HumanResourcesAgenda2024Decemberl13
County of Frederick
Michael J. Marciano
Director of Human Resources
(540) 665-5668
Fax:(540) 665-5669
Michael.Marciano@fcva.us
TO:Human Resources Committee and Board of Supervisors
FROM:Michael J. Marciano
DATE:December 13, 2024
SUBJECT:HR Committee Agenda
The HR Committee will meet in the First Floor Executive Conference Roomat 107 North Kent
Street on Friday, December 20, 2024,at8:45a.m.
The agenda for the meeting is as follows:
1.Department of Social ServicesDeviation Requestand Steps
2.Example of Surveys to Assess the Effectiveness of IT, Finance and HR Departments
3.HR Metrics Discussion
4.Turnover Ratio Discussion
107 North Kent Street, Winchester, VA 22601
Deviation Request Evaluation Standards
These are the evaluation standardsthat will be used by VDSS HR for thecomparison of personnel policies
submitted by the locality to the personnel policies contained in the LDSS Administrative/HR Manual. The
personnel policies contained in the LDSS Administrative/HR Manual are approved by the State Board of
Social Servicesfor LDSS who are either Non-Deviating or Partially Deviating. Locality personnel policies
failing to meet these standardswill not be approved for submission to the State Board of Social Services
for consideration.
I.Evaluation of Comparabilityto the LDSS Administrative/HR Manual
1.Substantially Comparable – Intent and impact of the policy is nearly equal tothe policy
in the LDSS Administrative/HR Manual. However, due to a locality’s articulable business
need, the policy may differ (Example: Holiday schedule may not include all state
holidays or additional days granted by Governor).
2.Comparable (or Equivalent) – Intent and impact of policy is equal to policy in the LDSS
Administrative/HR Manual. It isacceptable for the policy to be less detailed or worded
differently (Example: Inclement weather closing may be determined by the locality
administrator with no additional parameters listed).
3.Not Comparable – Intent and impact ofthepolicy isnot equivalent to the policy in the
LDSS Administrative/HR Manual. The information provided is not sufficient to provide
necessary requirements.
II.Evaluation to the Comparability to Applicable Federal and StateLaws
1.Consistent:Complies with law.
2.Not Consistent:Does not comply with law.
III.Evaluation of Comparability to the Standards for a Merit System of Personnel
Administration(5 CFR Part 900)
1.§ 900.603 Standards for a merit system of personnel administration.
2.Standards for a merit system of personnel administration(Full regulation; 2021
Revision)
Personnel Policies and Procedures
Deviation from State Board Approved Personnel Policies
Jurisdiction Wide DeviationPartial Deviation
It is the policy of the State Board of Social Services Local department, upon approval by the local board,
board to allow local department employees to be may request approval to follow specific local jurisdiction
included in the approved local jurisdiction personnel policies instead of the personnel policies and procedures
plans instead of utilizing personnel policies outlined in outlined in the Administrative/HR Manual.
the Administrative/Human Resources Manualfor Local
Departments of Social Services (Administrative/HR
Manual)
RequirementsRequirements
Comprehensive jurisdiction plans shall meet meritLocal jurisdiction policies shall meet merit system
system standards and be comparable to personnelstandards and be comparable to personnel policies
policies included in the administrative manual.included in the Administrative/HR Manual.
Specific personnel functions that must be includedAnalysis and recommendation by VDSS shall be
in local jurisdiction personnel plans are listed in thepresented to the State Board of Social Services for
Administrative/HR Manual:action.
The following local policy options may be requested:
1.Equal Employment Opportunity, Disability
Accommodation & Affirmative Action
1.Performance evaluation;
2.Classification & Compensation
2.Standards of conduct;
3.Recruitment & Selection
3.Leave policies;
4.Leave
4.Holiday schedule;
5.Operations of the LDSS
5.Inclement weather;
6.Performance Evaluation & Standards of
6.Probationary period;
Conduct
7.Layoff;
7.Discipline and Termination of Employment
8.Classification, compensation, or classification
8.Personnel Records
and compensation;
9.Affirmative action;
Such plans must be documented to the satisfaction10.Political activity; or
of the State Board of Social Services.11.Grievance
The State Board of Social Services must approve the
inclusion of local department employees in a
jurisdiction's personnel plan prior to inclusion.
Consultation and Planning
Prior to submission of required forms, VDSS HR conducts entrance meeting with locality representatives, local
board chair and local director to discuss at a high-level, merit system standards, comparability of policies, impact
on employees, transition plan, challenges, resources, activities and timeline, readiness of local jurisdiction, etc.
VDSS HR recommends submission of request and all supporting documentation 90-days in advance of a State
Board Meeting where request is anticipated to be presented to the State Board for action. This timeframe will be
used to assess compliance with merit system standards and comparability of local jurisdiction personnel plan /
policies to State Board approved policies, etc.
Required FormRequired Form
Jurisdiction Wide Self-Analysis Form, 032-10-0165-03-Local Policy Request Form, 032-10-0161-06-eng (rev.
eng (rev. 9/2015) 9/2015)
Reference: 22VAC40-675-40. Inclusion in Local Jurisdiction Personnel Plans.
22VAC40-675-50. Adoption of Specific Policies of the Local Jurisdiction.
2022
Internal Services& Employee Engagement
SurveyResults & Analysis Report
Purpose:
This employee survey is designed to gauge how effective the City is in delivering on the
promises of our service standards to our internal customers. This survey will also evaluate the
effectiveness of our leadership hierarchy in cultivating and inspiring the very best from their
employees. The detailed survey findings and analysis (both quantitative and qualitative) will
help to shape targeted areas for improvement to further ensure that service excellence
becomes the daily norm and that our employees feel valued as well as motivated to perform at
a high level.
Methodology:
The approach to the survey is to capture and tally the opinions from all City employees who
are asked to provide a rating that best describe their experience, observations and/or
nagers
and supervisors). Actual scoring or tabulation are based simply on counts of respondents
selecting each rating category where the total counts accumulated for each rating category are
each divided by the total number of survey respondents for each question. A weighted scoring
method (ex. 4 or 5 point scale) was not used for this survey. For most questions, individuals
were were unable to fairly rate a
situation due to little-to-no experience or interaction with the service area. In cases where
were then
subtracted from the total respondents for that question. Doing this ensures a true basis of total
respondents and accurate distribution of the percentages across rating categories based on a
total of 100%.
the percent distribution would be as follows:
77.77% Satisfactory or \[70/(100-10 N/As)\]
22.22% Unsatisfactory or \[20/(100-10 N/As)\]
The survey collected responses using both electronic and physically hand-written submissions
over a two week period. There were 363 total surveys disseminated to all City employees
where 107 or 30% provided responses (89 electronically and 18 hand-written). This response
rate assures a 95% that the data gathered can be relied
upon for decision making and is representative of the opinions held by the entire staff
population. All survey ratings and feedback provided by respondents were anonymous.
A favorable or successful measurement outcome occurs when the number or percentage of
total respondents choosing either of the two highest rating categories (ex. Outstanding or
Satisfactory) combined meets or exceeds the established performance target. The customer
service performance targets forboth SectionsI and II weremostly established by each
department areaand partly by City Administration.The performance targets for these two
sectionsare reflected below:
SECTION I -Customer Service
Combined Internal Customer Service Target -All Service Areas
SECTION II-Employee Engagement
Career Development Leadership EffectivenessTarget
Employee Motivation and Productivity Target
Survey Sections:
SECTION I -Customer Service ~ Deliver Quality Services Equitably and Respectfully
This section evaluates and focuses on internal services area:
.
Employees were asked to rate their satisfaction level of these areas based on the delivery and
proposition is described below:
Service Philosophy:
ĭğƓΏ
Service Standards
Ownership
!Follow through and follow-up
!Take responsibility
!Work as a team
!Make it happen
Responsive
Respectful
SERVICE
!Determine c needs
!Be courteous and polite
!Handle in a timely manner
EXCELLENCE
!Be attentive and listen
and meet due dates
!Treat others with dignity
!Keep informed and updated
and compassion
!Be adaptable
!Be patient
Professional
!Show up and be on time
!Show appropriate demeanor
!Have appropriate grooming and clothing
!Keep an organized and clean work
station
SECTION II - Employee Engagement ~ Fostering a Culture of Teamwork and Collaboration
This section evaluates the effectiveness of the
ability to inspire and motivate employees to their best potential while cultivating a team
environment of high performance and career fulfillment. Employees were asked to rate their
satisfaction level based on the observation of following leadership characteristics:
Providing regular feedback/coaching on your performance and goals
Ensuring career and growth opportunities are available to you within your job area or
throughout the City
Supporting and providing the training/tools needed
Creating an environment focused on customer service, teamwork and collaboration
Periodically reaches out or checks-in on you to further help you achieve identified career goals
Helpfulness/Responsiveness when you're exploring career opportunities and goals
Finally, employees were asked to rate the degree with which they agree with the following
statement:
2022 Survey Results & Analysis
SECTION I -Customer Service ~ Deliver Quality Services Equitably and
Respectfully
1. The manner in which your issue was can be best categorized as:
Facilities
Fiscal Management
Fleet
Human Resources
Information Technology
2. The manner in which your issue was can be best categorized as:
% "Extremely Well" & "Well"
202220202018
Facilities 86.5%79.5%88.5%
Fiscal Management
95.5%93.0%91.8%
Fleet
88.5%80.3%80.5%
Human Resources
94.4%98.8%93.9%
Information Technology
89.0%86.7%96.7%
3. The with which your issue was respondedto can be best described as:
Facilities
Fiscal Management
Fleet
Human Resources
Information Technology
4. How would you best describe the (expertise) concerning your matter?
Facilities
Fiscal Management
Fleet
Human Resources
Information Technology
5. Please describe the you received regarding your concerns:
% "Exceedingly Sufficient" &
"Sufficient"
202220202018
93.2%88.6%91.8%
Facilities
96.8%96.5%91.5%
Fiscal Management
Fleet
90.5%78.9%82.4%
Human Resources
96.6%98.8%89.8%
Information Technology
88.9%93.1%87.6%
6. Your trust level in the you receive is best categorized as:
Facilities
Fiscal Management
Fleet
Human Resources
Information Technology
7. The demonstrated can be best categorized as:
Facilities
Fiscal Management
Fleet
Human Resources
Information Technology
Comfortable
With Any
Member
GENERAL
88.1%
8. Are you comfortable interacting with of the department or only a specific member?
Facilities
Fiscal Management
Fleet
Human Resources
Information Technology
9. Your overall level of satisfaction
service is best described as:
Facilities
Fiscal Management
Fleet
Human Resources
Information Technology
SECTION II -Employee Engagement ~ Fostering a Culture of Teamwork and
Collaboration
12. How satisfied are you with the opportunities you have directly received or observed
from your supervisor, manager, and/or director?
Career Development Leadership Effectiveness Satisfaction Target:75%
Performance Icon Legend:
- Meets or Exceed Target (75% and above)
- Just Below Target (65% - 74.9%)
- Significantly Below Target (64.9% and below)
13. Overall, regarding your job, the work environment and the professional development opportunities
that are available, please indicate how much you agree with the following statement: "I enjoy coming
to work and feel inspired to perform at a high level."
2022 Qualitative Employee Feedback
Note: In some instances, there may be multiple feedback concerns highlighted in a single comment. When this
is the case, that comment is treated as a multiple issue comment where each issue is separated or bold
highlighted to fairly capture the underlying concerns. For example, a comment around
would address two concerns: (1) speed & timeliness and (2)
respectfulness/courtesy/attitude.
-CUSTOMER SERVICE & EMPLOYEE ENGAGEMENT
2022QUALITATIVE EMPLOYEE FEEDBACK
CONSOLIDATED
Customer Service Experience Voice of the Customer
Summary of Overall Employee Issues and Concerns-Citywide
Most Notable Employee Concerns(all or some service areas):
More responsive policies and decision making around labor market driven changes that impact pay and benefits as well
as sensitivity to work-life balance for areas short staffed. bƚƷĻʹ {źƓĭĻ Ʒŷźƭ ƭǒƩǝĻǤ Ǟğƭ ĭƚƓķǒĭƷĻķ ƌğƭƷ ƭǒƒƒĻƩͲ ƷŷĻ ƦğǤ
ğƓķ ĬĻƓĻŅźƷƭ ĭƚƓĭĻƩƓƭ ŷğǝĻ ĬĻĻƓ ƦƩƚğĭƷźǝĻƌǤ ğķķƩĻƭƭĻķ ğƓķ ƒğķĻ ĻŅŅĻĭƷźǝĻ /źƷǤΏǞźķĻ źƓ ƷŷĻ ƩĻĭĻƓƷ ĬǒķŭĻƷ ĭǤĭƌĻ
Service/Process responsiveness needs to improve in some areas: some service solutions appear inefficient creating
more delays that are viewed as unnecessary. Also, turnaround time on regular priority service repairs are too slow and
needs more urgency
Summary of Employee Issues and Concerns Citywide
The service work quality needs to be better for some areas including concerns for more consistent janitorial, attention
to details on repairs and the need for better overall professional care
Inadequate staffing levels for some areas: available staff appears to be behind the work demand
Better communication needed between some service areas and customers: Provide more written detail and narrative
to better inform on work performed as well as status updates
The way we serve each other needs to be more caring, courteous and respectful
Breakout by Area
88%
Employee Issues and Concerns Written Detail Citywide
Service Area#FeedbackIssue or Concern
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Summary of Employee Issues and Concerns - Citywide
Most Notable Employee Concerns (within some department areas):
More focus on employee rewards and recognition desired targeting compensation, employee performance evaluations
and general investment to retain staff
Some would like workplace morale to improve and are unhappy with being overworked due to low staffing levels,
engagement by leaders
Some have expressed that communication among some departments need to improve employees feel uninformed on
important things and desire more in-person/open lines of interaction to feel included and avoid breakdowns in
leadership trust
Dissatisfaction with the leadership styles of some managers - take individual career growth more seriously, place greater
value on team engagement/collaboration for ideas, discouraging favoritism and be more supportive or approachable
On-on-one career goals and individual development plan discussions or check-ins need to happen more
Employee Issues and Concerns Written Detail Citywide
Service Area#FeedbackIssue or Concern
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HR Metrics –
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