AB 2561
Presentation
Status of the City
of Rocklin’s
Vacancies and
Retention Efforts
Workforce Information
❑ Total Budgeted/Authorized Full-Time Positions
– December 31, 2025: 284.5
❑ Services Rendered to the Public by Budgeted/Authorized Workforce:
Administrative Services Fire
City Attorney’s Office Parks and Recreation
City Clerk’s Office Police
City Manager’s Office Public Works
Community Development
Vacancy Information
Calendar Year 2025 Vacancy Rate Vacancies
Labor Organization Percentage Current Number
Firefighters, Local 522 8.8 8
Police Officers’ Association 11.5 2 - Sworn
1 - Nonsworn
Public Safety Managers’ 0.0 0
Public Services Employees (AFSCME) 26.3 6
Non- Labor Agreements Percentage Current Number
Management, Confidential, and
Unrepresented
9.4 2
AFSCME
Calendar Year 2025
Total Number of Vacancies 29
The Number of Applicants 1095
The Average Number of Days to Fill Positions 74 days
Opportunities to Improve Compensation &
Working Conditions
The City has made efforts to increase the medical
health contribution, thus increasing employee
compensation.
Recruitment Process
Requisition
Approved
Recruitment
Opened
Eligibility
List
Established
Hiring
Interview
Conditional
Offer
Official
Offer and
Start Date
Recruitment Information
2025 Recruitment Statistics:
❑ Total Number of Recruitments: 62
❑ Total Number of Applicants: 2,881
❑ Total Number of Applicants that meet the Minimum Qualifications: 988 ❑ Number of Vacancies filled: 90
– The difference between the number of recruitments conducted and the number of vacancies filled reflects instances where multiple offers were made from a single recruitment.
Recruitment & Retention Efforts
❑ Streamlined Hiring Process:
– Additional language is now included in candidate correspondence to help clarify steps in the process; implement a FAQ resource to make it easier for candidates to apply – Improved recruitment planning document to streamline process internally; consider creating a timeline for candidates to understand scheduling delays as well – Condensed fire background & medical to run concurrently to provide shorter time-to-hire; switched background investigator vendor to reduce turn around time – Implemented internal live scan process to make candidates a priority – Neogov Onboard implementation to improve new hire experience ❑ Continued Solutions:
– Work with key stakeholders to review job descriptions and recommend changes that provide more flexibility without compromising the pre-requisite skills needed – Support ongoing workplace flexibility
– Evaluate opportunities for continuous enhancement of the current wellness program
THANK YOU