Recruitment, Hiring, and
Retention Strategies
Status Report
Presented By:
Kelli Parmley, Assistant Director of
Human Resources
Demetria Machado, Assistant to the
City Manager, Communications
Item (d)2.
2 Agenda
Update: Labor Market Context +
Vacancy Rate
Progress Despite Challenges
Creating a Focus on Retention
3 4
© 2021 NEOGOV Proprietary and Confidential
Widening Gap – National Trend
0.0%
12.0%
22.2%
-4.8%
41.3%
69.5%
3.0%
7.3%
-20.5%
-20.8%
-40.0% -19.9%
-20.0%
0.0%
20.0%
40.0%
60.0%
80.0%
2017 2018 2019 2020 2021 2022
Job Postings vs Applications
Jobs Applications
62.2 57.2 54.6 51.9
34.9 29.4
0.0 10.0
20.0 30.0
40.0 50.0
60.0 70.0
2017 2018 2019 2020 2021 2022
Applications per Job Posting
Year Jobs Apps Jobs Apps Apps / Job
2017 196,982 12,254,168 0.0% 0.0% 62.2
2018 220,594 12,618,942 12.0% 3.0% 57.2
2019 240,629 13,145,251 22.2% 7.3% 54.6
2020 187,567 9,742,720 -4.8% -20.5% 51.9
2021 278,404 9,709,031 41.3% -20.8% 34.9
2022 333,962 9,819,534 69.5% -19.9% 29.4
Data: NEOGOV Customers Live as of
2017
Total Job Postings: 1,458,138
Total Applications Received:
67,289,646
2023
We are not alone in our hiring challenges locally….
6 Vacancy Trends
Agency Vacancy Rate
City of Santa Clara 16.96%
County of Santa Clara 16.30%
San Diego 16.23%
Hayward 15.30%
Palo Alto 15.10%
San Jose 14.00%
Oakland 13.81%
City of Alameda 13.40%
City of San Mateo 12.02%
Fremont 12.00%
CSJ Vacancy Trend
Concerted and strategic efforts
across the City to create a slight
decline in the vacancy rate
Since FY 2017/18, an additional 600
budgeted positions were added
598 additional employees (through
April) were hired that are not
benefitted budgeted positions and
do not impact the vacancy rate (in
FY 21/22 this was 359 positions)
7 Fiscal Year
Benefited
Budgeted FTE Vacancy Rate
2017-2018 5,868 12.00%
2018-2019 6,034 12.30%
2019-2020 6,229 11.40%
2020-2021 6,178 13.00%
2021-2022 6,255 11.70%
Fiscal Year 2022-2023
Benefited
Budgeted FTE Vacancy Rate Vacancy Count
July 2022* 6,468 14.50% 937.0
August 2022 6,468 14.80% 956.7
September 2022 6,468 14.50% 941.0
October 2022 6,468 14.20% 917.0
November 2022 6,468 13.70% 889.2
December 2022 6,468 14.30% 925.2
January 2023 6,468 14.60% 941.5
February 2023 6,468 14.30% 926.0
March 2023 6,468 14.00% 905.7
* 2021/2022 Fiscal Year End Vacancies was 733.75 FTE, the addition of FTE in FY 2022/2023 increased the starting vacancy rate for FY 2022/2023
8 Progress: Quarterly Goal Setting + Using Agile Process 9 Agile Hiring Goals
Hiring Quarter Min
Goal
Max
Goal
Job Offers
Accepted
FY21-22, Q3 217 278 174
FY21-22, Q4 194 268 224
FY22-23, Q1 198 292 290
FY22-23, Q2 208 295 258
FY22-23, Q3 178 262 199
FY22-23, Q4 200 297
Progress : New Application Software
So that the City can be
attractive to the next
generation and better
serve our hiring teams
Modernize our
hiring process
Improve and
streamline processes to
increase efficiency,
accuracy, and
equitable hiring
practices
Internal
efficiency and
effectiveness
Access to the full range
of data across the
hiring process to make
informed strategic
decisions.
Data driven
Project Kick-Off:
February 8, 2023
Target Launch Date:
August 1, 2023
• Process
Improvements
• 700+ Job
Classifications
digitized
10 Progress: Employment Team Staffing
11 Centralization Pilot Hiring:
• Program Manger (Hired)
• Staff Specialist (Hired)
• Three Analysts (Hired 2 of 3)
Centralization Kick-Off (Mid- April):
• Parks Rec and Neighborhood
Services
• Housing
• Code Enforcement
Employment / Workforce Learning & Development
Deputy Director
Employment and Workforce Learning and
Development NEW Position-Ongoing
Employment Division
Centralization Team
Program Manager Make Permanent
Analyst (3 Positions) One-Time
Staff Specialist One-Time
Employment System Implementation Team
Program Manager One-Time
Classification and Compensation Unit
Program Manager Make Permanent
Analyst Make Permanent
Budget Staffing Request:
12 Progress: Marketing Campaign
13 14
15 Pipeline: Building Awareness + Attracting
Signature Event with SJSU
350 + students
160 + City Staff Contributing
All City Departments
16 Pipeline and Workforce Learning and Development - Next Year Pipeline Focus Areas:
SJSU Partnership Strengthen, Grow,
Deepen
Community Colleges + Other FourYear Colleges
Interns and Internship Programs
Internal Pipeline + Pathways – e.g.
Mentorship
High School – Focused Internships +
Exposure Events and Activities
17 Workforce Learning & Development
Pipeline Work
Senior Analyst (Pipeline) NEW Position - Ongoing
Analyst (Pipeline) NEW Position - Ongoing
Analyst (Pipeline/Data) Make Permanent
Learning & Development
Analyst (L&D) Make Permanent
Budget Staffing Request:
18 Retaining Talent
Deloitte, 2022
19 Employee Growth, Connection and Retention Opportunities 20 Next Steps
Monitor and report out on progress of centralization pilot Following budget passage – hire key staff
Implement new application software system (August 1) + month to month improvements through Q3 next year
Identify and implement retention strategies with departments Quarterly updates to PSFSS
21