An update from the Human Resources Department

HR Transformation

and ERP Implement back-end systems improvements (i.e., PeopleSoft) Configure front-end modules for HR-related business 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

Workers’ Comp

Administrator

Jordan Wilkinson

HR Generalist

Khali Tabor

Personnel Analyst

Mary Greene

HRIS Specialist

Barbara Armistead

Learning/Development

Director of HR

Transformation

Seema Badaya

Talent Recruitment

Waleska Alves

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

Talent Acquisition

Specialist

Arielle Spivey

Benefits Service

Representative

Vitaliy (Tony) Khachiyan

Benefits Service

Representative

Shailja Tripathi

Benefits Analyst

Jean Montout

Benefits Analyst

Chief People Officer

Raecia T. Catchings

Labor Relations Analyst

Solution Architect*

Elisabete Baker

Business Process

Analyst

Talent Co-Op/ Intern

Tyler Brogan

* long-term temporary positions 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 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 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 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 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) Deadline to complete survey Share results with

City Council

Survey opened

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 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

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 Review all job descriptions and titles Provide recommendations for more consistent job titling Job title and classification evaluation 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)

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 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 9 13 21 10 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