Support Services Program Review Update Form

Support Program:_Office of Human Resources______By:__Stan Dupree______Date:__2/28/14______

1. Progress Report. Review previous year’s institutional review. Describe the progress made on any recommendations or areas of need identified in your previous year’s review. Specifically, describe progress made toward current department goals and objectives, and learning outcomes.

2011/12 Goal-Ensure quality hiring and retention. Through the introduction of RedCarpet and OpenHire, we have completely re-engineered our process workflows. We continue to monitor and evaluate the effectiveness of both applications.
2011/12 Goal-Enhance training and development opportunities for staff. Through partnerships with Keenan & Associates and our legal partner, LCW, we have added content to our Flex events as well as specific, department-based training such as customer service, interpersonal skills, team dynamics, fork lift training, and safe lifting. Internally, classes held during the CTI event and subsequent classes held at the TLC increased our campus presence for Classified and Leadership staff.
2011/12 Goal-Develop and update various administrative policies. Over the course of 2013, several of our policies were updated and revised to include language related to organizational change and new developments in human resources laws, regulations and regulatory body requirements. We continue to update and manage our policies.
2011/12 Goal-Continue to utilize technology. This goal is directly tied to the quality hiring goal. With the successful implementation of two applications (RedCarpet and OpenHire), we have taken advantage of streamlined workflows. In addition, our web presence was completely re-designed in 2013, offering a simpler, more direct visual experience for the employees we support.

2. Provide effective data sources to evaluate this department. Insert qualitative and quantitative data elements that can be used to evaluate this department—what information do you typically use to document your success and justify expanding your department or budget.

2012/13 Fiscal Year Employee Hiring:
· Individual Job Titles Posted: 65
· Number of Positions Filled/On boarded: 123 (includes pool positions awaiting hire/review)
· Posting Date-to-Fill (average): 110 days
· Number of Applications Processed: 2365
2012/13 Fiscal Year Student Worker/Tutor Hiring:
· Student Workers and Tutors Processed/On boarded: 239
2013/14 Fiscal Year To Date Employee Hiring (as of 2/28/14):
· Individual Job Titles Posted: 131
· Number of Positions Filled/On boarded: 330 (includes pool positions awaiting hire/review)
· Posting Date-to-Fill (average): 96 days
· Number of Applications Processed: 3810
2013/14 Fiscal Year to Date Student Worker/Tutor Hiring (as of 2/28/14):
· Student Workers and Tutors Processed/On boarded: 129

3. Program assessment. Assess needs of your department such as changes in staffing, equipment, training, software/technology and facility needs.

· Increased Hiring – fall 2013. We hired a professional, temporary employee to assist with an Adjunct hiring surge for the fall 2013 Semester.
· Staff Cooperation/Teamwork. Recruitment, and subsequent onboarding, continues to be more than 70% of the daily functionality of the Office of Human Resources. Staff rose to the challenge and, as needed, assisted with recruiting activities and onboarding activities to ensure the best possible outcomes for our newly hired employees, faculty and student workers.
· Software Implementation(s). Staff adapted to changes in internal workflows with the introduction of two new application deployments – OpenHire and RedCarpet. New workflows and process maps were developed and extensive training was conducted to ensure smooth transitions.
· System Audits. Regular, weekly reviews are made for RedCarpet and OpenHire to ensure that processes are working effectively and to provide a heightened sense of group communication between our Generalists, Specialists and Management teams.
· Need for Additional Staff. (A) Existing temporary position (HR Generalist) should become a permanent, Full-time position, given increased recruitment and onboarding workloads as identified above. (B) Add administrative position for RideShare and basic Risk Management functions to assist with added workload in department – position will also be able to assist with heavy recruitment/onboarding periods as well as with daily operations.
· Request for Proposal – Applicant Tracking System. We will produce an RFP for replacing our existing OpenHire system, to improve recruitment efficiency, in May 2014. We have been in contact with three vendors, particularly targeting the gap discovered with OpenHire’s inability to require documentation uploads – this will reduce our weekly workload by 10-20 hours per week which is spent reaching out to applicants who have not submitted the required documents through OpenHire.

4. List accomplishments department has made in the last year.

a. Implementation of RedCarpet Onboarding. RedCarpet is an online onboarding application that provides newly hired employees access to required employment documentation, online orientation modules for respective employee groups and benefits, College of the Desert campus information, and communication access to the Office of Human Resources. RedCarpet was implemented in July 2013 and our first new hire was processed through our new employee onboarding event on October 7, 2013, providing a consistent, engaging and thorough introduction to our campus, services and employer-based content.
b. Implementation of OpenHire Applicant Tracking System. In mid-2012, we discontinued the use of PeopleAdmin as our applicant tracking system and implemented our OpenHire application. OpenHire continues to be our main recruitment system and we have processed all requisitions, job postings, candidate applications, Search Committee resume reviews and candidate communications through OpenHire for all of 2013.
c. Increased hiring surge – fall 2013. From late July through mid-September, we experienced a dramatic increase to our Adjunct hiring. The staff rose to the occasion and we successfully hired all of the open positions required for the fall 2013 added sections. We accomplished this with the hiring of a temporary, professional recruiter who assisted us during the heavier-than-normal hiring period.
d. Implementation of Minimum Qualifications Audit Database. In May 2013, we completed our file review of over 700 personnel files for Adjunct and Full-time Faculty. The review resulted in a CCC audit-friendly database which houses degrees, certifications and licensure for our current and former faculty. Ongoing, each newly hired faculty results in a complete file review which is subsequently added to the database – without the need to review personnel files for future audits or minimum qualifications requests.
e. Implementation of Onboarding Tracking System. In April 2013, we deployed a database to track the collection of new hire onboarding materials, including intake of Department of Justice, Tuberculosis and employment eligibility documentation. This database was changed to an onboarding “checklist” following the successful implementation of RedCarpet in October 2013.
f. Created new partnerships with various recruitment organizations and consultancies. In 2013, we increased our online recruitment presence by partnering more closely with Career Builder, Job Elephant and HigherEd Jobs. We also partnered with PPL to find the best candidate for our EVP position.
g. Risk Management Education Deployment. In summer 2013, we deployed three online courses through Keenan SafeColleges in response to an increasing number of strains and injuries among our clerical and administrative staff. In addition, in late 2013 we arranged live training, through our Risk Management partner, Keenan & Associates, for Fork Lift Safety and Lifting Safety. CAL-OSHA requirements for training on the new Safety Data Sheets (Globally Harmonized System) were deployed in early October.
h. AB1825 – Sexual Harassment Training Deployment. At both Spring 2013 and Fall 2013 Flex, we arranged for live training from one of our legal partners, LCW, to address sexual harassment and student/faculty interactions on campus.
i. Streamlined communications with Payroll Services. In November 2013, we added event processes to our RedCarpet Onboarding event which included staff from Payroll Services. The Payroll team now has immediate access to our payroll-related documentation and has complete connectivity to our onboarding event, streamlining Payroll's internal processes.
j. Development of intact-team training materials. In conjunction with training previously deployed in 2012, we developed training materials for intact-team training with a focus on interpersonal skills, customer service and team dynamics. In addition, the training was used as part of an individual employee’s performance improvement plan (related to tenure evaluation).
k. Increased Behavioral Interviewing Effectiveness. Partnering with CODESP, a non-profit organization, we were able to provide our various Search Committee Chairs with a set of starter interview questions, oriented to extract job experience and job performance discussion from our interview candidates. Having a set of questions developed with past experience in mind, has proven very useful for our Search Committees, allowing more time to tweak existing content rather than develop questions from scratch.
l. Redesign of Human Resources Web Site. Throughout the first three quarters of 2013, we revised and updated our web site on the COD portal to increase readability and to provide additional access to human resources content to all COD staff and faculty.
m. Reduced Personnel File Storage. Using RedCarpet, since October 2013, we now scan over 75% of the documentation received during the hiring process, reducing our file storage to only 25% of the previous volume. The cost of the file uploads is included in our RedCarpet expenses, so there is no additional fee for the scanned documentation.
n. Redesign and Updated Frequency – EEO Training. Our EEO (Equal Employment Opportunity) training was updated in April 2013 and our frequency increased dramatically prior to the fall 2013 semester. We now have a standing EEO Training, every Thursday, held in Human Resources.
o. Implemented Ergonomic Evaluation process. Having completed training for first level response to ergonomic concerns, two team members of the Office of Human Resources now offer on-site ergonomic assessments for our employees. Additional support, for high level ergonomic concerns, is available through our partnership with Keenan & Associates.
p. Smooth transition of Risk Management responsibilities. In November 2013, we successfully transitioned Risk Management functions to the Office of Human Resources. Three Human Resources team members are now directly connected to Risk Management functions and are now active board members/alternates in our Joint Power Authority groups – SWACC and RSRMA. We continue to work closely with Keenan & Associates to monitor, manage and control our losses. All 2013/14 educational requirements, defined by RSRMA, we either met or deployed prior to December 2013.
q. Student Worker/Tutor Authorization Process – Moved to RedCarpet. In November 2013, we abandoned a troublesome Portal-based online form that was used to generate onboarding for our student workers and tutors. The process was moved to our RedCarpet system and all campus staff involved in the hiring and coordination of student worker/tutor authorizations were trained on using RedCarpet. Since November 2013, we have on boarded over 100 students through the RedCarpet system – with an increase in approval time and zero loss of related documentation.
r. Development of HR Systems User Manuals – Over the course of 2013, we developed several training/procedural manuals for RedCarpet and Datatel. Additional training materials were developed for TrakStar, deployed at the 2013 CTI and through various TLC training events.

5. List the department’s current goals and objectives. (2 – 3 measurable goals that are congruent with College of the Desert’s Strategic Master Planning Goals.

a. Goal: Increased efficiency for recruitment services. Objective: Reduced turnaround times for recruitment service requests. Action Plan: Deploy survey to track performance of recruitment team; survey to be available for all internal customer transactions; measure survey results monthly and quarterly; provide vehicle for reviewing survey results to effect change in processes or workflows.
b. Goal: Realign and reengineer department job functions and workflows. Objective: Streamline pre- and post-hire activities to align with redistribution of job duties, responsibilities and customer experience. Action Plan: Develop new job descriptions; reorganize workflows; document new processes/procedures.