||Given the importance of the city's workforce in the effective delivery of services, the human resources function has not been given a high enough priority in the city's governing structure.
||Elevate the Human Resources Function
(1) Elevate the status of the city's human resources management function through one of two options:
(a) Identify a Deputy Mayor for Human Resources. The Director of Personnel, the Labor Commissioner, and the director of the Employees Retirement Systems would report directly to the new office of Deputy Mayor for Human Resources. The Law Department's Chief Solicitor of Labor, Employment and Personnel and the Finance Department's Chief of the Payroll Division would report indirectly to the Deputy Mayor for Human Resources, or
(b) Identify a Deputy Mayor for Administration. The above mentioned department heads would report to the Deputy Mayor for Administration, as would the Director of Finance.
(2) The Deputy Mayor for Human Resources/Administration should meet regularly with department heads to share information and to change the image of the human resources functions throughout the city. The Deputy Mayor for Human Resources/Administration should adopt guidelines requiring department personnel officers to hold regular meetings with department managers and supervisors to share information about policies and procedures.
(3) Rename the Department of Personnel the Department of Human Resources.
||The city's personnel system, and the organizational culture associated with it, is in dire need of a major overhaul. It is outdated and inefficient, and is dominated at the central office by a bureaucratic, "gatekeeper" culture.
Hire new leadership to reinvent the city's human resources management system.
(1) Select a Deputy Mayor for Human Resources or Administration with experience leading private sector or government organizations through major change. Ideally the new leader would have human resources experience, but a premium should be placed on a demonstrated ability to manage organizational change.
(2) Select a business-oriented human resources executive to fill the vacant position of Director of the Department of Personnel.
||Insufficient communication and coordination exists on human resources issues among departments involved in human resources management: the Department of Personnel, the Office of the Labor Commissioner, the Law Department, the Finance Department and the operating departments.
||Enhance Communication and Coordination
(1) Institute monthly meetings of a senior human resources management team, which would consist of Deputy Mayor for Human Resources and the above named individuals. The purpose of these meetings would be to review, amend and create policies where needed, to establish human resources performance standards, to monitor results, and to discuss specific personnel cases as necessary. Department heads would be required to attend these meetings on a periodic basis.
(2) Institute monthly meetings of a citywide human resources management team, which would include the senior human resources management team and the Personnel Officers of each of the city's 15 departments and selected departments and commissions. The purpose of these meetings would be to provide a forum in which information about policies, procedures and specific cases is exchanged. The Chiefs of Training and Benefits within the Department of Personnel, as well as the Civil Service Commissioners and Hearing Officers, would be expected to attend these meetings as appropriate. These meetings should also be accompanied by regular communications via e-mail, a newsletter, etc.
||The current organizational structure within the DOP does not maximize efficiency, customer service or coordination with department personnel officers.
||Restructure the Department of Personnel
Restructure the Department of Personnel (click here for organizational chart):
(1) Assuming the adoption of Recommendation #I creating a Deputy Mayor for Human Resources or Administration, eliminate the position of Deputy Director of Personnel. All division chiefs report directly to the Director.
(2) Establish a strong "dotted-line" reporting relationship between the department personnel officers and the Director of the DOP.
(3) Create a division of Policy Management.
(4) Combine the Benefits and Classification and Compensation divisions to create a new Benefits and Compensation Division. The present Compensation and Classification division head would report to the newly created Chief of Benefits and Compensation.
(5) Rename the combined Recruitment and Test Development Division to the Employment Division.
(6) Transform the Data Processing Operations Division into a Human Resources Information System (HRIS) and Records Management Division.
(7) Complete job (position) descriptions for all positions and standard organizational charts for all departments.
(8) Outsource the health clinic (see Recommendation #V).
(9) Outsource the Employee Assistance Program (see Recommendation #VI).
||The city's health clinic operations are inefficient. The liberal application of accident time and worker's compensation regulations by the health clinic results in significant costs to the city in lost work time.
||Outsource the Health Clinic
||The Department of Personnel's Employee Assistance Program costs 26 times more per client than a local private sector Employee Assistance Program.
||Outsource the Employee Assistance Program
||The city's personnel-related rules and procedures are confusing. They are contained in multiple documents, to which employees have limited access. As a result, the system relies upon the institutional memory of long-time employees who can explain the city's practice of operation although the current practice does not necessarily reflect the written policy or the current state of law.
||Simplify Rules and Procedures
Consolidate and simplify rules and procedures:
(1) Conduct a comprehensive review of all personnel-related rules and procedures. Update, simplify and consolidate those rules and procedures. Create a single-source reference by consolidating the Personnel Manual and the personnel-related portion of the Administrative Manual.
(2) Transfer the responsibility of preparing the personnel-related portions of the Administrative Manual from the Department of Finance to the Department of Personnel.
(3) Institutionalize an annual review of the new Personnel Manual by both the Department of Personnel (Policy Management Division) and the Law Department (Division of Labor, Employment and Personnel).
(4) Require the Labor Commissioner's Office to provide an addendum to the Personnel Manual following each contract negotiation. The addendum would consist of a summary of the terms of each labor agreement broken down by subject heading, consistent with the Personnel Manual.
(5) Commit the staff time necessary to transfer the newly consolidated Personnel Manual, as well as the labor contracts and the Employee Handbook, onto the city's Intranet (expected to be functional within the next several months).
(6) Distribute hard copies of the new Personnel Manual with addenda to all managers, supervisors and personnel staff throughout the city.
||Historically, the city's upper management has not fully appreciated the value of its safety prevention programs.
||Focus on Safety Prevention
Issue a strong policy statement about the importance of good safety management. Require department heads to adopt long-term safety plans. Commit resources as necessary to prevention as well as treatment strategies. The Safety Division should work closely with the Workers Compensation Division to ensure a comprehensive approach to worker safety, including both prevention and treatment.