A communication transmitted from Yi-An Huang, City Manager, relative to an update from the Human Resources Department

Human Resources Update Raecia Catchings Chief People Officer October 21, 2024

2 • HR Roadmap Update • Employee Engagement Survey • Classification and Compensation Study • Non-Union Performance Reviews We are excited to share some updates from Human Resources today

• HR Roadmap Update • Employee Engagement Survey • Classification and Compensation Study • Non-Union Performance Reviews 3

4 Since our last update, we’ve identified three initiatives that we aim to complete by the end of next year: Benefits Administration 1 Work with a benefits consultant/broker Implement electronic benefits administration Talent Attraction & Retention 2 Elevate the City’s brand and employer value proposition Provide more centralized support in the hiring process Enhance the employee onboarding process Learning and Development 3 Launch non-union performance reviews Develop and launch a Learning Management System (LMS) Labor and Employee Relations 4 Launch an employee satisfaction survey Refine case management process HR Administration and Policy 5 Complete the Classification and Compensation Study Audit existing HR policies HR Transformation and ERP Implement back-end systems improvements (i.e., PeopleSoft) Configure front-end modules for HR-related business 6 This is neither comprehensive nor captures all the daily work in each area that ensures normal HR operations Complete by 2026

5 ... And we’ve continued to fill out our organizational chart with the people needed to execute on these initiatives HR Administrative Assistant Constance Taber HRBP Vacant Workers’ Comp Administrator Jordan Wilkinson HR Generalist Khali Tabor Personnel Analyst Mary Greene HRIS Specialist Barbara Armistead Assistant Director, Learning/Development Vacant Director of HR Transformation Seema Badaya Assistant Director, Talent Recruitment Waleska Alves Assistant Director, Benefits Administration Barbara Brown Deputy Chief People Officer Jessica Pavao Director of Labor Relations Jamie Matthews Labor Relations Specialist Peter Bala HR Manager* Jania Bell Training Specialist Vacant Talent Acquisition Specialist Arielle Spivey Benefits Service Representative Vitaliy (Tony) Khachiyan Benefits Service Representative Shailja Tripathi Benefits Analyst Jean Montout Benefits Analyst Vacant Chief People Officer Raecia T. Catchings Labor Relations Analyst Vacant Solution Architect* Elisabete Baker Business Process Analyst Vacant Talent Co-Op/ Intern Tyler Brogan * long-term temporary positions

• HR Roadmap Update • Employee Engagement Survey • Classification and Compensation Study • Non-Union Performance Reviews 6

7 We have launched an employee engagement survey this fall to assess our baseline workplace climate Who should take the engagement survey? All permanent full-and part-time employees 2 How will the survey protect anonymity? In no case be reported in a way that a person’s identity will be known: All data will be aggregated Any groupings where the response rate is less than 10 will be rolled up 4 What is the employee engagement survey? Asks about the employee experience and workplace environment Most questions can be benchmarked No more than 15-25 minutes to complete 1 How will the survey be used? Establish a baseline understanding Compare to other municipalities Helps us understand where to intensify our efforts Include in the City Manager’s performance review 3

8 Earlier this month, all permanent staff received either an email, a postcard, or both with a link to complete the employee survey 2,487 Colleagues received the survey 29% Participation rate Participation (as of 10/16) The survey is offered online only, which employees can access in two ways: Survey is offered online only Postcard: 1) Receive postcard at your home 2) Scan QR code or type URL 3) Complete survey (15-25 minutes) We’ve also been working with departments to make the survey available at worksites where there may be colleagues without computers or email E-mail: 1) Receive an email 2) Find e-mail and click the link 3) Complete survey (15-25 minutes)

9 The final report will be shared with all staff no later than November 15, 2024 September October November Leadership Together 10/21 (Today) 10/28 Deadline to complete survey 11/15 Share results with City Council 9/23 Survey opened 11/8 Final report completed We’ll convene all employees at two “town hall” style forums in early 2025 Staff have until October 28 to complete the survey, and the final report will be available by November 15, even if it takes some more time to digest the results

• HR Roadmap Update • Employee Engagement Survey • Classification and Compensation Study • Non-Union Performance Reviews 10

Project Goals Internal equity: identify and mitigate pay equity disparities Market competitiveness: attract and retain highly qualified employees  Ensure salaries are commensurate with the responsibilities assigned  Establish justifiable pay differentials between individual roles  Maintain competitive standing with similar employers in comparable geographic areas or those with similar costs of living  Facilitate recognizable compensation growth over time. 11 Update: Non-Union Classification and Compensation Study (1/3) Only non-union employees are in-scope: 685 total job codes Work Overview  Compare pay rates to overall labor market, including both public and private sector  Assess pay equity for employees performing similar work, including disparities across race, ethnicity, and gender Compensation benchmarking 2  Provide recommendations for the optimal pay structure based on benchmarking and internal hierarchies  Advise on other compensation strategies, such as performance and longevity pay Pay structure and policy assessment 3  Review all job descriptions and titles  Provide recommendations for more consistent job titling Job title and classification evaluation 1

12 Update: Non-Union Classification and Compensation Study (2/3) Progress Updates Released an RFQ in July and have awarded a contract Hired a project manager to start on 11/4 Pending a November start we are on track to complete the study next year and start implementation in FY26 FY26 May FY24 Aug FY25 Phase 0: Procurement Phase 1: Information Gathering Phase 2: Analysis and Proposal Phase 3: Implementation Planning Jun Jul Jun Oct Sep Feb Dec Apr May Jan Nov Mar 2025 2024 FY27 2026 Phase 4: Implementation (both pay and policies) 10/21 (Today)

13 Update: Non-Union Classification and Compensation Study (3/3) Completed nearly a thousand classification and compensation studies for public entity clients in the last 10 years Has extensive benchmarking experience and a national database Has a strategic alliance with the Public Sector Human Resources Association (PSHRA)

• HR Roadmap Update • Employee Engagement Survey • Classification and Compensation Study • Non-Union Performance Reviews 14

15 With performance reviews, the City will ensure that non-union staff are having conversations about expectations and performance with their supervisors Anticipated outcomes:  Opportunities to recognize and celebrate employees’ success and accomplishments  Clear performance expectations in each employee/manager relationship  Pathways for advancement through more intentional professional development  Documentation and rationale for succession plans Purpose: performance reviews will initiate dialogue between employees and their managers about expectations, performance, and professional development

16 Appreciating that some departments have developed “homegrown” processes, we are focused supporting departments with no existing review process Some non-union, not all, already receive a review Department category All non-union already receive a review No review process currently exists Count 1 7 26 Examples (not exhaustive) Office of Equity and Inclusion Inspectional Services Human Services Public Works Community Development B C A HR-supported, central review process

17 Working with these departments, we identified 106 colleagues that will get a review this year through HR’s central process 1 1 1 1 4 6 9 6 1 1 1 1 13 3 1 6 21 3 1 10 3 1 1 7 1 1 1 22-CityView Animal Commission Arts Council Capital Building Projects Strategy Equity and Inclusion City Manager’s Office Communications Community Development Community Safety Election Commission Emergency Communications Finance Fire Historical Commission Human Resources Human Services Information Technology Inspectional Services Law Library License Commission Peace Commission / PRAB Police Public Works Traffic, Parking & Transportation Water Staff receiving a performance review this year, by department

18 The self-evaluation and performance evaluation forms are similar, asking the employee and supervisor to reflect on the same five questions Theme The employee will answer these questions… … And the supervisor will, too: Strengths Growth opportunities Recent performance Describe at least 2-3 of your strengths. Using the competencies as inspiration, what are the skills you would like to develop to be more effective in your role? How would you describe your overall performance over the past year? What do you consider your most important achievements from the past year? Describe 2-3 of the employee’s strengths. Using the competencies as inspiration, what skills should the employee develop to be more effective in their role? How would you describe the employee’s overall performance over the past year? What do you consider the employee’s most important achievements from the past year? Goals What are 2-3 goals you would like to accomplish in the next year? What are 2-3 goals you have for this employee over the next year?

19 For staff receiving a review through the HR-supported process, self-evaluations launch in October and managers complete their reviews in December Initiative 9/2 9/9 9/16 9/23 9/30 10/7 10/14 10/21 10/28 11/4 11/11 11/18 11/25 12/2 12/9 12/16 12/23 12/30 September October November December 2024 Non-Union Performance Reviews Self-evaluation Manager evaluation 10/28 11/11 12/2 12/16 Today Staff getting a review can start working on these questions now—we shared them sharing them in advance at the kickoff! Managers can start scheduling performance discussions with staff now, and they can also start working on their evaluations

20 Questions?