administrative recommendation to hr audit. Recommendation 23

U46

Description

Administrative / Staff Response to the Human Resource Audit October 23, 2008 Recommendation Agree/Disagree Response Timeline Cost Performance Appraisal Process Replace Gnomon Webb with more Agree The Gnomon Web communication software was introduced 0 Ongoing quantifiable, objective measures. a few years ago for administrators in instructional areas. It was intended to be used for two-way communication between a supervisor and those whom he/she supervised. In addition, Gnomon Web was used to document the work of instructional administrators and was used as evidence of their work. Administrators were polled, and many saw Gnomon Web as labor intensive and not the best tool to be used as part of the evaluation process. This year, Gnomon Web is not being used and has been replaced with an additional dimension to the Leadership Alignment Plan, a plan that is based on the ISLLC framework and the District Improvement Plan. The Interstate School Leaders Licensure Consortium (ISLLC) Standards provide a framework for communicating the skills needed to successfully lead schools. The ISSLC standards identify six areas of leadership which include school vision, teacher and student learning; school management; community relations; and ethics. Administrators now write objectives that reflect the goals in their SIP/restructuring plans and write quarterly reflections that are discussed with their supervisors at ...

Sujets

• management

Informations

• Publié par: Ollu
• Nombre de lectures: 15
• Langue: English

Extrait

Administrative / Staff Response

to the

Human Resource Audit

October 23, 2008

2

Recommendation

Agree/Disagree

Response

Timeline

Cost

Performance Appraisal Process

Replace Gnomon Webb with more

quantifiable, objective measures.

Agree

The Gnomon Web communication software was introduced

a few years ago for administrators in instructional areas.

It

was intended to be used for two-way communication

between a supervisor and those whom he/she supervised.

In addition, Gnomon Web was used to document the work of

instructional administrators and was used as evidence of

their work.

Administrators were polled, and many saw

Gnomon Web as labor intensive and not the best tool to be

used as part of the evaluation process.

This year, Gnomon

Web is not being used and has been replaced with an

additional dimension to the Leadership Alignment Plan, a

plan that is based on the ISLLC framework and the District

Improvement Plan.

The Interstate School Leaders Licensure

Consortium (ISLLC) Standards provide a framework

for communicating the skills needed to successfully lead

schools. The ISSLC standards identify six areas of leadership

which include school vision, teacher and student learning;

school management; community relations; and ethics.

Administrators now write objectives that reflect the goals in

their SIP/restructuring plans and write quarterly reflections

that are discussed with their supervisors at regular intervals.

The Leadership Alignment Plan is meant to align the work of

all instructional administrators with the priorities of the district

as reflected in the District Improvement Plan.

Ongoing

0

Continue the phased introduction of

Charlotte Danielson Rubric.

Agree

The Charlotte Danielson Rubric is on track to be phased in

over the next three years.

Trainers have been identified and training sessions for them

have been scheduled for December 3

rd

and 4

th

.

A

calendar of events chronicling the rollout has been created.

Ongoing

To be determined

3

Recommendation

Agree/Disagree Response

Timeline

Cost

Recruitment

Modify the selection screening process

for special education professionals.

Agree

Modification of the selection and screening process for

special education staff will be two-fold.

The first modification

will be facilitation of a district sponsored job fair for special

educators by the special education administrators in early

April.

Recruitment for all current and anticipated vacancies

will occur at this event.

The interview and screening process

for both certified and classified staff in the special education

department will be completed prior to the end of the school

year.

In the event of resignations after the end of the school

year, interviewers from the special education department will

be available to interview applicants.

The modified

selection screening

process will be

initiated in the spring

of 2009.

The template has

been completed.

0

Redesign general interview template

Agree

The general interview template for screening candidates at

recruitment events has been changed to reflect a concise

version of the Ventures in Excellence screening module that

is currently used by the district.

Completed

Communicate compensation in offer

letters using pay period figures rather

than annual salary when possible.

Agree

The communication of compensation in offer letters for

classified, non-contracted positions now reflects a pay

period dollar amount rather than an annual dollar amount.

Language specifying the terms and conditions of

employment and termination of contract will remain explicit.

Completed

0

Employee Files

Remove unnecessary materials

Agree

Employee files have been reviewed and unnecessary

materials have been removed.

This item was addressed in

April and May shortly after completion of the site visit.

Completed

0

4

Recommendation

Agree/Disagree Response

Timeline

Cost

Retention

Begin conducting exit interviews,

including employee ethnicity and gender.

Agree

Exit interviews have moved from an electronic and hard

copy format to an in person/dialogue format conducted by

Human Resources personnel.

This new interviewing model

allows for more accurate racial/ethic and gender

identification and subsequent analysis of these identifiers in

retention review.

Completed

0

Expand the employee recognition

program.

Agree

The employee recognition program is on track to serve and

recognize employees in the organization.

Since its inception

four years ago, both the internal and external committees

have sought to provide a program to celebrate the

contributions and successes of all district employees.

Recent additions to the recognition program include A. Y. P.

school recognition, classified and certified employee of the

year, and a celebration for employees celebrating 25, 30,

and 35 years of service at each work site.

Ongoing

To be determined

Policies and Procedures

Consider adding a pre-employment drug

screen policy, and at a later date post

accident drug screen.

Agree

The district should introduce a pre-employment drug policy.

Data around loss of productivity and increased absenteeism

support this action.

The audit accurately identifies benefits

from this policy.

Set a more positive example for students.

Reduce accidents and improve safety.

Reduce workers compensation

claims and use of

healthcare benefits.

Reduce employee misconduct .

More emphatically confirms employer expectations for

employees.

Based on Board

approval

$30,000

Expand sexual harassment policy and

training to include ethnicity and religion.

Agree

The district is providing training in anti-harassment policies

which includes ethnicity and religion.

Currently underway

0

5

Recommendation

Agree/Disagree Response

Timeline

Cost

Compensation

Add cost of living increase to base salary

but make merit pay a separate year end

payout and not included in base salary.

Agree

The district will review its administrator compensation

practices and will complete a formal compensation and job

classification analysis.

The review will begin

within the year

To be determined

Communications

HR should establish a departmental

communication plan.

Agree

A written Communications Plan for the Human Resources

Department has been developed.

The plan includes a

summary of the specific documents and communications

that are regularly prepared and distributed by the

department along with a calendar for distribution of

documents and communications.

Completed

0

Job Descriptions

Separate essential and marginal duties.

Add a review update of job descriptions

to the performance appraisal process.

Provide a copy to all new employees

during their orientation and a copy to all

interviewers.

Add proficiency using

applicable software to all department job

descriptions.

Agree

Separating essential and marginal duties in job descriptions

is underway.

Job Descriptions have been written to reflect

ADA compliance as well as essential functions.

Job

descriptions are reviewed and submitted with annual

performance evaluations.

Copies of job descriptions are

given to new hires at the New Hire Orientation in Human

Resources.

All current copies of job descriptions require

proficiency in applicable software.

A job description tracking

system is currently used.

Underway

0

Employee Handbook

Secure a signed receipt or a signed

acknowledgement that the employee

understands it is their responsibility to

visit the website regularly for updates

and read and understand the handbook.

Agree

Current copies of the employee handbook are in hard copy

form.

The handbook will be available to all employees on

the intranet under the Human Resources section beginning

November 1.

The handbook is reviewed in New Hire

Orientation and at that time the acknowledgement form will

be signed and collected.

Ongoing

0

6

Recommendation

Agree/Disagree Response

Timeline

Cost

Regulatory Compliance

Provide I-9 training to applicable HR

staff.

Elevate the requirements for HR

specific credential expertise for staff.

Hire summer temporaries to purge files

of those no longer required to retain.

Agree

Regulatory posters are all current for both federal and state

compliance.

I-9 training has occurred with all Human

Resources staff and is part of the orientation training for all

new Human Resources personnel.

Requirements for newly

hired employees have been elevated as demonstrated with

the hiring of a specialist and generalist and posting of

certification specialist.

Completed,

ongoing

$110,000

Training and Orientation

Redesign and expand the dept. training

program for new hires.

Agree

Specific training opportunities have been designated for all

new hires within the department.

Completed

0

Design, develop and implement training

program for administrators to include

compliance, performance management

and effective interviewing and hiring.

Agree

New Administrator training includes components in

compliance, performance management and effective

interviewing and hiring. On August 1, new administrators

were trained in compliance and performance management.

On September 25, new administrators were trained in the

area of performance management.

All new principals and

divisionals will receive Ventures interviewing and hiring

training in November.

Ongoing

$400 per

administrator

Benefits Administration

Discontinue printing copies just post on

the web site

Disagree

We believe that the

Your Healthcare

benefits newsletter

continues to be one of the strengths of our benefits program.

There is a plan in place to reduce the number of printed

copies distributed of the Your Healthcare benefits

newsletter.

Beginning in November 2008, the newsletter will

be available on the District’s intranet and also on the

internet, under the Teacher Resources link.

A limited

number of hard copies will continue to be printed for

employees working in locations/departments where internet

access is limited in the workplace.

Ongoing

0

7

Recommendation

Agree/Disagree Response

Timeline

Cost

Use of Technology

Consolidate all payroll functions into HR.

Agree

Payroll was moved to the Human Resources department on

September 1.

Completed

$27,550

Redeploy the post payroll response team

to establish ownership and expertise on

specific types of errors for expedient

resolution.

When errors not due to

employee actions occur and result in cost

to employees, the response team should

have authority to approve

reimbursement.

Provide a list of

unsolvable payroll glitches to an out side

expert to fix.

Agree

The post payroll response team has ownership and

expertise to expeditiously resolve issues.

Reimbursements

are now quickly authorized.

An on site consultant has been

processing challenging errors.

Completed, ongoing

$9,360.00

Consider a dry run prior to issuing

payroll.

Agree

A test run of payroll occurs prior to each payroll.

Ongoing

0

Reduce the number of processes

requiring hard copies.

Establish and

communicate data processing

procedures.

Agree

Processes and procedures have been reviewed with the

intent to reduce the number of hard copies.

The department

has established and communicated data processing

procedures.

Completed, ongoing

0

HR Department Staffing, Structure and

Strategies

Re-evaluate all HR positions to

determine optimum skills, education,

credentials and expertise required.

Agree

Job descriptions and assigned key responsibilities for the

Human Resources department have been reviewed and

aligned with both department and district strategic plans.

A

keen focus has been placed on the development and

retention of current staff as well as recruiting and hiring staff

with Human Resource experience.

Ongoing

0

Add an HRIS position to the Department.

Disagree

Further analysis is needed.

To be determined

0

8

Recommendation

Agree/Disagree

Response

Timeline

Cost

Incorporate the department’s mission

objectives into the strategic plan.

Agree

The department strategic plan has been adjusted to

incorporate the department’s mission and vision statement.

The District Improvement Plan has been part of the strategic

plan.

Completed

0