Public Safety, Finance and Strategic Support Committee (psfss)
February 16, 2023

TO: PUBLIC SAFETY, FINANCE, AND FROM: Jennifer Schembri

STRATEGIC SUPPORT COMMITTEE
SUBJECT: STRATEGIES FOR RECRUITMENT, DATE: February 1, 2023

HIRING, AND RETENTION
Approved Date

RECOMMENDATION
Approve this update on strategies for recruitment, hiring, and retention.

BACKGROUND
In May 2022, staff submitted a Manager’s Budget Addendum (MBA) (Attachment A) that reviewed challenges and presented strategies to alleviate staffing vacancies, including both investments in the Human Resources (HR) Department as well as strategies to enable Departments to more effectively recruit, hire, and retain workers. This memorandum also included information on hiring process changes.

As a result of this MBA, the City Council directed staff to provide regular updates to the Public Safety, Finance and Strategic Support (PSFSS) Committee. This memorandum is the first of those updates, and while most of the focus is on non-sworn recruitment, hiring, and retention efforts, additional detailed information on Police Department and Fire Department sworn recruitment and hiring work is provided to the PSFSS Committee through separate agendized items.

In addition, former Councilmember Arenas submitted a memorandum to the Rules and Open Government Committee on December 7, 2022, and the direction from that meeting is incorporated into this memorandum. During that meeting, it was requested that staff meet with various stakeholders and that meeting occurred on January 27, 2023, and is discussed in further detail later in this memorandum.

As indicated in the May 2022 MBA, the Administration recognizes that it is having challenges recruiting and retaining employees. The City’s challenges are complex, yet we are not alone. In September of 2022, a Washington Post article, “A slow moving crisis is paralyzing states and cities,” drew our attention to the fact that positions in the public sector are being filled slower than our private sector counterparts. In a recent presentation from NeoGov, an organization specializing in providing recruiting software and tools specifically to local government, it was 2/8/2023
PSFSS COMMITTEE: 2/1/2023
FILE: (d)5

PUBLIC SAFETY, FINANCE, AND STRATEGIC SUPPORT COMMITTEE February 1, 2023
Subject: Strategies for Recruitment, Hiring, and Retention

reported that from 2020 to 2021 job openings in the public sector had increased by 45%, while applicants per open position had decreased by 56%. Local agencies all around us and across the nation are experiencing similar issues, with some having higher vacancy rates than us. Because reducing the vacancy rate is dependent both on making progress in hiring qualified external candidates and retaining current employees, it is the best overall measure of our collective success. This is also why the recruitment pipeline work and retention efforts we are making through our Powered by People Enterprise Priority are very important.

ANALYSIS
Vacancy Rate History and Context
In April 2022, the City had approximately 820 vacancies and a 13.2% vacancy rate. By June 2022, that vacancy rate decreased to 11.7%. With the approved budget for Fiscal Year (FY) 2022-2023, an additional 204 positions were added, which automatically increased the vacancy rate to 14.5%. As of November 2022, that vacancy rate was reduced back down to 13.7%.

Without the addition of the 204 positions, the City’s vacancy rate would have otherwise been

10.5%. Not unexpectedly, the vacancy rate increased in December 2022 to 14.3%, due to a slowdown in hiring and delay of start dates, which typically occurs in December due to the holiday.

Overall, the HR Department has set a long-term goal to reduce the vacancy rate to less 10%.

This practical goal will be used to benchmark collective progress over time. The vacancy rate is also dependent both on making progress in hiring qualified external candidates and retaining current employees. Below is a historical look of the City’s vacancy rate since FY 2017-2018. It is important to note that from FY 2017-2018 to FY 2021-2022 an additional 387 positions (benefited budgeted full-time equivalent) were added. While very important for our service delivery system, it is challenging to reduce and maintain a lower vacancy rate when additional positions are added each year.

PUBLIC SAFETY, FINANCE, AND STRATEGIC SUPPORT COMMITTEE February 1, 2023
Subject: Strategies for Recruitment, Hiring, and Retention

Vacancy Rate
Fiscal Year Benefited Budgeted FTE Vacancy Rate
FY 2017-2018 5868 12.0%
FY 2018-2019 6034 12.3%
FY 2019-2020 6229 11.4%
FY 2020-2021 6178 13.0%
FY 2021-2022 6255 11.7%
It is important to note that just because a position is vacant does not mean the work is not getting done as many of vacant positions are being filled through higher-class opportunities, temporary unclassified employees/consultants, and rehired retirees. It is also important to note that the vacancy rate measure is based on and monitored against budgeted benefited positions. However, there is additional critical hiring (e.g., part-time seasonal hiring in the Parks Recreation, and Neighborhood Services Department (PRNS), temporary classified employees (overstrength positions)) that is budgeted differently and does not impact the vacancy rate. In FY 2021-2022, another 359 positions were hired and not accounted for in the City’s vacancy rate, yet were a significant impact to hiring staff workload. Another major impact to the City’s vacancy rate is the number of internal hires vs. external hires. Of the 1,041 full-time budgeted positions filled in FY 2021-2022, 381 were external hires. This means that the remaining positions, filled with internal hires, created another 660 vacant positions to be filled.

In FY 2022-2023, a similar trend is being experienced. For example, in December 2022, a total of 45 full-time budgeted positions were hired, of which 25 were internal hires. This again leaves another 25 additional vacant positions to be filled.

Staffing
Currently, position recruiting is handled jointly by staff in both the HR Department and the hiring Department/Office. Due to the status of City-wide vacancies and the COVID-19 Pandemic Community and Economic Recovery hiring needs, the HR Department was approved for an additional four temporary recruitment analysts in FY 2021-2022; one senior analyst; and one support staff paid for by the American Rescue Plan Act funding and two temporary recruitment analysts paid out of the General Fund to assist with hiring efforts through the fiscal year. During the FY 2021-2022 Mid-Year Budget Review process, the HR Department was also given temporary staffing to focus on classification and compensation studies and temporary staffing to refocus the City’s strategic efforts to engage local educational institutions (K-12 to Universities) in activities that will encourage a diverse next generation to consider public service, local government, and the City of San José as an attractive career opportunity (pipeline activities). In FY 2022-2023, the HR Department was approved to continue three of the temporary positions on an ongoing basis, including a 1.0 Staff Specialist and the 2.0 Analyst II positions. In addition, the continuation of a 1.0 Program Manager and 2.0 Analyst positions through June 30, 2023 was approved, all three of which are focused on classification and compensation work and pipeline activities. Other Departments have also been approved for additional recruitment positions, which have been filled or are in the process of being filled.

PUBLIC SAFETY, FINANCE, AND STRATEGIC SUPPORT COMMITTEE February 1, 2023
Subject: Strategies for Recruitment, Hiring, and Retention

Most recently, the HR Department was approved to add an additional 1.0 Program Manager, 3.0 Analysts and 1.0 Staff Specialist positions to implement a pilot program on centralizing a portion of the hiring process as explained later in the memorandum. In addition, the HR Department was approved to add a Program Manager to oversee the implementation of a new hiring application system as also explained later in the memorandum.

Hiring Process Changes
The City has made many changes to streamline the recruitment and hiring process, giving greater authority to Departments/Offices and to again reduce the “clearance points” with the central HR Department. While continuous improvements continue, new ideas are balanced with broader considerations related to the HR Department employment team, the need to make some additional significant process improvements, while ensuring fairness and consistency, the need to develop resources that are clear and accessible as aids and references, and the need to quickly provide training on aspects of the hiring process that are not related to the City’s online hiring system. The integrity of the employment process will continue to be important as we move forward.

While the City’s time to hire from job posting to the position being filled is less than the public sector average, more improvement work continues to be done in this area. The changes made as of May 2022 are described fully in Attachment A, but are listed below for easy reference.

1. Removal of the hiring freeze exemption process

2. Prioritizing recruitments for hiring managers

3. Additional consideration/flexibility for non-competitive appointments

4. Use of consultants to handle executive and management recruitments

5. Changes to minimum qualifications and making special salary adjustments for those classifications experiencing recruitment and retention issues

6. Allowing for combination of first and second round interviews to shorten the recruitment timeline

7. Allowing for discretion in reference checks to shorten the recruitment timeline

8. Allowing Departments to make a hiring offer contingent on fingerprinting results to shorten the recruitment timeline

9. Began an extensive hiring campaign with the City Manager’s Office of Communications

10. Increased the hiring referral bonus from $500 to $1500

11. Modification of language on limit-dated/overstrength positions in job postings and offer letters to provide more certainty to employees on accepting these positions

12. Reducing the number of supplemental questions candidates are asked to fill out

13. Consolidating recruitments across departments
The HR Department continues to seek information, respond with impactful real-time solutions, and identify longer-term strategies to both attract and retain our workforce given that it is essential to our ability to serve the community. Since May 2022, the following additional changes have been made:

PUBLIC SAFETY, FINANCE, AND STRATEGIC SUPPORT COMMITTEE February 1, 2023
Subject: Strategies for Recruitment, Hiring, and Retention

14. Goal Setting. At the direction of the City Manager and for the first time under the current HR leadership, the HR Department’s employment team, in partnership with all Departments/Offices began a process, to establish hiring priorities and to set quarterly hiring goals. This began late in Quarter 3 of FY 2021-2022. The process of setting priorities and goals is then managed with an Agile strategy that allows the employment team to track progress of recruitments (that the hiring application system does not), focus on the top priorities for Departments/Offices, develop a deeper understanding of the data and limitations of the data; and problem-solve an array of process, procedure, and policy issues that impact efficiency as well as quality hiring. The entire employment team and HR Department leadership convene twice a week (recently moved to once a week) to review progress, resolve issues in the moment, learn new approaches, and celebrate success. After the first quarter, the HR Department and the Departments/Offices have met minimum hiring goals, and in some quarters, have been very close to meeting the top or “stretch” goal.

Agile Hiring Goals
Hiring Quarter Minimum
Goal
Maximum
Goal
Job Offers
Accepted
FY 2021-2022, Q3 217 278 174
FY 2021-2022, Q4 194 268 224
FY 2022-2023, Q1 198 292 290
FY 2022-2023, Q2 208 295 258

15. Salary Authority. Previously, the HR Department approved the salary for hiring offers that were made in the top 80% of the range. Departments/Offices now have full discretion to set salary for all positions under the Division Manager classification level.

16. Extension of the Hiring Incentive Referral Program. The Hiring Incentive Referral Program has been approved to be extended to December 31, 2023. This program provides City employees with a $1,500 incentive to refer new employees to the City.

17. Lateral Incentive Program. An incentive bonus programs for new sworn laterals into the Police and Fire Departments have been established.

18. Piloting Hiring Decentralization. As noted above, hiring is currently a hybrid function between the HR Department and Departments/Offices. The organization has gone back and forth over the years on centralizing or decentralizing hiring. Since 2017, the Administration has significantly decentralized hiring with the autonomous hiring initiative (with key check points with the HR Department). With the Department of Transportation (DOT), a decentralization program is currently being piloted where DOT is currently 100% responsible for their hiring with no HR Department oversight or assistance. This program will be evaluated by June 30, 2023, but early indication is that the pilot is going well.

PUBLIC SAFETY, FINANCE, AND STRATEGIC SUPPORT COMMITTEE February 1, 2023
Subject: Strategies for Recruitment, Hiring, and Retention

19. Piloting Hiring Centralization. As noted above, the HR Department was recently approved to add 5 temporary positions to pilot a hiring centralization program (formal approval of this pilot will be brought forward for City Council’s consideration as part of the FY 2022-2023 Mid-Year Budget Review). This will be an 18-month pilot to test out centralizing recruitment and hiring with three Departments – the Departments with some of the highest vacancy rates. The goal is to analyze how the HR Department can streamline, add support, and, with direct reporting in employment, significantly reduce vacancies in these three areas. In partnership with PRNS, Planning, Building and Code Enforcement (PBCE), and the Housing Department, this pilot will begin in the late February/early March time frame. All of PRNS’s and Housing’s recruitment and hiring functions and one division in PBCE (Code Enforcement), will become part of the pilot. The staff currently handling recruitment in these Departments will report to a new pilot team in the HR Department’s Employment Division. A reallocation of existing City-wide vacancy savings to the HR Department is the recommended funding source for this pilot over an 18-month period.

20. New Hiring Application System. Another action to significantly improve the City’s recruitment and hiring work was approved as part of the FY 2022-2023 Budget process, which is to implement a new high quality software application system – NeoGov. This system improvement is to address some of the user issues with the current system, Taleo, that applicants experience. A new team is being formed with the Information Technology Department and led by a temporary Program Manager position. The goal for this system is to make the hiring process more streamlined, easier for applicants, more efficient for employment analysts, and to produce reliable data. Funding for the additional position to oversee this project has also been included in the Mid-Year Budget Review.

21. Hiring a Consultant to Review Police and Fire Hiring Processes. A consultant has been retained to review hiring processes in both the Police and Fire Departments. In the Police Department, the consultant will review the hiring process timeline for both sworn and non-sworn recruitments to determine where changes can be made to speed up the hiring process in order not to lose qualified candidates through the lengthy recruitment process.

In the Fire Department, this consultant will review the Fire Dispatcher Academy with the goal of updating academy requirements to increase the success rate of the recruits.

22. City-wide Analyst Recruitment. The HR Department launched its first centrally managed City-wide recruitment for vacant Analysts in May 2022, with the intention of also appealing to recent college graduates. Using this as an opportunity to collaborate with Departments/Offices, leverage collective resources to manage and market the vacancies and the City, and engage San José State University (SJSU) specifically, this was a great learning opportunity for recruitments that have historically occurred in a decentralized manner. At the time the recruitment began, the City had about 50 Analyst position vacancies that typically would be recruited for by individual Departments/Offices.

Conducting a City-wide recruitment allows the HR Department and the Departments/ Offices to fill many of these position vacancies through one recruitment, rather than

PUBLIC SAFETY, FINANCE, AND STRATEGIC SUPPORT COMMITTEE February 1, 2023
Subject: Strategies for Recruitment, Hiring, and Retention

25-30 individual recruitments. The recruitment yielded about 450 applications with about 75% being external to the City. In June, 240 of those applicants were invited for a first-round interview and about 60% of those interviewed were external applicants. In the end, approximately 34 positions were filled through this recruitment and insight was gained for future large City-wide recruitments.

23. Modification to Minimum Qualifications/Job Specification Updates. The strategy of focusing on modifying minimum qualifications (education and experience) is in response to an understanding from the broader education landscape that there are disparities for communities of color in access to and completion of an educational degree. Addressing situations where a credential or experience is a barrier to a diverse applicant pool has been the HR Department’s strategy for the last two years. Since April 2022, 30 changes to classifications to broaden the applicant pool have been made. Those changes are listed in Attachment B and include hard to fill positions, such as Code Enforcement Inspector and those positions in the Airport Operations series. Unfortunately, conversations with one of the City’s unions has delayed some important changes to various job specifications that could have quickly resulted in an increased applicant pool. Discussions are ongoing.

Hiring Process Challenges
External Hires
As noted above, one challenge the City continues to face is the number of internal hires vs. external hires. Every internal hire leaves another vacancy to be filled. Internal hiring ranges from 500-700 hires per year which leaves another 500-700 vacancies to be filled. The other side of this is that promotional opportunities are a retention tool and if those opportunities are not offered at the City, employees may look to other agencies for those promotions. However, it is important to focus on improving the balance between internal and external hires by attracting more external candidates. Like public service agencies nationwide, attracting highly qualified external hires to public service is a challenge – but the City is making great strides with the resumption of engagement with colleges and universities (pipeline activities), which are explained in more detail below.

Hiring Manager Capacity
Hiring Manager capacity continues to be a challenge. Hiring Managers are a critical part of the hiring process and are the Subject Matter Experts that recruiting staff rely on to clarify position Minimum Qualifications (MQs), screen for Desirable Qualifications (DQs), select those to move on in the hiring process, review interview questions, and participate in interviews and final selection conversations. Because recruiting is not part of a hiring manager’s regular ongoing work, this work is often in addition to their regular full-time job with competing priorities and timelines and can often cause delays. The Administration has strongly encouraged Department/Office Directors to allow hiring managers to temporarily deprioritize lower priority work so there can be more focus on hiring; that encouragement will continue as appropriate.

PUBLIC SAFETY, FINANCE, AND STRATEGIC SUPPORT COMMITTEE February 1, 2023
Subject: Strategies for Recruitment, Hiring, and Retention

Recruitment Strategies
Hiring Campaign
With the City Manager’s Office of Communication, the HR Department has embarked on a hiring campaign to create hiring value proposition language and to create succinct, appealing postings. This hiring campaign with examples include the following:

Strategy Tactic
Branding Template for social media organic posts, flyers, banners, collateral material
Partners Connect with professional affiliations, institutions, trade associations, and work with interdepartmental
HR Department recruitment liaisons
Print/Radio/TV/Digital Advertising Radio stations, bi-lingual radio stations, mall advertising, billboards,
bus advertisements
Social Media LinkedIn organic postings,
LinkedIn/Facebook/Instagram/Twitter advertising,
videos
Digital Communications Video – testimonials from City employees Events Pop-up booth
Internal Communications CityLine article, City-wide email, email from Directors to staff, flyers – posted in breakrooms,
webinar, survey

PUBLIC SAFETY, FINANCE, AND STRATEGIC SUPPORT COMMITTEE February 1, 2023
Subject: Strategies for Recruitment, Hiring, and Retention

Hiring Pipeline Activities
In mid-2022, the HR Department received approval to add a position to the Learning and Development (L&D) Team that specifically focuses on hiring pipeline work, which includes building relationships with trades organizations, colleges, and universities to expand the City’s applicant pool. This pipeline work is important to “teach” the next generation about public sector opportunities, application/hiring process expectations, and to create interest in working for

PUBLIC SAFETY, FINANCE, AND STRATEGIC SUPPORT COMMITTEE February 1, 2023
Subject: Strategies for Recruitment, Hiring, and Retention

the City of San José. The following are some of the efforts this team has completed recently or has on the horizon:

San José State University Related Engagements

1. Virtual Career Fair (April 2022) for students who wanted to learn about what it means to work in local government, specifically the City of San José, and its impact. The City’s Employment Team, in conjunction with the L&D Team and staff from various Departments/Offices, presented information on various careers with the City, including technology and environment and climate careers.

2. New Graduate Bootcamp (June 2022) for students who either completed their degree or were near completion. City representatives gave an overview of the City, its structure, the various functions and Departments/Offices, followed by a review of the City’s career opportunities. Tips and tricks for navigating the application process was a key element covered in the multiple virtual sessions scheduled that day.

3. Healing City of Baltimore Initiative (August 2022). Baltimore City Councilman Zeke Cohen spoke to a joint SJSU/City of San José group at the SJSU campus around the subject of trauma-informed-resilience oriented culture (TIROC), titled “Healing City Baltimore Initiative.” This was another opportunity to increase the City’s exposure to the SJSU community. Councilmember Cohen spoke to an audience, that included approximately 40 City staff, SJSU staff and SJSU students, about Baltimore’s successful initiative that helped their community have open and honest dialogue with a commitment to heal together as the foundation of pursuing a racially, socially, and economically just and thriving City.

4. Business, Financial Services and Logistics Job/Internship Fair (September 2022). The City’s Employment Team attended this job/internship fair to represent the City and field questions regarding the City and its employment opportunities. There were over 30 employers participating and hundreds of students visiting the various booths.

5. Diversity Virtual Career Fair (October 2022). The City’s Employment Team hosted multiple virtual information sessions during the Fall 2022 Diversity Virtual Career Fair hosted on the Handshake.com platform. Many students were given the chance to sign-up for a 30-minute information session to learn about the City and how to access the job boards while navigating the application process online.

6. Leadership Conference (October 2022). SJSU hosted its 5th annual Leadership Conference which consisted of an employer panel and an alumni panel, followed by a breakout session. Multiple City representatives, including a Deputy City Manager, shared about the opportunities for mission and purpose driven careers with the City. In addition, multiple representatives from the Community Energy Department hosted one of the two breakout sessions, discussing ways to solve the real-world challenges related to energy sustainability. The students were given information about what the City has currently done to meet the energy demands of the residents and were challenged to come up with ways to achieve carbon neutrality by 2030.

7. Veterans Day Celebration (November 2022). The Veterans Resource Center at SJSU hosted its annual Veterans Day celebration to honor students who either served or are actively enlisted in the military. This celebration was followed by an information session

PUBLIC SAFETY, FINANCE, AND STRATEGIC SUPPORT COMMITTEE February 1, 2023
Subject: Strategies for Recruitment, Hiring, and Retention

hosted by the L&D Team. A DOT Deputy Director, who is also a veteran, shared his personal journey from serving in the Navy to landing a career with the City. The L&D Team co-presented on the general presentation on the City’s structure, functions, and impact through the various Departments/Offices operating throughout the City and how their functions serve the community. Another representative from DOT then walked participants step-by-step through the application process, answering questions, and providing tips on how to maximize their application.

Other Engagement Activities

1. African American Community Service Agency Career Fair (May 2022). The City’s Employment Team attended this career and resource fair to represent the City and to field questions regarding the City and its employment opportunities.

2. Work2Future Career Fair (June 2022). The HR Department participated in the work2future-organized career fair at the Mexican Heritage Plaza. Hundreds of students and working professionals attended this program which had over 15 employers participating. Former Mayor Liccardo made an appearance and participants were motivated through a raffle to approach more booths to get information and learn about the different agencies represented.

3. Cristo Rey Jesuit High School Expo Event (July 2022). Cristo Rey Jesuit High School in San José hosted an expo event for the incoming freshmen students to socialize them through mock-networking with various employers that are hosting students for the year. The students were coached on how to approach an employer booth, have a few questions ready to ask, and draft a mock resume for participating employers to review with them.

4. Pride Parade Recruitment Booth (August 2022). The City’s Employment Team had a recruitment booth at the Pride Parade in August 2022 for City-wide recruitments. In addition, the Fire Department had its own booth for their recruitments.

Upcoming Events

1. STEM Undergraduate and Graduate Students Job/Internship Fair at SJSU (February 2023). This job/internship fair targets undergraduate and graduate candidates in STEM majors (science, technology, engineering, and mathematics), with anticipated participation by over 700 students. This event will be held at the Student Union and led by the Employment Team.

2. Education, Health and Public Service Job/Internship Fair at SJSU (March 2023). This job/internship fair will focus on candidates seeking entry-level career and internship opportunities in education and health-related majors and students interested in public service. Attendance is expected to be over 300 students.

3. Nonprofit, Environment and Public Service Career and Internship Fair (March 2023).

This career and internship fair is virtual and is sponsored by UC Berkeley.

4. Considering a Career with the City Information Session (March 2023). The City of San José will host an employer-sponsored information session at SJSU as a prequel to a larger City Hall event on April 6th. The program will give an overview of what the City as an

PUBLIC SAFETY, FINANCE, AND STRATEGIC SUPPORT COMMITTEE February 1, 2023
Subject: Strategies for Recruitment, Hiring, and Retention

employer has to offer organized around the City’s core service areas while engaging with students on career opportunities and the application process. Afterward, the participants will be organized into breakout sessions and workshops will be held to help students better define their career goals while finding a connection to the City.

5. Explore a Career with the City of San José (April 2023). The HR Department is hosting the City’s first Explore a Career with the City of San José open house event at the rotunda at City Hall. Every department will be representing their respective functions in a fun, interactive way while also promoting active career opportunities to interested students. The event is being marketed to SJSU students of all grade levels and majors, both undergraduate and graduate level.

6. SJSU Spring Job/Internship Fair (April 2023). The City’s Employment Team will participate in SJSU’s Spring Job/Internship Fair to continue the efforts of recruiting the brightest talent for critical positions available throughout the City. This event will be hosted in-person at the Student Union and is expected to be attended by over 500 students.

Other Pipeline Activities

1. Cristo Rey Corporate Work Study Program. FY 2022-2023 began Cristo Rey’s Corporate Work Study Program’s final year under the current contract. A total of 15 students were placed in 8 Departments/Offices starting in August 2022 and are making meaningful connections within their respective work units while learning about public service careers. The Administration will be releasing an RFP in the next few months to continue this type of program.

2. SJ Works. In January 2023, an introduction meeting was held with SJ Works to discuss summer internship opportunities for grade school students and promotion City-wide.

3. Silicon Valley Career Technical Education (SVCTE). In December 2022, multiple representatives from the City Manager’s Office and the HR Department, including the City Manager, visited and toured SVCTE in order to establish relations between the center and relevant City departments. The City will participate in an SVCTE career fair on February 17, 2023 with 4-6 departments represented at the fair. The HR Department and SVCTE are identifying 3-5 strategic activities for the Spring and Summer for implementation.

4. East Side Union School District. The L&D Team is establishing relationships to connect students with relevant departments for internship opportunities.

5. City-wide For-Credit Internship Agreement with SJSU. SJSU and the HR Department have set a goal for establishing a City-wide agreement that would provide a pathway for college students to engage as interns with City departments and receive academic credit.

6. Fellowships. Fellowships are an opportunity to create different pipeline entry points to the City by matching unique needs at the City with specialized talent from various organizations. One FUSE fellow was successfully placed with the Housing Department in the Fall. The second two fellows are expected for placement in the Spring with the Environmental Services and Community Energy Departments. One ENCORE fellow was recruited and joined the City Manager’s Office of Communications and the second is about to join the HR Department. In order to sustain the relationship with the Haas Center

PUBLIC SAFETY, FINANCE, AND STRATEGIC SUPPORT COMMITTEE February 1, 2023
Subject: Strategies for Recruitment, Hiring, and Retention

at Stanford, HR has also assumed a support role to place three Fellows. The City is building a Management Fellow program by participating in the NextGen Silicon Valley Regional Management Fellowship program. One fellow was hired in the HR Department this year and is creating a “fellowship HUB” by onboarding fellows and creating community among the existing fellows at the City. The final fellow connection will be in establishing a relationship with the National Urban Fellow Program to sponsor one fellow next year.

7. Resiliency Corps. The HR Department will be looking to connect to the work that PRNS has undertaken with the Resiliency Corp to understand the benefits for expanding their use in the future.

8. Apprenticeship Programs. We are currently working on building two Apprenticeship Programs for hard to fill positions. In the recent agreement with the International Brotherhood of Electrical Workers (IBEW), an agreement was reached to create an Electrician Apprenticeship Program to build a pipeline for Electricians. A rehired retiree was hired and will begin work with IBEW in February 2023 to create the program. In addition, PRNS is working with an outside consultant on a Park Rangers Apprenticeship Program.

9. Internship Program Enhancement. The HR Department is in the process of updating its intern policy to streamline recruitment and incentivize interns to pursue a career in public service with the City. Additionally, the HR Department is creating opportunities to connect interns with one another through semi-annual intern events and learning opportunities to understand the application and hiring process.

Retention Strategies
Like the labor market at large, the City has experienced an increase in employee turnover which has been coined “The Great Resignation” across the nation. Good news is that looking at what has occurred since June 2022, voluntary resignations are now trending slightly lower than the previous year. However, after five years of service, the City is retaining only 60% of its employees. Said another way, the City is losing about 40% of staff after 5 years of service.

As discussed earlier, the HR Department, in partnership with Department/Office partners, has implemented several strategies over the last year to modernize the recruitment and hiring processes. At the same time, the HR Department has also re-engaged in strategic opportunities to create a sustainable hiring pipeline to the City. As the HR Department continues work in each of those strategic areas, staff has also turned their attention to the more complex challenge of employee retention. Multiple factors influence employee decisions to stay or leave an organization and it takes time to understand those factors and create impactful opportunities in the HR Department and with the rest of the organization to influence employee retention.

In looking at the shifting values of workers, a recent report by Deloitte, “Government can win the talent race – Here’s how”, identified five key shifts for any government organization consideration: (1) flexibility in the workplace on many dimensions, (2) a work culture that “works for them” which includes work life balance, sense of belonging, and adequate compensation and little tolerance for a toxic workplace, (3) opportunities to exercise their

PUBLIC SAFETY, FINANCE, AND STRATEGIC SUPPORT COMMITTEE February 1, 2023
Subject: Strategies for Recruitment, Hiring, and Retention

entrepreneurial spirit through agency, autonomy, and varied opportunities in their jobs (4) prioritizing physical and mental wellbeing as evidence of a workplace focused on wellbeing and (5) work that matters with respect to purpose and impact.

It is important that the City be a place where employees who are mission and purpose driven in public service can come to thrive and unleash their passion to making a difference and the Administration is committed to making changes to ensure that this is felt throughout the organization. As one of the City Manager’s focus areas, this includes increasing employee engagement, providing opportunities for professional development and growth, modernizing the workforce, including providing employees with great tools to deliver excellent customer service, and building a bench of talented public servants. This also includes employee creativity/ innovation, employee empowerment, job satisfaction, job flexibility, and employee accountability. It should be noted that as a part of this, it is also important to regularly highlight the positive experience City employees have in connecting with one another, with a recognition that most employees stay at the City because of their high quality and dedicated co-workers, and the knowledge that their work is benefiting the community that many of them are a part of.

The Administration is strategically addressing retention issues through employee engagement efforts and regular discussions with senior leaders about creating connection opportunities and addressing employee concerns. In this area, since April 2022, the following changes have taken place:
• General Wage Increases- Most City employees received a 4.5% general wage increase.

This is in addition to a potential 2.5% non-management step increase or up to a 2.5% increase in management pay based on performance.
• Special Salary Adjustments- Completed special salary adjustments or salary range increases for 56 classifications experiencing recruitment and retention issues or to address compaction. This does not include the many classification changes that were made to modernize our job specifications, including the creation of new flexibility staffed classifications that could result in a promotion with a pay increase for certain employees taking on increased responsibilities.
• Mentoring Program- The City is recognizing employees and building future leaders for the organization by continuing the City’s Mentoring Program. The mentorship program is focused on re-connecting City employees to their purpose to public service, helping to identify new/refined career goals, and identifying a plan to achieve those goals while connecting their work to the larger picture of how it impacts the residents of San José. The program also strives to build bridges and connect individuals from various Departments/Offices through fun, thoughtful, and engaging activities. This year’s program was officially launched in October 2022 with approximately 300 participants • New Employee Welcome (NEW)- In June of 2021, The HR Department and City Manager’s Office of Employee Relations (OER) transitioned the first day of NEW (occurs every other Monday) to an onsite meeting. This has provided greater engagement with new employees and the opportunity for supervisors to meet and greet along with the City Manager who speaks at the NEW. The team continues to find ways to create engagement for employees on their first day.

PUBLIC SAFETY, FINANCE, AND STRATEGIC SUPPORT COMMITTEE February 1, 2023
Subject: Strategies for Recruitment, Hiring, and Retention

• Trauma Informed Care Work- This is important work in creating a foundation for a more trauma informed organization culture by creating opportunities for employees and leaders to thrive in an uncertain post pandemic work environment. The experience of trauma has a widespread impact on the lives of the community we serve, leading to and exacerbating mental illness, substance abuse and physical health conditions. Effectively addressing physical and behavioral health conditions must involve addressing the impact of trauma.

Educating and training staff to be trauma-informed helps build the City’s ability to bounce back in the face of adversity, as individuals and as an organization. In August 2022, the City held a City Council Study Session to share important insights, principles, concepts, and implementation strategies for enabling a trauma-informed, resilienceoriented culture. The Administration believes this work is foundational to advancing racial equity and to supporting a thriving workforce who will ultimately better serve our community.
• Employee Experience Conversations- The HR Department has initiated a pilot program, based on national best practices, that supports Department/Office leaders engaging in strategies that will encourage our diverse and talented employees to stay with the City.

This program’s goals are to empower supervisors to create safe and brave spaces with their team members in which they increase employees’ trust and sense of belonging, ignite a shared purpose and recognize and appreciate employees’ contributions. About 100 of Senior and Executive staff and 37 mid-level supervisors participated in the first phase of the pilot. The second phase of the pilot focused on mid-level supervisors and contained 6 total sessions with 46 supervisors from 15 different Departments/Offices. In Spring 2023, three more cohorts with mid-level supervisors will be implemented. • Human Centered Design Learning Lab- This program models the impact of applying human centered design and innovation in process improvement by encouraging employee to participate in Learning Labs to revamp City processes. The City has run six learning labs with 19 City challenges for over 100 City employees. The next lab session is scheduled for March 2023 and will be trauma informed and racial equity focused. • Flexible Workplace Policy- The Administration has been given feedback that having a Flexible Workplace Policy, to the extent possible, is important to many employees and it has also become more of the norm in both the public and private sectors. The Administration recognizes that the majority of City employees are in the field and are unable to work from home, but to the extent employees are able to work from home, Departments/Offices are encouraged to provide a flexible hybrid working environment, as appropriate.
• Wellness- Focusing on social determinants of health is a gateway to increasing health equity and promoting systemic change. By enhancing wellness initiatives that focus on the intersection of racism and discrimination, social and economic inequities and health, the HR Department can begin to challenge the underlying social and economic challenges that influence regular health habits and overall wellbeing. Beginning in FY 2022-2023, the HR Department was approved for the addition of a position focused on wellness the development of a workforce health strategy that fully engages all employees is underway.

There are multiple wellness challenges and wellness offerings which can be found here1. 1 https://www.sanjoseca.gov/your-government/departments-offices/human-resources/employee-wellness

PUBLIC SAFETY, FINANCE, AND STRATEGIC SUPPORT COMMITTEE February 1, 2023
Subject: Strategies for Recruitment, Hiring, and Retention

• Employee Assistance Program (EAP)- In January 2023, the City transitioned to a new EAP provider, CONCERN, and are providing enhanced EAP benefits to benefited employees and their dependents. This includes life coaching, a mobile application and a digital platform, and a specialty program for first responders in addition to counseling and other benefits. See the Human Resources Employee Assistance Program webpage2 for more information.
• Senior and Executive Staff Meeting – In January 2023, the HR Department held its first employee retention session with 100+ Senior and Executive Staff. The HR Department started a conversation with Senior and Executive Staff to learn what departments are already doing to retain employees, to learn what existing employee retention opportunities can be expanded, and identify select new opportunities to invest in employee retention. Promoting and sustaining work flexibility, increasing a sense of belonging, creating a trauma informed and resilience focused workplace, empowering employees to bring their creativity, and providing opportunities to grow and learn are some of the collective focus areas identified to move forward. • Executive Leadership Forum – In late January 2023, the City launched the first Executive Leadership Forum in partnership with the Billions Institute. This five-part leadership forum incorporates trauma informed leadership principles, provides opportunities for leaders to engage with one another and receive individual and group coaching. • Innovation Academy- The purpose of the Innovation Academy is to introduce an innovation mindset and foster a problem-solving approach to work. This will enable staff to feel empowered to make small changes in their work that have a big impact on the processes and procedures they manage- all while allowing staff to “get back some time.” The HR Department has run 4 cohorts with 85 employees across 15 different Departments/Offices, currently has a January cohort in progress, and a March cohort on the horizon.

Meeting with Stakeholders
As noted above, the HR Director and Assistant City Manager, met with various union partners and a representative from Working Partnerships USA to have a collaborative brainstorming discussion on ways to improve recruitment and hiring efforts. In summary, their ideas involved analyzing recruitment staffing across the HR Department and other Departments/Offices in order to determine where additional resources are needed, create and define metrics regarding turnover, obtain stakeholder input, review the hiring process to determine where there are bottlenecks and where changes should be made, and to conduct exit interviews.

The City has proposed as a next step to meet with the stakeholders in a workshop-type setting to review the hiring process step by step, review the changes that have been already made to the City’s recruitment and hiring work, and to brainstorm other improvements that should be made.

This next meeting is scheduled for the end of February. 2 https://www.sanjoseca.gov/your-government/departments-offices/human-resources/benefits/otherbenefits/employee-assistance-program

PUBLIC SAFETY, FINANCE, AND STRATEGIC SUPPORT COMMITTEE February 1, 2023
Subject: Strategies for Recruitment, Hiring, and Retention

CONCLUSION AND FOLLOW-UP
In summary, both the public and private sectors are currently experiencing difficulties with recruiting, hiring, and retention. There is a nationwide labor shortage and the City and our counterparts in the Bay Area are experiencing similar issues. Recruiting, hiring, and retention are of the utmost priority for the Administration and the HR Department, in partnership with all Departments/Offices, have made many notable improvements in this work as outlined in this memorandum. Staff are working harder than ever to fill the City’s vacant positions (first focusing on the highest priorities) and retain the City’s talented staff. The HR Department will also continue to evaluate new ways to continue to improve in the City’s recruitment, hiring, and retention efforts. If additional resources are needed, the Administration will bring forward those recommendations for the City Council’s consideration as part of the FY 2023-2024 Budget process in May.

COORDINATION
This memorandum has been coordinated with the City Manager’s Budget Office.

Jennifer Schembri
Director of Employee Relations/
Director of Human Resources
For questions, please contact Jennifer Schembri, Director of the City Manager’s Office of Employee Relations/Director of Human Resources, at (408) 535-8154.

Attachments
TO: HONORABLE MAYOR AND FROM: Jennifer Schembri

CITY COUNCIL
SUBJECT: RECRUITMENT, HIRING, DATE: May 19, 2022

AND RETENTION STRATEGIES
Approved Date: 5/19/2022

BACKGROUND
City Council’s approval of the Mayor’s March Budget Message for Fiscal Year 2022-2023 included direction from Councilmembers Arenas, Esparza and Carrasco to issue a Manager’s Budget Addendum to review challenges and present strategies to alleviate staffing vacancies, including both potential investments in the Human Resources (HR) Department as well as strategies to enable departments to more effectively recruit, hire, and retain workers. Staff was also directed to include information regarding updates to minimum qualifications and reducing steps in the hiring process.

The Administration recognizes that the City is having challenges recruiting and retaining employees. Our challenges are complex, yet we are not alone. Local agencies all around us are experiencing similar issues, with some having higher vacancy rates than our own. Please note that the recruitment and hiring issues are not all pay related, which is why the retention efforts being made through the Powered by People Enterprise Priority are critical.

MANAGER’S BUDGET ADDENDUM #12
Attachment A

HONORABLE MAYOR AND CITY COUNCIL
May 19, 2022
Subject: Recruitment, Hiring, and Retention Strategies

An important part of the HR Department’s efforts has been the establishment of a Citywide agile process which is quickly delivering improvements to our recruitment and hiring work. This process has allowed the HR Department to rapidly make changes to the hiring process as issues arise and establish, for the first time, hiring goals within departments/offices. Adding to existing effective approaches, new recruitment, hiring, and retention strategies are underway as described below.

ANALYSIS
Vacancy Rate History and Context
Across the City, as of April, we have approximately 820 vacancies and a 13.2% vacancy rate, which has decreased slightly from the previous month. However, 155 budgeted full-time and part-time positions were hired in April as compared to 88 in the previous month. The vacancy rate measure is based on and monitored against budgeted positions (full-time and part-time benefitted positions). However, there is additional critical hiring (e.g., seasonal hiring in the Parks, Recreation, and Neighborhood Services Department which includes part-time unbenefited positions and temporary positions that are used for special projects or other short-term needs) that is accounted for differently in the budget and does not impact the vacancy rate. In April, another 221 positions were hired that were not accounted for in the City’s vacancy rate, yet impacted staff workload. Another major impact to the vacancy rate is the number of internal hires as compared to external hires. Of the 155 budgeted positions filled in April, only 45 were external hires. This means that the remaining positions, filled with internal hires, created another 110 positions to be filled.

Despite the continued addition of new positions over the past several years, the concentrated efforts of both the HR Department and various hiring departments/offices has resulted in a decreased vacancy rate since 2015-2016 when it stood at 14.6%, despite 566 position additions since that time. It is also important to recognize that due to the COVID-19 pandemic and its associated budget impacts and uncertainty, the City has been, until November 2021, under a hiring freeze exemption/review process where some positions were intentionally held vacant or position hiring was slowed in certain areas to ensure no employee layoffs as the budget shortfalls experienced at the end of 2019-2020, in 2020-2021, and in 2021-2022 were resolved. In addition, until recently, many recruitment staff and hiring managers across the organization were pulled into Emergency Operation Center efforts due to the high priority of that function for our community.

Currently, position recruiting is handled jointly by staff in both the HR Department and the hiring department/office. Due to the current status of Citywide vacancies and the COVID-19 Pandemic Community and Economic Recovery staffing needs, the HR Department received a total of four temporary recruitment Analyst positions, one Senior Analyst position, and one Staff Specialist position funded by the American Rescue Plan Fund; as well as two temporary recruitment Analyst positions funded from the General Fund to assist with hiring efforts through the fiscal year. As part of the 2021-2022 Mid-Year Budget Review, the City Council approved

HONORABLE MAYOR AND CITY COUNCIL
May 19, 2022
Subject: Recruitment, Hiring, and Retention Strategies

temporary staffing in the HR Department to focus on classification and compensation studies, and to refocus the City’s strategic efforts to engage local educational institutions (K-12 to Universities) in activities that will encourage a diverse next generation to consider public service, local government, and the City of San José as an attractive career opportunity.

For the HR Department, the 2022-2023 Proposed Operating Budget makes permanent three of the previously temporary positions on an ongoing basis – 1.0 Staff Specialist and the 2.0 Analyst II positions – to focus on recruitment and, continues through June 30, 2023 the 1.0 Program Manager and 2.0 Analyst positions funded in the 2021-2022 Mid-Year Budget Review that are focused on classification and compensation work and hiring pipeline activities. The 2022-2023 Proposed Operating Budget also adds positions in other departments that will provide additional capacity to assist with hiring and recruitment, including the Community Energy Department, the Fire Department, the Parks, Recreation and Neighborhood Services Department, and the Planning, Building and Code Enforcement Department.

Hiring Process Changes
The HR Department, with the City Manager’s approval, has recently made many changes to the recruitment and hiring process to improve its efficiency and effectiveness, including giving greater authority to departments/offices to reduce the “clearance points” with the central HR Department. The changes made thus far are described below, however, the HR Department will continue to seek feedback, respond with impactful real-time solutions, and identify longer-term strategies to recruit, hire, and retain the workforce needed to serve our community.

1. Hiring Freeze Exemption/Review Process. The hiring freeze exemption/review process whereby departments needed to get approval from the City Manager’s Budget Office prior to hiring has been eliminated.

2. Hiring Managers Prioritizing Recruitments. Hiring manager availability within departments (who are the technical experts that recruiting staff rely on in the process) is where many recruitment delays have been experienced, often to no fault of the managers given their own large workloads. Departments have been directed to temporarily deprioritize lower priority work, as appropriate, to allow hiring managers time to focus on and prioritize recruitment work.

3. Non-Competitive Appointments. The HR Department is now considering noncompetitive appointments for positions where employees have been higher classing or temporarily placed in that position for an extended time and/or where it involves Emergency Operation Center or recovery work. In addition, in select cases, the HR Department is utilizing non-competitive appointments for limit-dated and overstrength positions due to the difficulties that have been encountered in hiring for some of these positions, with the understanding that if the position becomes permanent, the department/office may need to do a competitive recruitment.

HONORABLE MAYOR AND CITY COUNCIL
May 19, 2022
Subject: Recruitment, Hiring, and Retention Strategies

4. Use of Consultant Recruiters. Consultants have been made available for recruiting efforts, although they still require staff time to manage, require the technical expertise and time of a hiring manager, and in many, if not most, instances are not faster than internal recruitment staff. However, consultants are being used in some cases for hardto-fill and senior level positions and departments/offices have been given full discretion to use consultants for any recruitments they see fit.

5. Minimum Qualifications + Salary Adjustments. HR Department staff have been working on changes to classification specifications, including changes to minimum qualifications (MQs) for various positions. Attached is a full listing and summary of those changes since FY 19/20 (Attachment A). It is believed that making MQ changes will allow departments/offices to obtain a wider pool of applicants and/or provide more opportunities for applicants to apply for City positions, especially those that are hard to fill. This is also an important part of the City’s racial equity work. Once the new approved position for this work is filled, the HR Department will be better able to increase the work in this area. In addition, in partnership with the City Manager’s Office of Employee Relations and with some consultant assistance, the HR Department has completed or is currently in the process of performing compensation analyses on a variety of select classifications where there are current recruitment and/or retention issues.

6. Second Round Interviews. In an effort to shorten the recruitment timeline, departments/offices have been advised that they have several options regarding second round interviews, which include conducting them on the same day, pre-selecting the date for the second round interview or combining first and second round interviews. Second round interviews are a step in the process that can delay the hiring process by weeks, but with these options, the hiring process should be sped up significantly.

7. Reference Checks. The HR Department has reiterated that reference checks are at the discretion of the departments/offices. The agile process has revealed that the reference check step can delay the hiring process by weeks, and it is rare that feedback from the reference checks has suggested that a candidate not be hired. The probationary period is a much better source of information to ascertain if a new hire is going to be successful in the position as compared to a reference check. For internal candidates, a personnel file check must still be completed.

8. Making a Hiring Offer and DOJ/Fingerprinting. Departments/offices can decide on a case-by-case basis to make a hiring offer contingent on receiving fingerprinting results.

Delays in obtaining DOJ results have caused the City to lose candidates.

9. Advertising the City is Hiring. Working with the City Manager’s Office of Communications, the HR Department has begun a hiring advertising campaign. Attached is a flyer that can be used to post on LinkedIn, etc (Attachment B).

HONORABLE MAYOR AND CITY COUNCIL
May 19, 2022
Subject: Recruitment, Hiring, and Retention Strategies

10. Hiring Referral Incentive Bonus. The hiring referral incentive bonus was increased from $500 to $1,500 through June 30, 2022. With the assistance of the City Manager’s Office of Communications, the HR Department has begun advertising the referral bonus.

Attached is the flyer (Attachment C). This bonus is an important way to expand the City’s external applicant pool, which is essential to reducing the overall vacancy rate.

11. Limit-Dated/Overstrength Positions Language. There have been challenges in getting applicants and selected candidates to accept offers in positions that do not have permanent status, such as limit-dated/overstrength (temporary) positions. The HR Department has modified the language in job postings and offer letters to address this challenge by letting employees know that the City may seek to place them in another internal job opportunity should their position not be renewed or extended through the budget process.

12. Supplemental Questions. One area of feedback that has been received by the HR Department and may be preventing applicants from filling out an application is the number of supplemental questions that are included as part of the application process.

Departments/offices have been asked to limit supplemental questions to no more than a total of three questions.

13. Consolidating Recruitments Across Departments. For Citywide position classifications where there are vacancies in multiple departments, those recruitments are now being consolidated. There will be only one interview panel with a representative from each department with that position vacancy on that panel. Please refer to the Conducting a Citywide Analyst I/II Recruitment section below for more information.

Hiring Goals
The HR Department’s employment team in partnership with all departments/offices began a process, for the first time under the current HR leadership, to establish hiring priorities and to set quarterly hiring goals. This began late in Q3 and was recently completed for Q4. The process of setting priorities and goals is then managed with an Agile strategy that allows the employment team to track progress of recruitments (that the hiring application system does not); focus on the top priorities for departments; develop deeper understanding of the data and limitations of the data; and problem-solve an array of process, procedure, and policy issues that impact efficiency as well as quality hiring. The entire employment team and HR Department leadership convene twice a week to review progress, resolve issues in the moment, learn new approaches, and celebrate success. Many of the changes outlined in this memorandum are a direct result of less than five months of experience with this new way of working.

The Q4 hiring goal for the City is 225-300 hires, measured by successful offers extended. This goal accounts for the budgeted hires only and does not include the other hiring efforts related to part-time unbenefited employees and temporary employees, as noted above. Overall, the HR Department has set a long-term goal to reduce the vacancy rate to less 10%. This practical goal will be used to benchmark collective progress over time. Because reducing the vacancy rate is

HONORABLE MAYOR AND CITY COUNCIL
May 19, 2022
Subject: Recruitment, Hiring, and Retention Strategies

dependent both on making progress in hiring qualified external candidates and retaining current employees, it is the best overall measure of our collective success. Please see the “New Retention Strategies” section below that outlines the City’s efforts to retain existing employees.

New Recruitment and Hiring Strategies
Hiring Pipeline Work
The City is currently filling a very high percentage of vacant positions with internal applicants rather than external applicants. This is excellent from a professional development perspective but does not help reduce the City’s overall vacancy rate as it instead creates a vacancy elsewhere.

Until the City hires significantly more external candidates (and bringing in a balance of external candidates to fill vacant positions is healthy for any organization), there will not be notable progress in reducing vacancy levels. The HR Department has added a position to the Learning and Development (L&D) Team that will specifically focus on hiring pipeline work, which will include building relationships with trades organizations and colleges to expand the City’s applicant pool. The following are some of the efforts this team has recently completed or are on the horizon:

1. Job Fairs.
a. San Jose State University (SJSU) Virtual Job Fair. The HR Department’s L&D Team coordinated the City’s participation in a virtual job fair with SJSU on April 24, 2022. Representatives from the Community Energy, Environmental Services, Library, Parks, Recreation, and Neighborhood Services, and Transportation Departments conducted four virtual sessions. The fair was kicked off with a general introduction to the City followed by three sessions where students were able to engage with employment analysts and key staff from departments regarding our work and current job opportunities.
b. African American Community Service Agency (AACSA) Career Fair. On Sunday May 29, 2022, from 2pm - 5pm, the HR Department, City Manager’s Office of Economic Development and Cultural Affairs (Work2Future), and Parks, Recreation, and Neighborhood Services Department will be participating in a career fair with AACSA. This is an opportunity to participate in a job fair with a range of other employers and potential applicants in the community. c. SJSU Spring 2022 New Graduate Career Bootcamp. On June 8, 2022, the City will be participating in this event at SJSU. The New Graduate Career Bootcamp is designed to help recent graduates, as well as soon to be graduates, plan their next steps to career success after college. The City will be participating to provide valuable tips and advice to students on how to navigate their job search and how to successfully make the transition from college to career.

2. High School Interns. The HR Department manages this program with Cristo Rey San José Jesuit High School. While the COVID-19 pandemic posed significant challenges in supporting high school students, students were placed with the City Manager’s Office and the Environmental Services Department in 2021-2022. In a recent presentation to

HONORABLE MAYOR AND CITY COUNCIL
May 19, 2022
Subject: Recruitment, Hiring, and Retention Strategies

Senior Staff to launch re-engagement and spark commitments from departments/offices, Cristo Rey shared highlights of the program and the compelling experience of one student. The HR Department is aiming for 12-15 student placements across the City in the upcoming year.

3. Fellows. In accordance with the City Council-approved Mayor’s March Budget Message, the 2022-2023 Proposed Operating Budget includes $200,000 for Fuse, Urban and Management Fellows for next year ($160,000 ongoing). Planning is also underway to integrate Stanford Community Impact Fellows, a long-standing engagement and partnership with Stanford University, and is considering Encore Fellows into the City’s hiring pipeline efforts. These programs will be managed by the HR Department in partnership with the receiving departments/offices.

4. Resilience Corps. The HR Department will be looking to connect to the work that the Parks, Recreation, and Neighborhood Services Department has undertaken with the Resilience Corps to understand the benefits for expanding their use in the future.

Conducting a Citywide Analyst I/II Recruitment
Currently, the City has approximately 50 Analyst I/II vacancies across the organization that typically would be recruited for in a decentralized fashion by individual departments. However, on May 5, 2022, the HR Department launched its first centrally managed Citywide recruitment for these vacant Analyst I/II positions, with the intention of also appealing to recent college graduates. The application process closed on May 18, 2022 with 448 applications, of which 333 are external to the City. It is anticipated that conducting a Citywide recruitment will allow many of these positions to be filled through this one recruitment, rather than 25-30 individual recruitments. Using this as an opportunity to collaborate with departments/offices, leverage collective resources to manage and market the various Analyst I/II vacancies, and engage SJSU specifically, this Citywide recruitment is a great learning exercise. The HR Department will use this process to get important feedback from applicants, run joint interview panels across departments, and understand how to be more effective in future Citywide recruitments for entrylevel position vacancies.

New Hiring Application System
The HR Department is aware of several challenges with Taleo, the City’s current hiring application system, and, in anticipation of a budget proposal totaling $210,000 being approved as part of the 2022-2023 Budget, is using the agile process to document the requirements for an RFP to obtain a new hiring system. The goal for a new system is to make the hiring process more streamlined and easier for applicants as well as more efficient for employment analysts, and to produce more reliable data. If the budget recommendation is approved, an RFP will be conducted in the upcoming fiscal year with implementation expected in the next fiscal year.

HONORABLE MAYOR AND CITY COUNCIL
May 19, 2022
Subject: Recruitment, Hiring, and Retention Strategies

New Retention Strategies
Employee Experience Conversations (Formerly Stay Interviews) The HR Department has initiated a pilot program, based on national best practices, that supports department/office leaders engaging in strategies that will encourage the City’s diverse and talented employees to stay with the City. About 60% of Senior and Executive staff participated in the first phase of the pilot, and a round of “make-up” sessions will be offered in June. The second phase of the pilot is being launched this week and will focus on mid-level supervisors from across most departments. The HR Department will be rolling this out as a formal program in the next fiscal year as one part of our strategy for retaining employees.

Supporting a Trauma Informed, Resilience Oriented Culture (TIROC) This past year has been unimaginably challenging, especially for many vulnerable populations in our local community and nationwide. We are living in a unique moment of reckoning with racial justice issues amid a global pandemic. The experience of trauma has a widespread impact on the lives of those we serve, leading to and exacerbating mental illness, substance abuse, and physical health conditions. Effectively addressing physical and behavioral health conditions must involve addressing the impact of trauma. Educating and training staff to be trauma-informed helps build our ability to bounce back in the face of adversity, as individuals and as an organization.

Recognizing the need to address trauma, after conducting an RFP, HR Department staff contracted with the National Council of Mental Wellbeing in February 2021 to provide a yearlong training program with the goal of building a trauma-informed, more resilience-oriented culture at the City. The first step was an introductory training session conducted by the National Council of Wellbeing with Senior Staff. This was followed by 170+ employees from all departments/offices participating in a three-part training entitled Adverse Childhood Experiences Study in April 2021. The training was conducted with an additional 150+ employees in early spring 2022. The HR Department also partnered with 6 teams of employees from the first round of trainings to implement projects or policies at the City that are trauma-informed, over the next year. It is anticipated another 5 to 6 teams will be formed following the current sessions and continue to convene as a learning community to sustain and build upon this training.

The response has been engaging, positive, and can be summed up with a participant’s quote on how trauma-informed culture is “important for understanding ourselves, for understanding those with whom we have close relationships, with whom we work, and those whom we serve.” Through learning, coaching, assessment, and project design, the City is proud to implement the National Council’s framework for trauma-informed, resilience-oriented leadership, and culture building to create a more inclusive workplace.

The City will be holding a City Council Study Session in August to share important insights, principles, concepts, and implementation strategies for enabling a trauma-informed, resilienceoriented culture. We know this work is foundational to advancing racial equity and to supporting our workforce to thrive and ultimately serve our community.

HONORABLE MAYOR AND CITY COUNCIL
May 19, 2022
Subject: Recruitment, Hiring, and Retention Strategies

Wellness
Focusing on social determinants of health is a gateway to increasing health equity and promoting systemic change. By enhancing wellness initiatives that focus on the intersection of racism and discrimination, social and economic inequities, and health, the HR Department can begin to challenge the underlying social and economic challenges that influence regular health habits and overall wellbeing. The development of a workforce health strategy that fully engages all employees is underway. The 2022-2023 Proposed Budget recommends the addition of a position funded by the Benefits Fund that will be solely dedicated to wellness. The HR Department is also in the process of an RFP for a new Employee Assistance Program (EAP) provider. Goals for this strategy include:
• working with the current benefit providers to identify ways to develop more inclusive and equitable wellness programs that target persistent health disparities; • collecting employee input on their social needs;
• improving access to the City’s wellness resources for all employees; • destigmatizing the use of mental health resources and benefits; • providing connection for employees and their dependents to social support; and • forming a team of wellness champions representing all departments to increase employee engagement
Flexible Workplace
One issue that is often mentioned in regards to retention is having a flexible workplace to the extent possible. The Administration recognizes that the majority of City employees are in the field and are unable to work from home, but to the extent employees are able to work from home, departments/offices have been and will continue to be encouraged to provide a flexible hybrid working environment. This has become more the norm in both the public and private sectors.

A recent article from the Harvard Business Review entitled “Leading an Exhausted Workforce” (Attachment D) highlighted many of the same challenges that our employees are facing, along with the broader workforce nationally and internationally. We continue to learn from employees about the challenges they are facing, which affirms the need for employee experience conversations, TIROC, and other strategies.
“But people are coping with collective grief and trauma on a global scale, which means leaders have to learn and exercise new skills. There are steps you can take to foster healthy coping mechanisms and discourage unhealthy ones; help ward off some of the typical mistakes that people make under pressure; and ensure you don’t cause additional anxiety on top of what people are already dealing with.”
In a two-hour Senior and Executive Staff meeting on April 27, 2022, designed to share and learn about broader, trauma informed concepts of safety (physical, psychological, social, and moral), reflections at the end of the day resonated with what we know researchers are also saying:

HONORABLE MAYOR AND CITY COUNCIL
May 19, 2022
Subject: Recruitment, Hiring, and Retention Strategies

• “We tend to share our trauma through stories so it’s important to listen carefully when staff share experiences to really hear between the lines.” • “Create systems that will intentionally solicit honest feedback from employees about their well-being (physical, psychological, social, moral safety as discussed today).” • “As an organization, we’re greater than the sum of our parts — however — the burden of that expectation (from council, the organization, our customers, the public) falls to individuals who remain under significant pressure. This creates challenges for psychological safety.”

CONCLUSION
In summary, both the public and private sectors are currently experiencing difficulties with recruitment, hiring, and retention. There is a nationwide labor shortage and our counterparts in the Bay Area are experiencing the same issues. In fact, some of the more highly paid agencies in the area have higher vacancy rates than San José. That said, this work is of utmost priority and the entire team is working harder than ever to fill the City’s vacant positions (first focusing on the highest priorities) and will continue to evaluate other ways to increase recruitment, hiring, and retention in partnership with departments/offices. The additional resources that are recommended in the 2022-2023 Proposed Budget are anticipated to be impactful toward these efforts, but it is important to note that significantly lowering our vacancy rate (e.g., to below 10%) will take some time. If any further additions are needed, the Administration will bring forward those recommendations for City Council’s consideration as needed.

COORDINATION
This memo has been coordinated with the City Manager’s Budget Office.

Jennifer Schembri
Director of Human Resources
Director of Employee Relations
Attachments
Classification Projects Completed by Fiscal Year as of 5/5/2022 Project Type Union Department FY
Latent Fingerprint Examiner - Supervisor New Classification CAMP PD 21-22 Contract Compliance Specialist MQ Review MEF PW 21-22
Contract Copliance Asistant MQ Review MEF PW 21-22
Contract Compliance Coordinator MQ Review CAMP PW 21-22 Parks Facilities Supervisor MQ Review AMSP PRNS 21-22
Network Technician I/II/III MQ Review MEF Fire 21-22
Parks Manager MQ Review CAMP PRNS 21-22
Police Officer & Recruit (AB 846 Compliance) Class Revision POA PD 21-22 Community Coordinator MQ Review MEF PRNS 21-22
Development Specialist MQ Review MEF Housing 21-22
Development Officer MQ Review CAMP Housing 21-22
Senior Development Officer MQ Review CAMP Housing 21-22 Housing Policy & Planning Administrator Class Revision MGT Housing 21-22 Code Enforcement Inspector I/II Class Revision MEF PBCE 21-22 Latent Fingerprint Examiner I/II/III Class Revision MEF PD 21-22 Events Coordinator I/II MQ Review MEF Citywide 21-22
Wastewater Operator I/II/III MQ Review OE3 ESD 21-22
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Leading Teams
Leading an Exhausted
Workforce
by Robin Abrahams and Boris Groysberg
March 25, 2022
Summary.

Martin Barraud/Getty Images
Everyone is exhausted. People are coping with collective grief and trauma on a global scale, which means leaders have to learn and exercise new skills. The authors share steps you can take to foster healthy coping mechanisms and discourage unhealthy ones; help...

Have your customers been unusually irritable lately? Are people taking forever to respond to e-mails? Are friends and colleagues making surprising life changes? Have you lost focus during important conversations?
more
All of these behaviors, different as they may be, are responses to the overwhelming circumstances people are facing as we move into the third year of the pandemic. Nearly everyone has lost someone or something — a job, a relationship, their peace of mind. Any hopes for a clear, definitive end to the pandemic are dashed. We are post-emergency, but still in crisis.

Leaders aren’t therapists and shouldn’t try to be. But people are coping with collective grief and trauma on a global scale, which means leaders have to learn and exercise new skills. There are steps you can take to foster healthy coping mechanisms and discourage unhealthy ones; help ward off some of the typical mistakes that people make under pressure; and ensure you don’t cause additional anxiety on top of what people are already dealing with.

Be a Role Model
Self-care is not a luxury: It’s essential. If you’re tense, irritable, withdrawn, or volatile, your team may suffer similarly. If your view of reality is warped by denial, delusion, or us-and-them thinking, your team’s ability to take effective action is severely curtailed. If you act out in harmful ways or make rash, inconsistent decisions, you will destroy trust and morale.

Bring your humanity front and center. Be a role model for managing inevitable human imperfection with mental flexibility, emotional openness, and healthy habits.

Mental exibility
In a time of crisis, there is a greater need for mental acuity, as new information is constantly coming in and circumstances
constantly changing. Yet this acuity is harder to achieve when you’re facing stress, trauma, and fatigue, which create mental fog and a kind of cognitive tunnel vision. Keep those mental muscles limber!
At work, make a regular habit of asking for input and admitting what you don’t know. Normalize and destigmatize admitting mistakes. Acknowledge conflicting impulses and values, make it OK to change your mind when new information comes in, and apologize without embarrassment when you need to.

At home, consider a personal practice to get yourself out of mental ruts. Spending time in nature, journaling, starting a new hobby, meditation — anything that uses different muscles in the brain and creates an opportunity for reflection.

Emotional openness
Acknowledge when you’re having a hard time, or if you’re not at the top of your game. There is a balance to be struck: A leader cannot share every passing doubt and fear. More importantly, it’s better not to lean on team members for emotional reassurance. It is not their responsibility to tell you everything will be all right, or to flatter your ego. But your more tuned-in team members can already tell when you’re having a bad day — you may as well admit it, so that they’ll know you know, and everyone can make the appropriate adjustments.

Healthy behaviors
Ideally, you have social/emotional support outside the office — a spouse, friends, therapist, religious leader, or even a “personal board of directors.” Check in with these folks regularly! And take care of yourself in all the simple, basic ways: sleep, exercise, nutrition, hydration, mental downtime.

Make sure that your team has what they need to do these things for themselves. They likely don’t need advice on what to do, but the practical resources — time, money, equipment, access — to do it. Make self-care a regular topic of conversation — occasionally begin a meeting by asking everyone to state one good thing they’ve done for themselves, or a meaningful conversation they’ve had lately.

If your industry/corporate culture has a competitive leisureactivity ethos — “work hard, play hard” — explicitly disrupt that.

If everyone is bragging about training for a Tough Mudder or racking up foreign language skills on DuoLingo over the weekend, point out that eating ice cream while watching a crime show is also a valid way to spend free time.

Lighten the Load
Stress has a cumulative impact. For the body and brain, there is no difference between deadline pressure, an argument with one’s spouse, financial worries, the dog that won’t stop barking, and the computer that keeps crashing. The patience, self-control, perspective, attentiveness, and wisdom to deal with these situations all come out of the same fund, psychologically.

And for a lot of people, that fund is in arrears. Even before the pandemic “Americans were flirting with symptoms of burnout,” physician Lucy McBride wrote in The Atlantic, noting that we were “among the least healthy populations in wealthy countries.

Diseases of despair — including depression, anxiety, PTSD, and addiction — were already rampant.” Since Covid, “[e]very aspect of life has required added work …. we’ve had to juggle parenting, caregiving, and working without our traditional support structures.”
Reduce stressors
As much as possible, minimize stressors in your own and employees’ lives. Make a positive goal out of decreasing stress, across the board, for everyone. Think of it as a psychological energy conservation plan: What can be done to conserve people’s valuable cognitive and emotional energy for the most crucial tasks, at work and home? Encourage suggestions — employees may well come up process improvements, or ideas for low-cost perks or practices that would ease their lives.

Don’t add to anxiety
There may not be much that leaders can do about grief and trauma, but they can do quite a bit to create a culture that doesn’t create unnecessary anxiety. People fear pain. They are anxious about looking foolish, or old and out-of-touch, or of being embarrassed.

As a leader, you can do a lot to ease — or exacerbate — these kinds of anxieties. For example, let employees know that it is OK if their home office is messy on Zoom, or if their child wanders in. (If it is not okay, explain why. “Because it doesn’t look professional” is not, in 2022, a good enough reason!) In meetings, make it safe to ask questions that may seem stupid — or to simply not have any pertinent questions, or comments, or ideas to share.

Create a Cognitive Safety Net
People are spacey — have you noticed that? Grief, trauma, anxiety all can lead to losing time, focus, and endless pairs of reading glasses. Losing typical routines and environmental cues makes it even worse, as does having to adapt to a set of changing behaviors in the rest of life, as well. Everyone is experiencing cognitive overload.

Mitigate mistakes
Acknowledge the mental burden that people are under. Create checklists, cross-check protocols, backup plans, whatever is appropriate to your particular business, to prevent serious errors.

If this represents a new way of doing things, be clear that the new measures don’t represent a lack of trust or confidence in the team.

This is also a time to double down on corporate culture and values. A strong shared sense of who “we” — as an organization or a team — are, what we stand for, and what we do will help decrease the number of judgment calls overwhelmed individuals have to make.

Reduce tunnel vision
Another aspect of spaciness is a tendency to focus on only one side of an issue, to get hung up on details or one’s own concerns.

Ensure that all aspects of a situation are being examined by using role play and other mental exercises. In another piece, we advised “[W]hen debating a course of action, have team members list all the ‘hard, cold’ reasons for a decision and then all the ‘warm, fuzzy’ reasons, or the most pessimistic/most optimistic scenarios, or the like.” Bring up hypothetical points of view — how would you explain this product to a space alien? How would people from 200 years ago solve this problem? It doesn’t take much — people do better on creativity tests if they are simply asked to do things like a creative person would.

In particular, at the end of a meeting, ask “What questions would someone who really doesn’t understand this issue have?” People can admit to greater vulnerability and confusion if they don’t have to attribute it to themselves. (Even the most psychologically safe team may have members who are self-protective by nature.) Get employees to talk about their pets. You might be surprised what comes up if you ask a colleague how her dog is handling her return to the office.

Learn from failure
Mistakes and failures are inevitable — especially now, as an overextended workforce tries to adapt to a constantly changing business environment. How will you deal with them?
Amy Edmondson’s research shows that teams that destigmatize failure do a better job of both learning from past mistakes, and experimenting with new ways of solving problems or conducting routine business. She recommends that leaders reward, rather than metaphorically shooting, the messengers of bad news. Don’t make employees afraid to admit mistakes or bring problems or unknowns to your attention. Instead, analyze failures together with your teams, and figure out ways to improve.

Make It Meaningful
Meaning matters more than happiness, especially when it comes to surviving in difficult circumstances. On the biological level, in fact, a lack of meaning itself might be a difficult circumstance.

Research finds that people who have little sense of meaning in their lives, even if they are happy, have immune-response patterns similar to “people who are responding to and enduring chronic adversity.”
As a leader, encourage team members to engage in meaningful activities inside and outside of work. Foster on-the-job friendships and chances to connect. Draw a clear picture of how specific tasks fit into the organizational mission, and how the organization fits into larger society. Talk about what you find meaningful in life, and how you ensure you have the time and energy for these things.

At the same time, acknowledge that meaning is not found exclusively, or even primarily, through work. Find out what nonwork activities and identities matter to your team. Connect their job to those, just as you connect it to the organizational mission: a salary that sends the kids to a good school; a flexible schedule for auditions; opportunities for continuing education or travel; perks and discounts that make life with kids — or life alone — easier.

Jobs that take up a person’s entire life and make up their core identity are so 20th century. A job that is a key support of a meaningful life, filled by a well-rounded, well-rested employee:

This is the 21st century job.

Robin Abrahams is a research associate at
Harvard Business School.

BG
Boris Groysberg is the Richard P. Chapman
Professor of Business Administration at
Harvard Business School, a faculty affiliate at
the HBS Gender Initiative, and the coauthor,
with Colleen Ammerman, of Glass Half-Broken:

Shattering the Barriers That Still Hold Women
Back at Work (Harvard Business Review Press,
2021).
 @bgroysberg
Classification Projects Completed - May 2022 - December 2022 Project Type Union Department FY
Senior Investigator Collector MQ Review CAMP Finance 22-23 Building Inspector Combination Certified, Senior MQ Review ABMEI PBCE 22-23 Assistant/Associate/Environmental Services Specialist MQ Review MEF ESD 22-23 Early Childhood Education Specialist Ft/PT New Classification MEF PRNS 22-23 Early Childhood Education Instructor PT New Classification MEF PRNS 22-23 Early Childhood Education Aide PT New Classification MEF PRNS 22-23 Librarian I/II Class Revision MEF Library 22-23
Instrument Control Technician I/II/III/IV MQ Review IBEW ESD 22-23 Arson Investigator MQ Review FIR Fire 22-23
Program Manager MQ Review CAMP Citywide 22-23
Parks, Recreation, and Facilities Supervisor FT Class Revision & Title Change AMSP PRNS 22-23 Supervising Environmental Services Specialist FT MQ Review CAMP ESD 22-23 Senior Investigator Collector MQ Review CAMP Finance 21-22 Code Enforcement Inspector I/II Class Revision MEF PBCE 21-22 Animal Care Attendant I/II FT/PT Class Revision MEF PW 21-22 Police Communications Specialist FT/PT Class Revision & Title Change PDA PD 21-22 Police Radio Dispatcher FT/PT New classification PDA PD 21-22 Police Radio Dispatcher Trainee FT New classification PDA PD 21-22 Senior Police Dispatcher FT/PT New classification PDA PD 21-22 Supervising Police Dispatcher New classification PDA PD 21-22 Rides & Attractions Safety Coordinator MQ Review MEF PRNS 21-22 School Crossing Guard PT MQ Review MEF PD 21-22
Airport Operations Manager I/II MQ Review CAMP Airport 21-22 Airport Operations Specialist, Senior I/II/III MQ Review MEF Airport 21-22 Airport Operations Superintendent I/II MQ Review CAMP Airport 21-22 Airport Operations Supervisor I/II/III MQ Review AMSP Airport 21-22 Public Safety Radio Dispatcher Trainee FT Class Revision MEF Fire 21-22 Supervising Public Safety Dispatcher Class Revision MEF Fire 21-22 Senior Public Safety Discpatcher FT/PT Class Revision MEF Fire 21-22 Public Safety Radio Dispatcher FT/PT Class Revision MEF Fire 21-22 Attachment B