Human Resources Specialists Study Findings and Recommendations

2009-10 Human Resources Specialists Study Conducted December 2009 February 2010 Findings and Recommendations Final Report March 10, 2010

Purpose of the Study The need for studying the Human Resources Specialist function came from recognition of the following factors: 1) The accuracy and timeliness of the district s staffing process, budget, payroll, state funding, and human resources data files are all directly related to the work of the HR Specialists and the processes they use. 2) Recent implementation of SKYWARD software and processes, as well as significant staff turnover, presented challenges during the 2008-09 fiscal year. 3) During 2008-09, significant concerns arose over the frequency of payroll errors, lack of timely and accurate budget data, the integrity of HR data, and customer satisfaction. 4) While the HR Specialists were expending great amounts of effort, there was little reason to believe that success was being achieved.

Purpose of the Study The primary purposes of this study were the following: 1) Identify the gap between organizational needs and realistic capabilities of the HR Specialists function. 2) Recommend changes to close the gap by March 1, 2010.

SUMMARY OF HUMAN RESOURCES SPECIALISTS STUDY A) INPUT/STUDY ANALYSIS FINDINGS Interviews with All Cabinet Members Payroll Finance HR Specialists and Director Reviewed Other District Models (5) Comparative HR Staffing HR Organization Charts Job Functions Reviewed KSD HR Specialist Task/Calendar Matrix Reviewed Task/Hours/Assignment Matrix Summarized comments and identified major issues Significant customer issues re: quality, timeliness, transparency, amount of rework, consistency, training, supervision and communications B) Focused on Lake Washington Visited key Lake Washington staff Local districts are well under industry staffing norms KSD is about average in FTE staffing Lake Washington best match w/KSD C) Compared work balance and work load vs total hours available Consider work that could be offloaded Work load is unbalanced Hands-in supervision is sorely needed Current model would require 3 to 4 more specialists much of the year Specialists do too much clerical work Too many functions are assigned to R. Mauro D) Reviewed Major Processes Interview w/ R. Mauro Interview w/ Cinda Wilkey Considered cost/benefit of current input Discussed better use of technology Compared current vs potential budget/staffing processes Little standardization among specialists Current input mode is not appropriate to KSD needs Staffing and admin functions should be separated from data functions Staffing/budget process needs to be improved dramatically Staffing adjustments need to be controlled E) Identified HR/PR OT Total $51,000 (Potentially could be reduced estimated 50%)

HR Specialists Study Recommendations RECOMMENDATIONS A) Reorganization HR Specialists Reorganized w/ emphasis on Data Manager Separation of admin and staffing functions from data maintenance functions IMPLEMENTATION TASKS A) Reorganization Fast track hire data manager Complete internal HR reorganization Update job descriptions and communicate expectations Provide critical/practical training for specialists Est temp project lead function Workload Assign weekly audit function to finance ID and supply temp clerical help as practical Continue current cert/class service model with strand model within 24 months B) Workload Offload clerical and audit tasks Balance workload Phase-in strand/service model Temporary clerical staff B)

HR Specialists Study Recommendations RECOMMENDATIONS IMPLEMENTATION TASKS C) Process and Systems Simplify data entry process for next year's budget Improve usage of data imports and mass utilities Phase-in electronic work flow Establish new budget/staffing process w/Cabinet ownership and timing discipline Standardize specialists methods Improve readability and transparency of reports Implement accounting-style accuracy Reestablish practical position control Establish reasonable staff adjustment criteria C) Process and Systems Clearly discontinue current input model with new budget ID, evaluate, and implement opportunities for improved usage of data imports and mass utilities ID, evaluate, and implement opportunities to convert paper processes to electronic work flow Refine and implement new budget process for 1010/11 budget Provide specialist training to standardize methods and implement process checklist Survey customer needs and develop appropriate reports Require one in-one out assignment transactions Reestablish position control process with both FTE and funding controls Use cost/benefit analysis to establish clear parameters as to when staffing will be adjusted

HR Specialists Study Recommendations RECOMMENDATIONS IMPLEMENTATION TASKS D) Department Culture Emphasize quality work Dedicate specific time for training and reflection Focus on improved teamwork and communications within team and all customers D) Department Culture Provide on-going training to insure quality work Establish expectation that Data Manager will monitor and address quality control issues Establish expectation that all specialists will actively participate in weekly training and reflection Establish expectations that Data Manager will work to improve teamwork and communications within team and with all customers