Department of Human Resources Hiring Process Performance Audit Findings

BIENNIAL PERFORMANCE AUDIT OF THE DEPARTMENT OF HUMAN RESOURCES EFFICIENCY AND EFFECTIVENESS OF THE HIRING PROCESS JOSH PASCH, CPA CITY AUDITOR DECEMBER 18, 2024 9 AM PRESENTATION TO THE BOARD OF ESTIMATES

1. Audit Objectives and Scope 2. Audit Methodology 3. Background Information OUTLINE 4. Finding 5. Implementation Status of Prior Findings 6. Questions? 2

AUDIT OBJECTIVES AND SCOPE Objectives Evaluate the effectiveness and efficiency of the City Hiring process Follow up on the prior findings Scope Fiscal Years 2023 and 2022 Permanent civil service positions From job requisition to final offer letter sent Included the Department of Transportation (DOT), Department of General Services (DGS), Baltimore Police Department (BPD, civilians Recreations and Park (BCRP) and Department of Finance (DOF) in our scope only), Baltimore City 3

AUDIT METHODOLOGY No. Methodology Note 1 Conducted interviews and walkthroughs to understand the processes and evaluate risks and controls Finding I 2 Obtained and reviewed reports from Workday providing populations of new hires identifying key dates in the hiring process Finding I 3 Requested from five selected City agencies records they had for selected sample of new hires of key dates in the hiring process Finding I 4 Attempted to validate dates provided through Workday documentation and identify causes of delay in the City hiring process Finding I 4

KEY DHR HIRING TASKS AND ESTABLISHED TIMELINES Agency submits OPR Form / creates job requisition DHR screens applicants and sends referral lists to agencies DHR approves OPR DHR posts job DHR closes job posting 14 days 4 days 12 days 14 days Note: OPR = Open Position Requests 5

KEY HIRING TASKS RESPONSIBLE BY AGENCIES Pre - Interview 1. Develop a diverse interview panel 2. Develop appropriate interview questions 3. Review resumes and select candidates for interview 4. Schedule interviews Post Interview 1. Send initial offer letter (contingent upon background check) 2. Receive initial acceptance 3. Request background checks 4. Send final offer letter Interview 1. Conduct interviews 2. Complete individual scoring 3. Complete consolidated scoring to select candidates 6

TURNAROUND TIMES BY USING DHR AND DGS DATA Turnaround Times (Business Days) Responsible By Key Hiring Task I. JOB REQUISITION DGS - OPR Form completion and job requisition submission to DHR in Workday 9 DHR - Review and approve job requisition (including OPR Form) 4 DHR II. JOB POSTING 12 Applicants 14 III. COMPLETE APPLICATIONS DHR IV. CANDIDATE SCREENING (Referral List to Agency) 14 DGS V. INTERVIEW 19 VI. OFFER & READY FOR HIRE (includes hiring contingency checks like references and criminal background) DGS - Identify Hire in Workday 39 to 69 DHR - Authorize Hire in Workday 1 TOTAL TURNAROUND TIME 112 to 142 7

HIRING STATISTICS July 2024 October 2024 Descriptions FY 2022 FY 2023 FY 2024 Number of open funded positions 2,468 2,893 3,102 2,841 Number of open positions filled 1,151 1,406 1,551 678 Total number of pins 13,701 14,027 14,491 14,493 Source: DHR. The data as of November 2024. Notes: The chart includes civil and non-civil services. 8

FINDING I Workday Capabilities Are Not Fully Utilized to Track and Monitor the Efficiency and Effectiveness of the City s Hiring Processes. Condition and Effect: TheCity does not have the ability to track and monitor the efficiency and effectiveness of the hiring process and to identify bottlenecks that are hindering hiring tasks to be completed in an efficient manner. DHR has policies and procedures that provide timelines for the key tasks for which they are responsible, however, they have no policies to monitor that the timelines are met. Except for DGS, none of the five agencies sampled had any formal policies with established turnaround times for the tasks they perform in the hiring process. DGS has established its own process for monitoring key dates and identifying delays in the hiring process outside of workday. Due to the fact that key dates are not being tracked either internally or in Workday, we were unable to evaluate the efficiency of the process and identify bottlenecks 9

FINDING I (CONTINUED) Causes Not all personnel from the selected agencies are aware of available fields to record and track dates for the key hiring tasks in Workday. Therefore, they are not consistently recording and tracking the dates for the key hiring tasks in Workday. Agency recruiters are not fully familiar with how to use reports and dashboards in Workday to assist in monitoring efficiency and identifying bottlenecks. Source 1: Workday 10

FINDING I (CONTINUED) Recommendation I: We recommend the Director of DHR: Identify DHR s and agencies needs and wants to track and monitor their recruitment process (e.g., identify data points and reports); Define standards of Workday fields that include what each stage or data point means for consistent application by the agencies and DHR; Provide periodic training to agencies (include how and where to track data points in Workday); and Modify the existing reports and develop new reports that will be useful for agencies to monitor hiring process and identify bottlenecks. 11

FINDING I (CONTINUED) Recommendation II: We recommend the Police Commissioner and the Directors of BCRP, DOF, and DOT establish and implement policies and procedures to: Set timelines for key hiring tasks and establish Key Performance Indicators that align with agencies operational goals; Monitor efficiency of the hiring process; and Periodically identify and eliminate bottlenecks that hinders the hiring process. 12

IMPLEMENTATION STATUS OF PRIOR FINDINGS AND MANAGEMENT ACTION PLANS Objective: To evaluate whether agencies were following Federal and City guidelines in processing Family Medical Leave Act (FMLA) and American Disability Act (ADA) requests and properly securing any personal data contained within the files. Finding I: Documentation of compliance with FMLA and ADA are not consistently maintained. Three out of four key agencies were not able to provide FMLA and ADA documentation for some of the samples selected for review. Three agencies are BPD, DOT, and Department of Public Works (DPW). Recommendation I: We recommend the Police Commissioner and Directors of DOT and DPW follow federal regulations and maintain complete, reliable supporting documentation to evidence FMLA and ADA approval and return to work processes. Finding II: DPW FMLA files are not restricted to DPW Human Resource staff responsible for FMLA information. Recommendation II: We recommend the Director of DPW require DPW-HR personnel lock the file cabinets with FMLA files. 13

IMPLEMENTATION STATUS OF PRIOR FINDINGS AND MANAGEMENT ACTION PLANS Departments No. of Recommendations Followed Up Implemented Not Implemented BPD 1 1 0 DOT 1 1 0 DPW 2 2 0 14

Questions? 15