ANNUAL ACADEMIC FAIRS to promote employee development.
• PROMOTED A CULTURE OF LEADERSHIP by creating and administering a learning matrix for supervisors and managers.
• PLAN, SCHEDULE, AND CONDUCT CONTRACT NEGOTIATIONS.
• EVALUATE, DESIGN, AND PRESENT COUNTYWIDE AND DEPARTMENT-SPECIFIC TRAINING sessions on requested Employee/Labor Relations topics.
• UPDATE THE ONLINE EMPLOYEE RELATIONS HANDBOOK, issue regular bulletins, and update ER mobile application to provide supervisors and managers with relevant ER resources and information.
• COORDINATE AGREEMENTS REACHED IN MEMORANDUMS OF UNDERSTAND to ensure compliance in the following areas:
• Payroll related issues
• Benefits related issues
• Negotiated classification and compensation studies
• Miscellaneous agreements
• EXPLORE PRE-NEGOTIATION STRATEGIES to establish bargaining parameters with labor organizations, the executive team and Board members.
• USE TECHNOLOGY to organize and streamline document management.
• CONDUCT FAIR AND SOUND INVESTIGATIONS of EEO complaints.
• DELIVER COUNTYWIDE OR DEPARTMENT TRAINING PROGRAMS on EEO compliance, preventing harassment and discrimination.
• WORK WITH THE D&I TASKFORCE, EEO ADVISORY COMMITTEE, DEPARTMENTS, AND OTHER STAKEHOLDERS to promote diversity and inclusion, cultural competency, and ensure a diverse, qualified applicant pool.
• DEVELOP OR FACILITATE THE DELIVERY OF SEVERAL COUNTYWIDE OR DEPARTMENT TRAINING PROGRAMS, including LGTBQ gender identity, terminology, transgender policy training, unconscious bias, and D&I training.
• EXPAND MANDATORY TRAINING to all staff on sexual harassment identification, prevention, elimination, and responsibilities.
• IDENTIFY AND SUPPORT COMMUNITY NEEDS THROUGH COUNTYWIDE COMMISSIONS including the Commission on the Status of Women, Domestic Violence Council, and LGBTQ Commission.
• OVERSEE, AND ADMINISTER: New Employee Welcome (NEW), Essential Supervisor Skills (ESS) Academy, Management Development Program (MDP), Stepping Up and Leading Up Academy (SULU), and assist with the development of ESS Part II to further develop a learning culture in the areas of onboarding, supervision, coaching, and leadership.
• PROMOTE, MANAGE AND REPORT ON SMC SERVES to promote and support employee volunteerism.
• ADMINISTER THE COUNTY’S LEADERSHIP MATRIX AND COUNTYWIDE CERTIFICATE PROGRAMS to enhance workplace skills and abilities.
• PROMOTE AND PURSUE PARTNERSHIPS in order to expand the number of resources/tools available to employees.
• OVERSEE THE COUNTY’S LMS; enhance the user's knowledge and usage of LMS tools/resources to maximize technology, usage and improve data/data measurements reporting.
• ADMINISTER AND PROMOTE THE COUNTY’S TUITION REIMBURSEMENT PROGRAM and conduct Academic Fairs as well as develop technologies for enhanced automated processes.
• OVERSEE, MANAGE, ASSIGN AND GENERATE DATA REPORTS for all mandated online training.
• SUPPORT THE REGIONAL TRAINING AND DEVELOPMENT CONSORTIUM FOR PUBLIC AGENCIES to leverage resources, tools, and educational programs.
• OFFER TRAINING THROUGH VARIOUS TECHNOLOGY OPTIONS to respond to customer needs, increase efficiency, and make training opportunities more widely accessible to staff and partners.
• EXPAND THE NUMBER OF COUNTY AND COMMUNITY PARTNERS using Training & Development services to promote and support partnerships and enhance training and development opportunities.
Author: Lillian Lilles, Management Analyst Contact Email: firstname.lastname@example.org Date Updated: 1/27/2020